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Daily Gemba WalksFranklin Davis, LSSMBB
Agenda
• Background
• Traditional vs Lean (Servant) Leadership
• Gemba
• Types of Gemba Walks
• Visual Management/Strategy Deployment
• Leader Standard Work
• Questions
Highly Regulated Industries
© 2013 Gemba Academy LLC. All rights reserved.
Frontline
LeadershipOpportunities
Traditional Management
• Optimized for leaders
• Reality gap
• Slow decision making
• High # of meetings
• High # of emails
What is Gemba?
© 2013 Gemba Academy LLC. All rights reserved.
5 minutesSQDEC Visual Management
• Optimized for people doing the work
• Reduced waiting time for decisions
• Problems immediately exposed and addressed
• Everyone clearly understanding business needs
and can contribute
• Visible continuous improvement culture
• Better communication at all levels
• Moves meetings from conference rooms to the
Gemba
Random
Roxbury
FBI
Teflon
Electronic
Halloween
Hoshin Kanri X-matrixOCN
Site X-Matrix Functional Metrics (Monthly)
Site Matrix
Functional BowlerAnnual
Goals
Target to improve
Improvement Initiatives
Long-termstrategic
objectives
Goal 1
Goal 2
Goal 3
Target…
Target2
Target1
Ob
ject
ive
2
Ob
ject
ive
1
Ob
ject
ive
.. Initiative 2
Initiative 1
Initiative 3
Goal 4
Initiative 4
4
1
2
3
Step 4: Targets to measure
Step 1: Long-term objectives,
e.g., cost delivery
Step 2: Annualgoals
Step 3: Initiatives
& priorities
Annual
Strategic
Objectives
Target to
improve
Improvement priorities
Long-term
strategic
objectives
Objective 1
Objective 2
Objective 3
Target…
Target2
Target1
Ob
ject
ive
2
Ob
ject
ive
1
Ob
ject
ive
.. Prio
rity 2
Prio
rity1
Prio
rity 3
Objective…
Prio
rity…
4
1
2
3
Criteria: Criteria: Criteria: Criteria: Criteria:
ENGAGEMENT COST5s / SAFETY QUALITY DELIVERY
1
3
5
25
8
12
16
21
2
4
6
7 9 10
11 13 14
15 17 18
20 22 23
1 2 4
5 6
7 8
10 11
14 15
17 18
20
21 22
23 24
9
13
12
16
1 5
8
11
14
17
20
23
3 4
7
10
13
16
19
22
25
1 2 3
6 7
9 10 12
15
17
25
5 8
11
20
22
13
16
2127
26
3
25
19
2
6
9
12
15
18
21
24
4
18
23
14
19
24
19 24
28
29 30
31
26
27 28 29 3031
26
27 28 29 30 3126 27
28 29 30 31
1 5
8
11
14 17
20
23
3 4
7
10
13 16
19
22
25
2 6
9
12
15
18
21
24
26 27 28 29 30 31
1
11
20
7
13
22
25
9
18
26
Criteria: Criteria: Criteria: Criteria: Criteria:
ENGAGEMENT COST5s / SAFETY QUALITY DELIVERY
1
3
5
25
8
12
16
21
2
4
6
7 9 10
11 13 14
15 17 18
20 22 23
1 2 4
5 6
7 8
10 11
14 15
17 18
20
21 22
23 24
9
13
12
16
1 5
8
11
14
17
20
23
3 4
7
10
13
16
19
22
25
1 2 3
6 7
9 10 12
15
17
25
5 8
11
20
22
13
16
2127
26
3
25
19
2
6
9
12
15
18
21
24
4
18
23
14
19
24
19 24
28
29 30
31
26
27 28 29 3031
26
27 28 29 30 3126 27
28 29 30 31
1 5
8
11
14 17
20
23
3 4
7
10
13 16
19
22
25
2 6
9
12
15
18
21
24
26 27 28 29 30 31
1
11
20
7
13
22
25
9
18
26
Criteria: Criteria: Criteria: Criteria: Criteria:
ENGAGEMENT COST5s / SAFETY QUALITY DELIVERY
1
3
5
25
8
12
16
21
2
4
6
7 9 10
11 13 14
15 17 18
20 22 23
1 2 4
5 6
7 8
10 11
14 15
17 18
20
21 22
23 24
9
13
12
16
1 5
8
11
14
17
20
23
3 4
7
10
13
16
19
22
25
1 2 3
6 7
9 10 12
15
17
25
5 8
11
20
22
13
16
2127
26
3
25
19
2
6
9
12
15
18
21
24
4
18
23
14
19
24
19 24
28
29 30
31
26
27 28 29 3031
26
27 28 29 30 3126 27
28 29 30 31
1 5
8
11
14 17
20
23
3 4
7
10
13 16
19
22
25
2 6
9
12
15
18
21
24
26 27 28 29 30 31
1
11
20
7
13
22
25
9
18
26
Site/Department BowlerOCNDepartment Bowler
Target to Improve (TTI)Person
