Gemba walks are an improvement technique used in the Lean business methodology and by others who are interested in continuous improvement. During a Gemba walk a supervisor, manager, or other leader goes to the place where work is done to get deeper insight into how processes are performing and to spot potential opportunities improvement. The technique is often described as:
Like many commonly used improvement tools, the name is Japanese. The translation is, roughly, “the real place.” That’s fitting because although leaders may accomplish a lot in their office, the place where value is added for the customer is the workspace. It may be the factory floor, an operating room, a construction site, a call center, or an office space.
The purpose of a Gemba walk is to learn more about how processes are performed and to notice any potential opportunities for improvement. Direct observation, in combination with control charts and other statistical analysis, can help leaders identify problems and recognize the potential for better results.
This is a great question and one we get asked a lot. The answer depends on whether the Gemba walk is properly executed. When employees are given information about the purpose of Gemba walks and assured that their involvement is welcome and necessary for success, they typically embrace the approach as a way to help them do their jobs even better. On the other hand, if Gemba walks are seen as punitive or if they are not explained, employees can feel nervous and clam up.
Here are some helpful Dos and Don'ts for successful Gemba walks.
No. Leaders should be focused on processes, workspace organization, and access to resources during a Gemba walk. Employees should be free to provide information and answer questions, not concerned that their own performance is being evaluated.
No. Supervisors should note any potential opportunities for improvement during the walk but wait to make changes until after a period of evaluation and reflection. Ideally, those doing the work will be involved in crafting the plan for improvement using a structured process like DMAIC or PDSA.
Before the walk, the process or workspace to be examined should be identified. It may be helpful to review the current Standard Work to note any differences between the Standard and how work is being done. (Note: don’t assume that the Standard is being executed as written.)
Here's a list of who and what you should bring on your next Gemba walk.
Absolutely. Visiting the Gemba is only the first step. After the walk, each opportunity for improvement should be documented in a tool designed to manage the improvement process. Software with workflow capabilities helps ensure that everyone is notified of the improvement project and that progress is quickly made. It also gives leaders visibility into each ongoing project and insight into the impact of improvements made based on Gemba walks across the board.
Learn more about Gemba walk software here.
Of course, the specific questions will depend on your business and the process you are observing, but generally, questions include some variation on:
No. While the two approaches involve going to the workplace, that’s about all they have in common. A Gemba walk is performed with the intent to observe a specific process or space, while the Walking Around approach is intentionally undefined. Gemba walkers drill deep into specific details and take post-walk actions. MBWA, on the other hand, has little structure and often does not result in improvement.
Learn more about the difference here.
We hope you’ve found this Q&A helpful. Gemba walks are an excellent way to accelerate improvement efforts and increase employee engagement. If you have a question that we’ve left out, please let us know in the comments.