Gemba Walks - A Key Part of Lean Manufacturing and Six Sigma Methods
Gemba Walks bring managers to the front lines of production in key work areas as part of the Lean Six Sigma manufacturing practice. On Gemba Walks, managers observe processes and engage with employees in their daily work environments. These walks are are a powerful tool for driving process improvement, crafting action plans, and facilitating corrective action.
Gemba - A Japanese Term meaning "Go see, ask why, show respect."
Typically, a Gemba walk can take anywhere from 30 minutes to a few hours, depending on the complexity of the processes being observed and the size of the area being covered. Gemba Walks are a vital practice for continuous improvement as they allow leaders and managers to go to the “real place” where work happens, observe processes firsthand, and engage with employees directly. This practice enhances understanding, nurtures communication, and identifies opportunities for process refinement.
Gemba Walk Examples: Gemba Walks can uncover inefficiencies in workflow, safety hazards, unrecognized employee challenges, and misalignment between documented procedures and actual practices. Focused walks can be more effective if conducted consistently, allowing for frequent incremental improvements that contribute to long-term operational excellence.
Over time, Gemba Walks can be used as a powerful feedback loop that sustains continuous improvement. Regularly conducting these walks ensures that leaders remain attuned to evolving challenges, fostering a proactive approach to problem-solving and adaptability.
