Performance

Gemba: The Real Place, A Place to Listen

Many roles in today's workforce have been moved into a virtual setting. However, when it comes to Gemba, that must always take place within The Real Place. Gemba Value Stream Performance Management, in simple terms, is a form of optimization, a technique that provides direction to continuous improvement. It is an approach that heavily relies on listening to the voices coming from your operation to focus execution and create plans and strategies. It does so by using real-time analysis in the moment of question to better overcome an obstacle. 

Gemba is the Japanese word meaning “The Real Place” or “The Actual Place.” Within manufacturing this is in reference to where the assembly of products are literally produced. The discipline known as “Gemba Walks”, is expanded on and explained on “High-Performance Supply Chains Begin With the Gemba on Forbes”, which states that employees tasked with the literal value add  manufacturing process and those who lead. Value add employees and leadership get together routinely, where the work is done in order to overview the performance of line production. Listening to obstacles and constraints, preventing work that needs to be done in an efficient manner, regarding labor, equipment and machinery, and everything in between. By physically visualizing the work area, it gives a better understanding in order to recognize areas of improvement to enhance said areas. 

Not only does Gemba improve communication and a better understanding with those you work with, but it also improves relationships and collaboration with one's team. An effective Gemba Walk Discipline is best described by Dave Evans, Ford Alumni and Forbes 30 Under 30, “Notify your team ahead of time when the walk will occur and explain that the Gemba walk is a key part of the practice of continuous improvement. Next, during the walk, you speak with — but mostly listen to — the employees doing the production work to get the context and details about how well processes are or are not functioning.” By communicating with your team, the Gemba is not seen as micromanaging, and more so as a cooperative team effort. 

The concept of Gemba is credited to Taiichi Ohno, Shigeo Shingo, and Eiji Toyoda, all legendaries in their field, and to the Toyota Motor Corporation. It was created as an integral part of the production system of Toyota, better known today as Toyota Production System (Lean Manufacturing). A system that was able to revitalize the motor industry and make Toyota a juggernaut in its industry. Other companies such as General Electric have also adopted the Lean system, “Executives at General Electric actively participate in Gemba walks to observe processes, interact with employees, and identify areas for process optimization and waste reduction.” said on iObeya.com. Gemba Performance has undoubtedly become a reliable system. 

Since Gemba is part of Lean Manufacturing, many of the difficulties come before the implementation of it. Gemba is a team collaborative mechanism that needs many to be onboard to not only accept the new changes one’s company may be adopting but to truly understand the concepts of it in order to maximize its return. According to the Kaizen Institute, some of these difficulties stem from cultural resistance from senior employees, a lack of commitment and integration into managers and overall routine, and avoidance of inappropriate behavior due to pointing blame. Gemba is a tool for identifying root causes and solving issues, not a form of casting blame. Hence proper leadership training is essential to constructively use this system. 

Overall, Gemba in Lean Management is a developing tool that the Kaizen Institute describes as, “...Profoundly impacts business performance, promoting an approach based on direct observation, active management, and leadership participation in operational processes.” With it, many companies are able to continuously improve and surpass the goals they simply intended to reach.

Summary

• "Gemba" is a Japanese term meaning "The Real Place" or "The Actual Place," referring to the physical location where manufacturing and assembly occur.

• Gemba Value Stream Performance Management focuses on real-time optimization and continuous improvement within operations.

• Gemba Walks are a key practice where employees and leadership collaborate by visiting the production floor to observe and discuss performance.

• The goal is to identify obstacles, constraints, and areas for improvement by physically visualizing the work environment.

• Gemba Walks foster communication, improve team relationships, and avoid micromanagement by encouraging open dialogue and active listening.

• Gemba emphasizes the importance of listening to employees working on the production line to understand operational challenges and gather insights.

• Gemba is about identifying root causes and solving problems, not placing blame; Leadership training is crucial to foster a positive and productive environment.