Integrating Balanced Scorecard and Hoshin Kanri a review of approaches

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Rui Manuel Ferreira Dias
Alexandra Tenera


This paper discusses how companies can make their Strategic Thinking, Strategic Planning, and also discusses the integration of the Balanced Scorecard (BSC) and Hoshin Kanri (HK) approaches and then suggests and exemplifies an integrated model that could facilitate company’s strategic deployment and implementation. A literature review of Balanced Scorecard and Hoshin Kanri conducted to provide a comprehensive understanding of each approach. The article discusses six integrated Balanced Scorecard / Hoshin Kanri models identified in the literature. The research work revealed differences and convergence points between Balanced Scorecard (BSC) and Hoshin Kanri (HK) approaches that the different integrated models intend to take advantage or reinforce in order to develop more robust methodologies. The study of different integration model, the difference between them and the know-how obtained in implementation and deployment of the strategy in the industry were crucial to develop the proposed model, which was conceived to overcome current identified models weaknesses. So, a new integrated framework was developed for Continuous Improvement organizations in order to leverage and combine Balanced Scorecard robustness and consistency for strategy development and Hoshin Kanri in order to added value in terms of short-term strategy, translating it to the everyday job activities, conceived and performed by all in turning of the Continuous Improvement strategy.


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Author Biographies

Rui Manuel Ferreira Dias, Faculdade de Ciências e Tecnologia, Universidade Nova de Lisboa

Is a PhD student of Industrial Engineering at Faculdade de Ciências e Tecnologia, Universidade Nova de Lisboa, Portugal with a MBA in Management from FEUC in 2009 and a degree in Chemical Industry from FCTUC in 1987.

Quality, Enviromental and Food Safety Manager of Refrige – Coca-Cola Portugal; Industrial Manager in Equipar – Amorim Group; Operation Manager of A&I – Amorim Group since 2009.

Interest’s area is Quality Management, Operation Management, Food Safety, Lean, Six Sigma and Theory of Constraints.

Alexandra Tenera, Faculdade de Ciências e Tecnologia, Universidade Nova de Lisboa

Alexandra B. Tenera holds a MSc degree in Business Management Sciences (from ISCTE, Portugal) and a PhD degree in Industrial Engineering (from FCT/UNL, Portugal). She is an Assistant Professor of Industrial Engineering at Faculdade de Ciências e Tecnologia (FCT), Universidade Nova de Lisboa (UNL). Her scientific research has been on Production and Management Sciences focused in project and manufacturing management systems and practices improvement which has been published in international journals and conferences. She has been a researcher at FCT R&D Unit in Mechanical & Industrial

Engineering (UNIDEMI) and a supervisor of FCT MSc and PhD students. She is also a founder member of the Portuguese Institute of Industrial Engineers IPEI, nowadays actively involved in the Portuguese Project Management Professional Association APOGEP and in National and International Technical Committee Work on project and program management standards development.


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