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Gemba walk checklist

A gemba walk checklist is the sheet a leader takes on a planned walk to the gemba, the place where the work is done, to watch the process, ask the people doing the work about it and note what needs follow-up. This one has a walk plan with the purpose and route, 30 observation prompts grouped under safety, quality, flow and waste, standard work, 5S and visual management, and people, and a findings table where each follow-up gets an owner and a due date. The prompts direct attention; a gemba walk is for understanding the process, not for auditing people.

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Page 1 of the gemba walk checklist: fields for area, date, walk leader and team, the purpose of the walk, a route table, and the safety and quality prompts with OK and concern tick boxes.
Walk plan and route30 prompts in 6 groupsOK / concern tick boxesFindings with owner and due dateWhat people told us

When to use it

When to use a gemba walk checklist

  • On a regular leader walk, for example as part of leader standard work, so each walk looks at the process the same way.
  • When a leader or engineer is new to an area and needs to learn how the work really runs.
  • With a single focus, such as following up a safety finding or watching material flow into one cell: write the purpose and use the matching group of prompts.
  • Before a kaizen event or an A3, to see the current condition with your own eyes.

How to fill it in

  1. 1

    Set the purpose and route

    Write the one thing this walk is for, then plan the stops: where, what to look at and who to talk to at each.

  2. 2

    Go while the work is running

    Tell the area the walk is to learn and help, not to catch people out, and walk it during normal production.

  3. 3

    Watch before you ask

    At each stop, watch a few cycles of the work. Tick OK or concern for the prompts that apply and skip the rest.

  4. 4

    Ask open questions

    What, why and show me. Ask the people doing the work what gets in their way, and write down what they tell you.

  5. 5

    Write facts, not opinions

    For every concern, note what you saw and where: three boxes of parts waiting at station 4, not poor flow.

  6. 6

    Agree the follow-ups

    Copy each concern that needs action into the findings table with an owner and a due date. The Excel version counts open and overdue actions.

  7. 7

    Close the loop

    Tell the area what happens next, check the actions on the next walk and record when each one is done.

What's on the checklist

What to look for on a gemba walk: the 30 prompts

Five prompts in each of six groups. On the sheet each one has an OK and a concern box and space for what you saw; skip the ones that do not apply to the area.

Safety

  1. 1Required PPE is worn and in good condition
  2. 2Walkways, exits and emergency equipment are clear
  3. 3Machine guards and safety devices are in place and working
  4. 4No spills, trip hazards, awkward lifts or long reaches
  5. 5Near misses and safety concerns are reported and followed up

Quality

  1. 6Operators know the quality checks for their step and do them
  2. 7Defects, scrap and rework are counted and visible, not hidden
  3. 8Nonconforming parts are tagged and kept apart
  4. 9Gauges and inspection tools are at hand and in calibration
  5. 10When a defect is found, people know who to call and it is escalated

Flow and waste

  1. 11Work moves without waiting, searching or rework loops
  2. 12WIP between steps is at its planned level, not piling up
  3. 13Operators walk and reach no more than the job needs
  4. 14Material arrives when and where it is needed
  5. 15Output is on plan, and the reason for any gap is known

Standard work

  1. 16Standard work or work instructions are at the station and current
  2. 17Operators follow the posted sequence
  3. 18Operators can explain the key points and why they matter
  4. 19Takt time and the planned output are known at the station
  5. 20Changes to the method have been written into the standard

5S and visual management

  1. 21Tools and materials are in marked, labelled places
  2. 22Anyone can tell normal from abnormal at a glance
  3. 23Production and KPI boards are up to date
  4. 24The area is clean, and leaks and damage are tagged
  5. 25Unneeded items are red-tagged or removed

People

  1. 26People know today's targets and how they are doing against them
  2. 27Problems and ideas raised earlier have had an answer
  3. 28Staffing and skills match the plan for the shift
  4. 29Team leaders are on the floor supporting the team
  5. 30Ask: what gets in the way of doing a good job today?

A filled-in example

Illustrative, not a benchmark

A weekly walk by a plant manager through a packing area, with the purpose of checking material flow.

