{"id":152345,"date":"2026-04-30T09:29:00","date_gmt":"2026-04-30T07:29:00","guid":{"rendered":"https:\/\/lean.org.hu\/?p=152345"},"modified":"2026-04-30T09:37:45","modified_gmt":"2026-04-30T07:37:45","slug":"managing-on-purpose","status":"publish","type":"post","link":"https:\/\/lean.org.hu\/en\/managing-on-purpose","title":{"rendered":"Managing on Purpose"},"content":{"rendered":"<p><strong>INTERJ\u00da \u2013 \u00daj k\u00f6nyv jelent meg a hoshin kanrir\u00f3l! Roberto Priolo le\u00fclt besz\u00e9lgetni Mark Reichhel, a szerz\u0151vel, a kiadv\u00e1nyr\u00f3l \u00e9s arr\u00f3l, hogyan seg\u00edtheti a szervezeteket.<\/strong><\/p>\n\n\n\n<p><em>Az interj\u00fa elolvas\u00e1s\u00e1hoz sz\u00fcks\u00e9ges id\u0151: kb. 4 perc<\/em><\/p>\n\n\n\n<div class=\"wp-block-columns is-layout-flex wp-container-core-columns-is-layout-9d6595d7 wp-block-columns-is-layout-flex\">\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\" style=\"flex-basis:100px\">\n<figure class=\"wp-block-image size-full is-resized is-style-rounded\"><img fetchpriority=\"high\" decoding=\"async\" width=\"562\" height=\"562\" src=\"https:\/\/lean.org.hu\/wp-content\/uploads\/2025\/09\/roberto.jpg\" alt=\"\" class=\"wp-image-149625\" style=\"width:90px;height:90px\" srcset=\"https:\/\/lean.org.hu\/wp-content\/uploads\/2025\/09\/roberto.jpg 562w, https:\/\/lean.org.hu\/wp-content\/uploads\/2025\/09\/roberto-300x300.jpg 300w, https:\/\/lean.org.hu\/wp-content\/uploads\/2025\/09\/roberto-150x150.jpg 150w, https:\/\/lean.org.hu\/wp-content\/uploads\/2025\/09\/roberto-12x12.jpg 12w, https:\/\/lean.org.hu\/wp-content\/uploads\/2025\/09\/roberto-200x200.jpg 200w, https:\/\/lean.org.hu\/wp-content\/uploads\/2025\/09\/roberto-100x100.jpg 100w, https:\/\/lean.org.hu\/wp-content\/uploads\/2025\/09\/roberto-50x50.jpg 50w\" sizes=\"(max-width: 562px) 100vw, 562px\" \/><\/figure>\n<\/div>\n\n\n\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\">\n<div style=\"height:20px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<p class=\"has-text-align-left\"><strong>Szerz\u0151:<\/strong> Roberto Priolo \u2013 Head of Communications, Lean Global Network <\/p>\n\n\n\n<p><strong>Interj\u00faalany: <\/strong>Mark Reich &#8211; Chief Engineer, Strategy, Author&nbsp;\u2013 Lean Enterprise Institute<\/p>\n<\/div>\n<\/div>\n\n\n\n<div style=\"height:10px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<p><em><strong>Roberto Priolo: Gratul\u00e1lok a k\u00f6nyv megjelen\u00e9s\u00e9hez, Mark. Mi\u00e9rt d\u00f6nt\u00f6tt\u00e9l \u00fagy, hogy meg\u00edrod, \u00e9s mi\u00e9rt tartod fontosnak a lean k\u00f6z\u00f6ss\u00e9g sz\u00e1m\u00e1ra?<\/strong><\/em><\/p>\n\n\n\n<p><strong>Mark Reich:<\/strong> Miut\u00e1n k\u00f6zel 14 \u00e9ve elhagytam a <strong>Toyot\u00e1t<\/strong>, hatalmas <strong>k\u00fcl\u00f6nbs\u00e9get l\u00e1ttam<\/strong> a hagyom\u00e1nyos <strong>strat\u00e9giai megk\u00f6zel\u00edt\u00e9s<\/strong> \u00e9s ak\u00f6z\u00f6tt, ahogyan a <strong>Toyota k\u00f6zel\u00edti<\/strong> meg ezt a ter\u00fcletet. Sok szervezet a <strong>fels\u0151 vezet\u00e9s szintj\u00e9n alak\u00edtja ki<\/strong> a strat\u00e9gi\u00e1t, majd elv\u00e1rja, hogy a v\u00e9grehajt\u00e1s automatikusan k\u00f6vesse. A strat\u00e9gi\u00e1t gyakran puszt\u00e1n a p\u00e9nz\u00fcgyi