Gemba walks are a valuable tool for anyone interested in continuous improvement and spreading a culture of improvement across the organization. Leaders visit the place where work gets done, observe, ask questions, and show respect. Following the walk, an improvement cycle might be started based on analysis of what was observed.

It’s actually pretty simple, but the simple things can be the most difficult to execute effectively.

Here are a few tips for getting the most out of your next Gemba walk.

As I was researching our upcoming post on the Pioneers of Lean Leadership, I came across a quote by Taiichi Ohno, one of the fathers of the Toyota Way and Kaizen. On the subject of Gemba walks, he said, “When you go out into the workplace, you should be looking for things that you can do for your people there. You’ve got no business in the workplace if you’re just there to be there. You’ve got to be looking for changes you can make for the benefit of the people who are working there.”

This is a deeply important idea that encapsulates the purpose of going to the Gemba as well as the difference between Gemba walks and management by walking around. I especially appreciate that he focused on making changes to benefit the people who are doing the work, not simply to reduce waste or cut costs. When workers feel productive and engaged, amazing results can occur.

I wondered if other leaders had thought-provoking things to say about Gemba walks and it turns out they certainly do. Here are a few gems.

Gemba walks are an increasingly popular management technique. By visiting the place where work is done, leaders gain valuable insight into the flow of value through the organization and often uncover opportunities for improvement and learn new ways to support employees. The approach is a collaborative one, with employees providing details about what is done and why.

If you are thinking about adding the practice of Gemba Walks to your continuous improvement strategy, or if you are simply wondering, “What the heck is a Gemba Walk?” there is a ton of information available on the subject.

In fact, we’ve written a post or two about it ourselves.

But our goal is to make this post an excellent place to start. When you are finished reading it you should know a lot more about what Gemba Walks are, why you should consider making them part of your routine, and how to go about doing it.

When we chat with leaders about how they are using various continuous improvement tools and techniques, Gemba Walks are often a hot topic. Interestingly, we find that people either view them as very effective and a great way to connect with the team and find opportunities for improvement, or they see them as a big waste of time.

What sets the two camps apart?

We find that leaders who get the most out of their visits to the Gemba have a few things in common. They generally follow each of these best practices. By adopting them, many leaders who didn’t get a lot out of their Gemba walks are able to make them much more useful.

We get the chance to chat with a lot of frontline employees, managers, and executive leaders about all aspects of continuous improvement. We love to learn about how organizations are using the techniques and tools of Lean and other methodologies to improve results and reach their most important business goals. Gemba Walks are a practice that comes up quite a bit. Some leaders find them to be incredibly effective and welcomed by managers and staff alike, while others find them to be a chore with disappointing results.

Why is that?

Proper technique is certainly an issue (there are lots of ways that Gemba Walks can go wrong), but the use of software to support the effort also makes a big difference.

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Here’s how it helps.

Toyota Chairman Fujio Cho gave a brilliantly simple description of what to do on a Gemba walk. "Go see, ask why, show respect," he said. That’s it in a nutshell. During a Gemba walk, supervisors and leaders go to the place where work is done (the Gemba). They observe (not fix) processes and activities and ask questions that will help lead to future improvements.

“Why?” is certainly an important question, but it is by no means the only one. We’ve put together a list of other questions that may be useful, especially if you are new to Gemba walks or if you are taking a look at a process for the first time. They may not all make sense in your situation, but perhaps they will trigger additional ideas.

Fujio Cho is the honorary chairman of the Toyota Motor Corporation. He boils Lean leadership down to three simple responsibilities:

1. Go see.
2. Ask why.
3. Show respect.

If you are wondering exactly what you should do on your next Gemba walk, there you have it. Go see. Ask why. Show respect. Gemba walks give leaders the opportunity to observe the processes that add value in their natural habitat. After all, talking about what happens on a factory floor or an emergency room in a board room is very different than observing work at the source.

But like any other continuous improvement technique, the devil is in the details when it comes to Gemba walks. The best of intentions can be undermined by mistakes in execution. Here’s how a good Gemba Walk can go wrong.

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During a typical Gemba Walk, a manager or supervisor visits the place where work gets done. He or she observes as processes and tasks are carried out, asks questions, and reflects on what was seen. After careful consideration, they would ask for (or potentially offer) ideas for improvement or begin a PDSA cycle. This is an effective way for managers to get a first-hand look at what is happening with their team and to get vital feedback.

But could the approach be used to help employees who are not managers get a better understanding of the overall flow of value through the organization and where their work fits in? We believe that it can.

Because we get the opportunity to chat with organizations of all shapes and sizes about their continuous improvement efforts and processes, we have a unique point of view that gives us insight into what organizations are doing well, and what challenges they face. We see exciting signs of success and common stumbling blocks. Recently we were reminded about one classic leadership mistake, assuming that all managers know how to do a Gemba walk.

Management Skills Require Training and Reinforcement

People in most entry and mid-level management positions got there because they were excellent individual contributors who showed signs of leadership skills. Too often, however, they are never taught specific management techniques and tactics. Not wanting to sound incompetent, they rarely raise their hand and ask for this type of training. So what you end up with is a lot of talented, dedicated people who are essentially winging one of the most important functions in the company. When it comes to Gemba walks, they may know that the practice is expected and report dutifully that they are taking the walks, but often no one follows up to see how the walks are being executed.