Gemba Walking Videos Diagram Handout Materials

1) WHY IS GEMBA WALKING EFFECTIVE GEMBA WALKS 3) MORE ABOUT PURPOSE
ESSENTIAL TO LEAN? 2) PURPOSE OF GEMBA WALKING SUPPORT THE ONLY VALID

- MANAGERS ARE DIVORCED FROM THE REAL WORKFORCE
- TO LEAD LEARNING & CONTINUOUS IMPROVEMENT PURPOSE OF
ACTIVITY IN THEIR VALUE STREAM & MAKE A MANAGER
- THINGS CHANGE FAST IMPROVEMENT
> GET GOOD DATA
- REPORTS & BRIEFINGS ARE INADEQUATE > CURRENT PERFORMANCE
- MANAGERS BELIEVE THEY KNOW, BUT, THEY DON’T > DETERMINE WHAT CAN BE DONE - LEAD IMPROVEMENT - CREATE VISION
- A MAJOR PART OF YOUR TIME SHOULD BE > ENSURE INPROVEMENT IS SUSTAINED
GEMBA WALKS - PROVIDE CLARITY - CATALYST FOR
> EMPOWER YOUR PEOPLE FOR
- YOU WILL LEARN & BE ABLE TO LEAD OF PURPOSE CHANGE
CONTINUOUS IMPROVEMENT
THIS CAN NOT BE DONE IN YOUR OFFICE,
IT MUST BE DONE AT THE GEMBA.
LESS THAN 30% EMPOWER
8) EFFECTIVE LISTENING TIME IS LISTENING YOUR PEOPLE 4) PLAN & PRIORITIZE
LEARN &
THEY TALK LISTEN MAINTAIN THE UNDERSTAND HOW DO YOU MAKE STOP DOING LESS
YOU LISTEN EVALUATE PLAN LISTEN REHEARSE TALK
VISION &
PRIORITIES
GEMBA TIME FOR GEMBA? IMPORTANT STUFF
DO DON’T
WALK MOVE FROM MOVE TO
MAKE JUDGEMENTS IDENTIFYING PROBLMES SOLVING & INNOVATION
RESIST DISTRACTIONS
MAKE NOTES DEFEND YOURSELF USE YOUR LEAD ADMINISTRATION & ROUTINE ENABLING & LISTENING
KEEP TO THE POINT TRY TO COVER TOO MUCH TIME CONTINUOUS CONTROLLING & TELLING
REPEAT/SUMMARIZE INTERRUPT WISELY IMPROVEMENT
EYE-CONTACT KEEP YOUR DISTANCE
MANAGING LEADING
LISTENING NOISES
7) FORUMULATE QUESTIONS YOUR SELF

5) GETTING STARTED
6) PREPARE
YOUR STAFF
OPEN QUESTIONS
WHO TALK TO THE FRONT HOW FOLLOW THE
CLOSED LINE PEOPLE WHO ARE CUSTOMER FLOW.
PREPARE STAFF PREPARE YOURSELF SERVING THE CUSTOMEROR
QUESTIONS HOW IS THE CUSTOMER
> EXPLAIN WHY > OPEN MIND DOING THE SUPPORT TASKS SERVERD? MAY BE
TYPES OF
> PROCESS NOT PEOPLE > KNOW NOTHING NOT SUPERVISORS OR “INTERNAL” CUSTOMER.
QUESTIONS
LISTEN > NOT SPECIFIC PROBLEMS > PLAN QUESTIONS MANAGERS
LEADING - CONTINUOUS IMPROVEMENT > PRACTICE LISTENING
CLARIFY > OPEN MIND; NO
QUESTIONS > DECIDE WHO TO
JUDGEMENTS SPEAK TO
LEARN& WHEN NORMAL WORKING WHERE
> CUSTOMER VIEWPOINT
LIMITING UNDERSTAND WALK THE WHOLE FLOW. HOURS - NOT WHEN
QUESTIONS RIGHT WHERE THEY
OVERTIME, FOCUS ON TAKE ACTION PEOPLE CAN SPARE THE
WORK. DO SOME
EVERY AREA, ASPECT TIME. AT FIRST, SCHEDULE
SUMMARIZE OF THEIR WORK.
& PERSON TIME WITH THE PEOPLE
PROBE
Copyright © 2010 BMA Inc. information@maskell.com +1 (609) 239.1080 www.maskell.com

