Make Decisions Slowly by Consensus

Apr 28th, 2009

Andy Lund, program manager for the 2004 Toyota Sienna, explained to me why he always uses nemawashi when he is making decisions and preparing to present his recommendations: For some decisions I may think I already know the answer and do not need input from others. There may be a department that is not directly […]

Apr 27th, 2009

With all this communication going back and forth to build consensus, one might think that Toyota takes forever to get anything done. Yet we know how efficient and speedy Toyota is, so it should not be surprising that they have communication down to a science. The most time-consuming and difficult way to understand complex ideas […]

Apr 26th, 2009

Toyota Way Principle 13 includes the important process of nemawashi: Make decisions slowly by consensus, thoroughly considering all options; implement rapidly. The process of nemawashi is often used to describe how junior people build consensus by developing a proposal and circulating it broadly for management approval. In the nemawashi process, many people are giving their […]

Apr 25th, 2009

As a young Toyota engineer, you attack a problem with relish. You carefully identify the cause of the problem, taking care to do a thorough five-why analysis. You then think and think and come up with a brilliant solution. You detail the solution and run in to share it with your mentor. Instead of evaluating […]

Apr 24th, 2009

Many employees outside Japan who have joined Toyota after working for another company have had to face the challenge of learning the Toyota approach to problem solving and decision making. Because Toyota’s process of consensus decision making deviates so dramatically from the way most other firms operate, it is a major reeducation process. New employees […]