The “Why” of Gemba
Stephen Phillips
VP of Operations | North American Site Leader @ NKT Photonics | Driving Lean Implementation
“Gemba” is a Japanese word that means "the real place"—where the work actually happens. In manufacturing, that’s the factory floor.
When we embrace a Gemba mindset, we:
Sounds simple, right? Yet, walk into many manufacturing sites, and you’ll notice something interesting—the best operations people aren’t always where the work is happening. Instead, they’re in meetings, buried in emails, or fine-tuning PowerPoint slides for the next big review.
Why Does This Happen?
The skills that make someone a great Lean thinker—spotting waste, improving flow, driving efficiency—often get them promoted right off the shop floor. And let’s be honest, spending time on the floor isn’t always easy.
If you’ve got an eye for waste, you’re going to see a lot of it. Machines down, materials not where they should be, workarounds that have become the norm. It can be overwhelming. Sitting in an office feels more productive—checking off emails, solving problems on a screen.
But Here’s the Flip Side
The people who truly know what’s going on? They’re right there on the floor—running machines, handling materials, making production happen. If leadership is missing in action, these workers are left to figure things out alone.
Making Gemba a Daily Habit
Building daily Gemba Walks into the company’s culture—no excuses, with top management participation—creates a bridge between office and shop floor. It breaks down silos, strengthens teamwork, and builds a culture of continuous improvement that actually sticks.
We’ve all seen the “them vs. us” mentality between leadership and production teams. It creates frustration, slows down progress, and hurts morale. Gemba Walks eliminate that divide.
The Real "Why" of Gemba
At its core, Gemba is about connection. It’s about getting managers onto the floor, engaging with the team, and creating an environment where everyone—at every level—is working together to produce the best product in the most efficient, positive way possible.
So, when’s your next Gemba Walk?
?
Senior Laser Manufacturing Engineer/Cell leader at NKT Photonics Switzerland GmbH
6 天前Aye! Well put Stephen!
Health and Safety Director at Honeywell
1 周Great summary. Don’t just GEMBA. Plan for the GEMBA as part of everyone’s Standard Work. A weekly or monthly schedule of GEMBA can work well. Who is going where, when. The entire Staff must be included from the CEO to the Supervisor. Don’t forget HSE. It must be included. Examples include Health-Ergonomics, Chemical exposure. Safety-Guarding, Near Misses. Environmental-Waste Handling, Ventilation.
Principal at Gemba Coach LLC
1 周Ultimately it is about Developing Your People, which is the primary responsibility of any leader. When a leader goes on the Gemba, and it should be a daily habit as the article suggests, in fact it should be multiple times a day, the leader should see themselves more as a Coach and a Teacher than the boss, and act accordingly.
Empowering the Workforce that Powers the World: Safety, Mining, Energy, Construction—Through XR Training ????????♂???♀? ????
1 周Are people still asking why? Gemba everyday! Nothing works best! Boots on the ground!!! Great you're bringing this forward! Gemba is very useful!