What happens here?
Useful for fact finding THEME & CUES
What do you think needs to change?
Invites people to express ideas EXAMPLES
How does this affect you? When planning you gemba walk you
Encourages people to talk can decide what topics you want to
PROS
NOT
explore. There are THEMES.
“Yes/No”
QUESTIONS REQUIRING 5
How is customer
More difficult to answer AN EXPLANATORY EXAMPLES OF THEMES
ANSWER value created?
MOST GEMBA WALK
Can be time consuming CONS QUESTIONS WILL Once you have your Are our processes
BE OPEN QUESTIONS themes in place, you capable of serving
Easier to get off the point
OPEN QUESTIONS can develop CUES. the customers well?
Cues are the questions Where are potential
1
you wish to ask. improvements?
Have you had any billing problems?
EFFECTIVE EXAMPLES
Does this trouble you? EXAMPLES It is often helpful to tell the
2 QUESTIONS
people what your theme is, and THEME: What is the
Is this how you do it? CLOSED QUESTIONS then start the questions. purpose of the
3
4
process?
Puts people at ease
PROS CUES
QUESTIONS REQUIRING
Helps to identify facts SIMPLE “YES” OR “NO”
CONS OR A FACT How would you describe
Helps test understand the purpose of your
Useful to verify information
Can sound like an interrogation but not good for gaining department?
new knowledge or ideas
Views & ideas not expanded
How does your job fit
Does not promote discussion into the process?
LIMITING QUESTIONS
This is not What does it look like
a problem EXAMPLES EXAMPLES when you fully achieve
then? QUESTION THAT the purpose of the process?
LEADING QUESTIONS CONTAINS ANSWERS
TO CHOOSE FROM Are your biggest
problems with the How do you know if we
Used to persuade not
QUESTION THAT docs or the nurses? are imrpoving or getting
to gather information LIMITS THE
SUGGESTS ITS OWN POTENTIAL ANSWERS worse?
or ideas ANSWER
Forces agreement
Copyright © 2010 BMA Inc. information@maskell.com +1 (609) 239.1080 www.maskell.com

GEMBA WALKING - CLASS NOTES
What is the Purpose of Gemba Walking?
Suppose you were to get out from behind your desk, close the office door,
go to where the front line work is done, start talking to the staff and
asking questions about their work.
What sort of reaction would you get from the staff?
© Copyright BMA Inc. 2009 GEMBA WALKING

+1 609 239 1080 www.maskell.com WHO, WHEN, HOW, & WHY 1
information@maskell.com
Making Time to Gemba Walking
How Do You Spend Your Time?
Percentage of Time Spent on Regular Tasks
Management & Administration Customer Contact
Attending meetings % Face-to-Face %
Sending & reading memos & reports % On the phone %
Sending & receiving emails % Email or letters %
General paperwork & admin % Working on the Processes
Solving system problems. Ensuring the

Dealing with people issues % %
parties work well together
Writing & reading reports % Kaizen and continuous improvement projects %
Listening to and understanding what happens

Chasing things up % %
from your staff’s point of view
Removing barriers that are preventing staff

Dealing with expenses % %
from doing a good job.
% Walking the job to listen and understand. %
% %
% %
If you spend less than 25% of your time on managing by gemba walking, then you need to consider how you can adjust
your priorities.
Schedule an hour or so on the first occasion and you will soon find that this is where you do your real work. It will
become natural to spend a significant amount of time on the activity and as you find you are in a position to help people
to solve problems and improve performance, you and they will feel more comfortable with it.

a. Urgency and Importance
HIGH
Can these be safely delegated? You should probably do them yourself
Urgent
Do they need to be done at all? Delegate, but with support as they are
important.
LOW Important HIGH
b.
Activities that are urgent but not important.

Who will you delegate them to?
How many activities are neither urgent nor important? Why

are you doing them?
Meetings:
Are they on your managers standard work?
Do you need to be there?
Do you need to be there the whole time?
Do they make good use of your time?
Are they effectively run meetings?
Should they be eliminated?
Should someone else attend them?
What are you not going to do?

How much time will be made available?
What are you going to do instead?

SUMMARY QUESTIONS #1
QUESTIONS ANSWERS
What is the purpose of gemba walking?
What will gemba walking enable you to do?
Why can’t you get the same results by

calling people into the office to discuss
how the work is going?
Why is it important to speak to people in

the front line rather than their supervisors
and other managers?
Why is gemba walking important for all

levels of management?
When managing your time and reviewing

your calendar, how will you prioritise
activities?

WHO SHOULD BE DOING GEMBA WALKING
Who should be doing Gemba Walking?
Why?
If you are a senior manager, what effect do you think your Gemba Walking will have on your
junior managers?
How might you overcome any problems?
If you are a junior manager, how would you react if your own manager spent time Gemba
Walking and talking with your staff?

