BPIR Categories
2.4.3 Franchise products and services8.2.4 Leadership relationships with suppliers and partners
2.2.4 Formulate and review business unit strategy
In 1992, a Methodist Healthcare System in San Antonio, lost $900,000 in six months because of an accelerating decrease in lengths of stay. The leadership adopted Hoshin planning to manage the crisis. The Hoshin planning involved planning (e.g., long-range and one-year), execution (e.g., deployment to departments) and audit (such as monthly and the chief executive’s annual audit). Hoshin planning builds from the top down and the bottom up, and front-line people have an opportunity to buy into ...
8.2.4 Leadership relationships with suppliers and partners
2.2.4 Formulate and review business unit strategy
8.2.4 Leadership relationships with suppliers and partners
2.2.4 Formulate and review business unit strategy