Gemba-walk: An Effective Method for Workplace Process Analysis

What is Gemba-walk?

Toyota process improvement leaders pioneered a technique called a Gemba Walk. In Japanese, "Gemba" translates to the actual place where the work happens or where value is generated. During a Gemba Walk, leaders observe the work firsthand, focusing on understanding the process rather than providing suggestions or critiquing employee performance, thus Gemba-walk is always about process and not people. This method empowers leaders to identify areas for improvement by directly observing the workflow.

Gemba Walk Best Practices:

• Focus on Value Stream Analysis: A Gemba Walk's core objective is to delve into the value stream, actively communicating to identify bottlenecks and inefficiencies.
• Targeted Approach: Effective Gemba Walks have a clear purpose, often tied to a specific Key Performance Indicator (KPI) for focused observation.
• Neutral Observation: Maintain a neutral and unbiased stance. Avoid expressing opinions or reacting to others'. Your role is to observe and take notes, not judge or review performance.
• Waste Identification: Look for activities that don't directly add value for the customer. If they wouldn't pay for it, it's considered waste and a potential improvement opportunity.

Why Gemba Walks Matter:

Gemba Walks are a cornerstone of continuous improvement. By directly observing workflows, leaders can identify inefficiencies, bottlenecks, and areas ripe for improvement. This focus on the "gemba" (the actual workplace) fosters transparency and engages employees in the process. Handoffs between people, departments, and processes are prime targets for improvement due to their high waste potential. A Gemba Walk is a powerful tool for uncovering and eliminating these inefficiencies.

Gemba Walk Questionnaire

Understanding Your Role:

1. Briefly describe your role and its purpose.
2. What are the key deliverables or outputs of your process/function?

Customer Focus:

1. Who is the internal customer (the next person or department in the workflow) you primarily serve?
2. How should your work ideally benefit this internal customer? How does it currently benefit them?
3. Who is the ultimate external customer of the organization?
4. How should your work contribute to the satisfaction of the external customer? How does it currently contribute?

Process Analysis:

1. Identify the main inputs to your process.
2. What are the typical obstacles or delays you encounter in your work?
3. How does your process add value to the customer experience? Can you provide a specific example?
4. Is there a way to quantify the value your process adds? How do you measure it?

Problem Identification:

1. Can you identify a current challenge or bottleneck within your process? (One sentence) (Follow-up with 5-Why questions to delve deeper into the root cause of the identified problem)