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Gemba Walks Introduction
Thinking win, Win, WIN
Gemba Walk – Process AuditLearning to See
Marek Piatkowski – November 2016
Gemba Walks Introduction
Thinking win, Win, WIN
Introduction - Marek Piatkowski Professional Background
Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from 1987-1994
TPS/Lean Transformation Consulting - since 1994 Professional Affiliations
TWI Network – John Shook, Founder Lean Enterprise Institute (LEI) – Jim Womack Lean Enterprise Academy (LEA) – Daniel Jones CCM/CAINTRA – Monterrey, Mexico SME, AME, ASQ, CME
Lean Manufacturing Solutions - Toronto, Canada
http://twi-network.com
Gemba Walks Introduction
Thinking win, Win, WIN
Gemba Walk – Description Gemba ( 現場 ) is a Japanese term for “actual place,” often used
for the shop floor or any place where value-creating work actually occurs
Compare to “Management Daily Walk About Process”, which is done on regular basis, Gemba Walks are conducted at random only to gain a better understanding of a process or a problem or a situation
The aim of Gemba is to create a thorough understanding of a process and to:
Analyse a situation by observing current conditions Create insight knowledge into the real situation and possible issues Develop a good understand of a problem, if there is a problem Teach/educate people by asking questions Engage people at continuous improvement effort
The Gemba walk is an activity that takes management to the front lines to look for waste and opportunities to practice Gemba kaizen or practical shop floor improvements
Gemba Walks Introduction
Thinking win, Win, WIN
Chairman of Toyota Motor Corp. and former President of Toyota Motor
Manufacturing, KY and Toyota Motor Corp.
Gemba Walks Introduction
Thinking win, Win, WIN
Gemba Walk – How to There are different ways to perform a Gemba Walk, well known
examples are: The Ohno Circle (Taiichi Ohno at Toyota came up with this idea) Waste Walk (to identify the 7 wastes) “Put yourself in the shoes” of the Customer and Walk the Value
Stream When performing a Gemba Walk please follow these rules:
Go see, ask why and show respect Select an area and an interval (daily) Inform people about your intentions, or by now they should know Take your time Watch and talk to people Be open and judgement free Share your findings (with the responsible supervisor)
Gemba Walks Introduction
Thinking win, Win, WIN
Gemba Walk – How to Gemba Walks can be difficult to do the first time: either the
employees nor the performing person might feel comfortable. Therefore it is key to inform people up front about your intentions
Other reasons: You are observing and that does not feel like adding value Sometimes you want to “jump in” and solve the problem – common
mistake You are supposed to find improvements in work that might not be
your speciality You (might) not have the authority, you are ‘the teacher’, not ‘the
boss’ You see opportunities, but need to teach others ‘to see’, instead of
solving problems or taking action yourself you think you already have a clear understanding of the situation
Gemba Walks Introduction
Thinking win, Win, WIN
Gemba Walk – How to Gemba walking is seen as a core element of TPS, practiced by
management Follow the Management PDCA cycle Walk, stop, look, listen and ask yourself these questions:
Do I understand this process? Do I understand what is going on? Is there a Standard Process in place? Is the process being followed? Is there a problem? Is there a gap? (actual versus standard) Is this a normal or an abnormal situation How would I fix this problem? How would I improve this situation?
And then talk
Gemba Walks Introduction
Thinking win, Win, WIN
Questions to ask after the Gemba Walk What have you seen? What have you learned? What was the reaction of the operators? What are you going to do with your observations? Who needs to see these observations? How are you going to teach them to see? When do I need to return – when do I need to do my next Gemba
Walk?
Gemba Walks Introduction
Thinking win, Win, WIN
Process Audit Gemba is not about completing Audit Reports. If something is not
right, do something about it, DO NOT walk away without correcting the problem
Because if you do, you just established a new standard – nothing gets done to fix it
Creating a “To Do List” – is NOT correcting a problem
Listening to explanations and promises is NOT correcting a problem
If it is really a problem that requires some time to fix it – ask how long it will take to fix it and start your next Gemba walk at that area
Gemba Walks Introduction
Thinking win, Win, WIN
Process Audit – Visual Management Are all aspects of visual management on the shop floor operating as
designed? Are they used to improve performance? Is continuous flow being maintained through the production process? Are items requiring updates, updated at the proper time? Does everything have a place to store? Is everything in it’s place? If not
why not? Do these visuals make sense? How easy is it for you to grasp the current condition in the area by
observing the visuals in the area? If not what must change? Make sure it changes.