  • Flow and waste: WIP above the marked maximum before the case sealer, and a packer walking to the end of the line to fetch cartons.
  • Standard work: the work instruction at the palletizer shows an old pallet pattern.
  • People: operators say cartons arrive in one large delivery at the start of the shift.
  • Findings: three follow-ups with owners and dates: smaller, more frequent carton deliveries, an updated palletizer instruction, and a look at why WIP builds up before the case sealer.

Four observations and three follow-ups, all facts someone can act on. The next walk starts by checking them.

Common mistakes

  • Turning the walk into an audit

    Scoring people or handing out blame teaches the area to hide problems. Watch the process and ask about it.

  • Walking without a purpose

    A walk with no focus becomes a tour. Pick one thing to understand each time.

  • Talking more than watching

    Watch several cycles of the work before you ask questions or suggest anything.

  • Solving problems for people

    Fixing it yourself teaches less than questions that help the team see the problem. Safety hazards are the exception: deal with them at once.

  • No follow-up

    If nothing happens after a walk, people stop telling you things. Every concern needs an owner, a date and an answer.

In LeanSuite

Use this as a Lean Studio board

The same method is one of the 30 ready-made board templates in Lean Studio, LeanSuite's whiteboard: Gemba Walk Board, plan a gemba walk, capture observations at the workplace, and turn them into follow-ups.

  • Start from the Gemba Walk Board template: plan, observations and follow-ups as three columns.
  • Add an observation sticky per finding during or straight after the walk, colour-coded by safety, quality, flow or 5S.
  • Turn each observation that needs action into a follow-up sticky with an owner, and review them at the next walk.

Worked example · sample data

The sample walk went from receiving through weld cell 3 to packing, with flow and waiting as the theme and the plant manager and the CI lead walking. Three observations went up: pallets waiting two days at receiving, the welder walking to the tool room twice per shift, and a pallet blocking the fire door, the last in pink as a safety item. Each became a follow-up with an owner: a daily release rule at receiving for J. Lind, a tool kit kept at weld cell 3 for R. Patel, and a marked pallet bay, to be done today, for M. Osei. The fire door was cleared before the walkers left the area. The next walk, two weeks later, started at weld cell 3 to see whether the tool kit had stopped the walking.

Open this board in LeanSuite

Gemba Walk Board is one of the 30 ready-made boards in Lean Studio, LeanSuite's whiteboard. Try LeanSuite in your browser, or run it on your own lines for 90 days.

What Lean Studio is

How to run a Gemba Walk Board session

  1. 1Plan the walk: a route, a theme (flow, safety, 5S, standard work) and who walks. Two or three walkers, typically 30 to 45 minutes.
  2. 2Walk the route and watch the work for several minutes at each stop before asking anything. Ask what makes the job hard today; do not offer fixes.
  3. 3Record each observation on its own sticky, colour-coded by theme, during or straight after the walk.
  4. 4Back at the board, turn the observations that need action into follow-ups with an owner and a date. Leave the rest as observations.
  5. 5Start the next walk by reviewing the last walk's follow-ups with the people who raised the issues.

Common mistakes

  • Walking to inspect people rather than to see the process.
  • Solving on the spot. Observe, ask, record; fix later with the team.
  • Observations that never become follow-ups, so the floor stops telling walkers anything.
  • Walking the same route with the same theme every time.
  • No review of the last walk's actions at the start of this one.

Where it goes next in LeanSuite

  • A gemba walk checklist is built in Lean Creator, scheduled to a person or role in Daily Standard Work and completed on a phone or tablet with photos and comments; findings become tags, actions or Kaizens. Audit Management
  • A safety observation becomes a tag with an owner and a due date in Daily Issue Management, shown on the live floor plan. Daily Issue Management
  • A follow-up that needs a project becomes a Kaizen with owners, due dates and tracked savings. Kaizen & Projects

Download the template

Free to use: print it, copy it and edit it for your team. Enter your name and work email once to download.

Run this template in LeanSuite

In LeanSuite you build a gemba walk checklist in Lean Creator, complete it on a phone or tablet with photos and comments, and turn anything you find into an issue tag, a corrective action or a Kaizen project.

FAQ

Gemba walk checklist: common questions

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