Independently
documented work.

Ensuring Success of Hoshin Kanri at Logoplaste

Logoplaste, a global packaging company, adopted Hoshin Kanri to align its entire organisation behind a set of strategic breakthrough objectives. This case study, published by the Lean Enterprise Institute, documents how the deployment was structured, what leadership changes it required, and how results were followed up.

The case covers the catchball process used to cascade targets from corporate to plant level, the capability development approach that ran in parallel with the strategy deployment, the governance architecture that kept teams aligned between planning cycles, and the culture shifts required to make stretch goals a learning mechanism rather than a pressure tool.

• Hoshin cascade deployed across the plant network
• Virtual Mission Control Room connecting all teams and executives in real time
• Capability maturity matrix tracking problem-solving, standard work, and daily management at plant level
• Shift from directive leadership to coaching and structured problem-solving at every tier