In an effort to keep our readers informed about a variety of continuous improvement practices, we write frequently about Gemba Walks on this blog. Interestingly, these posts usually fire up a lot of conversation across our social media channels as people share both what works for them and what doesn't. Occasionally, heated discussions break out - surprising for a topic that didn't, at first, strike me as remotely controversial. In these discussions, I've seen that some people absolutely love Gemba Walks, and some people really hate them.
If I had to guess, I'd say that these differences of opinion directly correspond to the method by which they're implemented. Typically, the people who like Gemba Walks have a real understanding of what they are and the theory behind the practice. Those who don't (usually - I won't say always) work in organizations that are implementing a process that only vaguely resembles the process and purpose of true Gemba Walks.
Sometimes, we hear about organizations that think they're doing Gemba Walks but are really practicing Management By Walking Around. Other times, we hear of companies that have a great process in place for ensuring follow-up, and employees and leaders alike value the Gemba Walks. Often, we hear of people managing their Walks and follow-up with sticky notes and handwritten lists, with abysmal results. Ultimately, what I've learned is that the success and support of your Gemba Walks largely depends on your process and the attitudes of the leaders performing them.
We've written this new guide is an attempt to bring much-needed clarity to the origins, purpose, and best practices of Gemba Walks.
In this eBook, you'll learn about:
- What Gemba Walks are - and how they're different than Management By Walking Around
- Why they're so important for leaders of continuous improvement
- Tips to promote successful Gemba Walks
- How to ensure that Gemba Walks result in actual improvement
After you check it out, don't forget to post a comment and tell us what you think!
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