Gemba lean tool

1. Gemba
Prashant Uttarkar
A Gemba (and sometimes genba) walk is the term used to describe personal observation of work – where the work is happening. In the case
of continuous improvement, companies looking for tool, to identify wasteful activities on floor of workplace. Reviewing ideas, piloting
changes and tweaking implementation issues are all great uses of the Gemba walk. “Gemba walk" originated in Japan. The original Japanese
term comes from gembutsu, which means “real thing.” It also sometimes refers to the “real place.
Taiichi Ohno, inventor of the Gemba walks for the Toyota Production System. Taiichi Ohno, an executive at Toyota, led the development of
the concept of the Gemba Walk. Known as one fundamental part of Lean management philosophy. .
Dr. W. Edwards Deming, often called the Father of Quality Evolution, said in his 1982 work, Out of the Crisis, “‘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.
The objective of Gemba Walk is to understand the value stream and its problems rather than review results or make superficial comments.
Do’s Don’ts
Focus on the process Adjust the process or correct employees during the walk
Observe and learn Confuse Gemba with MBWA (Management by Walking Around)
Mix it up Rely on the manual
Test assumptions Forget to communicate
Walk with a cross-functional team Enforce policy adherence
An opportunity to find fault in others while they are being observed
Steps to an Effective Gemba Walk
1. Prepare the Team.
2. Have a Plan.
3. Follow the Value Stream.
4. Always Focus on Process, Not People.
5. Document Your Observations.
6. Ask Questions.
7. Don't Suggest Changes During the Walk.
8. Walk in Teams.
9. Mix up the Schedule.
10. Follow-up with Employees
11. Return to Gemba
Benefits
 Demonstrate management commitment toward professional development.
 Boost employee morale as you care about them and value their work.
 Introduce changes that can be more easily embraced by workers.
 Cultivate a culture of openness, collaboration, and teamwork.
 Streamline operations across different levels in organizations, saving time and money.
Conclusion:
It’s important to note that the purpose of the Gemba walk isn’t to correct people or shame operators who aren’t following the process exactly.
Gemba walks are meant to bring teams closer together and improve processes by identifying problems at the source. There is no rule that says
a practitioner cannot take a Gemba walk at any point in a process change. In fact, reviewing ideas, piloting changes and tweaking
implementation issues are all great uses of the Gemba walk.
Reference:
1. Lean Tools: Gemba Walk Is All About Quality, By Shmula, Last Updated June 25, 2017.
2. Be a Rebel with a Cause: 7 Steps for a Successful Gemba Walk, Mike Serena April 22, 2017.
3. 11 Steps to an Effective Gemba Walk Posted by Kade Jansson Oct 26, 2017.
4. The Top Ten Worst Things You Could Do on a Gemba Walk Posted by Maggie Millard.
5. “Dr. Ahmed Al-Ashaab “, Discovering Gemba Walks Good Practices within Industrial Lean Applications, Sep 2018. School Of Aerospace, Transport & Manufacturing
Global Product Development and Management.
6. www.