Catchball is a simple-sounding but powerful two-way planning and alignment process used in Hoshin Kanri (policy deployment). Think of it like playing catch with a ball — leaders throw strategic intent to teams, teams catch it, adjust, and throw it back with refinements. Repeated throws create clarity, commitment, and a workable plan everyone owns.

Below is a complete, practical guide you can use with HR, shop-floor leaders, and executives in an automobile company (or any manufacturing organization).

1) Purpose — why use Catchball?

Create two-way alignment (not top-down orders nor random bottom-up requests).
Improve feasibility — ensures targets are realistic and resources identified.
Build ownership — people who participate are likelier to commit.
Uncover interdependencies and risks early.
Improve speed of execution because assumptions are tested before rollout.

2) Core principles (quick)

Iterative: many short exchanges rather than one long edict.
Transparent: show data, constraints, and expectations.
Respectful negotiation: not a fight — it’s problem solving.
Documented agreements: every “throw” and “catch” produces a recorded decision or question.
Time-boxed: avoid endless rounds — set limits.

3) Roles & responsibilities

Strategy Owner / Sponsor (Leader) — throws initial intent (e.g., Head of EV Program). Sets context, constraints, and priority.
Facilitator (HR/PMO) — runs the catchball sessions, captures agreements, ensures timelines.
Receiving Function Leads (Plant Head, Head of R&D, Supply Chain, HRBP, Quality, Production Manager) — catch, critique, propose changes, and re-throw.
Subject Matter Experts & Operators — included as needed to validate feasibility (e.g., shop supervisor, test engineer).
Decision Gatekeepers (Senior Leadership) — sign off on final reconciled targets.

4) Typical flow (step-by-step)

Initial Throw — Strategy Owner:
- Present clear intent (example: “Reduce battery pack assembly time by 30% in 12 months”).
- Provide baseline data, constraints, desired metrics, and must-haves.
First Catch — Function Lead(s):
- Review data, ask clarifying questions, identify immediate blockers.
- Return with proposed changes or acceptance (re-throw).
Negotiation Rounds:
- Back-and-forth continues: each throw includes rationale, assumptions, and potential tradeoffs.
- Use data and experiments, not opinions.
Pilot/Experiment Definition (if needed):
- Agree on a small, time-boxed pilot to validate assumptions.
Final Catch — Reconciled Plan:
- Document responsibilities, KPIs, milestones, resources, and review cadence.
Sign-off & Deploy:
- Sponsor and function leads formally sign or document approval.
Review & Re-Catch:

Regular reviews (monthly/quarterly). If conditions change, catchball resumes to re-align.

5) Practical templates & artifacts to use

Catchball Log (simple table):
Columns: Date | From | To | Topic/Intent | Data Provided | Questions Raised | Proposed Change | Action Owner | Due Date | Status
Mini X-Matrix snippet: for the specific goal being caught (Vision → Objective → KPI → Owner → Initiative)
Pilot Plan Template: Hypothesis | Experiment Steps | Success Criteria | Duration | Owner
Decision Record: Signed off items and unresolved issues with escalation path.

6) Workshop activity to practice Catchball (60–90 mins)

Goal: practice with an EV program sprint (e.g., reduce rework in battery module assembly by X%).

Setup (10 min): Present context: baseline metrics, constraints, deadline. Strategy Owner (trainer) “throws” the primary objective.
Round 1 – Functional Catch (15 min): Teams (Production, Quality, Supply Chain, HR) discuss and write concerns and proposed KPIs. They “throw” back to sponsor with written counter-proposals.
Round 2 – Negotiation (20 min): Sponsor meets each team in 5–10 min micro-sessions to reconcile differences and record agreements.
Pilot Design (15 min): Agree on a 4-week pilot in one line. Fill pilot template.
Presentation & Sign-off (15 min): Teams present the reconciled plan and pilot; leadership (roleplayed by trainer or participants) signs off.
Debrief (10 min): Discuss feelings of ownership, unresolved gaps, and next steps.

7) Example dialogues (realistic lines to use)

Leader → Plant Head (initial throw):
“Our target is 30% reduction in battery module assembly time by Q4. Baseline is 45 minutes per module. We have budget for tooling up to ₹X and can allocate 4 dedicated trainers. Can you assess feasibility?”
Plant Head → Leader (first catch):
“Thank you. On floor, average is 45 min but variance is large due to supplier component fit. If tooling works and we standardize jigs, we estimate 20% reduction in 6 months. To reach 30% we need design tweak from R&D and extra shifts. Can we pilot on Line 3 first and allocate 2 engineers from R&D?”
Leader → Plant Head (re-throw):
“Pilot on Line 3 is fine. R&D will dedicate 2 engineers for 6 weeks. We can fund jig tooling up to ₹X. If pilot achieves 22% reduction and <5% quality impact, we scale.”