ResponsibleMeasured How? JOP (Q4)
Actual YTD
(avg)JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Safety/5S 1 2 3 4 5 6 7 8 9 10 11 12
Plan 3898 3849 3800 3750 3701 3652 3602 3553 3504 3454 3405 3356
Actual 4436 4905 6970 4788 5256.5 6459.8 4546 4828 5916.5 4838 4791.3
Plan 7110 7020 6930 6840 6750 6660 6570 6480 6390 6300 6210 6120
Actual 4405 5839 6225 5727 6187 6291 5697 5376 6863 4075 5961
Plan 634 626 618 610 602 594 586 578 569 561 553 545
Actual 665.5 748 825 580.3 649 878 701 706 890.5 924 1179
Plan
Actual
Plan 11642 11495 11348 11200 11053 10905 10758 10611 10463 10316 10169 10021
Actual 9507 11492 14020 11095 12093 13629 10944 10910 13670 9837 11931 0
Quality 1 2 3 4 5 6 7 8 9 10 11 12
Plan 19.7 19.7 19.7 19.7 19.7 19.7 19.7 19.7 19.7 19.7 19.7 19.7
Actual 20.1 26.5 50.3 32.3 34.9 38.1 24.3 28.0 32.6 18.8 31.5
Plan 132.1 132.1 132.1 132.1 132.1 132.1 132.1 132.1 132.1 132.1 132.1 132.1
Actual 71.7 97.1 123.3 114.1 117.3 129.4 106.1 112.0 142.8 87.5 129.6
Plan 4.6 4.6 4.6 4.6 4.6 4.6 4.6 4.6 4.6 4.6 4.6 4.6
Actual 2.4 5.6 7.6 6.2 7.3 10.5 8.0 8.2 11.5 6.7 14.0
Plan
Actual
Plan 156.5 156.5 156.5 156.5 156.5 156.5 156.5 156.5 156.5 156.5 156.5 156.5
Actual 94.2 129.1 181.2 152.6 159.5 178.0 138.4 148.1 186.9 112.9 175.0 0.0
Delivery 1 2 3 4 5 6 7 8 9 10 11 12
188 Plan 198 195 193 190 188 185 183 180 178 175 173 170
181 Actual 220 185 138 148 151 169 187 173 181 258
51 Plan 54 53 52 52 51 50 50 49 48 48 47 46
52.0 Actual 61.4 60.2 51 50 52.7 49 54 48 48 47
130 Plan 137 135 133 132 130 128 126 125 123 121 119 118
118 Actual 276 135 109 94 89 84 87 86 77 139
Plan
Actual
123 Plan 129 128 126 124 123 121 120 118 116 115 113 111
117 Actual 186 127 99 98 97 101 109 102 102 148
Engagement 1 2 3 4 5 6 7 8 9 10 11 12
0 Plan 0 0 0 0 0 0 0 0 0 0 0 0
0 Actual 0 0 0 0 0 0 0 0 0 0
3 Plan 2 2 3 3 3 3 3 3 3 3 3 3
2.2 Actual 1.2 1.6 2 2 2.2 3 2 2 3 2
0 Plan 0 0 0 0 0 0 0 0 0 0 0 0
0 Actual 0 0 0 0 0 0 0 0 0 0
Plan
Actual
1 Plan 1 1 1 1 1 1 1 1 1 1 1 1
1 Actual 0 1 1 1 1 1 1 1 1 1
Cost 1 2 3 4 5 6 7 8 9 10 11 12
1785 Plan 1978 1928 1879 1831 1783 1736 1689 1643 1598 1553 1509 1466
1324 Actual 2416 1288 381 682 653 752 1444 1067 1007 3551
20 Plan 22 21 21 20 20 19 19 18 18 17 17 16
26.3 Actual 52.7 37.3 21 22 23.7 18 27 21 16 25
3642 Plan 4037 3935 3835 3736 3638 3542 3447 3353 3260 3169 3079 2991
4492 Actual 31641 3268 1575 1436 1074 668 955 890 521 2890
Plan
Actual
1816 Plan 2012 1962 1912 1862 1814 1766 1718 1671 1625 1580 1535 1491
1947 Actual 11370 1531 659 714 583 479 809 659 515 2155Total KPI 688
Metric C Leader C KPI 1380
Metric D Leader D KPI
Metric A Leader A KPI 676
Metric B Leader B KPI 7
Metric D Leader D KPI
Total KPI 3
Metric B Leader B KPI 7
Metric C Leader C KPI 0
Total KPI 131
Metric A Leader A KPI 0
Leader C KPI 138
Metric D Leader D KPI
Metric A Leader A KPI 200
Metric B Leader B KPI 54
Metric C
Metric D Leader D KPI
Total KPI 469.5
Leader B KPI 396.4
Metric C Leader C KPI 13.9
Total KPI 35369
Metric A Leader A KPI 59.2
Metric B
21601
Metric C Leader C KPI 1925
Metric D Leader D KPI
Metric A Leader A KPI 11844
Metric B Leader B KPI
1 2 3 4 5 6
7 8 9 10 11 12
ISSUE ACTION WHO DUE STATUS ISSUE ACTION WHO DUE STATUS ISSUE ACTION WHO DUE STATUS ISSUE ACTION WHO DUE STATUS ISSUE ACTION WHO DUE STATUS
1 2 3 4 5 6
7 8 9 10 11 12KPI KEY
Achieved Goal (green)
Achieved Goal, but Action Required (yellow)
