How Service Desk Managers Can Transform Their Operations with a Gemba Walk

A Gemba Walk isn’t just for the factory floor—it’s a powerful practice that service desk managers can use to gain real-time insights into daily operations, understand challenges, and drive meaningful improvements. By stepping into the heart of the service desk, you can observe what’s really happening, identify opportunities for enhancement, and build stronger connections with your team.

The Origins of the Gemba Walk

Originally part of lean manufacturing and the Toyota Production System, the term “Gemba” means “the real place” in Japanese. The practice was designed to help managers observe actual work processes and identify inefficiencies. Today, service desk managers can apply these same principles to understand how their teams interact with technology and customers, and where improvements can be made.

Plan Your Walk

Before stepping into the service area, take time to plan your approach. Define clear objectives to guide your observations:

• Focus Areas: Determine whether you are interested in call handling times, ticket resolution, or team collaboration.
• Key Processes: Identify which steps in your service management workflow need closer examination.
• Tool Efficiency: Assess whether current systems—like your ticketing software and knowledge base—are supporting your team effectively.

Having these goals in place helps ensure your observations are focused and actionable.

Cultivating the Right Mindset

A successful Gemba Walk begins with the right mindset. It’s important to adopt a non-judgmental, learning-oriented approach. Your goal is to understand the work as it happens and to support your team—not to criticize their performance. This positive, transparent approach builds trust and encourages honest dialogue.

Entering the Workspace

When you’re ready, introduce yourself with a clear and friendly message. For example: “Hi everyone, I’m here to better understand our processes and explore ways to improve our service delivery.”

This introduction sets a positive tone and reassures the team that you’re there to learn and help, rather than to point fingers.

What to Observe

Once inside, direct your attention to several key areas:

• Service Management Processes: Observe how agents handle calls and tickets. Are established procedures being followed? Look for any bottlenecks or steps that slow down the process.
• Tool Usage: Evaluate the effectiveness of the systems in place. Is the ITSM system user-friendly? Is the knowledge base current and easily accessible?
• Team Collaboration: Notice how agents interact with one another. Do they ask clarifying questions? Is there effective communication that supports problem-solving? These interactions can reveal both strengths and opportunities for improvement.

Engaging Through Open-Ended Questions

A crucial part of the Gemba Walk is asking thoughtful, open-ended questions to prompt genuine discussion without interrupting the workflow. Consider asking:

• “What is the biggest challenge you face at the service desk?”
• “Are there any tools or processes that you think could be improved?”
• “What changes would make your daily tasks easier?”
• “Can you share a recent challenge you encountered and how you addressed it?”

These questions help uncover deeper insights and spark valuable conversations about everyday challenges.

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Overcoming Common Challenges

Be aware that resistance or hesitation might arise during your walk. Some team members may feel uneasy about being observed. To address this, reiterate your purpose and maintain a supportive, non-intrusive presence. Avoid interrupting workflow unnecessarily, and always emphasize that your focus is on process improvement rather than individual performance.

Taking Notes and Measuring Impact

Bring a notepad or digital device to record your observations. Document what’s working well and note any issues that arise. These notes are crucial for identifying trends and setting the stage for improvement initiatives.

Later, integrate your findings with broader operational metrics. Consider tracking specific performance indicators, such as first-call resolution rates, average ticket handling times, or customer satisfaction scores, to measure the impact of any changes you implement.

Integration with Broader Improvement Initiatives

The insights gained from a Gemba Walk should feed into your overall improvement strategy. Use your observations to inform training sessions, process revisions, or technology upgrades. Collaborate with your team to develop actionable plans that align with your organization’s broader goals. This ensures that improvements are not isolated incidents but part of a continuous effort to enhance service delivery.

Frequency and Follow-Up Practices

To truly benefit from the Gemba Walk, it should be a regular practice. Consider scheduling walks on a periodic basis—whether weekly, monthly, or quarterly—to continuously monitor and support your team’s progress. After each walk, hold follow-up meetings to review your findings, discuss potential solutions, and track the effectiveness of implemented changes over time.

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Final Words

A Gemba Walk is more than a managerial tool—it’s a chance to see the work as it happens, understand the challenges your team faces, and develop practical solutions together. By planning carefully, adopting a supportive mindset, observing attentively, engaging with open-ended questions, and following up on your findings, you can enhance service delivery and create a more efficient, collaborative work environment.

Have you ever tried a Gemba Walk at your service desk? I’d love to hear about your experiences and any insights you’ve gained. Please share your thoughts in the comments below.