In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities. The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
CONTENTS
1. Introduction to Gemba Walk
- What is Gemba?
- What Gemba is Not
- Why Gemba?
- What is the Gemba Walk?
- Why the Gemba Walk?
- Who's Doing It?
- Three Keys to Lean Leadership
- Objective of Gemba Walk
- Your Approach is Key
- Four Steps to Gemba Success
- Go to the Gemba - Don'ts
2. The Three MUs
- What are the 3 MUs?
- Explanation of the 3 MUs
- Approach for the 3 MUs
- What is Muda (Waste)?
- What is Mura (Unevenness)?
- What is Muri (Overburden)?
- How Seeing the 3 MUs Helps our Kaizen Eyes
3. Kaizen Eyes: Ability to See Opportunities for Improvement
- Ways to Devlop Kaizen Eyes
4. Taking the Gemba Walk: Tips for Observing
- Implementing the Gemba Walk
- Tips for Observing
- Getting Started
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The Path to Product Excellence: Avoiding Common Pitfalls and Enhancing Commun...
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Gemba Walk
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Gemba Walk
Observe, Engage, Improve
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Contents
1. Introduction to Gemba Walk
2. The 3 MUs: Muda, Mura & Muri
3. Kaizen Eyes: Ability to See Opportunities for
Improvement
4. Taking the Gemba Walk: Tips for Observing
NOTE: As this is a PREVIEW, only selected slides are
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visit: http://www.oeconsulting.com.sg
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What Is Gemba?
⢠The term Gemba means âthe real placeâ
⢠A Gemba is literally any direct location where the action
is taking place
⢠Within the Lean culture it refers to the location where
value is created and ultimately improved
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âFarming looks
mighty easy when
your plow is a
pencil and youâre
1,000 miles away
from a corn field.â
Dwight Eisenhower
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What Gemba Is NOT
⢠Walking around without a purpose
⢠An opportunity to find fault in others
⢠A time for solving problems and making changes
⢠By-passing middle management
⢠Participating or observing a daily or tier management
meeting
⢠One place that is not âGembaâ is a managerâs desk
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Why Gemba?
Value flows
horizontally
across
organizations
to customers
Organizations are vertical and complex;
Managers look up toward the top (the CEO)
for direction
A gemba walk helps managers see and
reconcile the horizontal with the vertical
Customers
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Why the Gemba Walk?
⢠See what is happening
⢠Instill discipline (e.g. standard work practices)
⢠A chance to talk with employees, to hear what problems
are not getting solved
⢠A chance to emphasize quality and safety
⢠Connect team goals with the organizationâs strategy
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âWhen you are out
observing on the Gemba,
do something to help
them. If you do, people will
come to expect that you
can help them and will
look forward to seeing you
again on the Gemba.â
Taiichi Ohno
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Three Keys to Lean Leadership
⢠Go See
ď§ âSenior Management must spend
time on the plant floor.â
⢠Ask Why
ď§ âUse the âWhy?â technique daily.â
⢠Show Respect
ď§ âRespect your people.â
Fujio Cho
Chairman of Toyota Motor Corporation
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Objective of Gemba Walk
⢠The objective of a Gemba walk is not to draw a map, or
to solve a specific problem, or to Plan or Do or Check or
Act
⢠It is to grasp the situation by involving everyone touching
the process to understand purpose, process, and people
⢠Once the situation is understood, improvement is
possible and more likely to succeed
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Your Approach is Key
⢠Show respect
⢠Your direct interaction with the
employee(s) is important to the
Gemba
⢠Make sure they feel respected to
get the most out of your Gemba
⢠Great opportunity to strengthen
your Lean culture
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Going to the Gemba: 4 Steps to Gemba
Success
1.
Know Your
Purpose
2.
Know Your
Gemba
3.
Observe
the
Framework
4.
Validate
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1. Know Your Purpose
Know before you go
⢠Why am I going to observe?
⢠What am I trying to learn?
You should never go to a
Gemba without knowing
these answers first!
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3. Observe the Framework
Observe the environment and the 5Mâs (man, machines,
materials, etc.) along the value stream
Man
Measurements
Methods
Machines
Materials
Operational + Materials Standards
NVA = Muda + Mura + Muri
5S = Housekeeping Discipline
Quality
Delivery
Cost
S
DC
A
P
DC
A
Input Process Output
Source: Gemba Kaizen by Massaki Imai
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Go to the Gemba â DONâTs
⢠Donât come preoccupied
⢠Donât come having already
decided
⢠Donât come to lecture
⢠Donât come to get it off the list
⢠Donât come holding your nose
⢠Donât come as a wolf
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âWe must always
keep in mind that
the greatest waste is
the waste we donât
see.â
Shigeo Shingo
(a Japanese industrial engineer and
expert on the Toyota Production System)
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Explanation of the 3 MUs
The
Three
MUs
Meaning in
English
Explanation
(using example of Capacity versus Load)
Muda ⢠Waste
⢠Capacity exceeds
Load
Mura
⢠Unevenness
⢠Inconsistency
⢠Variation
⢠Capacity sometimes
exceeds the Load
⢠Load sometimes
exceeds the Capacity
Muri
⢠Overburden
⢠Irrationality
⢠Load exceeds
Capacity
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Approach for the 3 MUâs
⢠By focusing improvement activities on eliminating the
non-value-added activities throughout the production
process, and on establishing production flow, balance is
naturally achieved between capacity and load.
Capacity
= Load
Capacity
> Load
Capacity
< Load
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Eight Types of Muda (Waste)
Over-production
Producing more than what
the customer needs
Inventory
Building and storing extra
services/products the
customer has not ordered
Transportation
Moving product from
one place to another
Rework
Reprocessing, or
correcting work
Over-processing
Adding excess value
when the customer
does not require it
Motion
Extra physical/mental
motion that doesnât add
value
Intellect
Not using employees full
intellectual contribution
Waiting
Employees waiting for
another process or a
machine/tool
Waste
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How Seeing The 3 MUs Helps Our
âKaizen Eyesâ
⢠Improves pattern recognition of issues
⢠Provides lens to observe processes through
⢠Gives routine for practicing our skills of observation
⢠Fosters a language to communicate opportunities
⢠Develops a holistic way to think about processes
⢠Prevents trade-offs between the ill-effects of the 3 Mâs
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Kaizen Eyes:
Ability to See Opportunities
for Improvement
3
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Observing takesâŚ
⢠Time
⢠Effort
⢠Patience
⢠Practice
⢠Humility
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Taking the Gemba
Walk:
Tips for Observing
4
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Tips for Observing
⢠Gain understanding of the process
⢠Test positions and locations for observing
⢠Record observations and questions
⢠Do not assume, ask
⢠Do not be in a rush â Grow roots
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What is the Value Created?
Look for:
⢠What the Customer Pays for
⢠Activities done Correctly
⢠The Expected Output
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What is Normal/Abnormal?
Look for:
⢠Standard Processes
⢠Expected State
⢠Variation to Expected State
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END OF PREVIEW