What are the steps to conduct a successful gemba walk?

I learnt the power of Gemba at the GSK Dungarvan manufacturing site in the early 2000s. The important thing is to Gemba with a purpose. A walk through that site is one thing, but to do this with a specific reason in mind is another. It could just be to connect and engage with employees, but with what purpose in mind - to teach, to learn and be curious, to improve are all elements to keep in mind.

Gemba walk should have a specific purpose Before gemba- First understand what to do, why to do ,where to do Gemba walk During gemba- Be focused on what was planned First observe the process silently Compile your questionnaire If necessary to talk with operator's Then very first let the cycle get completed Then request operator to get aside Try to be specific while asking and be careful for the time Conclude your observations Post gemba- Comple the observation Analysis Make action plan to close the gaps

Most common mistake during a Gemba walk is that, Gemba Coach ends up giving the solution , which defeats the core purpose of a Gemba walk , which is strengthening continuous improvement culture . I would suggest , to partner with another person who can observe Coach during the Gemba walk and provide you feedback on below : 1. If purpose of Gemba was clarified 2. Did Gemba coach asked open ended question 3. Did Gemba coach actively listen 4. Was Gemba coach directive or did they enable coached to be self aware

Defining the purpose was essential when we noticed inconsistent product quality. My gemba walk aimed to pinpoint where the variance originated. In the furniture realm, when customers reported late deliveries, my purpose at gemba was to trace the bottlenecks in the production line. For beverages, when a new drink was introduced, my purpose was to understand the flow of ingredients and ensure a smooth transition. Each time, having that clear purpose meant diving deeper into specifics rather than just skimming the surface.

I learned about Gemba Walk during my lean Manufacturing project at our factory premises. Basically, Gemba means shopfloor walk where you observe and identify all the potential industrial waste. This is continuous improvement process

When planning the logistics for a successful gemba walk, consider key factors. Define objectives and areas to observe, ensuring alignment with organizational goals. Communicate the visit to teams, emphasizing transparency. Schedule the walk at an appropriate time, minimizing disruptions. Equip participants with necessary tools like checklists or data sheets. Foster a collaborative atmosphere, encouraging open dialogue with frontline workers. After the walk, organize a feedback session to discuss observations. Ensure a structured follow-up, implementing action plans derived from the gemba walk to drive continuous improvement.

Walking should be consistent, same days/times whenever possible. Consistency breeds trust, inconsistency looks like mistrust.

Clearly outline the goals of the Gemba walk. Whether it's streamlining manufacturing processes or improving design workflows, having specific objectives guides the entire logistics plan. Timing matters. Schedule Gemba walks during active production or design phases. This ensures real-time observations and a genuine understanding of daily operations. Design a walk route that covers critical areas. This may include design studios, manufacturing floors, and quality control stations—tailored to the defined objectives. Inform teams about the Gemba walk in advance. Clear communication fosters collaboration and ensures the availability of key personnel.

When plan the Gemba Walk, below points need to consider. first need to understand the purpose of doing this activity. Then it is required to properly understand the processes going to be observed. because walk should be flow based on the processes flow direction. and also it is required to define the specific time for the observation. during the observation it is required to focus the where value is creating. need to observe the process as well as quality of output or service provided. need to recognize how process happening and it has to record in proper way. then it is required to visualize the ideal situation and understand the gaps between current and ideal. look for the oppotunities for the improvement is final stage.

Die Planung eines Gemba Walks hängt von verschiedenen Faktoren ab, wie zum Beispiel dem Zweck des Walks, der Größe und Art des Arbeitsplatzes und den Zielen, die erreicht werden sollen. Hier sind einige Schritte, die Sie bei der Planung eines Gemba Walks berücksichtigen können: Zweck, Teilnehmer, Zeitpunkt und die Erstellung einer Checkliste.

Respecting people is paramount in a successful gemba walk. Acknowledge the expertise of frontline workers, valuing their insights. Foster open communication, encouraging them to share challenges and ideas. Listen actively, demonstrating genuine interest in their experiences. Avoid a top-down approach, instead, engage collaboratively to empower and involve the workforce. Recognize contributions, creating a positive atmosphere. This respect builds trust, promotes a culture of improvement, and ensures the gemba walk is a mutually beneficial process for both leaders and employees.

