Gemba Walk Insights: What Leaders Can Learn from the Front Lines

Allan Ung

From the Front Lines: What You Can Learn from a Gemba Walk

“Genchi Genbutsu [go and see the actual situation] means

imagining what you are observing is your own job,

rather than somebody else’s problem,

and making efforts to improve it.”

Akio Toyoda

What is Gemba Walk?

The Gemba Walk is a powerful Lean management tool that has its origins in Toyota's manufacturing processes. Gemba refers to the actual place where value is created, and a Gemba Walk involves leaders visiting the front lines to gain first-hand knowledge of how products are built, services are provided, and current challenges and opportunities for improvement. The goal is to examine the current state of a particular process by observing it in action at the place where it occurs.

Why Gemba Walk?

The main purpose of a Gemba Walk is to obtain first-hand knowledge of how work is actually done and to see the gap between how processes look on paper and how they are executed in real life. This provides a fresh set of eyes that can identify opportunities for improvement that may have been missed by management. Gemba walk focuses on observing and improving processes and identifying areas for improvement.

Gemba Walks also help build relationships and trust between leadership and staff, showing management's commitment to Lean initiatives and driving accountability within the organization. By observing the process in action, managers can ask in-depth questions about the process being observed and identify varied opportunities for improvement.

What Gemba Walk Is Not

Gemba Walk is often misunderstood as Management by Walking Around (MBWA), which is more focused on casual conversations and building relationships. It is not an audit, policing, or checking on employees. Gemba Walk is not the time for on-the-spot changes or solving problems but a complement to data analysis and other quantitative methods. It can be applied to any work setting, not just manufacturing or production environments. Finally, it is not a one-time or occasional activity but a continuous, ongoing process.

Objective of Gemba Walk

The objective of a Gemba Walk is to grasp the situation by involving everyone touching the process to understand purpose, process, and people. Once the situation is understood, improvement is possible and more likely to succeed.

The Four Steps of Gemba Walk

The Gemba Walk involves leaders and managers spending time on the front lines of their organization, where value is created. This practice helps leaders understand how their processes work and where they can make improvements to enhance efficiency, quality, and safety. The Gemba Walk follows a structured process consisting of four key steps, which are critical to its success.

Step 1: Define Objectives

Description:

Set clear goals and establish the scope of the Gemba Walk to ensure alignment with organizational priorities.

Key Activities:

Identify the purpose (e.g., process improvement, validation, or understanding workflows).
Determine the scope, including focus areas and timeframe.
Engage relevant stakeholders such as process owners and team members.

Step 2: Assess Current State

Description:

Conduct a thorough analysis of the environment, processes, and personnel to build an accurate understanding of the Gemba.

Key Activities:

Perform a pre-walk briefing to gather baseline knowledge.
Evaluate the physical environment and process flows.
Identify critical workflows and engage with employees to understand challenges.

Step 3: Analyze & Document Findings

Description:

Systematically observe operations, identify inefficiencies, and collect actionable feedback.

Key Activities:

Examine processes to detect waste, bottlenecks, or non-value-added activities.
Engage staff for their perspectives and ideas for improvement.
Record findings and develop insights for future action.

Step 4: Implement & Optimize

Description:

Systematically observe operations, identify inefficiencies, and collect actionable feedback.

Key Activities:

Share insights and collaborate with stakeholders to validate findings.
Develop and prioritize improvement plans with clear timelines and resource allocation.
Execute enhancements and monitor their impact to ensure long-term effectiveness.

Implementing the Gemba Walk

To implement a successful Gemba Walk, leaders must take a walk through the core activities of the entire organization, including product and process development, order fulfillment, supplier and customer management, and the general management system. During the walk, they should select a theme or focus on an area with KPI gaps, questioning supervisors and attentively listening to their responses. Leaders should also share what they learn as they walk and write a short memo to be posted for all to see.

Showing respect to people and processes on the shop floor is critical during Gemba Walks. Leaders should demonstrate this respect by asking open-ended questions that uncover valuable insights and ideas. They should also prioritize listening more than talking, creating a safe environment for people to talk, and using the 5 Why's approach for problem-solving without placing blame on individuals.

To help employees "see it" and gain confidence, leaders should coach and mentor them while also trusting them to take ownership of the problems they encounter. Following these principles, leaders can conduct effective Gemba Walks that promote respect and continuous improvement throughout the organization.

Tips for Observing

To make the most of a Gemba Walk, it is important to gain an understanding of the process, test positions and locations for observing, record observations and questions, and not assume, but ask. Do not be in a rush - grow roots.

Keys to Successful Gemba Walks

The focus of a Gemba Walk should be on identifying problems in the processes, rather than blaming the people performing the process. If a leader lacks humility, it can be challenging to conduct a Gemba Walk. It is crucial to keep an open mind and ask lots of open-ended questions. The purpose of the walk is to learn from the experts on the front lines, not to judge or offer unsolicited advice.

To gain a comprehensive understanding, conduct the Gemba Walk at various times and days. Do not assume anything about what people are doing or why they are doing it. Walk with a cross-functional team, with each member bringing a unique perspective to the Gemba Walk, which may lead to different opportunities for improvement or unique ideas for improvement. Avoid trying to teach people too many things in one setting, and do not attempt to change the world in a single Gemba Walk.

Finally, it is essential to follow up and ensure that progress is being made, and the kaizen efforts are positively impacting the organization. By following these steps, you can implement a successful Gemba Walk and continuously improve your organization.

Getting Started

To get started with Gemba Walk, the first step is to find a process or value stream within your organization that you want to review. It could be anything from a manufacturing line to a customer service process. Once you have identified the process, review the frameworks and observation tips to prepare for your Gemba Walk. Practice seeing the three MUs around you to help you identify areas for improvement. During the Gemba Walk, observe the process or value stream and share what you have learned with the team. After identifying the areas for improvement, choose something to kaizen and make changes to improve the process. Finally, follow up to see that progress is being made and continue to make improvements as necessary.

Conclusion

Gemba Walk is an effective tool for Lean management that enables leaders to observe processes and identify opportunities for improvement. By focusing on the process, observing and learning, mixing it up, testing assumptions, and walking with a cross-functional team, leaders can grasp the situation and connect team goals with the organization's strategy. A successful Gemba Walk requires a continuous, ongoing process that builds relationships and trust between leadership and staff, shows management's commitment to Lean initiatives, and drives accountability within the organization.

Article by Allan Ung, Principal Consultant at Operational Excellence Consulting, a distinguished management consultancy based in Singapore. Our firm specializes in maximizing customer value and minimizing waste through the strategic adoption of Design Thinking and Lean management practices. For further details, please visit www.oeconsulting.com.sg