Missed Goal / Safety Accident (red)
Not in Production / Observed Holiday
COUNTER MEASURE STATUS KEY
No Progress
Under Investigation
Identified Counter Measure
Counter Measure Implemented
Counter Measure Confirmed
DELIVERY
Key Performance Indicators Area:FISCAL MONTH:
FISCAL MONTH
ENGAGEMENT COST5s / SAFETY QUALITY
1
3
5
25
8
12
16
21
2
4
6
7 9 10
11 13 14
15 17 18
20 22 23
1 2 4
5 6
7 8
10 11
14 15
17 18
20
21 22
23 24
9
13
12
16
1 5
8
11
14
17
20
23
3 4
7
10
13
16
19
22
25
1 2 3
6 7
9 10 12
15
17
25
5 8
11
20
22
13
16
2127
26
3
25
19
2
6
9
12
15
18
21
24
4
18
23
14
19
24
19 24
28
29 30
31
26
27 28 29 3031
26
27 28 29 30 3126 27
28 29 30 31
1 5
8
11
14 17
20
23
3 4
7
10
13 16
19
22
25
2 6
9
12
15
18
21
24
26 27 28 29 30 31
Gemba Walks
Fujio Cho (Former Toyota CEO)
•“Go See”•Ask Why•Show Respect
Visual Boards “How to”
25
5 Principles
• Simple/physical
• Accessible
• Visible
• Current
• Standardized
GEMBA: Go See, Ask Why, Show Respect!
Visual Boards “What to Ask”
26
5 Questions:
• What happened?
• 5 whys…
• What is your countermeasure (PDCA)?
• When will you be back on track?
• How can I help?
GEMBA: Go See, Ask Why, Show Respect!
Balanced Scorecard • 5 metrics SQDEC• Team defines measures• Status “at a glance”• Roche LPS Philosophy
Counter measures assigned to support “target condition”
Guidance items:• Lean behaviors• Track/Trend charts• Meeting behaviors• Agenda• Attendance
Visual Management
Boards (SQDEC)
Leader Std. WorkIssues/Interuptors/ Follow ups
Time Task Day Time Task
8:00 AM Plan Day/prioritize Mon 7:45 AM Mat Mgmt Huddle
8:15 AM Emails/ Voice Mail 9:00 AM HR Huddle
8:30 AM Gemba Walk: OLP
8:45 AM Gemba Walk: Pilot Plant Tue 1:00pm SMART Meeting
8:45 AM Gemba Walk: LPS
9:00 AM Gemba Walk: Scheduling
9:30 AM Gemba Walk: SPPM Wed 7:45 AM P2 RE Huddle
9:45 AM Lean Coaching 9:00 AM TCM Huddle
9:55 AM Gemba Walk: Batch Dispo
10:15 AM Issues List : actions and followups Thur 8:30 AM MRO Huddle
10:30 AM Gemba Walk: Utilities and Maintenance
10:45 AM Project Time
11:00 AM Project Time Fri 8:30 AM P2 Project Team
11:15 AM Gemba Walk: Planning
11:30 AM Project Time
11:45 AM Project Time
12:30 PM Emails/ Voice Mail 1st Mon Kaizen List
12:45 PM Emails/ Voice Mail
1:00 PM Accountability Meeting / followup actions 2nd Tue LPS Lead Area Check In
1:15 PM Time for accountability tasks
1:30 PM Time for accountability tasks
1:45 PM Issues List : actions and followups 3rd Tue Check in with customers
2:00 PM Gemba Walk: Technical Training
2:15 PM Issues List : actions and followups
2:30 PM Issues List : actions and followups
2:45 PM Gemba Walk: Process Maintenance
3:00 PM Issues List : actions and followups
3:15 PM Issues List : actions and followups
3:30 PM Gemba Walk: SHE
3:45 PM Issues List : actions and followups
4:00 PM Issues List : actions and followups
4:15 PM Recognize one person
Daily Weekly
Monthly
NAME: Franklin Davis, OE_________Focus: Servant Leadership/ Lean Leadership Coaching
Example Rotation Schedule
Leader 1 Leader 2 Leader 3 Leader 4
Area 1 Mon AM Fri PM Thu PM Wed PM
Area 2 Tue AM Mon AM Fri PM Thu PM
Area 3 Wed AM Tue AM Mon AM Fri PM
Area 4 Thu AM Wed AM Tue AM Mon AM
Area 5 Fri AM Thu AM Wed AM Tue AM
Area 6 Mon PM Fri AM Thu AM Wed AM
Area 7 Tue PM Mon PM Fri AM Thu AM
Area 8 Wed PM Tue PM Mon PM Fri AM
Area 9 Thu PM Wed PM Tue PM Mon PM
Area 10 Fri PM Thu PM Wed PM Tue PM
29
Questions?
