Visiting the Gemba

Gemba, a Japanese term that means “the real place,” is the shop floor or any other location where value-adding activities are conducted. As senior leaders, why is it so critical that we pay a visit to the Gemba? The issues we face are difficult; conventional top-down problem-solving procedures do not solve them. The immediate problem is not the problem; the problem is how we solve the problem.

Often, I have observed, and occasionally I have made, three common errors:

• Drawing conclusions too soon without enough information
• Relying on obsolete solutions
• Forgetting to involve those closest to the work

Our goal is to develop a more efficient and effective problem-solving approach that fosters continuous improvement. As Albert Einstein famously remarked, “Insanity is doing the same thing over and over again and expecting different results.” This thought frequently arises when I reflect on the performance of my favourite football team Manchester United while watching them play in a Premier League game. From that angle, some managers I have encountered in various organisations seem to be acting irrationally. Why? Because one cannot anticipate different outcomes by remaining seated at a desk all day. Instead, one must go and see where genuine work takes place – one must go to the Gemba.

Toyota is recognised for introducing the concept of Gemba walks in the 1980s. The word Gemba, which translates to “the real place” or “where the value is,” emphasizes the importance of process observation and worker interaction. A Gemba walk could leave a lasting impact on an organisation. It may help gather information through direct observation and engagements with colleagues.

This practice is not intended to identify faults or to impose immediate fixes. By focusing on the process, actively listening to colleagues, and carefully considering what actions are necessary, leaders can cultivate a collaborative environment. Such an approach helps to mitigate the fear that Gemba walks are punitive, which can diminish morale and discourage employees from sharing insights.

Ten Steps to Conducting a Gemba Walk:

1. Announce to the area that you will be visiting it and explain that you will be conducting a Gemba walk.
2. Introduce yourself and explain the reason for your visit.
3. Indicate that you will provide feedback on their Gemba walk in response to your observations and reflections.
4. Ask the process owner or manager to participate in the Gemba walk.
5. Investigate the major activities and systems of the area or process under examination: product and process development, supplier management, customer management & support, fulfilment from order to delivery, general management systems
6. Ask open-ended content questions.
7. Listen well.
8. Please make a few quiet notes on your observations and enquire about the procedure during the discussion.
9. Ask the area or office to give you their experience and understanding of your Gemba walk.
10. Once you finish your observations, return it to your colleagues for validation.

This feedback is not the only source of information, but it is a valuable way to assess your understanding of the current state. The more observations and problem-solving discussions that occur during Gemba walks, the more successful and lasting the changes will be. There are no restrictions on when a leader can conduct a Gemba walk during a process change. In fact, evaluating ideas, piloting changes, and addressing implementation issues are all effective applications of Gemba walks.

As the leader grows more comfortable and confident in using problem-solving tools, more issues can be gradually address in the work place. This outlook assists colleagues to recognise and comprehend their own potential. Most leaders committed to continuous improvement rightly emphasise measurable performance indicators. We assess factors such as costs, production speed, error rates, customer satisfaction, and other quantifiable metrics to identify improvement opportunities and evaluate the effects of implemented changes

Some issues cannot be quantified such as process problems or improvement opportunities that require direct observation for comprehension. For these situations, Gemba walks are essential. During a Gemba walk, the leader visits the location where work occurs to gain firsthand knowledge of the targeted process. Unlike the general practice of Management By Walking Around, Gemba walks are deliberate and purposeful.

It is vital to approach Gemba walks with an unprejudiced mind and engage with your colleagues. As the saying goes, “the truth will set you free,” or in Lean terminology, “the truth will help you see.”

If you need assistance in setting up Gemba Walks within your organisation why not talk to Ray at CBASS to get the initiative off the ground next week.

Ray McCreadie

Strategic Planning and Delivery Lead – CBASS