OBSERVATION AND GEMBA WALKS - Citoolkit
Continuous Improvement Toolkit OBSERVATION AND GEMBA WALKS www.citoolkit.com
OBSERVATION AND GEMBA WALKS Many managers nowadays try to resolve work-related issues while they are sitting in their office or in the meeting room. Attempting to resolve problems in this way without visiting the actual place and without seeing what’s really happening is not necessarily a successful approach. www.citoolkit.com 2
OBSERVATION AND GEMBA WALKS An observation is a data collection method used to gather specific information about a process or a situation. It allows the observer to collect the data in a realtime manner and at the location where the data is generated. www.citoolkit.com 3
OBSERVATION AND GEMBA WALKS It is intended to be a simple learning method to better understand the actual ‘As-Is’ situation of the daily operation. www.citoolkit.com 4
OBSERVATION AND GEMBA WALKS Observation is generally an inexpensive method which only requires time and note-taking. www.citoolkit.com 5
OBSERVATION AND GEMBA WALKS Ready made observation forms and templates can be used to help collecting data and information. BENCHMARK CUSTOMER PROCESS www.citoolkit.com 6
OBSERVATION AND GEMBA WALKS Observations are often used to . . . Gather information about a process or situation Verify an existing problem and understand the actual ‘As-Is’ situation Measure customer satisfaction and perception of quality Measure actual performance against set targets Acquire best practice and benchmark information www.citoolkit.com 7
OBSERVATION AND GEMBA WALKS Observation is often used during process improvement and change management initiatives. It enables the observer to fully document the value stream of the process. It helps to verify an existing problem and its possible causes by collecting live data from the actual place where the work is being done. www.citoolkit.com 8
OBSERVATION AND GEMBA WALKS Process observation forms can be used to record the observed data, interview responses, improvement opportunities, and any other useful information. Process: Observer: Observation date: Purpose of observation: Step # Process step VA, NVA or ENVA Cycle time (AVG) Yield (AVG) Process map/drawings: Total time: Remarks/improvement opportunities: www.citoolkit.com 9
OBSERVATION AND GEMBA WALKS Observation activities can also be applied in the customer service environments. Oftentimes, there is a need to go to the customer’s site to truly understand customers viewpoint and how they experience your products and services. www.citoolkit.com 10
OBSERVATION AND GEMBA WALKS This is especially useful to identify customer satisfaction levels which will provide valuable insights for continuous improvement. www.citoolkit.com 11
OBSERVATION AND GEMBA WALKS The key is to carefully observe the reactions where there is a direct contact between the customer and the product or service. Therefore, it is important to train the observers and ensure they leave a good impression on the customers www.citoolkit.com 12
OBSERVATION AND GEMBA WALKS A customer observation form can be used for this purpose. Customer: Observer: Observation date: Time entered: Time exited: Store/location: Purpose of observation: Product # Product description Stock level Time to process order Complaints handling (Cases and minutes) Exchange: Payment: Service: Remarks/improvement opportunities: www.citoolkit.com 13
OBSERVATION AND GEMBA WALKS Types of Observation Silent observation E.g., collecting of raw data Interactive observation Extended observation E.g., Gemba walks E.g., day in the life of (DILO) www.citoolkit.com 14
OBSERVATION AND GEMBA WALKS In a silent observation, the observer is required to keep his eyes and ears open, but his mouth shut. Useful when collecting raw data Takes only a couple of minutes to one hour www.citoolkit.com 15
OBSERVATION AND GEMBA WALKS In an interactive observation, the observer is required to visit the actual place in order to see the actual process, understand it, ask questions, and learn. www.citoolkit.com 16
OBSERVATION AND GEMBA WALKS In an extended observation, the observation period takes a much longer to thoroughly understand the current state of a process. The outcome might be a current state value stream map www.citoolkit.com 17
OBSERVATION AND GEMBA WALKS Gemba is a Japanese term that means “the actual place”. It refers to the real place where value is created and where clients are served within the value stream. www.citoolkit.com 18
OBSERVATION AND GEMBA WALKS In manufacturing environments, it often refers to the shop floor where products are manufactured. In the service sector, it may refer to the actual place where a service is delivered to the customer. www.citoolkit.com 19
OBSERVATION AND GEMBA WALKS It could be a factory floor, a construction site, a sales floor, or where there is a direct interaction between the service provider and the customer. www.citoolkit.com 20
OBSERVATION AND GEMBA WALKS A Gemba walk is one of the most important lean techniques to understand the current state of any process. It is going to the actual place and observing how the work is performed. www.citoolkit.com 21
OBSERVATION AND GEMBA WALKS The purpose of Gemba walks is to get closer to the work and to identify potential areas for improvement. The idea behind these walks is that they allow you to make small improvements many times, rather than pursue a big improvement one time. www.citoolkit.com 22
