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Gemba Walk 4. VALIDATE & IMPROVE 1. KNOW YOUR PURPOSE The objective of a Gemba Walk is to involve everyone who touches the process in order to gain a comprehensive understanding of the purpose, process, and people involved. By grasping the situation in this way, improvement becomes possible and more likely to succeed. Analyze observations and insights, validate with stakeholders, and implement improvements. Define the objective, scope, and stakeholders for the Gemba Walk. § Define the objective of the Gemba Walk, whether it is to identify areas of improvement, validate a process, or gain an understanding of the workflow. § Share the observations and insights gathered during the Gemba Walk with stakeholders. § Determine the scope of the Gemba Walk, including the areas or departments to be observed and the timeframe for the observation. § Develop a plan to address the issues identified, including prioritization of improvement opportunities, resource allocation, and timelines. Validate & Improve § Identify the key stakeholders who will be involved in the Gemba Walk, such as the process owners, subject matter experts, and team members. § Validate the proposed improvements with the stakeholders to ensure they are feasible and align with the overall objectives of the Gemba. Know Your Purpose § Implement the improvements and monitor their effectiveness over time. FOUR STEPS OF GEMBA WALK 3. OBSERVE THE FRAMEWORK 2. KNOW YOUR GEMBA Observe the Framework Observe the Gemba processes in action, identify inefficiencies, and gather feedback from stakeholders. Understand the physical environment, processes, and people involved in the Gemba. Know Your Gemba § Observe the processes and workflows in action, taking note of any inefficiencies, bottlenecks, or waste. § Conduct a pre-walk briefing with the stakeholders to understand the current state of the Gemba and the issues that need to be addressed. § Look for opportunities to improve the process, such as by eliminating non-value- added steps, streamlining workflows, or reducing cycle time. § Observe the physical environment, including the layout of the space, the flow of materials and people, and any potential hazards. “Genchi Genbutsu [go and see the actual situation] means imagining what you are observing is your own job, rather than somebody else’s problem, and making efforts to improve it.” § Engage with the people who work in the Gemba to understand their perspective on the process and gather feedback on potential improvements. § Identify the key processes and workflows that are critical to the success of the Gemba. Akio Toyoda § Document the observations and insights gathered during the Gemba Walk. § Engage with the people who work in the Gemba to understand their roles, responsibilities, and challenges. © Operational Excellence Consulting. All rights reserved.
Gemba Walk 4. VALIDATE & IMPROVE 1. KNOW YOUR PURPOSE The objective of a Gemba Walk is to involve everyone who touches the process in order to gain a comprehensive understanding of the purpose, process, and people involved. By grasping the situation in this way, improvement becomes possible and more likely to succeed. Analyze observations and insights, validate with stakeholders, and implement improvements. Define the objective, scope, and stakeholders for the Gemba Walk. § Define the objective of the Gemba Walk, whether it is to identify areas of improvement, validate a process, or gain an understanding of the workflow. § Share the observations and insights gathered during the Gemba Walk with stakeholders. § Determine the scope of the Gemba Walk, including the areas or departments to be observed and the timeframe for the observation. § Develop a plan to address the issues identified, including prioritization of improvement opportunities, resource allocation, and timelines. Validate & Improve § Identify the key stakeholders who will be involved in the Gemba Walk, such as the process owners, subject matter experts, and team members. § Validate the proposed improvements with the stakeholders to ensure they are feasible and align with the overall objectives of the Gemba. Know Your Purpose § Implement the improvements and monitor their effectiveness over time. FOUR STEPS OF GEMBA WALK 3. OBSERVE THE FRAMEWORK 2. KNOW YOUR GEMBA Observe the Framework Observe the Gemba processes in action, identify inefficiencies, and gather feedback from stakeholders. Understand the physical environment, processes, and people involved in the Gemba. Know Your Gemba § Observe the processes and workflows in action, taking note of any inefficiencies, bottlenecks, or waste. § Conduct a pre-walk briefing with the stakeholders to understand the current state of the Gemba and the issues that need to be addressed. § Look for opportunities to improve the process, such as by eliminating non-value- added steps, streamlining workflows, or reducing cycle time. § Observe the physical environment, including the layout of the space, the flow of materials and people, and any potential hazards. “Genchi Genbutsu [go and see the actual situation] means imagining what you are observing is your own job, rather than somebody else’s problem, and making efforts to improve it.” § Engage with the people who work in the Gemba to understand their perspective on the process and gather feedback on potential improvements. § Identify the key processes and workflows that are critical to the success of the Gemba. Akio Toyoda § Document the observations and insights gathered during the Gemba Walk. § Engage with the people who work in the Gemba to understand their roles, responsibilities, and challenges. © Operational Excellence Consulting. All rights reserved.
Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg 3 © Operational Excellence Consulting. All rights reserved.
