Gemba Walk is a fundamental practice in lean management that involves going to the actual workplace, where work is really performed, to observe, understand, and improve processes.
This Japanese method, originating from the Toyota Production System, allows leaders and supervisors to leave their offices to discover the operational reality of the Gemba and identify opportunities for continuous improvement. Follow these five essential steps to transform your floor tours into genuine catalysts for manufacturing performance.
The term "Gemba" comes from Japanese and means "the real place" - where value is created. You've probably already noticed that decisions made in conference rooms can sometimes seem disconnected from workplace realities. This is precisely what Gemba Walk aims to correct.
In a manufacturing environment, the Gemba is the production floor. It's where your operators transform raw materials, where your machines operate, and where real daily challenges arise. By regularly practicing Gemba Walks, you develop:
Gemba Walk is a pillar of lean management that aligns strategic objectives with operational realities. This practice promotes more effective problem-solving and directly contributes to improving manufacturing performance.
An effective floor tour begins well before setting foot on the shop floor. Preparation is the key to success.
Each Gemba Walk must have a specific purpose. You may wonder how to choose the right objective? Start by identifying problem areas or processes you want to improve. Your objective could be:
Develop a list of relevant questions that will help you better understand the situation. These questions should be open-ended and encourage dialogue rather than simply seeking "yes/no" answers. For example:
Identify the departments and workstations you will visit. Make sure to inform the relevant supervisors in advance, without creating an inspection atmosphere that would make employees uncomfortable.
Observation is at the heart of Gemba Walk. It's not an inspection or evaluation, but a learning opportunity.
Your attitude will determine the quality of exchanges and observations. Approach each situation with humility and curiosity. Operators are the experts at their stations - your role is to learn from them, not judge them.
Take time to observe the work in progress before engaging in conversation. Note:
When you ask questions, listen carefully to the answers. Encourage operators to share their ideas and concerns. Often, they have already identified potential solutions but may not have had the opportunity to express them.
Use notes, photos (with permission), or even audio recordings to capture your observations. These elements will be valuable during later analysis.
Once your tour is complete, take time to analyze what you observed.
Compare the observed situation with standards or expectations. Seek to understand why these gaps exist.
Is there a training issue? Are the tools inadequate? Is the standard unrealistic or poorly communicated? Are there external constraints affecting the work?
Visible problems are often symptoms of deeper causes. Use methods like the "5 Whys" to trace back to the origin of the problem.
Why is there an accumulation of parts at this station? Why can't the next station keep up with the pace? Why does this station lack capacity?
These questions allow you to deepen your analysis in a lean management approach.
Share your observations with the concerned operators and ask for their opinion on causes and possible solutions. Their perspective is invaluable for understanding the nuances of the situation.
A Gemba Walk has value only if it leads to concrete actions.
Not all improvement opportunities are equal. Rank them according to their potential impact on manufacturing performance, ease of implementation, necessary resources, and the urgency of the situation.
For each priority problem, define the specific action to take, who is responsible for the action, the deadline, the necessary resources, and how success will be measured.
Ensure all stakeholders understand the action plan and their role in its implementation. Transparency is essential to maintain trust and commitment.
Implement a tracking system to ensure actions are completed on time. This can be as simple as a visual board in the workspace or as sophisticated as dedicated task management software.
Gemba Walk is not a one-time event but an element of a continuous improvement cycle.
Integrate Gemba Walks into your weekly or monthly routine. Regularity is crucial for establishing a culture of continuous improvement.
Measure the impact of actions implemented following previous Gemba Walks:
Progressively train other team members in conducting effective Gemba Walks. The more people capable of leading these tours, the more agile and responsive your organization will become.
Recognize and celebrate improvements achieved through Gemba Walks. This reinforces the importance of this practice and encourages continued participation.
To maximize the effectiveness of your floor tours, avoid these common mistakes:
If you focus solely on detecting errors, you'll create an atmosphere of distrust. Operators will hide problems instead of sharing them.
Although it's tempting to propose immediate solutions, resist this impulse. Gemba Walk aims to understand the situation, not correct it instantly without thorough analysis.
A Gemba Walk without concrete actions and follow-up is a missed opportunity. Worse, it can undermine the trust of teams who will see their concerns ignored.
Don't always conduct your Gemba Walks alone or with the same group. Occasionally invite people from other departments to bring new perspectives.
The optimal frequency depends on your context. In a manufacturing environment undergoing transformation, weekly Gemba Walks may be necessary. For more stable operations, a monthly frequency may suffice. The essential thing is to establish a regular routine.
A Gemba Walk can last between 30 minutes and 2 hours depending on the scope of your objective. It's better to have shorter but regular tours than occasional marathons.
Ideally, Gemba Walks should involve people from different hierarchical levels. Senior managers benefit from participating to maintain a connection with workplace realities, while continuous improvement managers can bring their methodological expertise.
Evaluate the number of problems identified and resolved, the improvement of targeted performance indicators, and the evolution of employee engagement. In a successful lean management approach, you will also notice an increase in improvement suggestions coming directly from operators.
Gemba Walk is much more than a simple walk on the production floor. It's a philosophy that places direct observation and respect for operators at the heart of the continuous improvement process. By following these five essential steps - preparing with purpose, observing with respect, analyzing gaps, implementing an action plan, and establishing a continuous improvement cycle - you will gradually transform your organization.
Companies that regularly and effectively practice Gemba Walks develop a culture where problems are seen as opportunities for improvement, where communication between hierarchical levels is fluid, and where everyone feels responsible for overall performance. Don't wait to integrate this powerful lean management practice into your management toolkit and see your operational performance improve day after day.
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