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Gemba Walk

[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]

In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities.

The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.

By teaching this presentation to management teams, they will have a better understanding of the correct approach to implementing Gemba Walk and sustaining a Lean culture.

[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]

In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities.

The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.

By teaching this presentation to management teams, they will have a better understanding of the correct approach to implementing Gemba Walk and sustaining a Lean culture.

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Gemba Walk

  1. 1. © Operational Excellence Consulting. All rights reserved. Gemba Walk Observe, Engage, Improve © Operational Excellence Consulting. All rights reserved.
  2. 2. © Operational Excellence Consulting. All rights reserved. 2 Contents 02 03 04 05 The 4 Steps of Gemba Walk The 3 MUs: Muda, Mura & Muri Kaizen Eyes: Ability to See Opportunities for Improvement Taking the Gemba Walk 01 Introduction to Gemba Walk NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg
  3. 3. © Operational Excellence Consulting. All rights reserved. 3 What is Gemba? § The term “Gemba” comes from the Japanese word which means “the actual place” § A Gemba is literally any direct location where the action is taking place § Taiichi Ohno, a Toyota engineer and leader, is often credited with developing the concept of the “Gemba Walk”– the idea that leaders should regularly and frequently be present to observe the work of their organization when and where it takes place § Within the Lean culture, it refers to the location where value is created and ultimately improved
  4. 4. © Operational Excellence Consulting. All rights reserved. 4 “Farming looks mighty easy when your plow is a pencil and you’re 1,000 miles away from a corn field.” - Dwight Eisenhower
  5. 5. © Operational Excellence Consulting. All rights reserved. 5 Why Gemba? § To grasp how value is actually created in the organization § Helps to see and reconcile the value creation process (“the horizontal”) with leadership direction (“the vertical”) § Builds relationships and trust between leadership and staff § Shows management commitment to Lean initiatives § Drives accountability within the organization
  6. 6. © Operational Excellence Consulting. All rights reserved. 6 Why Gemba? A Gemba Walk helps managers see and reconcile the horizontal with the vertical. Value flows horizontally across organizations to customers Organizations are vertical and complex; Managers look up toward the top (the CEO) for direction Customers
  7. 7. © Operational Excellence Consulting. All rights reserved. 7 What is a 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’) § In a Gemba Walk, leaders visit the front lines to glean first-hand knowledge regarding: § How products are built § How services are provided § Current challenges § Opportunities for improvement
  8. 8. © Operational Excellence Consulting. All rights reserved. 8 Gemba Walks bring managers closer to what is happening within the organization through observation and questioning.
  9. 9. © Operational Excellence Consulting. All rights reserved. 9 “Management by walking around' is hardly ever effective. The reason is that someone in management, walking around, has little idea about what questions to ask, and usually does not pause long enough at any spot to get the right answer.” Dr. W. Edwards Deming Out of the Crisis, 1982
  10. 10. © Operational Excellence Consulting. All rights reserved. 10 Gemba Walks vs. Management By Walking Around (MBWA) Gemba Walks Management By Walking Around Different Goals The goal is to examine the current state of a particular process by observing it in action at the place where it occurs. This aim is narrow, focused, and very specific. Involves seeing what’s going on more broadly (or, done badly, just saying hello and visiting people in the workplace). Different Destinations The Gemba Walk takes the leader to a specific place to observe a defined activity. The destination is unstructured and undefined, with the leader walking around checking in with employees on equipment and processes at random. Different Tactics During a Gemba Walk, the manager asks very in-depth questions about the process being observed, like: § Who is involved? § What materials are used? § What do you do? How do you know what to do? § When does the task take place? § What depends on the outcome? Does not involve that degree of depth, and usually lacks the critical element of a focus on asking open ended questions. Different Outcomes Managers visit the Gemba to ask questions rather than to give answers, which helps them identify varied opportunities for improvement. Leaders, when practicing MBWA, might think they are being helpful by throwing solutions at people. However, these changes are often half- baked and can be more disruptive than helpful.
