Documented deployments where operational excellence systems were built, sustained, and measured. Not theory — what actually happened.
Logoplaste — a global packaging company operating 68 plants in 17 countries — 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 why the results appeared within the first six months.
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.