eredm\u00e9nyek el\u00e9r\u00e9s\u00e9nek \u00e9s az elsz\u00e1moltathat\u00f3s\u00e1g biztos\u00edt\u00e1s\u00e1nak eszk\u00f6zek\u00e9nt kezelik, m\u00edg a <strong>Toyot\u00e1n\u00e1l legal\u00e1bb ennyire sz\u00f3lt a szervezet hossz\u00fa t\u00e1v\u00fa k\u00e9pess\u00e9geinek fejleszt\u00e9s\u00e9r\u0151l is<\/strong>. Val\u00f3j\u00e1ban az egyik legszembet\u0171n\u0151bb dolog az volt sz\u00e1momra, hogy a vezet\u0151fejleszt\u00e9s milyen m\u00e9lyen be volt \u00e1gyazva a hoshin kanri rendszer\u00e9be.<\/p>\n\n\n\n<p>Amikor a <strong>Lean Enterprise Institute<\/strong>-tal v\u00e9gzett munk\u00e1m sor\u00e1n elkezdtem v\u00e1llalatokat t\u00e1mogatni saj\u00e1t strat\u00e9gi\u00e1juk kialak\u00edt\u00e1s\u00e1ban \u00e9s bevezet\u00e9s\u00e9ben, els\u0151 k\u00e9zb\u0151l tapasztaltam meg, hogy a hoshin kanri nemcsak kiemelked\u0151 \u00fczleti eredm\u00e9nyekhez vezet, hanem <strong>a vezet\u0151k gondolkod\u00e1sm\u00f3dj\u00e1t is \u00e1talak\u00edtja.<\/strong> Ez a felismer\u00e9s adta a <em><strong>Managing on Purpose<\/strong><\/em> c\u00edm\u0171 k\u00f6nyv meg\u00edr\u00e1s\u00e1nak f\u0151 motiv\u00e1ci\u00f3j\u00e1t. Szerettem volna megosztani a <strong>Toyota tapasztalataib\u00f3l sz\u00e1rmaz\u00f3 tanuls\u00e1gokat <\/strong>a sz\u00e9lesebb lean k\u00f6z\u00f6ss\u00e9ggel, mik\u00f6zben tiszt\u00e1zok n\u00e9h\u00e1ny gyakori f\u00e9lre\u00e9rt\u00e9st ezzel a rendk\u00edv\u00fcl hat\u00e9kony m\u00f3dszertannal kapcsolatban.<\/p>\n\n\n\n<p>Fontos kiemelni, hogy <strong>ez egy munkaf\u00fczet jelleg\u0171 k\u00f6nyv<\/strong>, de <strong>nem eszk\u00f6z\u00f6kr\u0151l sz\u00f3l<\/strong>. A f\u00f3kusz azon van, hogy a hoshin kanri mik\u00e9nt k\u00e9pes \u00e1talak\u00edtani a szervezeteket a gondolkod\u00e1sm\u00f3d megv\u00e1ltoztat\u00e1s\u00e1n kereszt\u00fcl.<\/p>\n\n\n\n<p>Angol szakos voltam az egyetemen, \u00e9s m\u00e1r <strong>40 \u00e9ve szerepel a bakancslist\u00e1mon<\/strong> egy k\u00f6nyv meg\u00edr\u00e1sa. Nagyon \u00f6r\u00fcl\u00f6k, hogy v\u00e9gre sz\u00e9lesebb k\u00f6z\u00f6ns\u00e9ghez is eljuttathatom a tapasztalataimat.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p><strong>RP:<\/strong> <strong><em>Hogyan alak\u00edtottad ki a k\u00f6nyv fel\u00e9p\u00edt\u00e9s\u00e9t?<\/em><\/strong><\/p>\n\n\n\n<p><strong>MR:<\/strong> A hoshin kanri Deming tan\u00edt\u00e1saib\u00f3l ered az 1960-as \u00e9vekb\u0151l, \u00e9s a Toyota az els\u0151k k\u00f6z\u00f6tt alkalmazta. Mivel a <strong>PDCA <\/strong>(<strong>Plan-Do-Check-Act<\/strong>) ciklus Deming munk\u00e1ss\u00e1g\u00e1nak alapelve, logikus volt a k\u00f6nyvet is erre a strukt\u00far\u00e1ra \u00e9p\u00edteni.<\/p>\n\n\n\n<p>A <em>Managing on Purpose<\/em> egy <strong>esettanulm\u00e1ny k\u00f6r\u00e9 \u00e9p\u00fcl <\/strong>\u2013 t\u00f6bb, \u00e1ltalam t\u00e1mogatott szervezet tapasztalatainak \u00f6tv\u00f6zet\u00e9re. A k\u00f6nyv egy v\u00e1llalat helyzet\u00e9nek bemutat\u00e1s\u00e1val indul: er\u0151s piaci poz\u00edci\u00f3val rendelkeznek a f\u0171ny\u00edr\u00f3 ipar\u00e1gban, azonban az elm\u00falt \u00e9vekben cs\u00f6kkent a nyeres\u00e9g\u00fck. Az egyik kulcsprobl\u00e9ma, hogy m\u00e9g nem jelentek meg a gyorsan n\u00f6vekv\u0151 elektromos f\u0171ny\u00edr\u00f3 piacon.