For companies to be competitive, leaders must engage people at all levels in order to focus their energy and enable them to apply lean principles to everything they do. Strategy deployment, called hoshin kanri by Toyota and also known as policy deployment, has proven to be the most effective process for meeting this ongoing challenge.

In his book, Getting the Right Things Done, Pascal Dennis outlines the nuts and bolts of strategy deployment, answering two tough questions that ultimately can make or break a company's lean transformation:

What kind of planning system is required to inspire meaningful company-wide continuous improvement?

How might we change existing mental models that do not support a culture of continuous improvement?

Getting the Right Things Done demonstrates how strategy deployment can help leaders harness the full power of Lean.

Getting the Right Things Done chronicles the journey of the company and its President and COO, an experienced lean leader who was hired five years ago to steer Atlas in the right direction. While Atlas had already applied some basic lean principles, it had not really connected the people and business processes so that the company could dramatically improve. Atlas’ challenge: “Something was missing: a way of focusing and aligning the efforts of good people, and a delivery system, something that would direct the tools to the right places.” Enter strategy deployment.</p> <p>The book is designed to provide readers with a framework for understanding the key components of strategy deployment: agreeing on the company's “True North,” working within the PDCA cycle, getting consensus through “catch-ball,” the deployment leader concept and A3 thinking. It links action to theory and reminds us that lean tools - like value-stream maps, kaizen events, and 5S - are only the means to an end, not ends in themselves.

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