Respect for People also includes the leadership. A key aspect of the Gemba walk is to teach people to “see what you see”. The next level of leadership should accompany you so you can develop them. While we don’t want to be critical and rude. We don’t want to simply be “nice”. It is showing respect by holding them accountable and challenging them. This is professional development and it is how they should teach and coach when they move to the next level of leadership.

While showing respect and appreciation for frontline workers is undoubtedly important, there's a contrarian perspective to consider. To me: - Respect and appreciation are essential, but sometimes excessive formality can create barriers. - Consider striking up unscripted conversations for deeper insights. - Balance formality with informality to foster genuine communication during Gemba walks.

A key area of a successful Gemba walk is to have the front line employees key in your area of concern. Ultimately, understanding their struggles will help unlock areas of organizational waste and ways to relieve frustrations of those employees. Don’t show up thinking you will solve their problems on the spot but both short term and long term actions may ultimately win you a really dedicated employee.

Respect is the bridge that connects leaders and frontline workers. Acknowledging their expertise and challenges lays the foundation for meaningful observations and improvements.

From the beverage sector, I once observed an unanticipated pause during the bottling phase. It wasn’t about blaming the technicians; it was about identifying the root cause. In the furniture business, while observing the upholstery process, I noticed excess motion, leading us to rearrange tools for better ergonomics and efficiency. When in the mattress industry, I spotted overproduction causing storage issues. Observing processes closely, without prejudice, allowed me to pinpoint areas for improvement directly, fostering a proactive approach to problem-solving.

7 key things to observe Defects: Are there any? If so, what are the causes? Delays: Are there any in the process? If so, what are the causes? Overproduction: Is more work being done than required? If so, what are the causes? Inventory: Is there too much inventory on hand? If so, what are the causes of the excess inventory? Motion: Are employees moving around unnecessarily? If so, what are the primary causes? Transportation: Are materials and information being transported unnecessarily? If so, what are the causes? Overprocessing: Is more work being done than is necessary to meet the customer requirements? Understanding the baselines, will help us evaluate the magnitude of the problems and to prioritize the improvement efforts.

People and process and are linked together and must be observed together, recognizing that 19 out of 20 issues are caused by the process they have to use. Look for lack of flow or flow inhibitors. Variation, waste, and defects are synonyms of each other and all mean lack of flow. Keep it simple and create flow.

By systematically observing the manufacturing process, i can gain a comprehensive understanding of the current state, laying the foundation for informed design decisions and process optimizations. I actively engage with the manufacturing process by physically interacting with materials, tools, and equipment. This hands-on approach provides firsthand insights into the challenges and intricacies of production. I employ real-time monitoring tools to track KPIs. This data-driven approach helps in identifying trends, variations, and areas where efficiency can be enhanced. I use visual tools such as flowcharts or value stream maps to document the entire manufacturing process in order to identifying bottlenecks and areas for optimization.

The criticality of "Observing the Process", in my view, forms the bedrock of any successful process optimization endeavor. I have often found that the most profound insights emerge not from the people executing the process, but from the process itself. This perspective, popularized by Taiichi Ohno through his concept of the "Ohno Circle", impels us to shift our focus from individuals to the tasks and resources. The Ohno Circle urges us to transcend the human element momentarily and delve deep into the process, akin to a silent observer. This vantage point unveils a myriad of revelations - from subtle variations to glaring inefficiencies. It is here, amidst the rhythmic cadence of tasks, that the sources of waste unfurl themselves.

During a successful gemba walk, seize opportunities for improvement. Identify inefficiencies, bottlenecks, and areas with potential for optimization. Engage with frontline workers to uncover valuable insights. Look for opportunities to streamline processes, enhance workflow, and implement innovative solutions. Prioritize a keen observation of daily operations to spot hidden issues. The gemba walk is an opportunity to discover and act upon areas for positive change, fostering a culture of continuous improvement within the organization.

Solicit feedback from frontline workers and stakeholders involved in the manufacturing process. Their insights can highlight pain points, inefficiencies and innovative ideas for improvement. Incorporate customer feedback to identify aspects of the design and manufacturing process that directly impact user satisfaction. Aligning Gemba walks with customer expectations enhances the overall quality of the end product. Compare your processes with industry benchmarks and best practices. This external perspective can reveal areas where improvements align with broader industry standards. Conduct a thorough review of production process. Utilize tools like value stream mapping to identify key stages, inputs-outputs and potential areas for improvement

Avoid long lists. Try to take action as soon as possible… what are the odds you are seeing a rare event? More likely you are seeing a top/recurring event. Put a countermeasure in place before your next walk. Repeat and very quickly the process will show improvement.

