One example of a well-known collaboration strategy is the stop button employed at Toyota. On a production line, when an employee detects an anomaly, he pulls on a cord that allows him to stop production and fix the problem. Toyota understood that the employee was the first in contact with the product and was able to notice a problem.
Within seconds, the manager arrives at the workstation and assists the operator in solving problems. In just a few minutes, the operator is able to correct the situation and return to his normal situation
Warning! The most important thing, however, is to understand what does NOT happen after the button is pressed. The operator is not left alone. The operator does not find a shortcut to the solution or does not put a “patch” on the problem on his own. We remember that the stop button allows him to signal that he needs help. The most important thing in working together is asking when you need help, and as a leader, knowing who needs help.
So in your business, what’s the best way to ask for help?
On an assembly line, the problems are visible: the line has stopped, orders are late, or stock is piling up at a certain stage. In an industry where it is more intellectual work it is difficult to see that someone needs help. The work done seems invisible.
Without a defined way of working, research shows that humans wait too long before asking for help or reporting a problem or irritant. The team leader on the other hand is waiting too long to find out. All this creates a series of insurmountable delays. The solution is to use visual management tools.
In your business, how can you make work and collaboration visible?
The leader wants to be actively involved with their team. Excellent.
Yet, too quickly, he is overwhelmed by the problems faced by his teams. Caught up in day-to-day challenges, it then becomes difficult to take the necessary step back to guide your team in achieving strategic objectives.
Intellectual and remote work are obstacles to collaboration. The leader loses sight of those in need of help. The deadlines for asking a question, naming a problem or proposing an alternative to working methods are lengthening. As a result, team collaboration crumbles and the impact on performance is not negligible.
For some, it is difficult to ask for help with technical questions or to suggest improvements. For others, if they are not called upon during a meeting, they will have difficulty speaking aloud. The leader must put in place collaborative strategies to reach these individuals and invite them to contribute to improvements.
