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...
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...
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...
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...
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...