{"id":46256,"date":"2023-06-16T08:50:05","date_gmt":"2023-06-16T12:50:05","guid":{"rendered":"https:\/\/www.flexpipeinc.com\/?p=46256"},"modified":"2025-09-05T15:16:13","modified_gmt":"2025-09-05T19:16:13","slug":"7-step-gemba-walk-to-reduce-manufacturing-waste","status":"publish","type":"post","link":"https:\/\/www.flexpipeinc.com\/us_en\/7-step-gemba-walk-to-reduce-manufacturing-waste\/","title":{"rendered":"7-Step Gemba Walk to Reduce Manufacturing Waste"},"content":{"rendered":"\n

In lean manufacturing and <\/span>continuous improvement environments<\/span><\/a>, the Gemba Walk is the all-important first step to starting the day. It aligns expectations, what work must be completed, reviews work processes, and empowers managers and employees to identify potential waste and improvements. Manufacturers use the Gemba Walk daily to improve operations and reinforce a continuous improvement mindset.   <\/span><\/p>\n\n\n\n

Gemba is Japanese for \u201cGembutsu,\u201d with translates to \u201cthe real place.\u201d It forces managers and supervisors to see how work is performed in person. So, why is this so important? Why is seeing work in person critical to improving and reducing waste? <\/span><\/p>\n\n\n\n

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Working in Your Office Has Its Limits<\/span><\/b> <\/span><\/h2>\n\n\n\n

 The purpose of a <\/span>Gemba Walk<\/span><\/a> is to get line-side managers and supervisors out of their offices and onto the shop floor. It challenges them to identify systemic problems in how work is performed. It helps eliminate everyday roadblocks that prevent employees and production technicians from achieving their daily objectives. <\/span><\/p>\n\n\n\n

Far too often, managers and supervisors rely upon their experience. They manage minute details based on their familiarity with a given work process. They\u2019ve done it themselves. They know the process in and out. Who better to manage these processes than them?  <\/span><\/p>\n\n\n\n

Unfortunately, they\u2019ve completely forgotten that <\/span>manufacturing environments are constantly changing<\/span><\/a>. Left alone, employees will start making their own decisions. Some of these are altruistic, making whatever improvements they can because they think it will help them and their co-workers. Some are selfish, such as resource-guarding materials and the best tools and equipment.  <\/span><\/p>\n\n\n\n

This is an all-too-common occurrence. Gemba Walks force managers and supervisors away from that comforting mindset. It takes the decision out of the hands of a single employee. It challenges managers and employees to find better, more expedient ways to do the job by dealing with how things are now. It builds rapport by empowering both to work together to solve common and uncommon problems.  <\/span><\/p>\n\n\n\n

Most importantly, it aligns goals and objectives and minimizes sources of waste. Here are the critical steps to making a Gemba Walk work.  <\/span><\/p>\n\n\n\n

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1. Explain What a Gemba Walk is to Your Team<\/span><\/b> <\/span><\/h3>\n\n\n\n

The last thing you want to do is spring this on your employees. Doing this won\u2019t work. Instead, gather your team and explain how and why manufacturers perform Gemba Walks. Explain its history, why it originated, and how it can help everyone perform better while eliminating redundant and time-consuming problems and processes. If positioned correctly, your team will view the Gemba Walk as a great way to express their ideas and make their jobs easier.  <\/span><\/p>\n\n\n\n

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2. Identify the Process You\u2019re Analyzing<\/strong> <\/span><\/h3>\n\n\n\n

In this initial step, you want to define which work process you\u2019ll review with the employee. Make sure the work process is clearly defined before starting. While the goal is to improve the process, if need be, having one, to begin with, is critical. <\/span><\/p>\n\n\n\n

If you are analyzing a workstation, then define how that workstation has performed. Take note of any existing key performance indicators (KPI) and metrics. Finally, prepare a list of questions based on your experience about how the work task should be completed. While the Gemba Walk aims to identify any causes of waste, it\u2019s always good to have a baseline of the work process.  <\/span><\/p>\n\n\n\n

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3. Define a Time for the Gemba Walk<\/span><\/b> <\/span><\/h3>\n\n\n\n

