Integrating Balanced Scorecard and Hoshin Kanri a review of approaches

• Autor(a) principal: Dias, Rui Manuel Ferreira
• Data de Publicação: 2020
• Outros Autores: Tenera, Alexandra
• Tipo de documento: Artigo
• Idioma: eng
• Título da fonte: Independent Journal of Management & Production
• Texto Completo: http://www.ijmp.jor.br/index.php/ijmp/article/view/1137
• topic: Strategic Planning; Strategic Deployment; Balanced Scorecard; Hoshin Kanri

This paper discusses how companies can make their Strategic Thinking, Strategic Planning, and also discusses the integration of the Balanced Scorecard (BSC) and Hoshin Kanri (HK) approaches and then suggests and exemplifies an integrated model that could facilitate company’s strategic deployment and implementation. A literature review of Balanced Scorecard and Hoshin Kanri conducted to provide a comprehensive understanding of each approach. The article discusses six integrated Balanced Scorecard / Hoshin Kanri models identified in the literature. The research work revealed differences and convergence points between Balanced Scorecard (BSC) and Hoshin Kanri (HK) approaches that the different integrated models intend to take advantage or reinforce in order to develop more robust methodologies. The study of different integration model, the difference between them and the know-how obtained in implementation and deployment of the strategy in the industry were crucial to develop the proposed model, which was conceived to overcome current identified models weaknesses. So, a new integrated framework was developed for Continuous Improvement organizations in order to leverage and combine Balanced Scorecard robustness and consistency for strategy development and Hoshin Kanri in order to added value in terms of short-term strategy, translating it to the everyday job activities, conceived and performed by all in turning of the Continuous Improvement strategy.