<\/p>\n\n\n\n<p>Szerencs\u00e9re a v\u00e1llalat az el\u0151z\u0151 \u00e9vben m\u00e1r <strong>k\u00eds\u00e9rletezett a hoshin kanrival egyetlen gy\u00e1regys\u00e9gben<\/strong>, \u00e9s pozit\u00edv eredm\u00e9nyeket \u00e9rt el. Erre a sikerre alapozva \u00fagy d\u00f6ntenek, hogy a hoshin kanrit a teljes szervezetre kiterjesztik.<\/p>\n\n\n\n<p>A k\u00f6nyv ezt az utat k\u00f6veti, a <strong>PDCA<\/strong> <strong>ciklus ment\u00e9n<\/strong>:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Plan<\/strong> \u2013 A v\u00e1llalat kidolgozza a hoshin strat\u00e9gi\u00e1j\u00e1t, vil\u00e1gos c\u00e9lokat hat\u00e1roz meg.<\/li>\n\n\n\n<li><strong>Do<\/strong> \u2013 V\u00e9grehajtj\u00e1k a tervet, alkalmazva megl\u00e9v\u0151 tud\u00e1sukat.<\/li>\n\n\n\n<li><strong>Check<\/strong> \u2013 A halad\u00e1st havi rendszeress\u00e9ggel egy Obeya-ban (nagy, vizu\u00e1lis menedzsment t\u00e9r) k\u00f6vetik.<\/li>\n\n\n\n<li><strong>Act<\/strong> \u2013 F\u00e9l\u00e9vkor visszatekintenek, ki\u00e9rt\u00e9kelik az eredm\u00e9nyeket, m\u00f3dos\u00edtanak \u00e9s finom\u00edtj\u00e1k a strat\u00e9gi\u00e1t.<\/li>\n<\/ul>\n\n\n\n<p><strong>\u00c9v v\u00e9g\u00e9n \u00e1ttekintik<\/strong>, mely priorit\u00e1sok maradjanak a hoshin r\u00e9szei, mely kezdem\u00e9nyez\u00e9sek ker\u00fcljenek \u00e1t a daily management-be, illetve milyen hossz\u00fa t\u00e1v\u00fa elk\u00f6telez\u0151d\u00e9sek sz\u00fcks\u00e9gesek a fenntart\u00e1shoz.<\/p>\n\n\n\n<p>Mivel a hoshin kanri a <strong>folyamatos fejleszt\u00e9s egyik m\u00f3dszertana,<\/strong> a k\u00f6nyv hangs\u00falyozza: <strong>egy ciklus sosem t\u00f6k\u00e9letes <\/strong>\u2013 ez egy folyamatos fejl\u0151d\u00e9si \u00fat, amely hossz\u00fa t\u00e1v\u00fa <strong>elk\u00f6telez\u0151d\u00e9st<\/strong> \u00e9s folyamatos <strong>alkalmazkod\u00e1st <\/strong>ig\u00e9nyel.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p><strong>RP:<\/strong> <strong><em>Melyek azok a legfontosabb kih\u00edv\u00e1sok, amelyekkel a v\u00e1llalatok szembes\u00fclnek, amikor el\u0151sz\u00f6r pr\u00f3b\u00e1lj\u00e1k bevezetni a hoshin kanrit? Tapasztalataid szerint mi az, ami jellemz\u0151en g\u00e1tolja a m\u00f3dszer hat\u00e9kony alkalmaz\u00e1s\u00e1t?<\/em><\/strong><\/p>\n\n\n\n<p><strong>MR:<\/strong> A legf\u0151bb akad\u00e1ly a <strong>vezet\u0151i elk\u00f6telez\u0151d\u00e9s \u00e9s t\u00e1mogat\u00e1s hi\u00e1nya<\/strong>. Lehet fejleszteni egy gy\u00e1rt\u00f3cell\u00e1t vagy ak\u00e1r egy teljes m\u0171k\u00f6d\u00e9st is, ak\u00e1r a helyi vezet\u0151 t\u00e1mogat\u00e1s\u00e1val is, de mivel ez alapvet\u0151en arr\u00f3l sz\u00f3l, hogy \u00fajragondoljuk \u00e9s \u00fajra\u00e9p\u00edtj\u00fck, hogyan ir\u00e1ny\u00edtjuk a v\u00e1llalatot, nem fog m\u0171k\u00f6dni a fels\u0151vezet\u00e9s elk\u00f6telez\u0151d\u00e9se n\u00e9lk\u00fcl.<\/p>\n\n\n\n<p>A <strong>hoshin \u00fajradefini\u00e1lja a v\u00e1llalat ir\u00e1ny\u00e1t<\/strong>, \u00e9s gyakorlatilag a feje tetej\u00e9re \u00e1ll\u00edtja a hagyom\u00e1nyos vezet\u00e9sr\u0151l alkotott felfog\u00e1st. \u00c9ppen ez\u00e9rt gyakran <strong>ellen\u00e1ll\u00e1sba \u00fctk\u00f6zik<\/strong>. Egy <strong>elk\u00f6telezett CEO<\/strong> jelenl\u00e9te biztos\u00edtja, hogy ez az akad\u00e1ly elh\u00e1r\u00edthat\u00f3 legyen.