GEMBA or.... Where the magic happens

GEMBA walk as a fundamental tool in Lean management

Someone once ask me, "If you must implement only one lean tool, what would it be?”

As an OpEx leader, It hard for me to choose only one tool, but after few minutes of thinking I said “GEMBA walk”

So, what makes GEMBA walk so important to implement?

In today's fast-paced and competitive business landscape, organizations are constantly seeking ways to improve their operations and stay ahead of the curve. One powerful tool that has gained significant traction is the GEMBA Walk.

So, What is a GEMBA Walk?

GEMBA is a Japanese term that translates to "the real place" or "the place where value is created." In a business context, it refers to the shop floor, the production line, or any other location where work is actually being done. The GEMBA Walk, therefore, is the act of going to see where the work happens.

The practice is rooted in the principle of Genchi Genbutsu, which means "go and see for yourself."

This emphasizes the importance of direct observation and firsthand experience in understanding and improving processes.

The Importance of GEMBA Walk

• grounded, rather" Principle The core of GEMBA Walks lies in the "go and see" principle. By physically going to the GEMBA, leaders can gain a deeper understanding of the actual processes, challenges, and opportunities that exist. This direct observation is far more valuable than relying on reports or secondhand information.
• Identifying Waste and Inefficiencies GEMBA Walks provide an opportunity to identify various forms of waste (muda) that may not be apparent from a desk. This includes unnecessary movement, waiting times, overproduction, defects, and more. By observing processes in action, leaders can pinpoint areas for improvement and implement targeted solutions.
• Fostering Employee Engagement GEMBA Walks also serve as a platform for leaders to engage with frontline employees, listen to their concerns, and gain their perspectives. This can boost morale, build trust, encourage collaboration, and empower employees to contribute to improvement efforts.
• Enabling Data-Driven Decision-Making The observations made during GEMBA Walks provide valuable data that can inform decision-making. This data is grounded, rather than assumptions, leading to more effective and sustainable solutions.
• Promoting Continuous Improvement (Kaizen) GEMBA Walks are a key component of Kaizen, the philosophy of continuous improvement. By regularly observing and analyzing processes, organizations can identify opportunities for incremental improvements that lead to significant gains over time.
• Improving Safety GEMBA Walks are also instrumental in identifying safety hazards that may not be obvious from reviewing paperwork. By seeing the work being done, managers can notice unsafe practices or conditions and take corrective action.

How to Implement GEMBA Walks Effectively

• Plan your walk: Determine the purpose of your walk and the areas you want to focus on.
• Go to the GEMBA: Physically go to the place where the work is being done.
• Observe and listen: Pay attention to the processes, ask questions, and listen to employees' feedback.
• Document your observations: Take notes and photos to capture your findings.
• Follow up: Analyze your observations, identify areas for improvement, and implement solutions.

Overcoming Challenges

Implementing GEMBA Walk can sometimes be met with resistance or skepticism. However, by emphasizing the benefits, providing training and support, and celebrating successes, organizations can overcome these challenges and create a culture that embraces GEMBA Walks.

Conclusion

GEMBA Walk is a powerful tool for driving operational excellence. By going to see where the work happens, leaders can gain valuable insights, identify areas for improvement, increase employees engagement by embracing their ideas, and foster a culture of continuous improvement.

“… Managers should be so engaged with the shop floor, that they have to wash their hands at least three times a day.” – Taiichi Ohno?