Hoshin Kanri and the Multi-Tier Catchball Mechanism in Internal Quality Assurance of Vietnamese Higher Education

This paper contributes a practical application framework of the multi-tier catchball mechanism to the internal quality assurance (IQA) system of Vietnamese higher education. Drawing from the historical evolution of Hoshin Kanri and the current state of higher education reform in Vietnam, the study identifies limitations in prevalent existing models that lack flexible feedback loops and multi-level dialogue. The research focuses on two standards within the Strategic Quality Assurance domain of Circular 12: Standard 1 (Vision, Mission, and Culture) and Standard 3 (Leadership and Management). These standards require deep and broad stakeholder engagement, yet current implementation often remains at the level of "having plans/documents" without a structured execution mechanism. By synthesizing international literature on Hoshin Kanri, quality management models, and the domestic regulatory framework, the paper develops a four-tier catchball application model: (1) Vision consensus; (2) Responsibility delegation and performance indicators at the faculty/unit level; (3) Execution at the faculty/unit level; and (4) System-wide improvement via the PDCA cycle. The outputs from each tier are documented and utilized as accreditation evidence, ensuring a tight link between objectives, responsibilities, and data while fostering a culture of improvement and enhancing organizational capacity. The paper contributes a framework for "applying the multi-tier catchball mechanism in higher education quality assurance," a mapping matrix with two standards of Circular 12, and managerial implications, while proposing empirical research to verify effectiveness across various types of higher education institutions in the Vietnamese context.