HOW WOULD YOU START WITH GEMBA WALKING?
How would you plan to get started with Gemba Walking?
Who, How, When, Where?
FORMULATE QUESTIONS
Examples of Theme and Cue Questions
THEME CUE
The purpose of the process?
How would you describe the purpose of what your department does?
What do you see as the purpose of the organization?
How does your job fit into the process?
What does the achievement of the purpose look like?
How well are we doing on this?
How do you know if you are getting better or worse?

THEME CUE
What matters to your customers?
What do you consider are the things the customers consider to be most important?
How do we know this?
How could we learn more about what matters to the customers?
What different kinds of demands do the customer have?
What matters to th customers with respect to these differeing demands
Does what matters to the customers differ by different types of demand?
How do we know?
What is our level of capability of meeting our customers' needs?
How often are our services late and we keep the customer waiting?
How do you keep track of our performance?
What is the acceptable level of service to the customers?
Which services are more often late than others?
Which late services cause the most problem for the customers?
When do late services cause the most problems for the customers?
How many customers have specific needs for fast and reliable service?
How often does this problem occur?
What kind of failures do you see occurring most often?
Which problems take the longest to deal with and resolve?
Which things go regularly and predictably wrong? How often?
Efficiency of the Process
Why do we do it this way?
Who else is involved in getting this completed? Why?
How many handovers are there?
Do we need more information?
Has this been done before by someone else? ( rework)
Why do we keep paperwork when it is on the computer? (duplication)
Why do we pass this over to x?
Do we have the ability to do this ourselves?

THEME CUE
Why is it designed that way?
What are the process conditions?
How are you measured?
What does that encourage you to do?
What kind of things go wrong in your area? How often?
What do I and other managers seem to pay attention to?
How does this affect performance?
What measures would be more useful?
How would these measures help to track improvement?
How should we change the way we run this place?
What can I do to help you do you job better, or easier?
What do I do - or other managers do - that gets in the way of you getting you job done well.
If you were to take over my job for a day, what would be the first thing you'd change?
What help do you need from your supervisor?
What help do you think your supervisor needs from me?
Are we measuring the right things? Are we measuring too much?
Effectiveness of the Continuous Improvement Process
How many improvement projects have you worked on in the last 3 months (6 months, 12 months) ?
Which do you find more useful; kaizen events, weekly improvement projects, just-do-it?
What has to be done to make sure these improvement are sustained and we don’t go back to the old ways?
Do most people in your area feel they are involved in improvement or is it just a few?
Can you tell me about an improvement project you worked on? How did you do it and how did it help?
Where do improvement ideas come from?

Suppose one of your staff answered “I wish you’d back me up more
when I make decisions.” What would your reaction be?
How would you feel?
How would you respond?

QUESTIONS SAMPLE ANSWERS
What do you need to do to understand the

work from a customer’s perspective?
In broad terms, what are the 3 key questions to

focus on your gemba walk?
Why is it necessary to talk to customers as well

as staff about what they want?
What are the important themes you would want to

focus on?
Overall, what will you achieve by asking questions at

each of these steps?
Define waste
What kind of questions can you ask that will identify

the where and when problems occur?
Why is the supplementary question “how do

you know?” so important?

Effective Listening
Read these phrases and decide how you Always Mostly

Some
Never
Times
personally rate on these issues
Concentrate on what is being said even if you are not
interested?
Assume you know what the speaker is going to say and stop
listening?
Repeat in your own words what the speaker has just said?
Listen to the other person’s viewpoint even if it differs from
yours?
Form a picture in your mind while the speaker is talking?
Give the appearance of being an effective listener when you
are not listening to a word that’s being said?
Daydream sometimes when the speaker is talking?
Look at the person who is speaking?
Concentrate on the speaker’s meaning rather than on
mannerisms or on how he or she looks?
Know which words and phrases tend to make you
emotional?
Plan the best time to say what you have to say?
Allow the speaker to vent negative feelings toward you
without becoming defensive?
Listen without judging or criticizing?

SUGGESTED ANSWERS
The Purpose of Gemba Walking
The purpose of Gemba Walking is to lead learning and performance improvement.
To achieve this purpose you need to understand what is happening in the processes today and
why before making changes. Gemba Walking will enable you to:
- Get good data about the what & why of current performance
- Determine the most effective routes to performance improvement
- Take measures to ensure that performance improvement is continuous
- Take your people with you as you lead change
Managers in successful organisations, recognise that their role is not to command and control
but to support their workforce and make it easier for them to do better work. They know that
they have no other valid purpose as managers.

