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Gemba Walk

Gemba Walk training presentation

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Gemba Walk

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  1. GEMBA WALK Go See, Ask Why, Show Respect C:\Users\Allan BigMac\Documents\000 OEC\Logo\The Logo Company\FINAL\OperationalExD24aR02bP01ZL\TRANSPARENT.png © Operational Excellence Consulting. All rights reserved.

  2. NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg LEARNING OBJECTIVES Implement and Sustain Continuous Improvement Understand and Apply Gemba Walk Principles Utilize Frameworks and Tools for Effective Observation 2 © Operational Excellence Consulting

  3. CONTENTS 1 1 4 4 Key Concepts and Principles Developing Kaizen Eyes 2 2 5 5 The Four Steps of Gemba Walk Mastering the Gemba Walk 3 3 6 6 Frameworks and Tools Key Takeaways 3 © Operational Excellence Consulting

  4. WHAT IS GEMBA Definition Origin Importance in Lean ▪ Concept introduced by Taiichi Ohno, a Toyota leader and engineer. ▪ In Lean culture, Gemba is where value is created and improved. ▪ “Gemba” means “the actual place” in Japanese. ▪ It refers to the location where work or action occurs. ▪ Emphasizes leaders being present where work happens. ▪ Observing Gemba helps identify opportunities for process enhancement. Gemba is the foundation of Lean practices—leaders must go to “the actual place” to understand and improve value-creating processes. 4 © Operational Excellence Consulting

  5. BRIDGING LEADERSHIP AND VALUE: THE POWER OF GEMBA WALKS Organizations are structured vertically, with managers looking upward to leadership for direction. Customers Value flows horizontally across the organization, ultimately reaching the customer. A Gemba Walk helps managers align leadership direction with the value- creation process, bridging the horizontal with the vertical. 5 © Operational Excellence Consulting

  6. THE OBJECTIVE OF GEMBA WALK Engage People Gain Holistic Insights Enable Improvements Collaborate with all individuals involved to understand their roles and contributions. Explore the purpose, workflow, and dynamics of the process comprehensively. Build a foundation for meaningful changes and effective implementation. By truly understanding the process and involving all stakeholders, meaningful and sustainable improvements become achievable. 6 © Operational Excellence Consulting

  7. WHAT GEMBA WALK IS NOT Not bypassing middle management. Not management policing or micromanaging. Not for solving problems on the spot. Not an audit or inspection. Not about attending daily management meetings. Not limited to manufacturing; applicable to any work setting. Not a one-time event, but an ongoing process. Not a substitute for data analysis, but a complement. 7 © Operational Excellence Consulting

  8. WHY GEMBA WALK? Identify gaps between documented processes and actual execution. Highlight quality and safety concerns. Gain first-hand knowledge of how work is done. Offer a fresh perspective on overlooked issues. Reinforce the value of work and the importance of continuous improvement. Listen to employees about unsolved problems. Align team goals with organizational strategy. Instill discipline through standard work practices. 8 © Operational Excellence Consulting

  9. “ are where people don’t realize they have one in the first place. If you wait for people to come to you, you’ll only get small problems. You must go and find them. The big problems TAIICHI OHNO FATHER OF THE TOYOTA PRODUCTION SYSTEM 9 © Operational Excellence Consulting

  10. LEADING COMPANIES MASTERING GEMBA WALKS FOR SUCCESS Toyota Nike General Electric Starbucks Intel Pioneered the concept of Gemba Walks as part of the Toyota Production System (TPS), focusing on continuous improvement and employee involvement. Focuses on Gemba Walks in its manufacturing plants to enhance product quality, improve processes, and ensure sustainability practices. GE leaders use Gemba Walks to observe processes, engage employees, and implement Lean principles across their various business units. Executives and managers conduct regular Gemba Walks to gain insights into store operations, customer service, and product quality. Implements Gemba Walks to observe operations on the shop floor, identify inefficiencies, and foster a culture of continuous improvement. 10 © Operational Excellence Consulting

