|Make sure everyone knows the plan!|
More simply, I define nemawashi as "proceed slowly, consider many options, gain agreement, implement rapidly, with emphasis on the gain agreement part. The opposite of nemawashi is what Mike Rother, in his book Toyota Kata, Managing People for improvement, Adaptiveness and Superior Results, calls implementation mode. Implementation mode can also be thought of as jumping to solutions. For those of you who use A3 teams as your process for continuous improvement, most of the time spent is in truly understanding the problem at hand by collecting good data to help us get to root cause. As an A3 team works through the scientific method, dig deeply into define, measure and analyze. If this is done well, the improve and control is easy!
Work to engage every single brain cell in your business. Don't rely on a handful of brains. Work hard to make sure people understand the why and give them a glimpse of the future, and make sure they take the journey with you. In considering technology to improve productivity for a given process, Principle 8 of TPS tells us to introduce it through "direct experimentation with the involvement of a broad cross section of people."
The more people engaged, the better the result!
In Part 3, we will consider 4IR and Policy Deployment.