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What are the best practices for conducting kaizen gemba walks and engaging with frontline workers?

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Kaizen gemba walks are a powerful tool for continuous improvement and leadership development. They involve visiting the actual place where work is done, observing the process and the people, and engaging in respectful dialogue to identify and solve problems. But how can you conduct kaizen gemba walks effectively and create a culture of trust and collaboration with your frontline workers? Here are some best practices to follow.

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1 Prepare your purpose and plan

Before you go to the gemba, you need to have a clear purpose and plan for your walk. What are you trying to learn, improve, or achieve? What are the key questions you want to ask or the indicators you want to observe? How will you document and communicate your findings and actions? Having a clear purpose and plan will help you focus your attention, avoid distractions, and show respect for the people and the process.

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Desha Setiardi

Breaking Barriers, No Limits.
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In my experiences, preparing a clear purpose and plan before visiting the gemba is essential for maximizing the effectiveness of the walk. I define what I aim to learn, improve, or achieve, outlining key questions to ask and indicators to observe. Additionally, I establish a method for documenting and communicating my findings and actions, ensuring follow-up and accountability. This approach enables me to focus my attention, avoid distractions, and demonstrate respect for the people and the process, resulting in a more productive and insightful gemba walk.

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2 Respect the people and the process

When you visit the gemba, you are not there to judge, blame, or impose your ideas. You are there to learn, support, and empower. Respect the people and the process by greeting them, introducing yourself, explaining your purpose, asking for permission, listening actively, showing appreciation, and avoiding criticism or interruptions. Remember that the people who do the work are the experts and the owners of the process, and they have valuable insights and suggestions.

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Eric O'Brien

Plant Manager at Marmon Industrial Energy & Infrastructure - Attleboro MA
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Always engage the people directly involved with whichever GEMBA you are visiting. They are the experts, they have the knowledge, they will help guide the team to the desired solution with that expertise.

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3 Observe the reality and ask why

The gemba is where you can see the reality of the work, not the ideal or the assumption. Observe the process and the people with an open mind and a curious eye. Look for waste, variation, defects, or inefficiencies. Look for best practices, innovations, or strengths. Ask why things are done the way they are, and what are the root causes of the problems or the drivers of the performance. Use the 5 Whys technique or other root cause analysis tools to dig deeper and uncover the true issues.

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4 Engage in dialogue and problem-solving

The gemba is also where you can engage in dialogue and problem-solving with the people who do the work. Don't just observe and ask questions, but also listen and respond. Don't just tell them what to do, but also ask them what they think and what they need. Don't just solve the problems for them, but also involve them in finding and implementing solutions. Use tools like PDCA (Plan-Do-Check-Act) or A3 (a one-page problem-solving report) to structure and document your problem-solving process.

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5 Follow up and sustain improvement

The gemba walk is not a one-time event, but a continuous cycle of improvement and learning. After you visit the gemba, you need to follow up and sustain the improvement . Communicate your findings and actions to the relevant stakeholders, including the frontline workers, the managers, and the customers. Monitor and measure the results and the impact of the improvement. Recognize and reward the efforts and achievements of the frontline workers. Repeat the gemba walk regularly and consistently to maintain the momentum and the culture of kaizen.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Rumi Contractor
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Best practices for conducting Kaizen Gemba walks involve deeply engaging with frontline workers, not by imposing changes but by actively participating in their processes. This means sitting with them, observing, and partaking in their tasks to genuinely understand and improve their workflow. Through this hands-on approach, leaders not only learn from the ground up but also set a precedent for management to follow suit. Such engagement fosters an organizational culture where improvement is driven by example, encouraging everyone to contribute actively. This practice demonstrates the importance of walking the talk, showing commitment, and thereby, naturally cultivating a culture of continuous improvement.

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Allen Klingsporn

CMC Process Engineering Leader - Strategy
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Remove the word "Kaizen" from the article, and you'll have a really high-value work product. Gemba happens during Kaizen, but it can also happen at any other time, as well. If you're going to write about Kaizen, then you should probably write about how to be supportive of taking immediate improvement actions, and empowering the experts to make changes (safely and with quality in mind). Everything else is just good general gemba information.

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What are the best practices for conducting kaizen gemba walks and engaging with frontline workers?

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1 Prepare your purpose and plan

2 Respect the people and the process

3 Observe the reality and ask why

4 Engage in dialogue and problem-solving

5 Follow up and sustain improvement

6 Here’s what else to consider

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