8) How HR enables Catchball (specific to automobile company)

Facilitation & Scheduling: run catchball sessions, capture decisions.
Competency mapping: ensure roles have skills to meet new goals; propose training pilots.
Change & Communication: craft internal comms, translate technical goals into people targets.
Performance frameworks: convert agreed KPIs to KRAs, appraisal measures, and L&D plans.
Reward & recognition: create short-term incentives for pilot success (Kaizen awards, spot bonuses).

9) Metrics to track effectiveness of Catchball

Time to agreement: days between first throw and final sign-off.
Number of negotiation rounds (ideally low but adequate).
Pilot success rate (percent of pilots meeting success criteria).
Deployment clarity score (survey of participants: “I understand my role” 1–5).
Execution adherence: percent of milestones met post-sign off.
Change in KPI (e.g., assembly time reduction).

10) Common pitfalls & how to avoid them

Pitfall: Endless rounds with no decision → Fix: time-box rounds; require a decision by round N.
Pitfall: Leader imposes without listening → Fix: mandate at least 1 material change from first catch to management throwback.
Pitfall: No data shared → Fix: require baseline data as part of initial throw.
Pitfall: Low participation of shop-floor contributors → Fix: include one operator or supervisor in at least one catch session.
Pitfall: No follow-up documentation → Fix: every session must produce a 1-page decision record.

11) Customizations for different audiences (how to adapt tone)

Professional / HRBP: focus on facilitation playbook, documentation templates, how to convert outcomes into KRAs and L&D plans.
Common man / shop floor: use simple, tangible examples (time per unit, scrap reduction), involve them in pilots, reward small wins.
Leadership: emphasize speed of alignment, resource tradeoffs, financial impact, and governance (who signs off).

12) Sample Catchball cadence for a strategic objective (timeline)

Week 0: Strategy owner throws initial objective + baseline data.
Week 1–2: First catch with function leads; rounds of clarification.
Week 3: Pilot design agreed and resources allocated.
Week 4–8: Pilot execution, daily standups, weekly review.
Week 9: Pilot evaluation; decisions to scale made.
Week 10–onwards: Scale deployment, with monthly check-ins.

13) Quick facilitator checklist (before a session)

Baseline data pack ready (metrics, charts).
X-Matrix draft or template present.
List of required participants + alternates.
Timeboxed agenda and decision deadlines.
Catchball Log template prepped.
Room or virtual board (Miro/whiteboard) set up.
Pilot template printable.

14) Example: Short case (applied)

Objective: Reduce rework in paint shop by 40% in 9 months.

Initial throw: Plant Head shares defect list, cost impact, and constraint of 2 painters per shift.
First catch (Quality): Identifies top 3 defect causes; proposes 2 pilots (masking improvement, new drying cycle).
Production catch: Notes capacity constraints; requests staggered pilot schedule.
HR catch: Proposes training for 12 operators and a Kaizen team incentive.
Pilot agreed: Masking improvement on Line A for 6 weeks; success criteria = 25% reduction with zero increase in cycle time.
Result: Pilot shows 28% reduction; scaled to other lines with updated SOPs and training plan.

15) Final tips — make Catchball sustainable

Embed Catchball into monthly Hoshin reviews.
Keep the process visible: dashboards showing “throws in progress,” pilots running, signed plans.
Celebrate pilot wins publicly to reinforce the process.
Use Catchball not only for big strategic goals but also for medium initiatives — practice makes it fast.

A) One-Page Catchball Cheat Sheet (For Facilitators & Participants)

🎯 THE CATCHBALL METHOD — QUICK GUIDE

What is Catchball?

A two-way communication and negotiation method where leaders “throw” strategic goals to teams, teams “catch” them, refine them, and “throw back” for alignment.

Purpose:

Build feasibility
Build ownership
Build cross-functional alignment
Build executable goals
Build clarity before execution

🔁 THE 5 STEPS - Solution (Check this after you workout)

Step 1 — Initial Throw (Leader)

Leader shares the goal clearly:

What must be achieved
Why it matters
Deadline
Constraints
Baseline data

Step 2 — First Catch (Teams/Functions)

Teams analyze goal and respond with:

Clarifying questions
Risks
Capacity constraints
Suggestions
Resource needs

Step 3 — Negotiation Rounds

Back-and-forth exchanges of:

Options
Revised KPIs
Milestones
Trade-offs
Pilot suggestions

Step 4 — Final Catch (Reconciliation)

Agreement on:

Who owns what
KPIs
Timelines
Resources
Pilot plan

Step 5 — Signoff & Deployment

Plan becomes official. Catchball resumes only when conditions change.