  11. 11. © Operational Excellence Consulting. All rights reserved. 11 What Gemba Walk Is NOT § Gemba is not an audit § Management policing or checking up on everyone § Finding fault in others § A time for solving problems and making on the spot changes § By-passing middle management § Participating or observing a daily or tier management meeting § Gemba is not a manager’s desk
  12. 12. © Operational Excellence Consulting. All rights reserved. 12 Why Gemba Walk? 1. Obtain first-hand knowledge on how work is actually done 2. See the gap between how processes look on paper and how they are executed in real life 3. Provide a fresh set of eyes as frontline workers may be so used to their process or problems that they no longer recognize them as problems 4. A chance to emphasize quality and safety 5. A chance to talk with employees, to hear what problems are not getting solved 6. Instill discipline (e.g. standard work practices) 7. Communicate both the value of the work being done and the importance of continuous improvement 8. Connect team goals with the organization’s strategy
  13. 13. © Operational Excellence Consulting. All rights reserved. 13 People are often more open to providing feedback and explaining the reasons for their behavior when they are in their own space.
  14. 14. © Operational Excellence Consulting. All rights reserved. 14 Who’s Doing It? “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.” Bob Nardelli CEO Home Depot “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.” Mark Graban Internationally recognized consultant in Lean Management
  15. 15. © Operational Excellence Consulting. All rights reserved. 15 Three Keys to Lean Leadership § Go See § “Senior Management must spend time on the plant floor” § Ask Why § “Use the “Why?” technique daily” § Show Respect § “Respect your people” Fujio Cho Chairman, Toyota Motor Corporation
  16. 16. © Operational Excellence Consulting. All rights reserved. 16 Go See, Ask Why, Show Respect Why must you go and see? Because you cannot know what’s going on in a problem situation, no matter how much experience you have, unless you have seen this specific problem in-depth. Why ask why? Because you need to question what you’re seeing. You need to be clear about what you are seeing by asking: Why is this happening? What do I need to know more about it? What do others here know that I don’t? Why show respect? In many ways, that’s the most critical step in solving a problem. If you don’t show respect to people doing the work, they are not likely to share what they know, and you don’t. Source: Lean Enterprise Institute
  17. 17. © Operational Excellence Consulting. All rights reserved. 17 Objective of Gemba Walk § The objective of a Gemba walk is not to draw a map, or to solve a specific problem, or to Plan or Do or Check or Act § It is to grasp the situation by involving everyone touching the process to understand purpose, process, and people § Once the situation is understood, improvement is possible and more likely to succeed
  18. 18. © Operational Excellence Consulting. All rights reserved. 18 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 office
  19. 19. © Operational Excellence Consulting. All rights reserved. 19 Your Approach is Key § Direct observation takes a specific skill set – is essential to getting the most out of your Gemba § The goal is to fully understand Gemba behaviors and how they relate to the current situation within the Gemba
  20. 20. © Operational Excellence Consulting. All rights reserved. 20 Your Approach is Key § Show respect § Your direct interaction with the employee(s) is important to the Gemba § Make sure they feel respected to get the most out of your Gemba § Great opportunity to strengthen your Lean culture
  21. 21. © Operational Excellence Consulting. All rights reserved. 21 “When you are out observing on the Gemba, do something to help them. If you do, people will come to expect that you can help them and will look forward to seeing you again on the Gemba.” Taiichi Ohno
  22. 22. © Operational Excellence Consulting. All rights reserved. 22 It is important that employees understand the ultimate goal of Gemba Walk is to improve conditions, processes, and instructions for all employees.
  23. 23. © Operational Excellence Consulting. All rights reserved. 23 Gemba Walk: 4 Steps to Gemba Success 1 Know Your Purpose 2 Know Your Gemba 3 Observe the Framework 4 Validate
  24. 24. © Operational Excellence Consulting. All rights reserved. 24 “Genchi Genbutsu [go and see the actual situation] means imagining what you are observing is your own job, rather than somebody else’s problem, and making efforts to improve it.” Akio Toyoda President of Toyota Motor Corporation, 2009
  25. 25. © Operational Excellence Consulting. All rights reserved. 25 Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg

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