Masao Nemoto is known throughout the world as a leader in quality control and process optimization. In a sense, he is one of the principal architects of the "Toyota Way." His ideas on leadership and quality management are documented, and reveal the profound knowledge Nemoto infused into the day-to-day operations at Toyota, much the same as certain hoteliers such as Statler, Hilton, Wilson, Johnson, Marriott, Oberoi, Sharp, Carlson, Kerzner, Forte, Ritz and others did in hotels.
Nemoto’s 10 leadership principles:
- Improvement after improvement. Managers should look continually for ways to improve the work of their employees. Advance is a gradual, incremental process. They should create all atmosphere conducive to improvements by others.
- Coordinate between divisions. Managers of individual divisions, departments, or subsidiaries must share responsibility. A corollary of this is that upper management should not assign important tasks to only one division.
- Everyone speaks. This rule guides supervisors of quality circles at Toyota, ensuring participation and learning by all members. It has also been generalized to all meetings and the annual planning process. By hearing everyone’s view, upper management can create realistic plans that have the support of those who must implement them–an essential element in quality programs.
- Do not scold. This was an alien concept to most managers. At Toyota the policy is for superiors to avoid giving criticism and threatening punitive measures when mistakes are made. This is the only way to ensure that mistakes will be reported immediately and fully so that the root causes (in policies and processes) can be identified and amended. Assigning blame to the reporter clearly discourages reporting of mistakes and makes it harder to find the underlying cause of a mistake, but it is difficult to train managers to take this approach.
- Make sure others understand your work. An emphasis on teaching and presentation skills is important because of the need for collaboration. At Toyota, managers are expected to develop their presentation skills and to teach associates about their work so that collaborations will be fuller and more effective.
- Send the best employees out for rotation. Toyota has a rotation policy to
train employees. There is a strong tendency for managers to keep their best employees from rotation, but the company benefits most in the long run by training its best employees.
- A command without a deadline is not a command. This rule is used to ensure that managers always give a deadline or schedule for work. Employees are instructed to ignore requests that are not accompanied by a deadline. The rationale is that without a deadline, tasks are far less likely to be completed.
- Rehearsal is an ideal occasion for training. Managers and supervisors give numerous presentations and reports. In a QC program there are frequent progress reports. Nemoto encouraged managers to focus on the rehearsal of reports and presentations, and to require that they be rehearsed. Rehearsal time is used to teach presentation skills and to explore problems or lack of understanding of the topic. Because it is informal, rehearsal time is better for learning.
- Inspection is a failure unless top management takes action. The idea behind this is that management must prescribe specific remedies whenever a problem is observed or reported. Delegating this task (with comments like "shape up" or "do your best to solve this problem") is ineffective. So is failing to take any action once a problem is defined.
- Ask subordinates, "What can I do for you?" At Toyota this is called "creating an opportunity to be heard at the top." In the first year of a quality-control program, managers hold meetings in which employees brief them about progress. Three rules guide these informal meetings:
– Do not postpone the meetings or subordinates will think their project is not taken seriously.
– Listen to the process, not just the results, since QCs focus in on the process.
– Ask the presenters whether you can do anything for them. If they ask for help, be sure to act on the request
(Source of this article: Dr. John Hogan CHE CHA CMHSv)