<\/p>\n\n\n\n<p>A hoshin egyik tov\u00e1bbi akad\u00e1lya k\u00e9ts\u00e9gk\u00edv\u00fcl az a tendencia, hogy <strong>t\u00fal kor\u00e1n pr\u00f3b\u00e1lj\u00e1k alkalmazni<\/strong>, m\u00e9g miel\u0151tt a v\u00e1llalat el\u00e9g \u00e9rett lenne hozz\u00e1. Mivel a m\u00f3dszertan bevonja a k\u00f6z\u00e9pvezet\u0151ket, akik hirtelen elkezdik meg\u00e9rteni saj\u00e1t szerep\u00fcket az \u00fczleti sikerben, ez nagy energi\u00e1t ad a szervezetnek. Ugyanakkor ez a <strong>lelkesed\u00e9s \u00f6nmag\u00e1ban nem el\u00e9g<\/strong> a hoshin m\u0171k\u00f6d\u00e9s\u00e9hez: lehetnek nagyon j\u00f3 tervek, de ha a v\u00e1llalat nem j\u00e1rtas a probl\u00e9mamegold\u00e1sban, \u00e9s nem t\u00e1maszkodik rendszeresen a napi menedzsmentre, akkor szinte biztosan kudarcra van \u00edt\u00e9lve. A hoshin eset\u00e9ben teh\u00e1t az <strong>id\u0151z\u00edt\u00e9snek <\/strong>is <strong>kulcsszerepe<\/strong> van.<\/p>\n\n\n\n<p>A hoshin egy keretrendszer a bottom-up fejleszt\u00e9si munka priorit\u00e1sainak meghat\u00e1roz\u00e1s\u00e1ra, \u00e9s val\u00f3ban, a legsikeresebb szervezetek azok, amelyek k\u00e9pesek hidat \u00e9p\u00edteni a helyi fejleszt\u00e9si kezdem\u00e9nyez\u00e9sek \u00e9s a v\u00e1llalati strat\u00e9gia k\u00f6z\u00f6tt.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p><strong>RP:<em> Visszat\u00e9rve a Toyota-n\u00e1l szerzett tapasztalataidra, mi volt a hoshin legnagyobb hozz\u00e1j\u00e1rul\u00e1sa a v\u00e1llalathoz?<\/em><\/strong><\/p>\n\n\n\n<p><strong>MR:<\/strong> 1988-ban csatlakoztam a <strong>Toyot\u00e1hoz<\/strong>, \u00e9s t\u00f6bb poz\u00edci\u00f3t is bet\u00f6lt\u00f6ttem, miel\u0151tt 2001-ben a Corporate Strategy ter\u00fcletre ker\u00fcltem. Az 1990-es \u00e9vek v\u00e9ge \u00e9s a 2000-es \u00e9vek eleje <strong>hatalmas n\u00f6veked\u00e9si id\u0151szak volt <\/strong>a Toyota sz\u00e1m\u00e1ra \u00c9szak-Amerik\u00e1ban \u2013 az \u00e9rt\u00e9kes\u00edt\u00e9s\u00fcnk megh\u00e1romszoroz\u00f3dott, \u00e9s a gy\u00e1rt\u00e1si kapacit\u00e1sunkat is megh\u00e1romszoroztuk, ami m\u00e9g nagyobb kih\u00edv\u00e1st jelentett. Kezdetben a Toyota f\u0151k\u00e9nt aut\u00f3kat import\u00e1lt, \u00e9s disztrib\u00fatori h\u00e1l\u00f3zaton kereszt\u00fcl m\u0171k\u00f6d\u00f6tt, de az \u00e9vtized sor\u00e1n fokozatosan lokaliz\u00e1ltuk a gy\u00e1rt\u00e1st, amivel a l\u00e9tsz\u00e1munk jelent\u0151sen, k\u00f6r\u00fclbel\u00fcl 15 000-r\u0151l 40 000 f\u0151re n\u0151tt. Emellett h\u00e1rom, teljes eg\u00e9sz\u00e9ben Jap\u00e1n \u00e1ltal ir\u00e1ny\u00edtott gy\u00e1rr\u00f3l <strong>10\u201312 gy\u00e1rra b\u0151v\u00fclt\u00fcnk<\/strong>, mik\u00f6zben el\u0151sz\u00f6r hoztunk l\u00e9tre \u00e9szak-amerikai region\u00e1lis k\u00f6zpontot is.<\/p>\n\n\n\n<p>Ahogy a m\u0171k\u00f6d\u00e9s\u00fcnk \u00e9rettebb\u00e9 v\u00e1lt, Jap\u00e1n a f\u00f3kusz\u00e1t K\u00edn\u00e1ra helyezte \u00e1t, ami miatt \u00c9szak-Amerik\u00e1nak sokkal <strong>\u00f6n\u00e1ll\u00f3bb\u00e1<\/strong> kellett v\u00e1lnia. Ez a v\u00e1lt\u00e1s r\u00e1vil\u00e1g\u00edtott egy struktur\u00e1lt strat\u00e9gialebont\u00e1si \u00e9s -v\u00e9grehajt\u00e1si rendszer sz\u00fcks\u00e9gess\u00e9g\u00e9re, amelyben a hoshin kanri k\u00f6zponti szerepet kapott az \u00e1talakul\u00e1s sor\u00e1n. A