Lean management is an approach that supports the concept of continuous improvement. This is a long-term policy that aims to achieve small, incremental changes in processes to improve efficiency and quality.
And methods like
Gemba Walks form the foundations of this approach.
They provide a structure through which managers walk to where work is carried out, so that operations and processes can be viewed first-hand.
It's then possible to engage with people on the job to identify areas that need improvement. These walks effectively link leadership with real-time work processes, encouraging people to work together, which increases creativity, innovation, and problem-solving.
The Origins of Gemba Walks
With Japanese origins, this system became an intrinsic part of groundbreaking manufacturing processes such as the
Toyota Production System.
One of this system's key developers, Taiichi Ohno, developed a keen focus on the importance of going to the ‘Gemba', or ‘real place', to view workflows in real-time before making important managerial decisions.
Ohno's emphasis on Gemba Walks has since enabled managers to get a more direct understanding of the processes involved in their operations. It has also allowed them to detect areas of inefficiency and potential improvement, and find ways to make improvements.
This enables them to continuously improve processes as well as gaining a new level of respect and understanding of the workforce.
Organizational Benefits
There are many benefits for organizations … and their bottom lines.
In terms of
qualitative impacts, these walks improve communication between managers and employees, promoting more collaboration and sharing of ideas and opinions. And employees will also be engaged by involving them in discussions and decisions about their work processes.
Looking at
quantitative benefits, they will also boost productivity and cut costs. This is a natural consequence of addressing key inefficiencies, minimizing waste, and making processes simpler. This will then maximize output, while at the same time reduce wastage. It may also prompt improvements in quality, which will predictably lead to higher sales.
An Example Of Implementation
Say, for example, that you've just been assigned as the manager in charge of a production line for engineering equipment. The manufacturing team has told you that they've logged an abnormally high number of component defects over the past few weeks.
In response, you decide to find the cause of this rise in defects. You visit the production floor on a daily basis, speak to the staff, and observe the processes involved. You see that two production machines in particular are producing defective parts at a higher-than-normal rate.
You look further into this and discover that the machines have missed routine services. So you immediately schedule full services to put things right.
As a result, there's a reduction in the rate of defective parts. This boosts the quality of operations - and the efficiency of the production line as a whole.
Tips for a Successful Gemba Walk
Use these tips to improve your lean management practice.
Clarify the purpose of the walk
To maximize the effectiveness of your management approach, you need to have a clear purpose for each Gemba Walk.
Defining the walk's purpose and ultimate goal will ensure that you can remain focused on a specific issue and gain as many insights into it as possible.
Use a checklist
The most productive Gemba Walks are those for which managers are well-prepared from the start. So prepare for your walk by reviewing operational data, production schedules, and frameworks for safety.
It's highly recommended that you prepare a list of checkpoints, areas of focus, and questions to ask. A well-structured checklist will provide all the information and steps you need to take.
Using a
Gemba Walk checklist offered by an operational management platform - a good example is that provided by Tervene - will ensure you perform walks and all checks consistently. You'll then be able to observe workflows properly, interact with staff, identify problems, and address them in good time.
Stay observant
Always allow plenty of time! Bring along relevant checklists, forms, or a mobile device on which you can make notes about what you see.
Record any areas of waste, potential hazards, and inefficiency during the walk and document your conversations with employees so you can find opportunities for improvement.
Share your findings
Once you've finished your walk and collected the information you wanted, identify core takeaways and the actions required.
This information should be shared with other managers to keep everyone informed about your findings and what actions you're planning.
Address the issues
This may require a multi-pronged strategy. You may choose to take counter-measures to rectify inefficiencies, provide staff members with training to close skills gaps, or even adopt new operational processes altogether.
Each issue you identify will require its own solution. And this will promote continuous improvement within your organization as a whole.
Measure the results
Once you've put your solutions into action, you should follow up on them to see how well you've addressed the issues.
Follow-ups can be completed daily, weekly, monthly, or at an interval that suits you. But whatever you choose, they should be performed regularly for best results. And all changes should be shared with employees to promote continued engagement.
Maximizing Outcomes
Regular Gemba Walks can have a really positive effect on the efficiency of your organization ... and its workforce.
But remember to prepare for these walks beforehand, then observe operations carefully, use a checklist, and communicate openly with your staff . In this way, you'll make sure you can identify problems, take the action that's needed ... and benefit fully from the improvements you make.
