What is the best way to ensure actionable improvements from Gemba walks and observations?

O modelo de genba deve ter um caminho bem estabelecido, com defini??o do que se vai observar, como se vai observar e porquê. Cada intera??o dentro do ch?o de fábrica deve ter como plano de fundo um grande objetivo: DESENVOLVER PESSOAS. Através do desenvolvimento contínuo na solu??o de problemas, n?o somente ver mas enxergar as oportunidades e desvios do dia a dia de forma preventiva, faz com que os resultados se mantenham e melhorem continuamente.

Adoto uma abordagem sistêmica e orientada por dados. Inicialmente, utilizo ferramentas como o 5W2H para definir claramente o propósito da observa??o e os aspectos a serem analisados. Durante a caminhada, concentro-me em observar os processos em sua forma natural, buscando identificar desperdícios, oportunidades de otimiza??o e possíveis problemas de qualidade. Além disso, aplico o método PDCA (Plan-Do-Check-Act) para estruturar as a??es de melhoria. Após a identifica??o de áreas de oportunidade, priorizo as interven??es com base no impacto e na viabilidade, utilizando ferramentas como a matriz de prioriza??o. O envolvimento dos colaboradores é essencial para garantir a implementa??o eficaz das melhorias.

La démarche Gemba est plus un état d'esprit qu'une méthodologie. Il faut certes prendre l'expérience du terrain pour mieux appréhender et mieux sentir les problématiques dans leur contexte. Mais il est aussi primordial de parler avec les personnes du terrain. Bien souvent, on trouve des idées simples, évidentes et tangibles. En résumé, l'émergence du bon sens !

Avant de commencer, définir le chemin a suivre, pourquoi le faisons nous, prévenir le personnel au poste du fonctionnement du gemba, ses objectifs les résultats attendus pour qu'il soit dans un état d'esprit constructif lors du gemba et pouvoir obtenir leur meilleurs idées. Le gemba est un moment d'échange privilégier, mais il doit toujours être planifié correctement et communiquer en amont. Toujours faire un retour au personnel qu'il puisse constater l'impact positif de leur contribution

Manuten??o, kaizen, conversas com o time envolvido, fazer perguntas certas, sempre vá até o gemba, verifique os gembutsu e adote solu??es temporárias e encontre a causa raiz do problema.

The Gemba is only as important or actionable and achievable as it is only done with the team. Without the team and everyone in the area involved, you are just wasting your time. Is is not only important but absolutely not any benefit without engaging everyone on the team or involved with the team.

Envolver sua equipe, desenvolvê-la diariamente, persistentemente, com uso dos elementos de uma metodologia estruturada, utilizando dos exemplos SIMPLES que acontecem corriqueiramente, é o único caminho para atingir um ambiente onde TODOS pensam em melhoria! Genba genbutsu, n?o tem outra forma!

Team involvement is essential to ensure actionable improvements from gemba observations. Engage team members who are directly involved in the process being observed, as they have valuable insights into the day-to-day challenges. Conduct the gemba walk as a team and encourage all participants to share their observations and ideas for improvement. Tools such as brainstorming and prioritization matrices can help identify the most promising improvement opportunities.

Data analysis is crucial for understanding the root cause of observed problems and identifying areas of opportunity for improvement. Use quantitative and qualitative data collected during the gemba walk, along with other sources of information such as production records and customer feedback. Tools such as Pareto charts and cause-and-effect diagrams can help visualize and analyze the data effectively. For example, when analyzing data collected during a gemba walk in a warehouse, you may discover that most delays occur due to lack of organization of goods.

Implementing actions is the next critical step to ensure actionable improvements from gemba observations. Based on data analysis and team discussions, develop a clear and specific action plan to address identified problems. Define clear responsibilities and timelines for implementing actions. Tools such as 5W2H action plans (What, Why, Who, When, Where, How, How Much) can help ensure all necessary steps are considered. For example, if lack of organization was identified as an issue during the gemba walk, you might implement a labeling and tidying system to improve warehouse efficiency.

The key to nearly everything in manufacturing is consistency. Let's face it: consistency is essential in many areas of business (& life), though it really shines in MFG. In the past, we've struggled when gemba walks were subject to individual schedules, not prioritized, and canceled willy-nilly. The gemba walk must go on! Above all, this means making a commitment not only to the walk time, but time to complete the improvement actions, and status them along the way. Time for ALL participants: management & frontline workers. It's up to management to prioritize a consistent, stable gemba walk process that collects data not available from other sources and produces steady results as an important element of overall operations improvement.

Follow-up and review are essential to ensure implemented improvements have the desired impact and remain sustainable over time. Regularly monitor relevant performance indicators to ensure improvements are having the desired effect and make adjustments as necessary. Conduct periodic reviews with the team to assess progress and identify new improvement opportunities. Tools such as monthly performance reviews and gemba audits can help ensure improvements are sustained long-term. For example, when conducting a follow-up review after implementing the labeling and tidying system, you can check if wait times have been reduced and if warehouse efficiency has improved as a result.

From experience Gemba walks are powerful in that it provides Leadership visibility and accessibility However , they are only effective if the leadership demonstrate the behaviours of actioning constraints promptly or the collaborating with cross functional teams to support closure Secondly communication is key An area of the department with a cadence of reviewing actions and holding individuals and leadership accountable . Standard work is an excellent method for leaders to facilitate this . Having a cadence where a period of the day is blocked out for actioning issues followed by status update in real time . Coaching and lessons learnt are ways that the leader can develop empowerment and indeed foster team Gemba walks