munk\u00e1m sor\u00e1n egy 2010-ig sz\u00f3l\u00f3 hossz\u00fa t\u00e1v\u00fa j\u00f6v\u0151k\u00e9pet alak\u00edtottunk ki, \u00e9s l\u00e9trehoztunk egy struktur\u00e1lt \u00e9ves hoshin tervez\u00e9si folyamatot. Ez a rendszer nemcsak jav\u00edtotta az \u00f6sszhangot a termel\u00e9si \u00e9s az adminisztrat\u00edv ter\u00fcletek k\u00f6z\u00f6tt, hanem k\u00e9pess\u00e9 tette a gy\u00e1rvezet\u0151ket \u00e9s a HR-vezet\u0151ket arra is, hogy felel\u0151ss\u00e9get v\u00e1llaljanak a v\u00e1llalaton \u00e1t\u00edvel\u0151 kezdem\u00e9nyez\u00e9sek\u00e9rt \u2013 amire kor\u00e1bban nem volt p\u00e9lda. A hoshin kanri <strong>biztos\u00edtotta <\/strong>azt a strat\u00e9giai keretrendszert \u00e9s bevon\u00e1si modellt, amely lehet\u0151v\u00e9 tette a Toyota North America sz\u00e1m\u00e1ra a hat\u00e9kony sk\u00e1l\u00e1z\u00f3d\u00e1st \u00e9s a gyors n\u00f6veked\u00e9s fenntart\u00e1s\u00e1t.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p><strong>RP: <em>K\u00f6nny\u0171 t\u00e9vesen azt gondolni, hogy a hoshin kanri kiz\u00e1r\u00f3lag a fels\u0151vezet\u0151i szinten zajl\u00f3 tev\u00e9kenys\u00e9g. El tudn\u00e1d magyar\u00e1zni, mi\u00e9rt nem ez a helyzet?<\/em><\/strong><\/p>\n\n\n\n<div class=\"wp-block-columns is-layout-flex wp-container-core-columns-is-layout-9d6595d7 wp-block-columns-is-layout-flex\">\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\">\n<p><strong>MR:<\/strong> A hoshin kanri egy olyan m\u00f3dszertan, amely a <strong>szervezet minden szintj\u00e9t bevonja<\/strong>. A legk\u00f6zvetlenebb hat\u00e1sa gyakran a k\u00f6z\u00e9pvezet\u0151i szinten jelentkezik, mivel az \u0151 inputjuk akt\u00edvan be\u00e9p\u00fcl a v\u00e1llalat ir\u00e1ny\u00e1nak meghat\u00e1roz\u00e1s\u00e1ba.<br>Ez azonban nem jelenti azt, hogy a vezet\u00e9s h\u00e1tral\u00e9phetne a strat\u00e9giai j\u00f6v\u0151k\u00e9p meghat\u00e1roz\u00e1s\u00e1t\u00f3l. Sokkal ink\u00e1bb azt hangs\u00falyozza, hogy <strong>a sikeres v\u00e9grehajt\u00e1shoz minden szint bevon\u00e1sa sz\u00fcks\u00e9ges<\/strong> \u2013 k\u00fcl\u00f6n\u00f6sen azok\u00e9, akik a napi m\u0171k\u00f6d\u00e9st \u00e9rtik \u00e9s ir\u00e1ny\u00edtj\u00e1k, ahol a t\u00e9nyleges probl\u00e9m\u00e1k felmer\u00fclnek.<\/p>\n\n\n\n<p>P\u00e9ld\u00e1ul a k\u00f6nyv esettanulm\u00e1nya egy f\u0171ny\u00edr\u00f3gy\u00e1rt\u00f3 v\u00e1llalatot mutat be, amely azzal k\u00fczd, hogy egy elektromos f\u0171ny\u00edr\u00f3 protot\u00edpust a koncepci\u00f3 f\u00e1zisb\u00f3l eljuttasson a sorozatgy\u00e1rt\u00e1sig. A probl\u00e9ma nem a fels\u0151vezet\u00e9s strat\u00e9gi\u00e1j\u00e1ban volt, hanem abban a folyamatban, ahogyan a v\u00e1llalat a protot\u00edpusr\u00f3l a teljes gy\u00e1rt\u00e1sra t\u00f6rt\u00e9n\u0151 \u00e1t\u00e1ll\u00e1s\u00e1t kezelte.<\/p>\n\n\n\n<p>A kih\u00edv\u00e1sok megold\u00e1s\u00e1hoz elengedhetetlen volt az operat\u00edv szinten dolgoz\u00f3 emberek bevon\u00e1sa (azok\u00e9, akik a legk\u00f6zelebb vannak a folyamathoz). Amikor a frontvonalban dolgoz\u00f3k \u00e9s a k\u00f6z\u00e9pvezet\u0151k<strong> akt\u00edvan r\u00e9szt vesznek,<\/strong> nemcsak a <strong>kritikus probl\u00e9m\u00e1k megold\u00e1s\u00e1hoz <\/strong>j\u00e1rulnak hozz\u00e1, hanem <strong>saj\u00e1t szerep\u00fcket is meghat\u00e1rozz\u00e1k <\/strong>a v\u00e1llalati c\u00e9lok t\u00e1mogat\u00e1s\u00e1ban. Ez tov\u00e1bb gy\u0171r\u0171zik a szervezet m\u00e9lyebb szintjeire is, \u00edgy biztos\u00edtva, hogy m\u00e9g a kapacit\u00e1ssal \u00e9s k\u00f6lts\u00e9ghat\u00e9konys\u00e1ggal kapcsolatos kih\u00edv\u00e1sok \u2013 p\u00e9ld\u00e1ul a termel\u00e9si kapacit\u00e1s n\u00f6vel\u00e9se \u2013 kezel\u00e9s\u00e9re is azok megl\u00e1t\u00e1sai alapj\u00e1n ker\u00fclj\u00f6n sor, akik nap mint nap ezekben a rendszerekben dolgoznak. Ugyanakkor <strong>t\u00falz\u00e1s lenne azt \u00e1ll\u00edtani<\/strong>, hogy a hoshin kanri minden egyes munkav\u00e1llal\u00f3t <strong>k\u00f6zvetlen\u00fcl <\/strong>\u00e9rint. Ink\u00e1bb 3\u20135 kulcspriorit\u00e1sra f\u00f3kusz\u00e1l, \u00e9s biztos\u00edtja, hogy az egyes priorit\u00e1sok szempontj\u00e1b\u00f3l relev\u00e1ns szerepl\u0151k a megfelel\u0151 szinteken legyenek bevonva. B\u00e1r nem mindenki dolgozik hoshin-specifikus kezdem\u00e9nyez\u00e9seken, a m\u00f3dszertan garant\u00e1lja, hogy a kritikus strat\u00e9giai c\u00e9lok szervezeti szinten, sz\u00e9les k\u00f6r\u0171 input \u00e9s \u00f6sszehangol\u00e1s mellett val\u00f3suljanak meg \u2013 bele\u00e9rtve a frontvonalat is.<\/p>\n<\/div>\n<\/div>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p><strong>RP: <em>Mi a szerepe a v\u00e1llalat kommunik\u00e1ci\u00f3s r\u00e9szleg\u00e9nek abban, hogy az emberek meg\u00e9rts\u00e9k a hoshin kanrit?<\/em><\/strong><\/p>\n\n\n\n<p><strong>MR:<\/strong> Egy\u00e9rtelm\u0171 <strong>kommunik\u00e1ci\u00f3 n\u00e9lk\u00fcl k\u00f6nnyen zavar<\/strong> keletkezhet, ahogy egyre t\u00f6bb ember kapcsol\u00f3dik be egy hoshin kezdem\u00e9nyez\u00e9sbe.<\/p>\n\n\n\n<p>Miut\u00e1n a fels\u0151vezet\u0151i csapat \u00f6sszehangolta a m\u00f3dszertant \u00e9s az alkalmazni k\u00edv\u00e1nt folyamatot, kulcsfontoss\u00e1g\u00fa, hogy ezeket a v\u00e1ltoz\u00e1sokat hat\u00e9konyan kommunik\u00e1lj\u00e1k. A legjobb megk\u00f6zel\u00edt\u00e9s az, ha a kommunik\u00e1ci\u00f3s tev\u00e9kenys\u00e9gek akkor indulnak el, amikor a folyamat m\u00e1r megkezd\u0151d\u00f6tt \u2013 nem t\u00fal kor\u00e1n, amikor m\u00e9g a r\u00e9szletek v\u00e9gleges\u00edt\u00e9se zajlik.<\/p>\n\n\n\n<p>Term\u00e9szetesen a k\u00e9pz\u00e9snek is kiemelt szerepe van. B\u00e1r az alkalmazottak a hoshin kanrit nagyr\u00e9szt a mindennapi munkav\u00e9gz\u00e9s sor\u00e1n saj\u00e1t\u00edtj\u00e1k el, <strong>egy struktur\u00e1lt bevezet\u00e9s<\/strong> \u2013 p\u00e9ld\u00e1ul egy 1\u20132 napos tr\u00e9ning \u2013 <strong>nagy seg\u00edts\u00e9get jelenthet<\/strong>. Ennek a k\u00e9pz\u00e9snek le kell fednie a hoshin kanri alapfogalmait, azt, hogyan fogj\u00e1k alkalmazni a szervezeten bel\u00fcl, \u00e9s mit v\u00e1rnak el az egyes szerepk\u00f6r\u00f6kben dolgoz\u00f3kt\u00f3l.<\/p>\n\n\n\n<p>Ezen elemek vil\u00e1gos kommunik\u00e1ci\u00f3j\u00e1val a szervezet <strong>cs\u00f6kkentheti a bizonytalans\u00e1got<\/strong>, <strong>n\u00f6velheti az elk\u00f6telez\u0151d\u00e9st<\/strong>, \u00e9s biztos\u00edthatja, hogy az alkalmazottak meg\u00e9rts\u00e9k, hogyan j\u00e1rulnak hozz\u00e1 a v\u00e1llalat strat\u00e9giai c\u00e9ljaihoz.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p><strong>RP:<\/strong> <strong><em>Kiknek sz\u00e1ntad a Managing on Purpose c\u00edm\u0171 k\u00f6nyvet?