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 ...
BPIR Categories2.4.3 Franchise products and services
8.2.4 Leadership relationships with suppliers and partners
2.2.4 Formulate and review business unit strategy