Process optimization and strategic planning with Hoshin Kanri

This case study highlights the operational and strategic transformation of a leading manufacturer of roof windows and skylights. By adopting Kaizen principles and Lean methodologies, the organization successfully optimized processes, reduced waste, and improved efficiency across all its production units. By implementing a structured approach to strategy deployment, KPI standardization, and continuous improvement, the company strengthened its market position in Europe and enhanced its global competitiveness. The cultural shift, driven by active employee participation and strong leadership engagement, was critical in achieving a more agile, efficient, and sustainable production system.

Fig. 1 – Kaizen principles

Company overview and strategic commitment

This global leader in window manufacturing brings over 80 years of experience and is widely recognized for its innovation and strong commitment to sustainability. As one of the largest window exporters, 33% of its products are shipped to international markets. The company aims to improve people’s quality of life by offering natural lighting solutions while promoting energy efficiency and reducing CO₂ emissions.

With over 900 employees, the organization operates in an integrated manner across several production units and departments, including wood processing, molding, and painting, among others. It also stands out for its close collaboration with local suppliers, which contributes to the economic development of the country in which it operates. Its commitment to sustainability is reflected in its ambitious goal of achieving carbon neutrality by 2041— the year it will celebrate its 100th anniversary.

Fig. 2 – Shop floor layout

Key challenges in strategic planning

Despite its market leadership, the organization faced major challenges stemming from the absence of a well-defined strategic foundation. The lack of a clear system for goal deployment and effective KPI management led to various operational difficulties.

The main challenges are outlined below:

Strategic and tactical alignment

One of the primary issues was ensuring that organizational goals were properly cascaded and implemented in day-to-day operations. The company lacked an efficient system to consistently communicate and execute its strategic vision across all hierarchical levels.

Ineffective KPI management

KPI management was inconsistent, with an excessive number of indicators, many of which were not directly aligned with strategic objectives. This misalignment hindered the ability to measure progress effectively and identify high-impact areas, which compromised decision-making and the prioritization of actions.

Absence of a continuous improvement culture

The principle of “Empowering People” had not yet been fully integrated into the organization, resulting in the absence of an authentic culture of continuous improvement. Additionally, the application of Lean and Kaizen methodologies was not yet fully established, leading to a reactive rather than proactive approach to challenges. This lack of integration limited innovation and process optimization.

Therefore, the organization faced a critical need to engage all employees, empowering them to actively contribute to process improvements and performance gains. This shift was essential to foster a continuous improvement mindset throughout the company.

Actions implemented for strategic improvement and alignment

The organization took decisive action to address its challenges by implementing a structured strategy deployment process and adopting agile management tools. The introduction of the Hoshin Kanri methodology, alongside a stronger focus on Lean principles, aligned strategic objectives with day-to-day operations, improved KPI management, and helped establish a culture of continuous improvement. These initiatives directly addressed existing misalignments and propelled the company toward new levels of efficiency and competitiveness.

Fig. 3 – Strategic plan for defining and implementing initiatives

These actions were divided into 7 phases:

Phase 1 – Current state audit

The project began with a comprehensive audit of existing practices, including a detailed analysis of KPIs. It was found that the lack of alignment between performance indicators and strategic objectives undermined effective management and decision-making. The principle of “Being Transparent” was incorporated to ensure all relevant data was visible and clearly understood by all employees. This transparency facilitated informed decision-making around priorities and strategic progress. Additionally, this phase helped identify critical areas for improvement, most notably, the need to simplify KPI management.

Fig. 4 – Data analysis follow-up

Phase 2 – Summary of audit results and decision-making

Based on the audit findings, the organization agreed to adopt a strategic deployment approach using the Hoshin Kanri methodology. This approach aimed to effectively align overall goals with daily operations by establishing a straightforward process for communication and execution.

Phase 3 – Initial training of the management team

An intensive training program was delivered to the management team, focusing on Hoshin Kanri tools and techniques and the 3-Minute Management approach. Managers were also encouraged to “Go to Gemba” — to observe processes firsthand and engage directly with frontline teams to gain a deeper understanding of the challenges on the field. This training equipped leaders to manage strategic deployment more effectively and to facilitate strategy execution with a shared sense of goals and processes. The 3-Minute Management method was introduced to provide a fast and effective way to monitor results and ensure objectives were being met efficiently. Visual management boards, charts, and performance indicators gave the management team a clear, real-time overview of objectives. This visibility helped streamline communication, improve transparency, and support agile adjustments when necessary.

Phase 4 – Top-level strategic deployment implementation

The implementation of strategic deployment began with a focused effort on executing goals and initiatives directly tied to the company’s core strategy. Active involvement from the management team was critical to the success of this phase, ensuring that all leaders were aligned with the company’s overarching objectives and fully committed to strategy execution. The application of Lean principles in goal deployment and visual management practices played a key role in reinforcing the Lean culture. These tools enhanced clarity and accountability and helped engage teams at every level of the organization throughout the strategic execution process.

Phase 5 – Tactical-level strategy deployment

The strategic deployment process was extended to the tactical level, encompassing all departments across the organization. The principle “let it flow” was applied to ensure operations moved in a coordinated, uninterrupted manner, with resources allocated efficiently to achieve the company’s shared operational goals.

Phase 6 – Standardizing the new deployment approach

To ensure consistent execution of the strategy across the organization, the new deployment process was standardized. This step aligned with the principle of “knowing the customer”, ensuring all actions were focused on maximizing customer value through a well-structured, continuous improvement process.

Phase 7 – Leveraging Lean tools to support goal achievement

Lean tools were implemented to enhance efficiency and optimize workflows. Combined with Kaizen principles, these tools helped the organization boost productivity, reduce waste, and enable more effective management, ultimately driving value creation for the company and its customers.

Impact and results of strategic implementation

Throughout the implementation process, Kaizen principles remained central to all initiatives. The deployment of the new strategic goal alignment system led to significant improvements in operational efficiency and interdepartmental coordination, playing a key role in successfully executing the company’s strategic objectives. The consistent application of Lean principles and the standardization of KPI management generated breakthrough results across multiple areas of the organization, including:

• 7% increase in cost efficiency: Resources were optimized, waste was reduced, and overall cost management became more effective.
• 12% improvement in quality performance: Production quality increased noticeably, reflecting tighter process control and greater precision.
• 6.5% reduction in employee turnover: Greater strategic clarity and improved workplace conditions contributed to stronger talent retention.
• 5% increase in employee satisfaction and motivation: Higher engagement levels were observed, translating into improved satisfaction scores.
• Optimized strategic execution: The company successfully aligned global objectives with daily operations, reinforcing its strategic performance.

Change, often seen as a challenge, turned out to be a source of growth and innovation, generating surprising results that strengthened the company’s position in the market. In addition to achieving the goals set, this transformation has shown that commitment to continuous improvement can have lasting impacts, taking the organization to new heights of excellence and competitiveness.

Although the adaptation process required sacrifices and dedication, it allowed the company to exceed internal expectations and stand out from its competitors, thus consolidating its leadership in the sector. By turning challenges into opportunities, the organization demonstrated that true success comes from the ability to evolve, to learn from the process, and to apply the lessons to the future. Thus, change was not merely a means of achieving objectives, but a tool that shaped a path of sustainable growth and continuous innovation for the company.

We are committed to respecting our clients’ confidentiality. While we have altered or omitted their names, the results are genuine.