<\/em><\/strong><\/p>\n\n\n\n<p><strong>MR:<\/strong> Mindenk\u00e9ppen arra b\u00e1tor\u00edtom a fels\u0151vezet\u0151ket, hogy olvass\u00e1k el, hiszen akt\u00edv elk\u00f6telez\u0151d\u00e9s\u00fck \u00e9s r\u00e9szv\u00e9tel\u00fck elengedhetetlen a folyamatban. <strong>A hoshin kanri csak akkor lehet sikeres, ha a vezet\u00e9s val\u00f3ban elk\u00f6telezett mellette.<\/strong><\/p>\n\n\n\n<p>Ugyanakkor a k\u00f6nyv a k\u00f6z\u00e9pvezet\u0151k sz\u00e1m\u00e1ra is \u00e9rt\u00e9kes, mivel egy\u00e9rtelm\u0171v\u00e9 teszi a strat\u00e9gia v\u00e9grehajt\u00e1s\u00e1ban bet\u00f6lt\u00f6tt kulcsszerep\u00fcket. Az egyik fontos gondolat, amelyet hangs\u00falyozok, hogy a szervezeteknek \u2013 k\u00fcl\u00f6n\u00f6sen a nagyobbaknak \u2013 ki kell jel\u00f6lni\u00fck egy folyamatgazd\u00e1t a hoshin kanrihoz. A hagyom\u00e1nyos, strat\u00e9gi\u00e1val kapcsolatos szerepk\u00f6r\u00f6kkel ellent\u00e9tben, amelyek gyakran piackutat\u00e1sra vagy magas szint\u0171 tervez\u00e9sre f\u00f3kusz\u00e1lnak, <strong>a hoshin kanri egy szigor\u00fa, struktur\u00e1lt folyamat, amely k\u00f6vetkezetes menedzsmentet ig\u00e9nyel<\/strong>.<\/p>\n\n\n\n<p><br>Emiatt a <strong>continuous improvement csapatokat is a k\u00f6nyv potenci\u00e1lis c\u00e9lk\u00f6z\u00f6ns\u00e9g\u00e9nek tartom<\/strong>. \u0150k seg\u00edthetnek a szervezeteknek a hoshin kanri folyamat tulajdonl\u00e1s\u00e1nak \u00e9s m\u0171k\u00f6dtet\u00e9s\u00e9nek meghat\u00e1roz\u00e1s\u00e1ban, valamint annak \u00f6sszehangol\u00e1s\u00e1ban a megl\u00e9v\u0151 fejleszt\u00e9si tev\u00e9kenys\u00e9gekkel.<\/p>\n\n\n\n<p><br><strong>V\u00e9gs\u0151 soron azt rem\u00e9lem, hogy minden vezet\u0151i szinten olvass\u00e1k majd ezt a k\u00f6nyvet, hiszen a strat\u00e9gia sikeres v\u00e9grehajt\u00e1sa csak a szervezet eg\u00e9sz\u00e9t \u00e1tfog\u00f3 bevon\u00e1ssal val\u00f3sulhat meg.<\/strong><\/p>\n\n\n\n<p><\/p>\n\n\n\n<p>Az interj\u00fa a Planet Lean oldal\u00e1n angol nyelven jelent meg.&nbsp;<a href=\"https:\/\/www.planet-lean.com\/articles\/managing-on-purpose\" target=\"_blank\" rel=\"noreferrer noopener\">Ide kattintva<\/a>&nbsp;olvashatod.<\/p>\n\n\n\n<div style=\"height:30px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Ha r\u00e9szletesebben \u00e9rdekel a hoshin kanri t\u00e9ma, aj\u00e1nljuk figyelmedbe az al\u00e1bbi k\u00e9t lehet\u0151s\u00e9get<\/strong>, ahol szem\u00e9lyesen Mark Reicht\u0151l saj\u00e1t\u00edthatod el a tud\u00e1st:<\/h2>\n\n\n\n<div style=\"height:25px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<div class=\"wp-block-columns is-layout-flex wp-container-core-columns-is-layout-9d6595d7 wp-block-columns-is-layout-flex\">\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\">\n<div class=\"wp-block-columns is-layout-flex wp-container-core-columns-is-layout-9d6595d7 wp-block-columns-is-layout-flex\">\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\">\n<p class=\"has-text-align-center\">Kapcsol\u00f3dj be a <strong>konferencia plen\u00e1ris el\u0151ad\u00e1saiba<\/strong> online <\/p>\n\n\n\n<div>\n<figure class=\"wp-block-image size-full\"><a href=\"https:\/\/lean.org.hu\/en\/nemzetkozi-lean-konferencia-streaming\/\" target=\"_blank\" rel=\" noreferrer