This document outlines the purpose, rules, schedule and expectations for daily gemba walks conducted by a leadership team throughout the month of January. The goals are to continuously improve key performance indicators by identifying and solving problems, creating a culture of problem solving, and developing employees. The schedule lists the areas and times visited each day. Expectations include collecting data daily, summarizing reasons for missed targets, conducting 5 Whys to identify root causes of top problems, and establishing problem-solving teams for complex issues. Roles and responsibilities are defined for the walk leader, facilitator, scribe, and resources.

1. Daily Gemba Walk Sheet Month
Jan-16
Fri
Mon
Tue
Wed
Thu
Fri
Mon
Tue
Wed
Thu
Fri
Mon
Tue
Wed
Thu
Fri
Mon
Tue
Wed
Thu
Fri
Mon
LeadershipTeam: 1-Jan
4-Jan
5-Jan
6-Jan
7-Jan
8-Jan
11-Jan
12-Jan
13-Jan
14-Jan
15-Jan
18-Jan
19-Jan
20-Jan
21-Jan
22-Jan
25-Jan
26-Jan
27-Jan
28-Jan
29-Jan
1-Feb
Purpose:
1.) To focus management activities on the key exceptions/problems. Management has
control of the resources necessary to solve problems and needs a method of knowing
which problems are key.The daily management walk provides the best forum for seeing
problems and immediately deploying resources to solve them.
2.) To create a disciplined problem solving culture where root causes are found and
systemic process based improvements are implemented.
3.) To actively engage leadership in teaching/coaching and developing people.
So we: Continuously improve operational performance, as measured by KPI's,
through seeing and solving the key problems.
Rules:
1.) Be There (or send a representative when out of the plant)
2.) Be On Time (start and end on time)
3.) Be Prepared (update all data or follow-up info prior to the walk)
4.) Be Quiet (no interruptions, no sidebars, respect the person talking)
5.) Be Clear (manage by exception, use data, don't guess)
Daily Walk Schedule
East Shop Time 8:05
Problem Solving Expectations:
All areas will collect data daily and summarize reasons for missing targets on a Living Pareto. The Pareto will be displayed at the
KPI visual display board. Daily reviews of the takt boards should focus on identifying and fixing simple problems immediately and
actions should be documented on the Action Plan. The Living Pareto will identify the larger recurring issues that should be
reviewed. The review should cause focused problem solving through the 5 Why's for at least the top problem and more if
resources exist. Clear actions will be documented on the action plan and follow-up will be confirmed daily. When more complex
problems are encountered a focused 7 step problem solving team will be established. The leader of this 5 Why team will report
daily on the progress and status of the teams efforts.
Heavy Assembly Time 8:20
West CNC Time 8:36
Light Assembly Time 8:49
Plant Wide Board
(Thursday) Time 9:00
Roles and Responsibilities for top level daily management walk through
Role Person Responsibility / Expectations
Daily Walk Leader Lead the review at each stop. Enforce the Rules. Coach others to follow the process. Initiate Problem solving and action item assignment.
Daily Walk Facilitator Facilitator. Keep the team on track; insure no problem solving at the boards or wrap up meeting.
Daily Walk Scribe
Collect information on discussion at each KPI board and report out at final stop at top level board.
Daily Walk Resource Delegation
Participate. Follow the rules and help others follow the rules. Assure the right resources are deployed to the right problems. Assure follow-up on actions are
complete daily before the Walk. Come prepared to respond to previous days questions.