  11. THE THREE PILLARS OF LEAN LEADERSHIP 1. Go and See 2. Ask Why 3. Show Respect Understand the problem firsthand—experience alone isn’t enough without direct observation. Question what you see to uncover root causes: Why is this happening? What don’t I know? Gain trust and insights by valuing the people doing the work—they hold the key to solutions. Effective problem-solving starts with observation, inquiry, and respect for those closest to the work. 11 © Operational Excellence Consulting

  12. FOUR STEPS OF GEMBA WALK Translate observations into actionable strategies and implement changes while ensuring continuous improvement. Set clear goals and establish the scope of the Gemba Walk to ensure alignment with organizational priorities. Implement & Optimize Define Objectives FOUR STEPS OF GEMBA WALK Analyze & Document Insights Systematically observe operations, identify inefficiencies, and collect actionable feedback. Conduct a thorough analysis of the environment, processes, and personnel to build an accurate understanding of the Gemba. Assess Current State 12 © Operational Excellence Consulting

  13. HOUSE OF GEMBA: A FRAMEWORK FOR ACHIEVING EXCELLENCE IN QUALITY, COST, AND DELIVERY (QCD) Profit Management The House of Gemba by Masaaki Imai emphasizes continuous improvement at the workplace level. It focuses on respect for people and standardized work as the foundation, with quality, cost, and delivery (QCD) as key pillars. The diagram guides Gemba Leaders to engage directly with processes and employees to drive lasting change. Quality & Safety Cost Logistics Management Management Management Products & Materials Worker’s Operations Information Equipment Standardization 5S Muda Elimination Morale Enhancement QC Circles Teamwork Visual Management Self-discipline Suggestions 13 Source: Adapted from Imai © Operational Excellence Consulting

  14. THE 3Ps FRAMEWORK Purpose The 3Ps Framework—Purpose, Process, People—is a structured approach to analyze and improve organizational operations. It emphasizes the alignment of objectives, workflows, and the workforce to ensure efficiency and effectiveness in value creation. (solve the customer’s problem) The 3Ps Framework Process People (how they are engaged in creating, sustaining and improving the process) (how it actually works) 14 © Operational Excellence Consulting

  15. THE 3 MUs FRAMEWORK The 3 MUs Framework is a methodology for identifying and eliminating waste in business processes. The three MUs are Muda, Mura, and Muri. The 3 MUs framework is designed to help organizations achieve their goals more effectively and efficiently, while also improving the overall working conditions for employees. MUDA (Waste): Refers to any activity that does not add value to the final product or service. Muda (Waste) 3 MUs Framework Muri Mura (Overburden) (Unevenness) MURI (Overburden): Refers to overburden or excessive strain on workers or equipment. MURA (Unevenness): Refers to unevenness or inconsistency in the production process. 15 © Operational Excellence Consulting

  16. EIGHT TYPES OF MUDA (WASTE) Over-production Producing more than what the customer needs Intellect Waiting Employees waiting for another process or a machine/tool Not using employees’ full intellectual contribution Motion Over-processing Adding excess value when the customer does not require it Extra physical or mental motion that does not add value Wastes Defects Reprocessing, or correcting work Transportation Moving product from one place to another Inventory Building and storing extra products the customer has not ordered 16 © Operational Excellence Consulting

  17. WHAT IS MURA (UNEVENNESS)? Definition Examples Result ▪ Variation in process operations not driven by customer demand. ▪ Uneven or unbalanced work on machines. ▪ Excess capacity allocation. ▪ Employees working excessively during one part of the day and idle during another. ▪ Increased operational costs. Minimizing Mura ensures consistent workflows, reducing waste and cost. 17 © Operational Excellence Consulting

