A strong project leader is essential to the success of any new product development effort. Such a leader must possess both the experience and the comprehensive skill set to effectively guide his or her team toward the ultimate goal. At Toyota, there’s a concept known as ” Genba,” a Japanese term that refers to the place where the real work is done. Embracing Genba means going to the source and seeing firsthand what’s happening on the ground. I had the privilege of experiencing this firsthand when Toyota’s managing director visited the plant where I was leading a project.
Despite a packed schedule, the managing director took the time to stand on the floor for ten minutes. His objective? To observe an operator’s movements for five cycles, ensuring adherence to standardized work practices. The result? A satisfied smile. This anecdote highlights the importance of leaders actively engaging with Genba, staying attuned to the realities of the work being done.
A truly effective leader leads by example, demonstrating their commitment by being present on the Genba and providing hands-on support to the team. They listen attentively to their team members, seeking to understand their perspectives and challenges. In our Shuhari process, phase exit reviews serve as crucial checkpoints to assess task status. Insights gathered from Genba observations play a vital role in informing decisions during these reviews. When tasks remain incomplete, a good leader focuses on finding solutions to help the team recover rather than assigning blame to individuals.
Unfortunately, some leaders fall short, merely paying lip service without actively engaging with the realities of the work. These individuals, whom I refer to as “Readers,” rely solely on reading out textbook knowledge and demand adherence without providing meaningful guidance on moving forward. Lacking an understanding of Genba, they resort to blaming individuals when issues arise. Why? Because it’s easier to point fingers when you’re disconnected from the ground reality. Aspiring leaders must strive to embody the qualities of a true leader, actively engaging with Genba and steering their teams toward success.
In conclusion, the essence of effective leadership lies in embracing Genba, actively engaging with the realities of the work, and leading by example. By embodying these principles, leaders can foster a culture of collaboration, problem-solving, and continuous improvement within their teams, ultimately driving the success in new product development projects.