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© Operational Excellence Consulting. All rights reserved.
Gemba Walk
Observe, Engage, Improve
© Operational Excellence Consulting. All rights reserved.
© 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
© Operational Excellence Consulting. All rights reserved.
Introduction to
Gemba Walk
1
© 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
© 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
© 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
© 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
© 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
© 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
© 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
© 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
© 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
© 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
© 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!
© 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
© 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
© Operational Excellence Consulting. All rights reserved.
The 3 MUs:
Muda, Mura & Muri
2
© 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)
© 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
© 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
© 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
© 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
© Operational Excellence Consulting. All rights reserved.
Kaizen Eyes:
Ability to See Opportunities
for Improvement
3
© Operational Excellence Consulting. All rights reserved. 24
Observing takes…
• Time
• Effort
• Patience
• Practice
• Humility
© Operational Excellence Consulting. All rights reserved.
Taking the Gemba
Walk:
Tips for Observing
4
© 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
© 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
© Operational Excellence Consulting. All rights reserved. 28
What is Normal/Abnormal?
Look for:
• Standard Processes
• Expected State
• Variation to Expected State
© 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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Gemba Walk

  • 1. © Operational Excellence Consulting. All rights reserved. Gemba Walk Observe, Engage, Improve © Operational Excellence Consulting. All rights reserved.
  • 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. © Operational Excellence Consulting. All rights reserved. Introduction to Gemba Walk 1
  • 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © Operational Excellence Consulting. All rights reserved. The 3 MUs: Muda, Mura & Muri 2
  • 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. © 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. © 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. © 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. © 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. © Operational Excellence Consulting. All rights reserved. Kaizen Eyes: Ability to See Opportunities for Improvement 3
  • 24. © Operational Excellence Consulting. All rights reserved. 24 Observing takes… • Time • Effort • Patience • Practice • Humility
  • 25. © Operational Excellence Consulting. All rights reserved. Taking the Gemba Walk: Tips for Observing 4
  • 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. © 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. © Operational Excellence Consulting. All rights reserved. 28 What is Normal/Abnormal? Look for: • Standard Processes • Expected State • Variation to Expected State
  • 29. © Operational Excellence Consulting. All rights reserved. To download this presentation, please visit us at: www.oeconsulting.com.sg END OF PREVIEW