We have all seen it happen. A manager sits in a conference room, looking at a spreadsheet, and makes a decision that sounds perfect in theory. Yet, when that decision hits the shop floor, it causes chaos, confusion, and downtime. Why? Because the decision was made in a bubble, disconnected from reality.
If you want to solve real problems, you have to go where the real work happens. You need to perform an effective Gemba walk.
In today’s guide, I will break down exactly what this concept is, the core elements that define it, and the seven specific steps you need to follow to turn a simple walkthrough into a powerful tool for continuous improvement.
Key takeaways
- Go to the source: Gemba means "the real place." You cannot understand the process from your desk.
- Respect is key: This is not an employee evaluation; it is a collaborative effort to find process flaws.
- Focus on the process: Look for waste and bottlenecks in the value stream, not individual human errors.
- Preparation matters: A successful walk requires a specific theme and a standardized checklist.
What is a Gemba walk?
Gemba is a Japanese term that translates to "the real place." It is where the value is created. For a singer, the Gemba is the recording studio. For a soccer player, it is the field. For us in manufacturing, the "real place" is the shop floor.
A Gemba walk is a physical tour of the shop floor. The concept was developed by Taiichi Ohno, the Japanese industrial engineer who is often considered the father of just-in-time production, also known as the Toyota Production System (TPS).
The purpose of a Gemba walk is to bring managers and leaders to the shop floor to observe production processes as they happen, engage with employees, gain knowledge about the work process, and identify continuous improvement opportunities.
The 3 key elements of a Gemba walk
Before you can perform an effective Gemba walk, you must understand the philosophy behind it. If you skip these three elements, you are simply taking a stroll.
1. Go and see
The Gemba walk was designed to encourage leaders to leave their offices. You must take regular tours around the shop floor to participate in identifying waste (Muda) or inefficiencies with your own eyes. You cannot rely solely on reports.
2. Ask why
A good leader listens more than they talk. The main objective is to examine the value stream thoroughly. You should strive to understand the difficulties, perceptions, or reasons why a process is happening the way it is. This often requires the use of process improvement methodologies such as the 5 Whys analysis to drill down to the root cause.
3. Respect people
This is the most critical element. A Gemba walk is not a "boss walk" or a fault-finding mission. You are not there to judge results or blame people. You are there to work with your team to identify problems together. By listening with respect, you build rapport and promote collaboration.
Why you need a Gemba walk checklist
One of the biggest mistakes leaders make is relying on memory. To perform an effective Gemba walk, you need structure.
If you walk the floor without a plan, you will likely get distracted by the loudest noise or the most obvious problem, missing the subtle inefficiencies that are costing you money. This is why utilizing a Gemba walk checklist is non-negotiable.
A well-structured checklist ensures:
- Consistency: You look at the same criteria every time, allowing for accurate data comparison.
- Focus: It keeps you tethered to your specific theme (e.g., safety or quality) so you don't wander off track.
- Data collection: It provides a place to record observations immediately, ensuring no details are lost.
If you don't have one yet, you should review our guide on how to create a Gemba walk checklist to get started.
7 steps to perform an effective Gemba walk
By visiting the place where work happens, you gain insight into the flow of value through your organization. However, you can't just wander around aimlessly. You need a plan.
Once your checklist is ready, follow these seven steps.
1. Pick a theme
The first step to perform an effective Gemba walk is to narrow your focus. If you try to look at everything (safety, quality, maintenance, and flow) all at once, you will miss the details.
- Select a specific target: Choose themes like cost efficiency, productivity, or safety.
- Prepare questions: Write down specific questions related to that theme to keep the walk focused.
2. Prepare your team
Surprise audits create fear, not trust. You need to prepare your team for what is going to happen.
- Explain the "Why": Ensure everyone understands that the destination is continuous improvement, not punishment.
- Clarify the goal: Make sure it is perceived as a collaboration. When team members feel safe, they are more likely to share the honest truth about process struggles.
3. Focus on the process
You must focus on the process, not the people. This mindset shift is essential if you want to perform an effective Gemba walk.
