How do you apply Six Sigma tools to gemba walks?

I use Gemba walks to keep the big 3 KPI's in check: Safety, Quality, and On-time delivery. A factory that is walkable (visual and 5S) will be laid out such that this can be observed with our given 5 senses and measured accurately on Dashboards displayed prominently. Any stacks, piles or empty stations indicate issue(s) to resolve ASAP. A TGW review of the top 3 issues and how long they have persisted needs to be a standard part of Gemba. Kaizens can then be assembled and executed based on the findings of the TGW list and that's where additional KPI, and DMAIC etc. come into play. Without Data, we're just guessing.

Gemba = Truth firsthand Define & Measure: Before your walk define clear objectives aligned with PI goals. Use data like cycle times or error rates to set baselines. Observe & Analyze: During the walk, observe the process firsthand. Use tools like flowcharts or process maps to capture the flow of work & identify potential bottlenecks. Improve & Control: After the walk, analyze your observations and data. Brainstorm solutions using tools like 5 Whys to identify root causes of issues. Implement improvements & monitor results with control charts to ensure effectiveness. Six Sigma will always give a structured framework for gemba . It helps us move beyond casual observation to data-driven insights leading to process improvements.

Reviewing control charts, discussing predictive maintenance opportunities and operational efficiencies with the operators, ensuring they're prepared to achieve their goals for the day and doing a once over to ensure safety and ergonomic measures are in place. That's my focus on the daily gemba walk.

Gemba walks are a fundamental practice in Lean and Six Sigma methodologies, involving going to the location where work is done to observe processes, gather information, and identify opportunities for improvement. While gemba walks primarily focus on direct observation and understanding of processes, Six Sigma tools can be effectively applied to enhance the effectiveness of gemba walks.

I have found it useful to use SIPOC during Gemba Walks to detect anomalies and variations in processes. By breaking down the process into its key components (suppliers, inputs, process, outputs, and customers), we can identify specific issues and address them effectively. An example I’ve seen is on the production cell, where using SIPOC helped identify inconsistencies in raw material inputs, allowing for improvements and ensuring consistent quality.

Success on long term relies on discipline to quickly solve findings that’s why top level management should show “sense of urgency” behavior on shopfloor. Once operators see that deviations are important for top management they will engage on the improvement process cycle

One thing that I found during our Genba walk is that people who go on Genba walk need to commit to schedule and go all the way until the end of Genba walk plant One also need to take note for all the findings and make sure to publish it to all the Genba walk member

Selecting the right team is crucial for the success of a Gemba walk, as the effectiveness of the walk heavily depends on the people involved. Identifying the appropriate individuals from the business line is essential to accurately assess processes, pinpoint bottlenecks, and uncover opportunities for improvement.

El equipo se recomienda que sea multidisciplinario (compuesto por todas las áreas) y que se mantenga siempre una persona que registre las áreas de mejora y que ayude en la coordinación para la implementación de las mismas.

One thing I find useful before preparing the list is to plan the places to visit so that our gemba tour is focused and doesn't take up too much time, and most importantly to avoid monotony.

Applying Six Sigma to gemba walks involves closely observing workplace processes, adhering to standard procedures, and engaging with on-ground teams through open-ended questions. Gathering data on cycle times, defect rates, and customer satisfaction is crucial for evaluating process performance. During these walks, prioritizing listening over judgment fosters a deeper understanding of operations. Tools like gemba boards and process maps are invaluable for documenting and visualizing findings, enhancing the clarity and effectiveness of Six Sigma initiatives. This approach, grounded in my experience, not only identifies improvement areas but also strengthens the team's commitment to excellence.

It is essential to come to Genba walk in the "empty glass" mindset, to set aside the initial understanding/assumption that we have for the area that we are going on Genba. Otherwise, it shall bias your perception

La caminata Gemba y Six Sigma se relacionan a través de su enfoque común en la mejora continua y la eficiencia en los procesos. Ambas prácticas buscan identificar y resolver problemas para optimizar el rendimiento y la calidad. Six sigma es intensa en datos y análisis y los resultados obtenidos deben ser cruzados con la realidad día a día a pie de máquina donde Gemba es la clave, esto le dará robustez a las conclusiones y planes de acción que se planifiquen.

Lean six sigma black belt here: - Utilisation of value stream mapping (VSM) is extremely valuable to the analysis phase as it allows the creation of Kaizen bursts so that specialist sub project teams and be created to solve issues in multiple parts of the whole workflow in parallel

Once solutions are identified, it is important to implement them effectively, assigning clear accountability and responsibility to key personnel. To monitor the implementation process, I use '4W and 1H' method, detailing the Who, What, Where, When, and How. This involves collaboration among the technology team, business units and compliance etc., to ensure all aspects are covered. Additionally, setting a target date for resolution is essential to maintain momentum and focus.

In fact, there's one last step that's just as important, and that's evaluating the results and effectiveness of changes using KPIs. This action will be our wedge in the wheel of continuous improvement.

The article is ok but it's important to understand Gemba walks require three elements that are paramount to the process. Note this process is similar to the 8D approach. The 3 critical parts are: Go see: You have to get to the Gemba—typically the shop floor—to see if the process design supports its intended purpose. ... Ask why: A good leader seeks first to understand instead of being understood. ... Show respect: A Gemba walk isn't about pointing fingers and assigning blame.

I’ve also seen Gemba walks, especially by other departments, create “ruts” in the process that miss deeper inefficiencies when ignorant participants replicate prior paths. Limited time and predictable date/time also allow departments to game the incentives to hide their deficiencies by simulating optimal conditions.

One of the most difficult parts of Gemba Walks is to create cadance and follow up on the action items or task. One excellent way to do it is to set up weekly or bi-weekly session on the calendar and stick to them. They way you create traction and momentum!