What Is Gemba? (Plus, When It’s Used and Why It’s Important)

Gemba is a Japanese word that lean management strategists often apply to work settings. It describes the place where the work happens. For example, an artist’s Gemba might be their art studio. For car mechanics, the Gemba is the auto shop. Literally translated from Japanese, Gemba means “the real place.” My late sensei Taiichi Ohno coined the term to represent where teams work on their projects. Its incorporation into Lean management strategy encourages project managers to leave their offices and routines so they can see their teams in action. By visiting the ground floor, or wherever teams complete their work, managers can better observe, analyze, and improve processes.

When is Gemba Used?

Gemba is used to describe an important aspect of Lean management strategy. Typically, managers perform a “Gemba walk,” where they observe work processes in person. By visiting the Gemba, managers can connect with employees, better understand processes, and develop new strategies for improvement.

Why is Gemba Important?

Gemba is important because it gives managers access to the actual work being completed on their projects. Managers can improve the efficiency and productivity of their teams when they understand the processes and strategies their teams use. By viewing processes in person, project managers and Lean managers can develop their relationships with their teams and grow their knowledge of the operations they oversee. The walk can also help them get their team members involved in the continuous improvement process. By connecting with teams and seeing the work in action, managers can communicate their expectations more clearly and encourage employee engagement.

How to Perform a Gemba Walk

A Gemba walk is a process managers can use to make the most of their visits to their team’s Gemba. Here’s how to do one:

1. Identify priorities
   Before you go on your walk, plan what you hope to accomplish on your tour. Many Lean management professionals like to identify a theme for the walk. Your theme could focus on reducing costs, improving workplace safety, or increasing employee productivity. Whatever your goals, defining them before you perform the Gemba walk can help you stay focused and address one project aspect at a time. Create a checklist for your walk that allows you to record notes easily and check for essential project features. Use your checklist to describe the project and existing processes and to identify any concerns you may find during your walkthrough.
2. Communicate goals
   Also, before your walk, communicate what you hope to accomplish with your team. This can eliminate the element of surprise and help them feel involved in the improvement process. You can share your goals and priorities and assure them the purpose of the walk isn’t to identify individual employee shortcomings. Consider sharing your checklist and asking for their feedback. Performing the process themselves, they might have helpful insight into areas of inefficiency or waste.
3. Evaluate processes
   With your team’s support and your priority checklist, perform your walkthrough. Evaluate existing processes and activities. While evaluating team performance is also important, the purpose of the Gemba walk is to improve operations, not notice team deficiencies. Focusing on the process rather than the team can improve their collaboration with your efforts and make it easier for you to observe individual project components naturally.
4. Identify waste
   Establish where the most valuable parts of your production process are and survey these areas. For example, if safety is the focus of your walk, identify where the highest probabilities for danger exist. Similarly, if you’re looking at productivity or cost savings, find potential sources of waste or inefficiencies. The purpose of the walk is to discover these instances so you can mitigate risks and improve your processes.
5. Take notes and pictures
   Use your checklist or another method to record your findings, concerns, and potential solutions. Try not to voice suggestions during the walk itself. This can make team members feel as though you’re scrutinizing their performance. Instead, keep your notes in one place and wait until after you’ve completed the walk-through the compile your findings and produce your solutions. Even take pictures of areas that are of concern and send to responsible party to resolve such as safety concerns or 5s issues.
6. Seek a second opinion
   You might choose to invite another department’s manager or a colleague who doesn’t have direct involvement in your process to accompany you on the walk. Their objective perspective might produce unique insights or questions you can use to inform your final assessment. They might also have solution suggestions or strategies of their own to offer. Getting a second opinion can expand your understanding of your own operations and help you view the process from a third-party perspective. Again, ensure your team is aware of the walk and what your goals are. This can help them feel more receptive to someone overseeing their activities and asking questions.
7. Share your results
   When you’ve finished compiling your ideas and preparing proposed solutions, communicate your findings with your team. Even if your walk uncovered nothing noteworthy, sharing your discoveries can help team members feel involved and assure them the purpose of the walk isn’t to criticize their efforts. Help them feel like active participants in the process rather than subjects of observation. You can take their suggestions and incorporate them into your process revisions. If you have new strategies you want to try, communicate these new goals or methods to your team as well. Continue to perform walkthroughs to understand the effects of your solutions and proceed with improving your processes.