Is all the above OK? If not, DO NOT walk by, STOP and DO SOMETHING about it.
Gemba Walks Introduction
Thinking win, Win, WIN
Process Audit – Production Tracking Boards Are the boards updated by all shift? Can you see the previous shift information? Is there an hourly target and a shift target based on the current
schedule / Demand? Are there clear targets for Change Over durations? Is the information written in each hourly slot relevant and detailed or is
it too general? Does the amount of downtime correlate to the actual units lost to capacity?
Can you see that the supervisor is reviewing the board regularly? Is the Area getting the required response to the problems they are
facing? Are they still enthusiastic or are they getting discouraged? Is it clear that the information tracked on the boards is being reviewed
and reacted to with appropriate urgency according to the trigger criteria established?
Is the information recorded on the Hourly Tracking Boards captured for later analysis?
Gemba Walks Introduction
Thinking win, Win, WIN
Process Audit – Information Boards Are the information boards up-to-date? Are they update by the people in the area or by a Clerk? Ownership in
the performance results is key. Are the metrics relevant to the current are performance focus? Are the units of measure meaningful to the operators in the area Are the right metrics being tracked? The metrics tracked should reflect
the Performance that needs improvements in the specific area. Does the performance charts reflect trending information? Performance
charts must always give an indication of trend “are we getting better or are we getting worst”
Gemba Walks Introduction
Thinking win, Win, WIN
Process Audit – Standardized Work Ask for a copy of Standardized Work and explain to the operator what
you are doing. Observe if the operator is doing the work according to the documents in
your hand. If you observe the operator doing the job differently wait for the cycle to
finish If the operator is doing the work according to the Standardized Work
thank him/her for following standard work and ask them if there is anything you can do for them.
If there are concerns that you observed in the area or with the work, make sure you inform the area supervisor of the issue and ask for resolution.
Remember that the purpose of Standardized Work is to: Ensure job consistency to allow for better problem solving Train new and returning operators Identify WASTE and concerns in the process and help to remove
them.
Gemba Walks Introduction
Thinking win, Win, WIN
Process Audit - Transportation Does material flow smoothly from one end to the other and how does
actual material travel distance compare to end-to-end distance within the plant? (plant dimensions)
Are there a lot of marks on the walls from forklifts, is there any evidence of damage to walls from material handling equipment? Any evidence of damage to the material handling equipment?
How heavy is the material being moved, can the movement be done with a less expensive (lower capacity) material handling device?
How do material handling people know when to pick up and deliver, how do they stay on schedule?
How do material handling people know where to store material and how much? How do you know if the correct quantity is at the correct place?
Is all material brought from the line used? or does some of it go back into storage? (double handling)
How much time do operators spend removing packaging?
Gemba Walks Introduction
Thinking win, Win, WIN
Process Audit - Quality Is there a dedicated area for scrap, how many pieces are in this
area? How many hours worth is this? Is it the right amount? Can it be reduced?
What happens to scrap products? Are the scrap products analyzed and root cause problem solving performed and by who? Can you see evidence on the floor? If not find out from the operators? Is the procedure for handling scrap clear? Is it used?
Is there a Scrap performance tracking process? Is it showing the correct trend? Are actions in place to improve the trend and reduce scrap?
How do operators know when to handle the rejects? Are they reacting properly?
What happens to bad material, who is responsible and how is it handled?
Are operators concerned about scrap product, what rewards are in place to ensure they produce good product, and manage rejects correctly?
Are there any boundary samples or on-line inspection equipment, or do operators make judgment calls? Are there examples of bad parts with explanations of why they are bad?
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Gemba Walks Introduction
Thinking win, Win, WIN
Changing the World. One Kaizen at a timeThis presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproducedwithout written permission from:
Marek PiatkowskiW3 Group Canada Inc.iPhone: 416-235-2631
Cell: 248-207-0416
[email protected]://twi-network.com
Gemba Walks Introduction
Thinking win, Win, WIN
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