The most appropriate time for a Gemba Walk is in the morning. However, a scheduled Gemba Walk can take place anywhere during the day. Don\u2019t make the all-too-common mistake of scheduling multiple Gemba Walks consecutively to finish off as many as possible in a single day. Instead, plan out your Gemba Walks during the week. <\/span><\/p>\n\n\n\n

A good rule of thumb is to spend at most 45 minutes for each Gemba Walk for each process. You can schedule one Gemba Walk a day for a different process. Spreading your Gemba Walks will help you and your employee better prepare. It gives you time to gather your thoughts, review previous KPIs, assess past problems, and review the existing process.<\/span><\/p>\n\n\n\n

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4. Witness the Process<\/span><\/b>  <\/span><\/h3>\n\n\n\n

Make sure to focus and observe the process. Make sure to distinguish the process from how the employee works. The goal is to see the process as is, flaws and all. Identifying problems, roadblocks, redundant processes, and approvals will isolate wasted time and eliminate its root causes. <\/span><\/p>\n\n\n\n

Don\u2019t get frustrated by what you initially observe. This is precisely why the Gemba Walk is so important. You may observe issues that can easily be solved but ones where the employee couldn\u2019t make the change. There are numerous reasons why work stoppages occur, so keep track of how often and why they occur.  <\/span><\/p>\n\n\n\n

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5. Define How the Process Currently Works<\/span><\/b>  <\/span><\/h3>\n\n\n\n

As you watch the current work process unfold, note the causes of idle or wasted time. Allow the work process to develop. Do not start making immediate changes. The goal is to understand how the current process works, where the gaps are, and what\u2019s causing work stoppages and wasted time.<\/span> <\/span><\/p>\n\n\n\n

 For now, write out how the current process is being used. It may differ from the original process. This is common. Over time, employees and managers may adjust work processes without tracking what was changed or why. It can include moving equipment and machinery closer or away from the work location or making minor adjustments based on the employee\u2019s skill level. <\/span><\/p>\n\n\n\n

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6. Identify How the Process Can Improve<\/span><\/b>  <\/span><\/h3>\n\n\n\n

This is where you break down how the current process works and how it can be improved. You\u2019re filling in the gap between the actual and ideal processes. The notes you took about the root causes of downtime, work stoppages, and wasted time can now be addressed.  <\/span><\/p>\n\n\n\n

Some changes may be simple, while others may be more complex. Make it easy for yourself. Tackle the easy ones first and then create a schedule on how the more complex issues will be dealt with. As you perform other Gemba Walks for different work processes, you might develop a clearer picture of how to fix the more complex issues.  <\/span><\/p>\n\n\n\n

An example might include two adjacent workstations where equipment or machinery was slightly moved for safety reasons. That slight adjustment made one work cell function better while the other became more cumbersome. However, you\u2019ll only see that once you\u2019ve performed multiple Gemba Walks.  <\/span><\/p>\n\n\n\n

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7. Document and Follow Up<\/span><\/b>  <\/span><\/h3>\n\n\n\n

Ensure to properly document every change you and your employee have made or will make. You don\u2019t want to make the same mistakes of the past where minor adjustments or major changes to the process weren\u2019t captured.<\/span><\/p>\n\n\n\n

Again, for the easy fixes, they should be done immediately. For those that are more complex, use a schedule or timeline where the changes can be enacted. Make sure you clearly define a follow-up date with your employee. Remind them that this is a never-ending process; <\/span>continuous improvements<\/span><\/a> never end.  <\/span><\/p>\n\n\n\n

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Gemba Walk Checklist<\/span><\/b> <\/span><\/h2>\n\n\n\n

Having a readymade list of questions to ask your employee during the Gemba Walk helps to ensure you and your employee don\u2019t go beyond the 30 to 45 minutes. It\u2019s common for those first performing a Gemba Walk to get stuck on a specific step or issue.  <\/span><\/p>\n\n\n\n

The following questions will help you focus on what matters while ensuring your employee can provide the correct answers to support the exercise.  <\/span><\/p>\n\n\n\n

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Questions to ask before the work process starts. <\/span><\/h3>\n\n\n\n