OBSERVATION AND GEMBA WALKS Remember that Gemba walks are not just some boxes that need to be checked. They are steps in the journey to continuous improvement. www.citoolkit.com 23
OBSERVATION AND GEMBA WALKS Whenever possible go to the area where the process takes place and look directly at the current situation. LET’S GO TO THE GEMBA www.citoolkit.com 24
OBSERVATION AND GEMBA WALKS Performing Gemba walks regularly is very useful to find the different forms of waste and non-value-added activities. Muda Also known as waste walks www.citoolkit.com 25
OBSERVATION AND GEMBA WALKS Allows to gain valuable insights on . . . Existing waste Variabilities Non-valueadded activities Bottlenecks Redundancies Unsafe acts & conditions Out-ofspecification conditions 5S opportunities Abnormalities Positive behaviors And discover where continuous improvement opportunities exist www.citoolkit.com 26
OBSERVATION AND GEMBA WALKS It also allows to observe positive behaviors and good practices in the workplace. For example, someone who is picking up garbage while walking and throwing it in the trash (instead of stepping over it). www.citoolkit.com 27
OBSERVATION AND GEMBA WALKS Leaders and staff members are highly encouraged to regularly walk the process in their workplace and apply Kaizen or other improvement initiatives where necessary. www.citoolkit.com 28
OBSERVATION AND GEMBA WALKS Gemba walkers should focus on something that is moving through the process. E.g., products, materials, objects, tools, applications, information, etc. As well as the flow of humans in the service sector (transportation, hospitality, etc.) www.citoolkit.com 29
OBSERVATION AND GEMBA WALKS The goal is to find out what is really happening and not what is supposed to happen or whether people are following the procedures or meeting the deadlines. www.citoolkit.com 30
OBSERVATION AND GEMBA WALKS Gemba walks involve interviewing people, taking their feedback, evaluating their needs, and implementing plans and solutions that will effectively solve their problems and organize their work. People should view these walks as to support them with their needs and issues. www.citoolkit.com 31
OBSERVATION AND GEMBA WALKS When talking to people, be empathetic and supportive, and listen actively to their concerns and suggestions. Restrain yourself from providing solutions or judgment and behave more like someone who wants to learn and support. www.citoolkit.com 32
OBSERVATION AND GEMBA WALKS Say hello to everyone and do this often enough and openly, so no defensive attitudes are resulting from the walks. Make it an opportunity to say, “good job” and “well done” as often as you noticed improved things! www.citoolkit.com 33
OBSERVATION AND GEMBA WALKS 01 Be on touch for the current state of the Gemba and allows to identify and eliminate waste and non-valueadded activities 02 03 Gains insight into what the process is all about and how it really works Creates a common understanding of the problems and aligns leadership with the floor BENEFITS 04 05 Accelerates problem solving and performance improvement Allows to listen to ideas and opportunities for improvement from the process performers 06 07 08 09 Forces managers and staff to work together at the Gemba Sets a great foundation for effective leadership Allows leaders to be more visible and creates constructive relationships Encourages learning and continuous improvement www.citoolkit.com 34
OBSERVATION AND GEMBA WALKS Only by spending time observing the process, will you be able to see things such as: How the process normally operates. How problems are normally resolved. How the process is managed and controlled. The differences between written instructions, perceptions and reality. www.citoolkit.com 35
OBSERVATION AND GEMBA WALKS How to Conduct an Observation There is no really defined approach to conduct an observation. You just need to follow the words of Toyota Chairman Fujio Cho . . . "Go see, ask why, show respect" Whether you are observing a process or observing a customer, the following guidelines can serve as a useful guide . . . www.citoolkit.com 36
OBSERVATION AND GEMBA WALKS How to Conduct an Observation With your team, clearly define the purpose of the observation and how the observed information will be used afterward Determine the specific information that will be the focus of the observation www.citoolkit.com 37
OBSERVATION AND GEMBA WALKS How to Conduct an Observation Review the procedures, instructions, metrics, and other relevant information, and study the process or problem you are about to observe Prepare an observation form for collecting the desired information www.citoolkit.com 38
OBSERVATION AND GEMBA WALKS How to Conduct an Observation Plan for the observation including timing, location and observers Get permission from the process owner or supervisor to conduct the observation and talk to the people there www.citoolkit.com 39
OBSERVATION AND GEMBA WALKS How to Conduct an Observation Conduct the observation! Visit the actual place where the process or problem takes place Walk the process, collect data, observe deviation from standard, observe actual practices, interview people, ask questions and record observations and responses www.citoolkit.com 40
OBSERVATION AND GEMBA WALKS How to Conduct an Observation Take time to document important ideas and findings soon after completing the observation Process and analyze the data, review critical problems and escalate them to the appropriate level if required www.citoolkit.com 41
