Go to the Gemba: The Power of Seeing Work Where It Happens
In the world of Lean management, there's a core principle that you can't solve problems from a conference room. To truly understand a process, you must go to the place where the work is actually done. This philosophy is the essence of the Gemba walk.
"Gemba" (現場) is a Japanese term meaning "the real place." In a business context, it refers to the location where value is created—the factory floor, the sales counter, the development office, the hospital ward. A Gemba walk is the practice of managers and leaders going to the Gemba to observe processes, engage with employees, and identify opportunities for improvement.
The 3 Rules of Gemba
A successful Gemba walk is not just a casual stroll. It's a structured activity guided by purpose and respect. The three key rules are:
- Go and See: The primary purpose is to observe the reality of the process firsthand. This means watching the work being done, understanding the flow, and seeing the challenges employees face without making assumptions from afar.
- Ask Why: Engage with the people doing the work. The goal is not to find fault but to understand. Ask open-ended questions like, "Can you show me how you do this?", "What is the purpose of this step?", "What is the biggest challenge you face here?". This shows respect for the employees' expertise.
- Show Respect: A Gemba walk is not an audit or a performance review. It's an act of collaboration. Leaders are there to learn and support, not to blame or direct. Thank the employees for their time and insights. The focus is on improving the process, not judging the people.
What to Look For on Your Walk
When you go to the Gemba, have a theme or a focus. Are you looking for safety issues? Are you trying to understand the 8 Wastes? Are you observing a specific part of the value stream? Having a theme helps you observe more deeply.
Look for deviations from the standard. Is the process being followed as it was designed? If not, why? The gap between the standard and the reality is often where the greatest opportunities for improvement lie.
From Observation to Action
The Gemba walk is the starting point. The observations and insights gathered should lead to action. This is where a tool like Lone Nut Kaizen becomes invaluable. After a walk, you and your team can log the identified opportunities as new ideas, assign them to team members, and track their implementation through the PDCA cycle. This creates a direct line from seeing waste at the Gemba to implementing a solution and measuring its impact, closing the loop on continuous improvement.