- Assess the system: If a mistake happens, ask what part of the process allowed it to happen.
- Use your checklist: This forces you to objectively evaluate the workflow rather than subjectively evaluating the worker's performance.
4. Follow the value stream
To get the most out of your time, follow the value stream. Do not just jump from station to station randomly; walk the path of the product.
- Trace the flow: Start where the materials enter and follow them until they leave.
- Spot the bottlenecks: By following the flow, you can easily identify where work piles up and where waste activities occur.
5. Document your observations
You should document your observations, but do not solve the problem yet.
- Record findings: Take notes, photos, or video of anything that grabs your attention.
- Avoid assumptions: You might be tempted to suggest a solution immediately, but gut instincts are often wrong.
- Analyze later: Wait until you have all the facts. This allows you to use effective lean problem-solving tools, such as 5W1H (Who, What, Where, When, Why, How) and the fishbone diagram.
6. Get a second vantage point
You should get a second pair of eyes to review your findings.
- Cross-departmental feedback: Invite a colleague from a different department (e.g., bring a sales manager to a production walk).
- Fresh perspective: People less familiar with the process often ask the "dumb questions" that reveal the most overlooked issues.
7. Follow-up with your team
The final step to perform an effective Gemba walk happens after the walk is over. You must close the loop.
- Share what you learned: Even if no immediate action is required, tell the team what you saw.
- Explain the "Why": If you are going to take action, explain the changes with facts. If you don't follow up, your team will feel like they were just being watched for no reason.
Gemba walk do's and don'ts
To ensure you get the most value out of your time on the shop floor, keep these best practices in mind.
The do's
- Do ask open-ended questions: Ask "What happens if..." or "How do you..." to get detailed answers.
- Do show respect: Acknowledge the expertise of the operators.
- Do mix up the schedule: Visit at different times of the day (start of shift, before lunch, end of shift) to see different variables.
- Do follow up: Always get back to the team with what you found.
The don'ts
- Don't try to fix it now: Resist the urge to implement a quick fix on the spot. You need to analyze the root cause first.
- Don't bring the whole boardroom: Keep the group small so you don't intimidate the workers.
- Don't sit in the office: You can't perform an effective Gemba walk over the phone or via email.
- Don't focus on people: Never correct an employee's behavior during a Gemba walk unless it is an immediate safety risk.
Gemba walk vs. MBWA
Many leaders confuse Gemba walks with Management by Walking Around (MBWA). While they sound similar, they are very different tools.
MBWA is unstructured. It is about checking in on morale, being visible, and having casual conversations. It is social.
A Gemba walk is structured. It is scientific. You have a specific theme, a checklist, and a goal to gather data on a specific process. If you treat a Gemba walk like a social call, you will miss the waste. If you treat it like an interrogation, you will lose the trust of your team.
Frequently asked questions (FAQs) about Gemba walks
Q1: How long should a Gemba walk take?
There is no set time, but a focused walk usually lasts between 15 to 45 minutes. If it takes longer, your theme might be too broad.
Q2: How often should I perform a Gemba walk?
Consistency is key. Some managers do a quick daily walk, while others schedule deeper dives weekly. The important thing is that it becomes a habit, not a one-time event.
Q3: Who should go on a Gemba walk?
Ideally, a cross-functional team. This usually includes a manager, a supervisor, and potentially someone from a different department to offer a fresh perspective.
Standardize your Gemba walk checklists with LeanSuite's Lean Creator
In conclusion, going to the shop floor is the only way to bridge the gap between leadership and operations. When you take the time to perform an effective Gemba walk, you uncover the hidden inefficiencies that are slowing you down.
However, the challenge often lies in the preparation. Creating a consistent, high-quality checklist for every walk (whether it's for safety, quality, or 5S) can be a manual and messy process. Papers get lost, and questions get skipped.
LeanSuite’s Lean Creator is the versatile document creation tool that solves this problem.
It simplifies the development and sharing of essential documents, including your Gemba walk checklists. Regardless of the theme you choose (safety, quality, HR, or maintenance), the Lean Creator offers the flexibility to create standardized templates that your whole team can use.