🧰 Tools You Need

Catchball Log Template
X-Matrix Snapshot
Pilot Form
KPI Tree
Baseline Metrics Sheet
Whiteboard/Sticky Notes

🔑 Golden Rules

Share data, not opinions.
Everyone speaks at least once.
Timebox rounds.
Document every throw & catch.
Begin with a pilot before full rollout.

B) Catchball Log Template

(You can directly paste this into Word/Excel/Sheets)

CATCHBALL LOG – PROJECT NAME: _______________________

Date	Thrower	Catcher	Topic/Goal	Data Shared	Questions Raised	Proposed Adjustments	Decision/Next Action	Owner	Due Date	Status

C) X-MATRIX (Mini Version for Catchball)

Breakthrough Objective	Annual Goals	KPIs	Owners	Key Initiatives

D) Pilot Template

Pilot Plan – Policy Deployment Catchball

Project/Priority: ______________________________________
Pilot Area: ____________________________________________
Duration: __________ weeks
Pilot Start Date: _______________
Pilot End Date: ________________

1. Problem Statement:

2. Hypothesis/Test Idea:

3. Steps of the Pilot:

4. Success Criteria (KPIs):

KPI 1: __________________________
KPI 2: __________________________
KPI 3: __________________________

5. Resources Required:

People: _______________
Tools: ________________
Budget: _______________

6. Risks & Mitigation:

Risk 1 → Fix
Risk 2 → Fix
Risk 3 → Fix

7. Approval:

Leader: ____________________
Function Lead: ______________
HR Facilitator: ______________

2. 🔥 EV Launch Simulation — Catchball Practice (90 minutes)

Scenario:
Your automobile company must launch a new EV model in 14 months, reducing development cycle by 25%.

⏱ SESSION STRUCTURE

Segment	Activity	Duration
1	Introduction & Briefing	10 min
2	Round 1 — Initial Throw (Leadership)	10 min
3	Round 2 — First Catch (Functions)	15 min
4	Round 3 — Negotiation Rounds	20 min
5	Round 4 — Pilot Planning	15 min
6	Round 5 — Team Presentations	15 min
7	Debrief & Key Learnings	5 min

1️⃣ INTRODUCTION & BRIEFING (10 min)

Trainer Narration:

“Teams, today you will experience the Catchball method as if you are working in a real EV-launch steering committee.
Your goal: align on a 25% reduction in EV development cycle.”

Give participants:

Baseline data (development today = 20 months)
Constraints (limited R&D staff, supplier delays)
KPIs (cycle time, quality, cost)

2️⃣ ROUND 1 — INITIAL THROW (10 min)

Role: Leadership Team (2–3 participants or trainer)

Script (Leadership Throw):

“Our goal is to launch the new EV in 14 months instead of 20.
We need functional leaders to analyze whether this is feasible and what support is needed.”

3️⃣ ROUND 2 — FIRST CATCH (15 min)

Roles:

Team A → R&D
Team B → Production
Team C → Quality
Team D → HR
Team E → Supply Chain

Each team answers:

What information is missing?
What constraints do we have?
What risks exist?
What support/resources do we need?
Can we commit?
What pilot can test feasibility?

Teams send back their “catch” to leadership using the Catchball Log.

4️⃣ ROUND 3 — NEGOTIATION ROUNDS (20 min)

Leadership rotates between teams, 3–4 min each:

Sample Negotiation Lines:

R&D:
“We can reduce design time by 10%, but need 2 more test engineers.”

Supply Chain:
“We need alternate vendor approvals; current vendor cycle is 7 months.”

HR:
“We require EV-skilling for 220 employees or we will not meet quality KPIs.”

Quality:
“Cycle-time reduction must not increase warranty claims.”

Leadership refines, agrees, rejects, or requests pilots.

5️⃣ ROUND 4 — PILOT PLANNING (15 min)

Each team designs a pilot:

Examples:

R&D Pilot:

Conduct parallel design-testing for one subsystem (battery cooling).
Expected reduction: 12% faster.

Production Pilot:

Introduce takt-time balancing on EV assembly line.

HR Pilot:

Skill-up 30 technicians for EV-specific modules.

Quality Pilot:

Pre-assembly quality gate tracking → predict defects → reduce rework.

Teams use the Pilot Template provided above.

6️⃣ ROUND 5 — TEAM PRESENTATIONS (15 min)

Each team presents:

Proposed KPI
Commitments
Required resources
Pilot
Assumptions and risks

Leadership chooses which pilots to approve.

7️⃣ DEBRIEF (5 min)

Ask teams:

What changed after discussion?
What shifted your understanding?
How did Catchball help you correct assumptions?
How did communication change your willingness to commit?
How can HR facilitate this in real projects?

Would you like a session to develop the confidence level of your employees?
Reach out at training@compassclock.in / +917845050100 😊

Friday, November 11, 2022

The CATCHBALL Method — deep dive & practical playbook