Have you ever heard of the Gemba walk? It might come across as a foreign word to you, but nowadays this word has been heard gradually more and more across corporate board room conferences. The concept of a Gemba walk aka process walk originated and was popular only in the Japanese corporate world, but now, it has spread its wings and has been adopted globally. This is not anymore surprising as the corporate industry has been looking at systems and procedures that are successful in trying to bring down production costs.
Seeing that this Japanese system has potential to allow them to do the same, the Gemba walk is now part of the many widely-acclaimed tools in the disposal of continuously improving professionals. But with the many different tools available today, it is easy to get overwhelmed but hard to consequently focus on a singular tool to apply in the company. These are the reasons why many management firms offer courses like the Go Lean Six Sigma Gemba walk course for companies to determine which management technique suits the operations and processes of their business. But first, let us explore what a Gemba Walk is.
What is a Gemba Walk?
Gemba comes from the original Japanese term ‘gembutsu’ that means “real thing” or refers to the “real place”. This term is adopted to describe where the work is happening and a personal observation of work. The idea of a Gemba walk involves three concepts:
1. Observation – The core principle of this tool is in-person observation.
2. Involving the Actual Location – Instead of discussing a warehouse problem in a conference room, this concept brings the focus back on observing where the work is being done.
3. Teaming – Fostering the “change for the better” or Kaizen concept that makes interacting with the people and process more important than anything.
How can incorporating the Gemba walk in your business management benefit the organization as a whole?
· The managers of the organization can quickly identify problems by being present on the shop or factory premises and floors. Small problems that have been recognized as detrimental to the production process of your company’s operations can be plagued by fostering team bonding among the various associates like the manager and the employee on the production floor itself. The goal is to communicate on a regular basis and share their point of view with the senior and head officials. Read more at Go Lean Six Sigma
· The managers are also encouraged to move out into the shop floor instead of getting cooped up in their cabins. The practical difficulties experienced by associates on the production floor can’t always be heard and recognized by the heads. This kind of blindness can sometimes result in communication gaps that do not help the company grow. If the managers visit the shop floor on a regular basis, they will attain first-hand information on these types of problems and deliver a solution punctually.
Much like the original concept of Kaizen, a Gemba walk can help your company management achieve change a step at a time. It can also be used to attain repeated, incremental developments. For more details please visit this site https://goleansixsigma.com/gemba-walk-aka-process-walk/