To drive improvement, focus on understanding root causes, not just surface-level issues. Engage in conversations, analyze data, and use techniques like the 5 Whys. Addressing root causes leads to effective, sustainable solutions that prevent recurrence and foster continuous improvement. Involving workers generates insights, ownership, and engagement. By seeking their input, you empower them to contribute and drive positive change. Understanding root causes and involving workers lead to impactful, sustainable solutions and a culture of problem-solving.

I would like to add the following- 1. Collaborative Identification: • Harness collective intelligence by encouraging team brainstorming to identify opportunities. 2. Customer Feedback: • Incorporate customer feedback to pinpoint areas where value delivery can be enhanced. 3. Data-Driven Insights: • Utilize data analytics to objectively identify and prioritize improvement opportunities. 4. Innovative Thinking: • Foster a culture of innovative thinking to explore unconventional solutions. 5. Continuous Monitoring: • Establish a system for continuous monitoring to identify emerging opportunities over time. 6. Engagement and Ownership: • Promote ownership among workers in identifying and acting upon improvement opportunities.

Following up on actions is crucial after a successful gemba walk. Evaluate progress on identified improvements and ensure action items are implemented. Conduct regular check-ins with teams to address challenges and offer support. Monitor key performance indicators to measure the impact of changes. Maintain open communication channels, allowing for feedback and adjustments. This follow-up process is integral for sustaining positive changes, reinforcing a culture of continuous improvement, and ensuring that the insights gained during the gemba walk translate into tangible enhancements in the workplace.

Following up with communication is essential. Workers quickly get frustrated when leaders observe and ask questions but never follow through with improvements. Some problems are complex and take time, so communicating updates drives accountability and improves engagement.

I would like to add the following: 1. Accountability Framework: • Establish a clear accountability framework to ensure action items are carried out as planned. 2. Transparent Communication: • Maintain open channels for status updates and feedback, fostering a collaborative environment. 3. Measurement Metrics: • Define key metrics to objectively measure progress and the impact of implemented actions. 4. Agile Adaptation: • Embrace an agile approach to adapt actions based on evolving insights and circumstances. 5. Recognition and Reward: • Acknowledge and reward proactive engagement and successful implementation of improvements. 6. Learning and Documentation: • Document learnings to refine future gemba walks and action follow-ups.

If you don't follow up on actions after a gemba walk, you might as well save your time. Not only will nothing improve. It's even worse: employees now know the issue bothers you, but you do nothing about it. They lose confidence in you.

Follow-up should be standard process in the Gemba walk. Any item from a previous Gemba that had an action and timeline should be reviewed. "This is the result of the investigation/test/mitigation from yesterday." If a next step is defined, a new date and corresponding time are set and followed-up next Gemba.

Start with a specific goal in mind. Cliche but this will put you in the right mindset and not overwhelm by other interesting operational things, trust me, there’s many. Be open. Your behaviour and respect towards the frontline during a gemba will determine either you’re getting a sneak peak or a full insights of the process to be observed. Always ask yourself below 4 Qs when running through each of the process: 1. Is the standard (std) in place? 2. Is it visible to the frontline? 3. Is the std follow through? 4. Should the std be improved? List down actions required as outcome from the gemba, and follow through till they are implemented. Else, the gemba turns to a sightseeing event or a coffee session rather than to meet business objective

A mix of planned and spontaneous Gemba walks can be beneficial. Leaders can display their commitment to understanding the work or process in both structured and unstructured settings, fostering a more transparent and open culture. It may helps build trust. Sometimes (depending on the culture) trust is the first step to continuous improvement.

Gemba is easy, Good Gemba is hard. I have seen many different Gemba walks, and the most effective Gembas were able to drive action. Through training and management, process users knew how their processes were meant to work, therefore could identify gaps. They could clearly summarize any gap and knew where to start action. If they could act immediately, the summary defined the deviation and what the team did to resolve. If the team needs help, the team reached out to the expert for prompt input. (management's responsibility to enable). If the action is in-process, define the plan and timeline. "Every" issue needs a corresponding action, not simply a mention.

Tiene un efecto doble, además de ayudar a tomar decisiones, se demuestra implicación y apoyo a la persona que está sufriendo el problema directamente, por lo que tiene un efecto motivador muy valioso.

The most important part of all of this, is making sure the person in the Gemba walking shoes is the right person for the job.