Great products emerge through the collective effort of a united team. They unite because they believe in a single goal. Supporting a common goal and reaching consensus, however, can sometimes be a difficult task. When a large number of people take part in making a decision, how can you ensure that every voice is heard? How can you agree on which decision will be implemented?
Nemawashi is one of the most critical concepts of Lean Production and of Japanese management philosophy. Literally, it means "preparing the roots of a tree (by digging the soil) for planting/transplanting".
As a managerial term, it is the process of meeting one by one with all the parties concerned, before officially announcing a major change, project, or decision, taking their views, persuading them, and achieving consensus.
While in traditional Western-style management a decision is dictated from the top down, in the Japanese management system (especially in the Toyota Production System) the process begins with Nemawashi.
The first application of Nemawashi in the business world was widespread in Japanese companies, especially at Toyota. Respect for people, one of the principles of the Toyota Production System, is embodied in Nemawashi. It is one of the 13 pillars of the Toyota Production System, and it is deeply bound to this principle.
At Toyota, Nemawashi is accepted as the first step in any decision-making process. Managers share information about the upcoming change with every one of their employees. The purpose of this practice is to prepare the ground for upcoming changes in the organization and to reach consensus on specific business decisions that may affect them. In this way, less resistance, or no resistance at all, is shown to the changes, because everyone has given approval.
Creating a Culture of Reaching Agreement in the Business
Putting new processes and policies into practice suddenly will lead only to disagreement in your organization. People are naturally resistant to change. If you present the change in a way that is more digestible and more acceptable for employees, however, they will be more ready to embrace the new environment that will form. You will also gain valuable information from them, because your employees feel more competent speaking in a small-group discussion than speaking with a crowded group.
How Is the Nemawashi Process Carried Out?
Let us assume that a major change is going to be made on the production line in a factory, or that a move will be made to new software. The process begins on the shop floor, long before the formal meeting room.
- Informal Conversations: Before holding a formal meeting, the project leader has a brief conversation, during a coffee break or on the production floor (Gemba), with operators, maintenance staff, warehouse supervisors, and the other department managers. The leader asks, "We have an idea along these lines; what effect do you think it would have in your area?"
- Collecting Feedback and Revision: Objections, concerns, or suggestions coming from the other party are listened to. The project plan is updated according to this feedback before the formal meeting. In this way, everyone feels that they are a part of the project.
- Consensus: The formal meeting is organized at the point where everyone has been "persuaded," or at least where their concerns have been removed.
- Rapid Approval and Implementation: By the time the formal meeting is entered, everyone in fact already knows the subject and agreement has been reached on it. The meeting turns into only a formal signing and approval ceremony, and not into an area for discussion.
What Benefits Does the Nemawashi Practice Provide to the Company?
There is a famous saying in Japanese business culture:
"Be slow when deciding, and be fast when implementing."
- It Reduces Resistance: People resist systems that are imposed from above without their being consulted (Kamishibai boards, 5S rules, and so on). Nemawashi eliminates this resistance before it arises.
- It Sees Errors in Advance: The operator on the shop floor knows best what practical difficulties a project prepared in the office will create on the shop floor. With Nemawashi, these risks are screened out in advance.
- It Shortens Implementation Time: Even if the decision-making process takes a long time, once approval is given the implementation stage proceeds incredibly quickly and smoothly, because everyone has taken ownership of the project.
A Sample Nemawashi Application
For example, if you want to install a Kamishibai board in the raw-material warehouse, you should not do it by suddenly hanging the board on the wall overnight.
You should first do Nemawashi with the warehouse chief, and then with the forklift operators. You should explain the purpose of the board, clarify the items on the cards together with them, and obtain their approval. When the board is hung on the wall, the team will see it not as "a new burden brought by management," but as "a tool of order that they decided on themselves."
Conclusion
Although there is no formal process for Nemawashi, you can adopt a methodical approach. Remember, however, that the aim is not to make the best presentation of your business idea, proposal, or suggestion. The aim is to persuade people to agree with your proposal.
This is generally achieved through personal conversations in an informal setting. The success of your Nemawashi work depends on your ability to convey your message, to listen to your listeners' feedback, and to show your willingness to make the solution as inclusive as possible. This is the art of Nemawashi.