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Gemba is a key concept in Lean management, particularly in manufacturing. The word "Gemba" (sometimes spelt "Genba") is a Japanese term that translates to "the actual place" or "the real place." In the context of Lean manufacturing, Gemba refers to the place where value is created, often the factory floor.
This article explores the concept of Gemba in Lean management and how it drives continuous improvement on the shop floor. Whether you're new to Lean or looking for a refresher, this article will show you how Gemba can enhance productivity, eliminate waste, and foster a culture of collaboration and problem-solving.
Gemba in Manufacturing
Gemba refers to the production area where products are made, or processes take place in manufacturing. This is where actual activities happen — from assembling parts to quality inspections — and where issues or inefficiencies can be directly observed. The idea behind going to the 'Gemba' is that leaders and managers need to be physically present in the work area to understand what is happening on the ground, rather than relying solely on reports or data.
Gemba and Lean Management
Lean management is focused on eliminating waste and improving efficiency in production processes. The Gemba approach in Lean involves going to the site of work to observe, ask questions, and engage with employees to understand problems first-hand. It is one of the central activities in continuous improvement and problem-solving in Lean.
Example of Gemba in Lean management:
Gemba Walk: A Gemba walk is a structured process where managers and leaders visit the actual place (the production line, factory, etc.) to observe the work being done, engage with workers, and identify areas for improvement.
The goal of a Gemba walk is to understand processes, identify waste, and generate ideas for improvement. Unlike traditional management reviews that might happen in an office, a Gemba walk emphasises seeing the work in real-time.
- Observe: Watch the processes to see where inefficiencies or bottlenecks are occurring.
- Engage: Talk to employees who are directly involved in the work to understand their challenges and ideas for improvement.
- Reflect: Use the information gathered to make informed decisions on process changes or adjustments.
The image shows a Head of Production and the Head of Operations doing a Gemba Walk on the factory floor.
Benefits of Gemba in Lean Management
- Real-Time Problem Solving: Being on the shop floor allows managers to solve issues as they arise, reducing unproductive downtime and improving response times.
- Improved Communication: Direct interaction between management and operators helps improve communication and collaboration.
- Employee Engagement: Workers feel more involved and empowered to suggest improvements, leading to better morale and productivity.
- Better Decision-Making: Decisions made from firsthand observation are often more accurate and practical than those based solely on reports.
Using Gemba effectively in Lean management involves more than just walking the production floor; it requires a structured, thoughtful approach to observation, communication, and continuous improvement.
Top tips for using Gemba as part of Lean management:
GO WITH PURPOSE (HAVE A CLEAR OBJECTIVE)
Before conducting a Gemba walk, it is important to have a clear purpose or objective. You need to know what you are trying to achieve, whether it’s to improve a particular process, reduce waste, identify quality issues, or boost safety.
Example: Focus on areas that are experiencing bottlenecks or high defect rates..png?width=795&height=447&name=Gemba%20Walk%20Preperation%20(1).png)
OBSERVE, DO NOT INSTRUCT
Gemba is about observation, not immediate problem-solving. It is important to resist the urge to give instructions or fix problems on the spot. The key is to watch the process unfold naturally, understand the flow of work, and identify inefficiencies or opportunities for improvement.
Tip: Keep an open mind and observe without preconceptions.
Engage Employees
Employees are the ones doing the work every day, and they are closest to the actual processes. Engaging them during a Gemba walk is crucial. Ask them questions, listen to their insights, and understand their pain points. Workers often have valuable ideas for improving processes.
Tip: Ask open-ended questions like, "What challenges are you facing?" or "What could make this process easier for you?"
The image shows a machine operator and production manager looking at the causes of unproductive downtime on a shift.
Lean Management technologies such as machine monitoring (as shown in the image above) enable machine operators to log the top causes of machine downtime, which traditionally would be hard to communicate, leading to job frustration. Manufacturers who use machine monitoring can see where issues lie and take action to address them.
Focus on the Process, Not the People
The goal of Gemba is to improve the process, not to place blame on individuals. If mistakes or inefficiencies are observed, the focus should be on how the process or system can be improved to prevent those errors, rather than blaming the person involved.
Tip: Keep discussions centred on systems, workflows, and tools rather than individual performance.
Take Notes and Collect Data
Documenting observations during a Gemba walk is essential for making informed decisions later. Take notes on what you see, the issues raised by employees, and any inefficiencies or waste in the process. Data collection is vital for creating meaningful action plans.
Tip: Use checklists or standard forms to ensure consistent and thorough observations.
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Identify and go to the Source of the Problem
Lean management emphasises solving problems at the root, and Gemba is a key part of this. When issues arise, you need to visit the specific area where the problem is happening to see it firsthand. This direct observation helps identify the root cause and ensures solutions are based on reality, not assumptions. Technologies such as machine monitoring are a popular and affordable method of identifying the root causes of bottlenecks on a shop floor.
Tip: If a machine frequently breaks down, observe its operation directly rather than relying on reports or second-hand information.
Look for Waste (Muda)
A major goal of Lean is to eliminate waste, known as Muda. During Gemba, be on the lookout for the 8 types of waste: Overproduction, Waiting, Transportation, Excess inventory, Motion, Defects, Over-processing, and Underutilised talent. These types of waste often go unnoticed unless observed firsthand.
Tip: Use a structured approach like the TIMWOOD acronym (Transportation, Inventory, Motion, Waiting, Overproduction, Over-processing, Defects) to identify waste.
Be Consistent and Regular
Gemba walks should not be a one-time event. They need to be a regular part of the management routine to continuously monitor and improve processes. A consistent presence on the shop floor helps build rapport with employees and allows for ongoing improvements.
Tip: Schedule regular Gemba walks at different times and in different areas to gain a full understanding of operations.
Collaborate on Solutions (Do not Dictate)
Once you have observed the Gemba and identified problems, work with the team to find solutions. Don’t impose fixes; instead, collaborate with workers who understand the process best. This helps to gain buy-in and ensure the solutions are practical.
Tip: Use employee feedback to co-create Kaizen (continuous improvement) initiatives.
Follow-Up on Findings
After the Gemba walk, it’s essential to follow up on the findings. Create action plans based on the issues observed and ensure that corrective actions are implemented. Continuously monitor the effectiveness of changes to ensure they are delivering the desired improvements.
Tip: Track improvements and periodically revisit areas to assess the impact of changes.
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The illustration shows a typical PDCA Cycle. The Plan-Do-Check-Act (PDCA) model is a four-step, iterative process for problem-solving and continuous improvement. The PDCA model is a project management framework that businesses can use to implement incremental change. It's often used to: Start a new improvement project, Develop a new or improved design, Define a repetitive work process, and Plan data collection and analysis.
Practice Respect for People
Gemba walks should be conducted in a way that shows respect for employees. This includes listening to their insights, acknowledging their contributions, and involving them in the problem-solving process. A respectful approach fosters a culture of continuous improvement and teamwork.
Tip: Thank workers for their input and ensure they know their voices are valued in the process.
Look for Opportunities to Apply Poka Yoke
During your Gemba walk, keep an eye out for opportunities to apply Poka Yoke (mistake-proofing). Identify areas where human errors are likely and think about simple ways to prevent them from happening, such as physical design changes or automated checks.
Tip: If you notice repeated errors in assembly, consider adding error-proofing mechanisms like jigs or sensors.
Summary
Gemba in manufacturing is a practical tool in Lean management, where the focus is on understanding the real work environment, improving processes, and eliminating waste.
It ensures that managers and leaders are not disconnected from daily operations and are continuously engaged with the actual production process to drive continuous improvement.
