Gemba Walk

© Operational Excellence Consulting. All rights reserved.
Gemba
Walk
Observe, Engage, Improve

© Operational Excellence Consulting. All rights reserved.
Introduction to
Gemba WalkThis document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543

© Operational Excellence Consulting. All rights reserved. 7
What Gemba Is NOT
• Walking around without a purpose
• An opportunity to find fault in others
• A time for solving problems and making changes
• Participating or observing a daily or tier
management meeting
• One place that is not “Gemba” is a manager’s
desk
This document is a partial preview. Full document download can be found on Flevy:

What is the Gemba Walk?
• In business, Gemba refers to the place where
value is created and the general notion is that
the best improvement ideas will come simply
from going to the Gemba (’bottom-up’ vs. ‘top-
down’)
• The ‘Gemba Walk’ is an activity that takes
management to the front lines to look for waste
and opportunities

Who’s Doing It?
Bob Nardelli – CEO Home Depot
“There was a perception that I was going out to catch
people,” he says. “Over time they understand that I just
want to see it like a customer. I can do my job better if I
have firsthand exposure to the good, the bad and the
ugly.”
Michael Dell – Chairman Dell Computer
“Michael Dell was known for popping in, unannounced
and without an entourage, at the factories in Austin. He
would just walk around, look, and listen to people.”

Your Approach is Key
Before you go to the Gemba you have to know
how to approach the Gemba:
• The observer must have a deep interest in
understanding what is really going on
• Leave all assumptions and opinions at the officeThis document is a partial preview. Full document download can be found on Flevy:

Going to the Gemba: 4 Steps to
Gemba Success
1.
Know Your
Purpose
2.
Know Your
Gemba
3.
Observe
the
Framework
4.
Validate

Know Your Gemba
• Calling your factory floor “your” Gemba is
limiting your ability to improve
• The Gemba is wherever the activity is performed
that you are trying to understand and improve
• Each organization has it’s own unique points of
activity
• Each point is a new GembaThis document is a partial preview. Full document download can be found on Flevy:

Observe the Framework
• Observe the environment and the 5M’s (man,
machines, materials, etc.) along the value stream
ManMan
MeasurementsMeasurements
MethodsMethods
MachinesMachines
MaterialsMaterials
Operational + Materials StandardsOperational + Materials Standards
NVA = Muda + Mura + MuriNVA = Muda + Mura + Muri
5S = Housekeeping Discipline5S = Housekeeping Discipline
QualityQuality
DeliveryDelivery
CostCost
S
DC
A
P
DC
A
InputInput ProcessProcess OutputOutput
Source: Gemba Kaizen by Massaki Imai

Go to the Gemba – DON’Ts
• Don’t come preoccupied
• Don’t come having already
decided
• Don’t come to lecture
• Don’t come to get it off the list
• Don’t come holding your
nose
• Don’t come as a wolf

The Three MUs
• In this way of thinking about waste, the goal is to
achieve a condition where capacity and load are
about equal
• In other words, there are just the right amount of
workers and materials and machines to make
just the right amount of product that is being
ordered and deliver it on time to the customer

Approach for the 3 MU’s
• By focusing improvement activities on
eliminating the non-value-added activities
throughout the production process, and on
establishing production flow, balance is naturally
achieved between capacity and load.
Capacity
= Load
Capacity
> Load
Capacity
< Load

Mura Looks Like
Bumpy
Lumpy
SpikyUnequal
Peak & Valley Up & Down
Un-Level Stop & Start
Unevenness

How Seeing The 3 MUs Helps Our
“Kaizen Eyes”
• Improves pattern recognition of issues
• Provides lens to observe processes through
• Gives routine for practicing our skills of
observation
• Fosters a language to communicate opportunities
• Develops a holistic way to think about processes
• Prevents trade-offs between the ill-effects of the 3
M’s

Observing takes…
• Time
• Effort
• Patience
• Practice
• HumilityThis document is a partial preview. Full document download can be found on Flevy:

Ways to Develop “Kaizen Eyes” 3
33. Start to Kaizen something
34. Join an improvement team
35. Create a poka-yoke
36. Brainstorm possibilities
37. Study other Kaizens
38. Collect examples of
improvements from all parts
of life
39. Practice at home
40. Teach to a child
41. Take something apart
42. Do a walkthrough with
someone else
43. Study problem solving
44. Quiz suppliers
45. Listen to customers
46. What would you do with
unlimited budget?
47. Search help forums
48. Create a checklist

Example

What is the Process?
Look for:
• Standard Processes
• Expected State
• Variation to Expected State

What is Not Being Maintained?
Look for:
• Checklists to Review
• State of Equipment
• Housekeeping of Work Area
• Pace and Flow of Process

What is Not Documented?
Look for:
• Process Steps that are
Not Documented or Not
Updated
• Missing Standard Work

What is Creating Strain (Muri)?
Look for:
• Poor Ergonomics
• Overburdening Activity

Getting Started
• Find a process or value stream to review
• Review the observation tips
• Practice seeing the 3 MUs around us
• Observe the process/value stream and share
what you have learned
• Choose something to Kaizen
• Perform the Kaizen
• Follow up to see that progress is being made

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