OBSERVATION AND GEMBA WALKS How to Conduct an Observation Share what you have learned in your operational meetings, assign action items, and include them in your improvement plans and Kaizen activities Take the necessary steps to resolve the problem and improve the process www.citoolkit.com 42
OBSERVATION AND GEMBA WALKS Further Information It is important that no assumptions are made by the observers during observation sessions or gemba walks. www.citoolkit.com 43
OBSERVATION AND GEMBA WALKS Further Information Combining observation with photography can lead to even richer information and adds much interest to the work. www.citoolkit.com 44
OBSERVATION AND GEMBA WALKS Further Information Sometimes there is a need to schedule multiple observation sessions so that you can capture the variation in the process. For instance, when measuring the cycle time. www.citoolkit.com 45
OBSERVATION AND GEMBA WALKS Further Information Be careful not to confuse Gemba walks with auditing. Auditing is all about ensuring compliance, while in Gemba walks, you are looking to understand problems that are impacting the performance. www.citoolkit.com 46
OBSERVATION AND GEMBA WALKS Further Information Can be used at all stages of the PDCA cycle. During or after each stage. Continue the cycle with a Gemba walk to verify improvement then go and look for another process or area. Plan Do Check www.citoolkit.com Act 47
OBSERVATION AND GEMBA WALKS Further Information Gemba walk is very similar to MBWA (Management by Walking Around). However, MBWA is more about strengthening the relationships with people and creating an environment of trust in the workplace. www.citoolkit.com 48
OBSERVATION AND GEMBA WALKS Further Information When the process is less visual (e.g., a transactional processes), ask the process performers to share their system screens. www.citoolkit.com 49
OBSERVATION AND GEMBA WALKS Do’s & Don'ts Greet people Smile and be friendly Welcome positive and negative Feedback Ask instead of tell Engage with people and listen attentively Ask people about their needs and problems Make people feel important Ask people what support you can provide Ask open questions to promote dialogue Thank them once you are done www.citoolkit.com 50
OBSERVATION AND GEMBA WALKS Do’s & Don'ts Don't forget to bring a pen and paper with you Don’t focus on what is supposed to happen Don't forget to prepare for the observation Don’t focus to see if things are clean, tidy and organized Don’t try to resolve issues while sitting in the office Don’t focus to see if people are present, busy and efficient Don’t jump into solutions Don't criticize management and others Don’t just waste time chat with people www.citoolkit.com Don’t check whether people are following the procedures 51
OBSERVATION AND GEMBA WALKS Made with by CITOOLKIT The Continuous Improvement Toolkit www.citoolkit.com Copyright Citoolkit.com. All Rights Reserved. www.citoolkit.com
OBSERVATION AND GEMBA WALKS 31 Gemba walks involve interviewing people, taking their feedback, evaluating their needs, and implementing plans and solutions that will effectively solve their problems and organize their work. People should view these walks as to support them with their needs and issues.
Gemba walks. For level 2 management, a Gemba Walk should be performed twice per day. For a standard schedule example, have a look at page 5. 5. Effective Gemba walk training Shadow every team leaders' Gemba walk individually at least once a week to make sure they carry it out in the right way. (See How to conduct a Gemba Walk for details) 6.
Introduction to Gemba creativesafetysupply.com 5 The Gemba Walk The Objective of a Gemba Walk In businesses, managers often look to company leaders for direction. The value created by a business, though, exists out on the work floor. By taking gemba walks, managers can get ideas for im
A Guide to Successful Gemba Walks 3 The term "Gemba" comes from the Japanese word for "the real place." Taichi Ohno, a Toyota engineer and leader, is often credited with developing the concept of the "Gemba Walk"- the idea that leaders should regularly and frequently be present to observe the
show that the Gemba walks really do lead to positive change in our manufacturing areas! Leslie will revise the QR for Ink Cartridge PN 504545 and issue SCO for the SOP 09-01-00-431. Leslie 08-31-17 Complete GEMBA WALK ACTION TRACKER (New and Open Action Items) 08-08-17 Gemba Walk (Route 1) - Provided by Greg K
Gemba walk. PREPARATIONS FOR GEMBA WORK Bringing ten managers to work in the Gemba requires much preparation both of the participants themselves and of the workers and the managers who will host them. The preparation of the participants included Gemba Kata class and technical classes e
Serving southwest Michigan since 1900 Bronson Methodist Hospital-Located in Kalamazoo, Michigan 21,500 discharges and 103,000 ED visits . WHY GEMBA WALKS . Why Gemba Walks Leaders tell us they want to: Create a cul
The Gemba Walk 'Gemba' comes from the Japanese word "gembutsu," which means the 'real place', 'actual place', or the place where 'value-added activities occur'. The Gemba walk is a management practice which involves going to the frontline to observe and understand how work is being performed.
Basu, Rumki. Public Administration in the 21st century: A Global South Perspective. New York and London: Routledge, 2019. _. Public Administration .
