Gemba Walk by Operational Excellence Consulting

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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.

CONTENTS

1. Introduction to Gemba Walk
- What is Gemba?
- What Gemba is Not
- Why Gemba?
- What is the Gemba Walk?
- Why the Gemba Walk?
- Who's Doing It?
- Three Keys to Lean Leadership
- Objective of Gemba Walk
- Your Approach is Key
- Four Steps to Gemba Success
- Go to the Gemba - Don'ts

2. The Three MUs
- What are the 3 MUs?
- Explanation of the 3 MUs
- Approach for the 3 MUs
- What is Muda (Waste)?
- What is Mura (Unevenness)?
- What is Muri (Overburden)?
- How Seeing the 3 MUs Helps our Kaizen Eyes

3. Kaizen Eyes: Ability to See Opportunities for Improvement
- Ways to Devlop Kaizen Eyes

4. Taking the Gemba Walk: Tips for Observing
- Implementing the Gemba Walk
- Tips for Observing
- Getting Started

To download this complete presentation, please visit: http://www.oeconsulting.com.sg

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Gemba Walk by Operational Excellence Consulting

  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 1. Introduction to Gemba Walk 2. The 3 MUs: Muda, Mura & Muri 3. Kaizen Eyes: Ability to See Opportunities for Improvement 4. Taking the Gemba Walk: Tips for Observing NOTE: As this is a PREVIEW, only selected slides are shown. To download the complete presentation, please visit: http://www.oeconsulting.com.sg
  3. 3. © Operational Excellence Consulting. All rights reserved. Introduction to Gemba Walk 1
  4. 4. © Operational Excellence Consulting. All rights reserved. 4 What Is Gemba? • The term Gemba means “the real place” • A Gemba is literally any direct location where the action is taking place • Within the Lean culture it refers to the location where value is created and ultimately improved
  5. 5. © Operational Excellence Consulting. All rights reserved. “Farming looks mighty easy when your plow is a pencil and you’re 1,000 miles away from a corn field.” Dwight Eisenhower
  6. 6. © Operational Excellence Consulting. All rights reserved. 6 What Gemba Is NOT • Walking around without a purpose • An opportunity to find fault in others • A time for solving problems and making changes • By-passing middle management • Participating or observing a daily or tier management meeting • One place that is not “Gemba” is a manager’s desk
  7. 7. © Operational Excellence Consulting. All rights reserved. 7 Why Gemba? Value flows horizontally across organizations to customers Organizations are vertical and complex; Managers look up toward the top (the CEO) for direction A gemba walk helps managers see and reconcile the horizontal with the vertical Customers
  8. 8. © Operational Excellence Consulting. All rights reserved. 8 Why the Gemba Walk? • See what is happening • Instill discipline (e.g. standard work practices) • A chance to talk with employees, to hear what problems are not getting solved • A chance to emphasize quality and safety • Connect team goals with the organization’s strategy
  9. 9. © Operational Excellence Consulting. All rights reserved. “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
  10. 10. © Operational Excellence Consulting. All rights reserved. 10 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 of Toyota Motor Corporation
  11. 11. © Operational Excellence Consulting. All rights reserved. 11 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
  12. 12. © Operational Excellence Consulting. All rights reserved. 12 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
  13. 13. © Operational Excellence Consulting. All rights reserved. 13 Going to the Gemba: 4 Steps to Gemba Success 1. Know Your Purpose 2. Know Your Gemba 3. Observe the Framework 4. Validate
  14. 14. © Operational Excellence Consulting. All rights reserved. 14 1. Know Your Purpose Know before you go • Why am I going to observe? • What am I trying to learn? You should never go to a Gemba without knowing these answers first!
  15. 15. © Operational Excellence Consulting. All rights reserved. 15 3. Observe the Framework Observe the environment and the 5M’s (man, machines, materials, etc.) along the value stream Man Measurements Methods Machines Materials Operational + Materials Standards NVA = Muda + Mura + Muri 5S = Housekeeping Discipline Quality Delivery Cost S DC A P DC A Input Process Output Source: Gemba Kaizen by Massaki Imai
  16. 16. © Operational Excellence Consulting. All rights reserved. 16 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
  17. 17. © Operational Excellence Consulting. All rights reserved. The 3 MUs: Muda, Mura & Muri 2
  18. 18. © Operational Excellence Consulting. All rights reserved. “We must always keep in mind that the greatest waste is the waste we don’t see.” Shigeo Shingo (a Japanese industrial engineer and expert on the Toyota Production System)
  19. 19. © Operational Excellence Consulting. All rights reserved. 19 Explanation of the 3 MUs The Three MUs Meaning in English Explanation (using example of Capacity versus Load) Muda • Waste • Capacity exceeds Load Mura • Unevenness • Inconsistency • Variation • Capacity sometimes exceeds the Load • Load sometimes exceeds the Capacity Muri • Overburden • Irrationality • Load exceeds Capacity
  20. 20. © Operational Excellence Consulting. All rights reserved. 20 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
  21. 21. © Operational Excellence Consulting. All rights reserved. 21 Eight Types of Muda (Waste) Over-production Producing more than what the customer needs Inventory Building and storing extra services/products the customer has not ordered Transportation Moving product from one place to another Rework Reprocessing, or correcting work Over-processing Adding excess value when the customer does not require it Motion Extra physical/mental motion that doesn’t add value Intellect Not using employees full intellectual contribution Waiting Employees waiting for another process or a machine/tool Waste
  22. 22. © Operational Excellence Consulting. All rights reserved. 22 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
  23. 23. © Operational Excellence Consulting. All rights reserved. Kaizen Eyes: Ability to See Opportunities for Improvement 3
  24. 24. © Operational Excellence Consulting. All rights reserved. 24 Observing takes… • Time • Effort • Patience • Practice • Humility
  25. 25. © Operational Excellence Consulting. All rights reserved. Taking the Gemba Walk: Tips for Observing 4
  26. 26. © Operational Excellence Consulting. All rights reserved. 26 Tips for Observing • Gain understanding of the process • Test positions and locations for observing • Record observations and questions • Do not assume, ask • Do not be in a rush – Grow roots
  27. 27. © Operational Excellence Consulting. All rights reserved. 27 What is the Value Created? Look for: • What the Customer Pays for • Activities done Correctly • The Expected Output
  28. 28. © Operational Excellence Consulting. All rights reserved. 28 What is Normal/Abnormal? Look for: • Standard Processes • Expected State • Variation to Expected State
  29. 29. © Operational Excellence Consulting. All rights reserved. To download this presentation, please visit us at: www.oeconsulting.com.sg END OF PREVIEW

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