  18. WHAT IS MURI (OVERBURDEN)? Definition Examples Result ▪ Muri is the overburden placed on people, equipment, or facilities, often caused by inefficiencies like Muda (waste) and Mura (unevenness). ▪ Pushing machines or people beyond their natural limits. ▪ Overburdening employees, leading to safety and quality issues. ▪ Overworking equipment, causing breakdowns and defects. ▪ Compromised safety and quality. ▪ Increased downtime and maintenance costs. ▪ Reduced efficiency and operational sustainability. Eliminating Muri prevents overburden, ensuring sustainable operations and protecting both people and equipment. 18 © Operational Excellence Consulting

  19. HOW THE 3 MUs ENHANCE OUR KAIZEN EYES Recognize Patterns Sharpen Focus Practice Observation Improves ability to identify issues and inefficiencies. Provides a structured lens for observing processes. Encourages regular skill- building in noticing details. Foster Communication Holistic Thinking Avoid Trade-Offs Creates a shared language to discuss opportunities. Promotes comprehensive understanding of processes. Prevents balancing one MU at the expense of another. Seeing the 3 MUs refines your ability to observe, analyze, and communicate, laying the foundation for effective and sustainable improvements. 19 © Operational Excellence Consulting

  20. OBSERVING TAKES… Practice Humility Time Patience Effort Continuous improvement in your ability to observe through repetition. Acknowledge what you don’t know and be open to learning from others. Dedicate focused moments to genuinely understand processes and workflows. Allow enough time for patterns, issues, and opportunities to emerge. Active engagement in observing details, not just passively watching. Observing is a skill that requires consistent effort, patience, and a humble approach to uncover meaningful insights. 20 © Operational Excellence Consulting

  21. POST-GEMBA WALK ACTIONS: TURNING OBSERVATIONS INTO IMPROVEMENTS Integrate Insights Identify Areas for Improvement Drive Kaizen Align bottom-up observations with top- down insights. Implement improvements and optimize processes. Spot waste, risks, and opportunities. Post-Gemba, focus on translating insights into actionable improvements for continuous growth. 21 © Operational Excellence Consulting

  22. FOCAL POINTS OF A GEMBA WALK The Gemba walk leader must have a strong understanding of both lean manufacturing principles and lean management systems. ● During the walk, the leader should guide the team to focus on: ● Process o Improvement o Effective Gemba Walks are driven by knowledgeable leaders who focus on process observation and continuous improvement. 22 22 © Operational Excellence Consulting © Operational Excellence Consulting

  23. TIPS FOR OBSERVING Gain a deep understanding of the process. Record observations and ask insightful questions. ● ● Experiment with different positions and locations to observe effectively. Avoid assumptions—always ask for clarification. ● ● Don’t rush—take the time to observe thoroughly. ● Effective observation requires patience, curiosity, and thoughtful analysis to uncover valuable insights for improvement. 23 © Operational Excellence Consulting

  24. KEYS TO SUCCESSFUL GEMBA WALKS Set Clear Objectives Engage with Employees Observe Without Judging Define the focus or theme of the Gemba Walk to ensure purposeful observation. Foster open communication by engaging with frontline workers to gather insights and perspectives. Approach the walk with an open mind, focusing on understanding rather than making immediate corrections. Ask the Right Questions Document Findings Follow Up Use structured frameworks like the 5W & 1H to guide inquiry and identify areas for improvement. Record key observations, insights, and opportunities for improvement for future reference. Ensure progress is made by revisiting areas and following up on action items from previous walks. 24 © Operational Excellence Consulting

  25. ABOUT OPERATIONAL EXCELLENCE CONSULTING Operational Excellence Consulting is a distinguished management consultancy based in Singapore. Our firm specializes in driving transformative growth and innovation by maximizing customer value and minimizing waste through the strategic adoption of Design Thinking and Lean management practices. For further details, please visit www.oeconsulting.com.sg Logo Fb / Logo Fb Png / How the hyperconnected are X Logo (Twitter | 01) - PNG Logo Women In Wilmington for Networking © Operational Excellence Consulting

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