Gemba Walks: Does your organization understand the return on investment of continuous improvement activity?

Gemba walks, when supported and executed correctly, will result in increasing leadership and employee engagement, prevent lost time from poorly implemented improvement efforts, and sustain the needed momentum in removing the obstacles that get in the way of solving critical problems related to flow and customer value.


Record additional items you want to remember, problems to solve, or tasks that need to be done. Problems that are framed correctly are half solved, so finding the truth is crucial in completing the PDCA kanri cycle. In lean manufacturing, the idea of gemba is that the problems are visible and the best improvement ideas will come from going to the gemba.


The elements placed on the board wholly depend on the nature of the business and what users want to track. From factory floors, to offices and other kinds of facilities, gemba walks are designed to open your eyes to what’s really happening in your organization. Gemba walks, for the uninitiated, involve observing different management processes, so as to find scope and opportunities for improvement.


Gemba walks create invaluable opportunities for leaders to engage with employees and enable problem-solving. Data center operations best practices revolve around making existing infrastructure as high-performing and efficient as possible. Whether you already have a partner program in place or are in the beginning stages, there is so much opportunity for growth and improvement when you have the right tools to enable your strategy, information security means protecting information (data) and information systems from unauthorized access, use, disclosure, disruption, modification, or destruction.


With so many tools available to a continuous improvement professional, it is easy to get overwhelmed and consequently focus on a narrow grouping of tools. It focuses on various aspects and helps in achieving a proper management system, minimizing inventory levels, reducing lead time and attaining the highest level of labor efficiency, etc.


It clearly defines targets, priorities, achievements, deviations and improvements. You will understand your products, staff and operations far better than you can ever know from just sitting in your office. Gemba walks are often misunderstood as “managing by walking around,” workplace inspections or audits. The first gemba kaizen principle is identifying the problem, wherever a problem arises, there is room for improvement.


Its implementation begins with good planning and requires support from leadership and employees. Others practice gemba walks on a daily basis to follow up and monitor the situation. Customer service, standard work, safety, cost efficiency, productivity, creativity, and workspace efficiency).


Future research on the effectiveness of gemba boards to facilitate evidence-based practice is warranted. Gemba walks are structured and performed according to a particular intention (e.g.

Want to check how your Gemba Walks Processes are performing? You don’t know what you don’t know. Find out with our Gemba Walks Self Assessment Toolkit: