How to Improve Your Business With the Gemba Walk

Who is this article for?

• Manufacturing companies looking to eliminate waste and improve efficiency
• Service businesses aiming to streamline processes and boost customer experience
• Organizations undertaking lean transformations and continuous improvement efforts
• Managers, supervisors and team leaders responsible for processes
• Lean practitioners, Six Sigma professionals and process improvement specialists
• Senior executives and leaders championing operational excellence initiatives

Gemba walks are a key practice for any organization pursuing lean principles to identify problems, engage employees and drive continuous improvement in processes that deliver value to customers.

What is a Gemba Walk and Why Does it Matter?

The word “Gemba” is Japanese for “the real place.” A Gemba walk involves going to the place where work happens – the shop floor, the office, the warehouse – to observe processes in action and identify opportunities for improvement. It’s a critical technique in lean management and kaizen (continuous improvement).

Developed by Toyota as part of its lean production system, Gemba walks aim to:

• See processes first-hand to understand how work is really done, not how it’s supposed to be done
• Engage with employees to get their insights and ideas for improvement
• Identify issues, bottlenecks and waste in the process
• Find opportunities for kaizen and process optimization

When done right, Gemba walks can deliver significant benefits:

• Uncover hidden problems and waste that metrics don’t show
• Empower employees and show respect for their knowledge
• Break down silos between leadership and front-line workers
• Generate improvement ideas that are practical and employee-driven
• Create a culture of continuous improvement and problem-solving

However, Gemba walks are more than just walking around. They require the right mindset, preparation and follow-through to be effective. Let’s look at some key principles and steps for success.

How to Conduct an Effective Gemba Walk

1. Prepare with Purpose

Gemba walks shouldn’t be aimless wandering. You need clear objectives on what you want to observe and learn. What process do you want to target? What problems or metrics are concerning? Who will join the walk to provide diverse perspectives?

It’s also critical to inform employees about the purpose and process of the Gemba walk. Emphasize that it’s about improving the process, not evaluating people. Get their input on pain points and areas to observe.

2. Go See with an Open Mind

The purpose of the Gemba walk is to see reality, not confirm existing perceptions. Put aside assumptions about how the process should work. Observe with open eyes and an open mind.

Follow the process from start to finish. Look for signs of the 8 wastes of lean: defects, overproduction, waiting, underutilized talent, transportation, inventory, motion, and extra-processing. Note how information and materials flow through the process.

3. Ask Why with Respect

The Gemba walk is an opportunity to learn from the people who do the work every day. Engage employees with curiosity and respect. Ask open-ended questions about what they do, how they do it, and why.

Use the 5 Whys technique to drill down to the root causes of problems. For example:

• What are the key steps in this process? Why are they done this way?
• Where do you see the most delays or mistakes? Why do you think that happens?
• What would make your job easier? Why would that help?
• When do you have to wait for inputs or information? Why is that?
• How do you know if the process is on track? Why is that important?

Listen more than you speak. Observe more than you prescribe. The goal is understanding, not judgment or immediate solutions.

4. Document Observations and Ideas

A Gemba walk can surface a wealth of information and insights. Capture them in the moment through notes, photos and even video. Document both the current state and ideas for improvement.

Look for ways to make problems visible. Could clearer instructions, visual indicators or real-time status tracking help highlight issues or prevent errors? Where could processes be simplified or standardized?

However, resist the urge to jump to countermeasures on the spot. The full picture may not emerge until you’ve completed the Gemba walk. Document ideas, but tell employees they will be considered and prioritized, not necessarily implemented as is.

5. Follow Up with Communication and Action

The Gemba walk doesn’t end after leaving the floor. The critical next step is analyzing observations, prioritizing improvements and assigning next steps. Communicate findings and decisions to all stakeholders.

Implement high-priority, high-impact changes first as a proof of concept. Engage employees in designing and testing solutions. Measure the impact and adjust based on results.

Share successes to build momentum. But also communicate ideas that weren’t pursued and why. Thank employees for their input and emphasize that the Gemba process is ongoing. Their insights are always welcome.

Pitfalls to Avoid in Your Gemba Walks

• Focusing on people instead of processes. The Gemba walk isn’t a performance evaluation. Critique the process, not the person.
• Jumping to solutions without understanding the problem. Ask “why” five times before assuming a countermeasure.
• Trying to address too many issues at once. Focus on the vital few, not the trivial many. Prioritize based on impact and effort.
• Implementing changes without employee input. Engage workers in designing improvements to their own processes. They have the greatest insights.
• Neglecting to follow up and follow through. The Gemba walk is the beginning, not the end, of the improvement process. Assign next steps and track progress.

How Tallyfy Supports Gemba Walks and Lean Improvements

Gemba walks are a powerful technique, but they are only one piece of the lean transformation puzzle. To sustain and scale improvements, you need a systematic way to document, implement and continuously optimize processes.

That’s where Tallyfy’s workflow software can help. With Tallyfy, you can:

• Map and standardize processes to document best practices and make problems visible
• Digitize workflows to eliminate manual effort, reduce errors and track progress in real-time
• Analyze process performance to identify bottlenecks, waste and opportunities for improvement
• Engage employees to capture their process knowledge and improvement ideas
• Implement changes through automated tasks, checklists and if-this-then-that logic

Tallyfy provides a user-friendly platform to involve everyone in process improvement, whether they are on the shop floor, in the field or at their desk. By digitizing and automating workflows, you can make the gains from Gemba walks stick and scale.

Are you ready to take your Gemba walks and lean initiatives to the next level? Contact Tallyfy to learn how our workflow software can support your continuous improvement journey.

How Can AI Enhance Gemba Walks?

Gemba walks are a key component of lean management, where managers and executives go to the actual place where work is being done (the “gemba”) to observe processes, engage with employees, and identify opportunities for improvement (Mann, 2009). It’s a powerful technique for gaining a deep understanding of what’s really happening on the front lines of a business. But in our increasingly digital and AI-driven world, how might gemba walks evolve?

One intriguing possibility is the emergence of “virtual gemba walks” powered by assisted reality technology. In a recent study, Powell (2022) explored using RealWear HMT-1 headsets to allow remote experts or “virtual sensei” to digitally join local staff for gemba walks, even across international borders. The remote participants could see and hear everything in the real environment, while engaging the on-site staff. While some limitations were noted, this points to the potential for AI and AR to extend the reach and impact of gemba walks.

Can AI Help Identify Waste and Improvement Opportunities?

A key objective of gemba walks is to spot inefficiencies, non-value-added activities, and other forms of “waste” that can be targeted for lean improvements (Tyagi et al, 2015). Here too, AI could play a role by analyzing data from sensors, video feeds, and other sources to highlight potential problem areas for investigation during gemba walks. For example, computer vision algorithms could flag parts of a production line with erratic flow, excessive work-in-progress inventory, or frequent quality defects. Having this AI-powered “virtual gemba” perspective could help guide and enhance the real-world walks.

Will AI Automate Away the Need for Gemba Walks?

With the growing power of AI and digital twins to model and optimize business processes, one might wonder if gemba walks will become obsolete. Why walk the floor if you can see it all on a screen? However, most lean practitioners believe there is no substitute for direct observation and interaction with the front-line gemba (Stolarska-Szeląg, 2022). Even the most sophisticated model is an abstraction of reality. Nuanced insights often emerge from informal conversations and using all the senses during a gemba walk – sights, sounds, smells, etc. – that would be lost in a purely digital approach.

So rather than replacing gemba walks, AI will likely serve to enhance them – providing richer data and guidance on where to look, while still leveraging human intuition and judgment. Integrating AI-powered recommendations with on-the-ground gemba observations could lead to more impactful and sustainable lean improvements (Miehe et al, 2016). Tomorrow’s most effective continuous improvement programs will likely combine the best of human and machine intelligence.

In summary, while AI won’t eliminate the need for going to the gemba, it will certainly change the nature of gemba walks. Virtual and augmented reality could allow more people to participate remotely. Advanced analytics can highlight key focus areas and improvement opportunities. Integration with business systems can speed the testing and implementation of improvements. But ultimately, the core purpose will remain the same – to deeply understand the real-world processes and engage the people at the heart of the business. That’s the essence of the gemba walk.

Tallyfy Tango – A cheerful and alternative take

Meet Gerry and Wally, two quirky characters who just discovered the power of the “gemba walk”.

Gerry: Hey Wally, have you heard about this new craze called the “gemba walk”?

Wally: Gemba what now? Sounds like some kind of dance move!

Gerry: No, no, it’s not a dance! It’s a way for managers to get out of their offices and see what’s really happening on the factory floor.

Wally: Oh, so like a field trip for suits?

Gerry: Kind of, but it’s more than that. It’s about understanding the real problems and challenges that workers face every day.

Wally: I see. So instead of just looking at numbers and reports, they actually talk to people and observe the process?

Gerry: Exactly! It helps them make better decisions and improve things for everyone.

Wally: Wow, who knew walking around could be so powerful?

Gerry: Right? I heard one company reduced their defect rate by 50% after their managers started doing regular gemba walks!

Wally: That’s impressive! Maybe we should suggest it to our boss.

Gerry: Great idea! Let’s go on a “gemba walk” to his office right now and pitch it to him!

Wally: Lead the way, Gerry! The gemba awaits!

Related Questions

Is a Gemba walk Six Sigma?

While Gemba walks and Six Sigma are both powerful tools for process improvement, they are not the same thing. Gemba walks originated from the lean manufacturing methodology, while Six Sigma is a separate approach that aims to reduce defects and variation in processes. However, these two methods can be used together to achieve even better results.

What are the three P’s of Gemba Walk?

The three P’s of Gemba walks are Process, People, and Purpose. When conducting a Gemba walk, you should observe the Process to identify areas for improvement, engage with the People who perform the work to gain insights, and keep the Purpose or goal of the process in mind. By focusing on these three aspects, you can gain a holistic understanding of the situation.

What does Gemba mean in lean?

In the context of lean manufacturing, “Gemba” is a Japanese term that translates to “the real place.” It refers to the location where value is created, such as the factory floor or the place where the actual work is being done. The concept of Gemba emphasizes the importance of going to the source to observe and understand the process firsthand.

What is the purpose of a gemba walk?

The primary purpose of a Gemba walk is to observe and understand the actual process, identify areas for improvement, and engage with the people who perform the work. By going to the Gemba, leaders can gain valuable insights into the reality of the process, identify wasteful activities, and find opportunities for streamlining and enhancing the workflow. Gemba walks also foster a culture of continuous improvement and employee engagement.

How to conduct a gemba walk?

To conduct an effective Gemba walk, follow these steps: First, define the purpose and scope of your walk. Then, go to the Gemba and observe the process as it happens, paying attention to the flow of work, the people involved, and any potential issues. Engage with the employees, asking questions and listening to their insights. Document your observations and findings. Finally, analyze the information gathered and identify areas for improvement. Remember to communicate your findings and involve the team in implementing the necessary changes.

References and Editorial Perspectives

Aij, K., H., & Teunissen, M. (2017). Lean Leadership Attributes: A Systematic Review of the Literature. Journal of Health Organization and Management, 31, 713 – 729. https://doi.org/10.1108/jhom-12-2016-0245

Summary of this study

This systematic review examines the key attributes of effective lean leadership in healthcare organizations. The authors develop a framework for lean leadership based on Dombrowski and Mielke’s conceptual model, highlighting the importance of leadership in driving successful lean implementations. The identified attributes can serve as a guide for healthcare leaders looking to apply lean principles in their organizations.

Editor perspectives

As a workflow automation platform, we at Tallyfy recognize the critical role that leadership plays in driving process improvement initiatives. The lean leadership attributes outlined in this study, such as fostering continuous improvement, empowering employees, and leading by example, align closely with our philosophy of enabling organizations to optimize their workflows and drive operational excellence.

Alnajem, M. (2020). Learning by Doing: An Undergraduate Lean A3 Project in a Kuwaiti Bank. The TQM Journal, 33, 71 – 94. https://doi.org/10.1108/tqm-01-2020-0010

Summary of this study

This case study demonstrates how undergraduate students can effectively learn and apply lean principles to improve real-world processes, such as a bank loan process in Kuwait. The students conducted a gemba walk, identified areas of waste, and developed an efficiency plan that was expected to reduce loan processing time by 30%. The study highlights the value of hands-on learning experiences in preparing students for industry roles.

Editor perspectives

At Tallyfy, we believe in the power of learning by doing. This study showcases how exposing students to real-world process improvement challenges can not only enhance their learning experience but also drive tangible results for organizations. By equipping the next generation of professionals with lean skills and a continuous improvement mindset, we can foster a culture of operational excellence across industries.

Jones, T., R., & Wilkie, G., S. (2016). First Steps Into Lean at the Australian Red Cross Blood Service. ISBT Science Series, 11, 99 – 104. https://doi.org/10.1111/voxs.12278

Summary of this study

This article describes the initial steps taken by the Australian Red Cross Blood Service to introduce lean principles into their operations. The organization launched kaizen events, trained employees in lean tools and techniques, and implemented visual management, short interval production meetings, and gemba walks. These efforts resulted in improvements in meeting customer demand and productivity gains in processing and testing.

Editor perspectives

The Australian Red Cross Blood Service’s lean journey demonstrates the value of starting small and building momentum. At Tallyfy, we understand that process improvement is an ongoing journey, and organizations can benefit from focusing on quick wins and engaging employees at all levels. By leveraging lean principles and digital workflow tools, organizations can drive continuous improvement and deliver greater value to their customers.

Mann, D. (2009). The Missing Link: Lean Leadership. Frontiers of Health Services Management, 26, 15 – 26. https://doi.org/10.1097/01974520-200907000-00003

Summary of this study

This article emphasizes the critical role of leadership in successful lean transformations within healthcare organizations. The author argues that while lean tools are important, the majority of the effort should be focused on changing leaders’ practices, behaviors, and mindset. Senior management must establish supportive governance structures, champion a long-term vision of value-producing processes, and hold everyone accountable for meeting lean commitments through regular, direct involvement.

Editor perspectives

At Tallyfy, we recognize that technology is only one piece of the puzzle when it comes to driving process improvement. Lean leadership, as highlighted in this article, is the foundation upon which successful transformations are built. By combining strong leadership with intuitive workflow management tools, organizations can create a culture of continuous improvement that delivers lasting results.

Miehe, R., Bogdanov, I., Schneider, R., Hirsch, M., Bauernhansl, T., Pawlik, E., & Horbal, R. (2016). The Eco Lean Method – A Combined Approach for Low Cost Economic and Ecologic Optimization in the Manufacturing Industry. Procedia CIRP, 57, 613 – 618. https://doi.org/10.1016/j.procir.2016.11.106

Summary of this study

This paper presents the Eco Lean Method, a combined approach for low-cost economic and ecological optimization in manufacturing. The authors expand the traditional understanding of lean waste categories to include ecologically relevant problem areas. The four-step approach involves an advanced gemba walk to identify waste, weighting problems based on implementation effort and impact, analyzing a single problem in-depth, and selecting an appropriate optimization method.

Editor perspectives

The Eco Lean Method aligns with Tallyfy’s vision of enabling organizations to drive process improvement while considering both economic and environmental factors. By integrating ecological considerations into lean practices, manufacturers can not only reduce waste and improve efficiency but also contribute to a more sustainable future. Digital workflow tools can support this approach by providing visibility, accountability, and data-driven insights throughout the optimization process.

Powell, D. (2022). The Virtual Sensei: Using Assisted Reality to Digitalize Gemba Walks. 2022 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM), null, null – null. https://doi.org/10.1109/ieem55944.2022.9989898

Summary of this study

This study explores the use of assisted reality technology, specifically the RealWear HMT-1, to digitalize gemba walks and enable remote collaboration between external sensei and local management representatives. The authors compare the virtual sensei approach to traditional face-to-face gemba walks and offer insights from multiple interventions. They find that digitalizing gemba walks using assisted reality offers benefits but also has limitations.

Editor perspectives

At Tallyfy, we are excited about the potential of digital technologies to transform traditional process improvement practices. The virtual sensei concept showcases how assisted reality can enable remote collaboration and knowledge sharing, making lean expertise more accessible to organizations. By leveraging digital tools to complement human expertise, we can drive process optimization and continuous improvement in an increasingly connected world.

Santos, F., A., C., Tomaz, P., P., M., Diniz, B., P., Silva, M., J., D., S., Pereira, D., A., d., M., Monte, D., M., M., d., Santos, M., d., Gomes, C., F., S., & Costa, D., d., O. (2022). Big Bags Reverse Logistics Using Business Intelligence and Multi-Criteria Analysis. Procedia Computer Science, 214, 172 – 178. https://doi.org/10.1016/j.procs.2022.11.163

Summary of this study

This study applies reverse logistics, business intelligence, and the SAPEVO-M multi-criteria analysis method to optimize the reuse of big bags in a company. The authors conducted on-site visits, including gemba walks, to collect data through unstructured interviews, photos, and videos. The results showed that 83% of the discarded big bags could be reused through reverse logistics, and SAPEVO-M was used to select the best reverse logistics service provider.

Editor perspectives

This study highlights the importance of data-driven decision-making in process optimization. At Tallyfy, we believe that combining lean principles, such as gemba walks, with advanced analytics and multi-criteria analysis can help organizations make informed decisions and drive continuous improvement. By leveraging digital tools to collect, analyze, and act upon data, companies can optimize their processes, reduce waste, and enhance sustainability.

Seth, D., Seth, N., & Dhariwal, P. (2017). Application of Value Stream Mapping (VSM) for Lean and Cycle Time Reduction in Complex Production Environments: A Case Study. Production Planning & Control, 28, 398 – 419. https://doi.org/10.1080/09537287.2017.1300352

Summary of this study

This case study demonstrates how value stream mapping (VSM) can be applied to achieve lean and cycle time reduction in complex production environments, such as engineer-to-order (ETO) and high-mix low-volume (HMLV) settings. The authors use gemba walks and systematic questioning to collect data, develop current and future state maps, and identify wastes and inefficiencies. The study offers practical guidelines for facilitating lean in complex production environments.

Editor perspectives

At Tallyfy, we recognize that process optimization is not a one-size-fits-all endeavor. This study showcases how lean tools, such as VSM, can be adapted to drive improvements in complex production environments. By leveraging digital workflow management tools to support the implementation of lean principles, organizations can streamline their processes, reduce cycle times, and enhance overall performance, regardless of the complexity of their operations.

Stolarska-Szeląg, E. (2022). GEMBA WALK IN MANUFACTURING COMPANIES – IMPLEMENTATION PROCESS AND BENEFITS. Zeszyty Naukowe Wyższej Szkoły Humanitas. Seria Zarządzanie/Zeszyty Naukowe Wyższej Szkoły Humanitas. Zarządzanie, 23, 63 – 76. https://doi.org/10.5604/01.3001.0016.2178

Summary of this study

This qualitative study examines the implementation process and benefits of the Gemba Walk technique in manufacturing companies. The author addresses two main research questions: how to implement Gemba Walk in a manufacturing company and what benefits can be derived from its implementation. The study aims to provide a clear understanding of the stages involved in implementing Gemba Walk and the advantages it offers to organizations.

Editor perspectives

Gemba walks are a powerful tool for driving process improvement and employee engagement. At Tallyfy, we believe that by combining the insights gained from gemba walks with the capabilities of digital workflow management, organizations can create a culture of continuous improvement that delivers lasting results. This study provides valuable guidance for companies looking to implement gemba walks and reap the benefits of this lean technique.

Tyagi, S., Choudhary, A., Cai, X., & Yang, K. (2015). Value Stream Mapping to Reduce the Lead-Time of a Product Development Process. International Journal of Production Economics, 160, 202 – 212. https://doi.org/10.1016/j.ijpe.2014.11.002

Summary of this study

This study applies value stream mapping (VSM) to manage, improve, and accelerate the product development process (PDP) while maintaining or improving performance and quality. The authors use a case study of a gas turbine product to illustrate their proposed framework, which involves developing a current state map using gemba walks, identifying wastes and their root causes, and creating a future state map with inefficiencies removed. The VSM framework is expected to help development teams reduce PDP lead time by 50%.

Editor perspectives

At Tallyfy, we are passionate about helping organizations streamline their processes and drive innovation. This study demonstrates how lean principles, such as VSM, can be applied to product development to reduce lead times and enhance efficiency. By leveraging digital tools to support the implementation of lean practices, companies can foster a culture of continuous improvement that enables them to bring new products to market faster and more effectively.

Glossary of terms

Gemba walk

A gemba walk is a lean management technique that involves managers or leaders visiting the actual place where work is being done (the gemba) to observe processes, engage with employees, and identify opportunities for improvement. During a gemba walk, leaders aim to gain a deep understanding of the current state of operations and gather insights that can drive continuous improvement efforts.

Lean leadership

Lean leadership is a management approach that focuses on driving continuous improvement, eliminating waste, and creating value for customers. Lean leaders embody principles such as respect for people, humility, and a commitment to learning. They foster a culture of problem-solving, employee empowerment, and collaboration, enabling their organizations to achieve operational excellence and sustain long-term success.

Value stream mapping (VSM)

Value stream mapping is a lean tool used to visualize, analyze, and optimize the flow of materials and information required to bring a product or service to a customer. VSM involves creating a current state map that depicts the existing process, identifying sources of waste and inefficiency, and developing a future state map that represents the ideal process flow. By applying VSM, organizations can streamline their processes, reduce lead times, and enhance customer value.

Kaizen

Kaizen is a Japanese term that means “change for the better” or “continuous improvement.” In lean management, kaizen refers to the philosophy and practice of making small, incremental improvements to processes on an ongoing basis. Kaizen events, also known as rapid improvement events, are focused, short-term projects that bring together cross-functional teams to quickly identify and implement process enhancements.