What are the benefits and challenges of combining Gemba, Genchi Genbutsu, and Kaizen in your organization?

The use of the Lean term Gemba is to "Go and see the work". Gemba is the Japanese word which means “the real place”; where the actual services are provided or where the work is done.

Gemba is a Japanese term that translates to "the real place, the actual place or the place where the value are added." In the context of business, it refers to the place where value is created (considering the customer point of view) for instance is the place where the work is done. So, Gemba emphasizes the importance of direct observation and hands-on to solve problems and promote improvement in order to foster operational excellence and innovation.

Genchi Genbutsu and Gemba both originate from Toyota. Gemba is going to the PLACE where the work is done, and Genchi Genbutsu is going to see the actual product, data, or situation. Both are dominant concepts of the 8 step practical problem solving model (PPSM), integral to the Toyota Production System's (TPS) approach to Kaizen, or contnuous improvement. The PPSM lets the gathered facts of a situation lead to to the solution. With each step of gathering the pertinent facts the problem solver is asked to document or describe What is Actually happening, based on first hand observation, versus what should be happening, or the standard. This comparison then allows for the identification of the abnormality(s), or the real problem.

Genchi Genbutsu holds significant value in Lean Management. It translates to "go and see," meaning you must visit the actual place where work is done (Gemba) to observe and understand processes directly. Rather than comfortably sitting in an air-conditioned office, staring at a screen, and analyzing data from the shop floor, solving "real problems" demands immersion in the "real world". The core message is clear: get out of your chair, go to Gemba, and see firsthand what truly happens, ideally as issues arise. By doing so, you can avoid assumptions and test your hypotheses. This is the essence of Genchi Genbutsu.

The use of Kaizen is to mean continuous improvement. It is a Japanese term meaning "change for the better” and implies that every one at every level of an organization participates in continuous improvement activities. Kaizen may also refer to Rapid Improvment Events (RIEs).

Kaizen refers to the practice of continuous improvement that involves everyone in an organization—from CEO to frontline workers. What does this mean? It means that every worker is empowered and encouraged to think about improvements and to take action to implement them. This collective responsibility and freedom to contribute to ongoing enhancement is the spirit behind kaizen. Change for the better, or improvement, represents much more than just buzzwords; it support the belief that every day is an opportunity to engage in continuous improvement, no matter how small.

I think the better way to explain how to combine is by a generic example: When a problem arises in the production line or at the office, go to the "real place" (Gemba) to observe firsthand what really happened. Please, avoid staying behind the computer (Genchi Genbutsu). Collect data, talk with workers, and develop hypotheses; this will provide material to analyze and feed into a PDCA (Plan-Do-Check-Act) cycle to address the issue effectively and remember, there's always room for improvement. (Kaizen). By keeping in mind the 3 concepts, we not only address problems effectively but also foster a culture of continuous improvement.

I'll try to highlight the 3 benefits that I found more important along my experience: 1.Effective Problem Solving: Going to the actual place (Gemba) and observing firsthand (Genchi Genbutsu) uncovers root causes, leading to better solutions through continuous improvement (Kaizen). 2.Continuous Improvement Culture: Embeds a mindset where everyone seeks daily, incremental enhancements, promoting collective responsibility. 3.Employee Empowerment: Engages employees in problem-solving, boosting morale and ownership over their work. Furthermore, a non-intentional result of applying these three concepts is that they pave the way to implementing a continuous improvement Culture.

Problème de productivité apparemment insoluble sur un poste de travail, le manager de la zone était désarmé. Réflexes adoptés face à ce problème : Se rendre sur le terrain / Observer les faits/ Analyser la réalité En observant des gaspillages sont apparus, et en analysant la réalité, nous avons identifié la cause : + de 30% du temps, le poste était en rupture de pièces. Le problème ne venait pas du constat SUPPOSé de départ, à savoir des opérations d'assemblage longues avec un temps incompressible. Plan d'action Kaizen : Un travail sur le processus et les quantités d'approvisionnement + la mise en place d'un encours tampon sur le poste. Face à toute difficulté opérationnelle, se rendre sur le terrain est le premier bon réflexe à avoir.