ASQ Section 1212 November 17, 2016 Allan Glasby Gemba Walk ASQ Section 1212 November 17, 2016 Allan Glasby

Agenda Introduction to Gemba Walks Why Do It? Model for Gemba How to Do It Types of Gemba Walks Questions

What is Gemba Gemba – “the place where value is created” Literally, the production floor, engineering, customer service, service center, wherever the action is taking place Opportunity to see what’s happening to make improvements While showing respect for the people involved, especially the people who do the real value-creating work of the business.”

Why walk the gemba?

Why Walk the gemba? Purpose Process People If people understand the underlying reason why their work is necessary, they are in a much better position to find improvement opportunities. Process Are work activities effectively aligned between departments and between work groups with what the organization is trying to accomplish? People Gemba Walkers can also identify outstanding new talent. Further develop employee skills to solve problems.

Gemba Model At Gemba Seek Understanding Current Target Next Steps Current State Desired Improvement Obstacles What was Learned Next Steps Coach Critical Thinking Provide Positive Reinforcement At Gemba Seek Understanding Show Respect Align Support Systems

How to do a Gemba walk Prepare Walk Debrief Prior to the walk Define purpose Engage the chosen area Coach the walkers Doing the walk Asking what then why Show respect Debrief activities after the walk

Selection & ScopinG Prepare Collaborate with Management Select Purpose Efficient Workplace Dependable Processes & Equipment Efficient Layout Support Systems Practices Overall Enterprise Characteristics

Coaching the walkers Prepare Define the Scope Coach the Gemba Walkers Checklists/questions needed for the team members Remind to Walk with the correct attitude

Conducting Walk Walk Follow the entire flow to understand the process Really observe the process, don’t huddle and talk off to the side Talk to operators using a questioning attitude Focus on the process Note if metrics are displayed and if they are the right metrics

Debrief Debriefing Follow up the Walk with a team meeting including employees from the chosen process Discuss how well prior improvements have been sustained List all opportunities / clarify / combine Prioritize ideas / write A3s Create A3 action plan or identify potential Kaizen events

Feedback & Communication Debrief Feedback & Communication Post action plans and discuss Communicate what happens to parking lot ideas Maintain a List of opportunities and track the status Make sure employees see progress Revise work procedure as needed Follow through with action plans and communicate

Daily Department Walks Who: Manager or supervisor Focus: Standard work is followed Process instability against current target Abnormalities Engage employees on improvements Check progress since last walk Frequency: Daily ≠ 1/day It should be 2-3 times/day

Weekly Leadership Walks Who: GM, Plant Manager, Engineering, Quality, EH&S, etc. Focus: Foster cross functional collaboration Reduce silo barriers What can be done to help the value-added area

Value Stream Walk Who: You? Frequency: Weekly Focus: Instead of primarily looking for waste, look for barriers or gaps that inhibit the flow of value. Improvement opportunities in the “white space” between departments Entire product or service end-to-end value stream

Sustaining the Gains First we should focus on creating meaningful value for customers. Second we should align our internal processes to create value, looking for barriers that inhibit value creation, which is far and away the most important waste to eliminate. The third element highlights the fact that support systems should support the organization’s value creation processes.

Summary A Gemba Walk lets you see first-hand if the people: Understand the purpose of their work Understand performance expectations Actively identify problems & follow a problem solving method Create effective plans & actions to improve the processes toward the targets Can sustain gains, or if processes beyond their control inhibit their ability to do effective work Are inhibited, perhaps almost prohibited from doing the right thing due to silo mentalities in the various departments and work groups

Bibliography How to Do a Gemba Walk A Leader’s Guide, Michael Bremmer 12 Gemba Walk Questions, http://www.slideshare.net/onimproving/gemba-walk- questions, Nov 11, 2016, Tom Curtis http://www.slideshare.net/oeconsulting/gemba-walk-by- operational-excellence-consulting-30695723 Gemba Walks, http://www.slideshare.net/cmarchwi/taking-a- gemba-walk-8567946, Jim Womack, IW Best Plants Conference

allan_glasby@sedagroup.org 414.731.8598