noopener\"><img decoding=\"async\" width=\"1000\" height=\"1000\" src=\"https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/streaming-1.png\" alt=\"\" class=\"wp-image-152361\" srcset=\"https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/streaming-1.png 1000w, https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/streaming-1-300x300.png 300w, https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/streaming-1-150x150.png 150w, https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/streaming-1-768x768.png 768w, https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/streaming-1-12x12.png 12w, https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/streaming-1-700x700.png 700w, https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/streaming-1-200x200.png 200w, https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/streaming-1-100x100.png 100w, https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/streaming-1-50x50.png 50w\" sizes=\"(max-width: 1000px) 100vw, 1000px\" \/><\/a><\/figure>\n<\/div>\n<\/div>\n\n\n\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\">\n<p class=\"has-text-align-center\"><strong>Vegy\u00e9l r\u00e9szt szem\u00e9lyesen<\/strong> a k\u00e9tnapos workshopon<\/p>\n\n\n\n<div>\n<figure class=\"wp-block-image size-full\"><a href=\"https:\/\/lean.org.hu\/en\/hoshin-kanri-by-mark\/\" target=\"_blank\" rel=\" noreferrer noopener\"><img decoding=\"async\" width=\"1000\" height=\"1000\" src=\"https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/fb-11.png\" alt=\"\" class=\"wp-image-152355\" srcset=\"https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/fb-11.png 1000w, https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/fb-11-300x300.png 300w, https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/fb-11-150x150.png 150w, https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/fb-11-768x768.png 768w, https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/fb-11-12x12.png 12w, https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/fb-11-700x700.png 700w, https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/fb-11-200x200.png 200w, https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/fb-11-100x100.png 100w, https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/fb-11-50x50.png 50w\" sizes=\"(max-width: 1000px) 100vw, 1000px\" \/><\/a><\/figure>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n<p><\/p>","protected":false},"excerpt":{"rendered":"","protected":false},"author":12,"featured_media":152349,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_eb_attr":"","footnotes":""},"categories":[45,17],"tags":[27,22],"class_list":["post-152345","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-alapok","category-lean-cikkek","tag-hoshin","tag-vezetes","infinite-scroll-item","masonry-post","generate-columns","tablet-grid-50","mobile-grid-100","grid-parent","grid-33","no-featured-image-padding"],"featured_image_src":"https:\/\/lean.org.hu\/wp-content\/uploads\/2026\/04\/Managing-on-Purpose.png","author_info":{"display_name":"Eitner D\u00f3ra","author_link":"https:\/\/lean.org.hu\/en\/author\/dora-eitner\/"},"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - 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