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Hoshin kanri (HK) is a management methodology commonly practiced in Japan. It co-evolved in the 1960s with concepts and practices associated with total quality management (TQM) and lean production as a way to focus the organisation, align goals and plans among all levels and functions, integrate objectives and strategies into daily operations, and review progress to facilitate learning. Although some respected sources consider HK as a component of TQM/lean production (QM/LP), for the most part HK has been relatively ignored by Western academics and practitioners. This paper surveys the empirical literature to show that, among the factors found to be related to successful implementation and sustainment of QM/LP initiatives, many of them are contained within HK methodology and practices. The paper discusses how HK addresses these factors, ponders the reasons for Westerners' ignorance of or lack of interest in HK, and offers suggestions for future research.
