ABSTRACT
This chapter focuses on the United States (US) "civil communication section Training Manual on the American Management System" presented at two seminars during the occupation after Second World War that was developed, written, and taught by Charles W. Protzman, Sr., and Homer M. Sarasohn. Hoshin Kanri, which focuses on achieving annual stretch goals, has been used successfully by Toyota and other companies in Japan since the 1950s, some top-tier companies in US, and others globally. Hoshin Kanri is a structured planning and implementation approach to manage change in an organization to provide desired results necessary for the organization's success. Hoshin began to creep into the US in early 1980s. This occurred mainly because some US companies had divisions or subsidiaries in Japan that were Deming Prize winners. The hoshin process fits under the umbrella management philosophy of Lean and total company-wide quality management. The plan–do–study–act process improvement cycle enters repeatedly during the plan's development, implementation, and review.
