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

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

3. 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.”

4. Why walk the gemba?

5. 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.

6. 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

7. 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

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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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.

17. 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

18. Bibliography How to Do a Gemba Walk A Leader’s Guide, Michael Bremmer
12 Gemba Walk Questions, questions, Nov 11, 2016, Tom Curtis
operational-excellence-consulting
Gemba Walks, gemba-walk , Jim Womack, IW Best Plants Conference

19. allan_glasby@sedagroup.org 414.731.8598