SUMMARY QUESTIONS #1
QUESTIONS ANSWERS
What is the purpose of gemba walking? To lead learning and performance improvement.
What will Gemba walking enable you to do? Get good data about the “what & why” of current performance
Determine the most effective routes to performance improvement
Take measures to ensure that performance improvement is continuous

and sustained
Take your people with you as you lead change
Why can’t you get the same results by calling Because your understanding will be much greater if you can see and
people into the office to discuss how the work is experience things for yourself, standing alongside your front line staff.
going? Meetings only give you part of the picture and it is easy to put your own
interpretation on what is said to you.
Why is it important to speak to people in the Because the front line staff are best placed to know what is currently
front line rather than their supervisors and other happening. They are in daily contact with the work.
managers?
Why is gemba walking important for all levels of Because all have responsibility for a given area of the organisation, and
management? no matter how senior they are, that will include front line staff who are
dealing with day to day matters which affect the customer in some way.
No manager however junior or senior can truly understand how well the
organisation works without experiencing it at first hand.
When managing your time and reviewing your Distinguish between what is urgent and what is important.
calendar, how will you prioritise activities?
Schedule time to do things that are important but not urgent.
Question whether you need to do things that are urgent but not
important and where appropriate delegate.

Who should be doing Gemba Walking?
Whatever your level of management, you are responsible for your part of the system and
the only place you will find evidence of how well it is working is on the shop floor or in
the front office.
Why?
This is the only way of understanding what is happening in your area of responsibility,
and the only way to create continuous improvement is for everyone to understand the
issues and focus on daily, weekly, and monthly improvement.
If you are a senior manager, what effect do you think your Gemba Walking will have on your
junior managers?
Many senior managers are wary of undermining the authority of junior managers so
they think they must keep their distance, but still, the only place they will find out what
is happening is in the front line.
How might you overcome any problems?
If you are a senior manager you have the added responsibility of sharing what you have
learned with your junior managers and offering them help in resolving any issues. You
will need to spend additional time preparing to Manage by Walking Around, talking to
the managers who are between you and the front line in the hierarchy. They must know
you are there to help and that anything you discover will be used in a positive way to help
them and the system to develop.
Supervisors and managers whose place in the hierarchy is between you and the front line
staff will of course need to be kept fully in the picture and involved in the collection of
information, if possible. One of your aims is to persuade them of the value of managing
in the same way. This is leadership by example.
If you are a junior manager, how would you react if your own manager spent time Gemba
Walking and talking with your staff?

Suppose one of your staff answered “I wish you’d back me up more
when I make decisions.” What would your reaction be?
How would you feel?
How would you respond?
You may feel defensive, resentful, hurt, angry, dismissive, or you may be interested
enough to want to learn from the comment. If so, you might reply: “I’m sorry if I’m not
giving you the support you need. Give me some examples of what you mean and we’ll
look at what happened.”
There may well have been good reasons why you did not back decisions but your task is
to ensure that in future your staff understands these reasons. It may be that the person
needs some coaching from you to enable them to make better quality decisions
themselves, or perhaps they are not receiving the right information to make decisions.
Either way, you can agree on steps to be taken for the future.
Your tone of voice will be important. Reply in a calm, adult way avoiding aggression or
sarcasm.
QUESTIONS SAMPLE ANSWERS
What do you need to do to understand the Walk the process and understand the flow
work from a customer’s perspective? from end to end, from the customer back to
the customer
In broad terms, what are the 3 key questions to How well do we serve our customers?
focus on your gemba walk? How well do our processes work?
What system conditions help or hinder improvement?
Why is it necessary to talk to customers as well The best people to tell you what customers
as staff about what they want? want from your organisation are the customers
themselves, because even front line staff
cannot know everything about customers f
needs.
What are the important themes you would want to . Purpose of the process
focus on? . Customers needs

. Capability of the process
. Process performance / efficiency
. System conditions
. Management thinking
. Making improvement
Overall, what will you achieve by asking questions at An understanding of the “what and why” of current
each of these steps? performance, how well the process is working, how
efficient it is and where the waste is.
Define waste . Spending time doing things which have not

been done right the first time.
. Duplication of effort
. Doing things that add no value
What kind of questions can you ask that will identify Questions which pin down the nature of the problem
the where and when problems occur? by looking for patterns e.g. which brands of goods are
wrongly delivered and how often it happens. These
questions are important because they enable you to
check that the issues are real and not mere
supposition.
Why is the supplementary question “how do Because when asking type and frequency
you know?” so important? questions you are looking for facts, not just
opinions, although they may be a starting
point. It may be necessary to do some
research e.g. keeping a note of the number of
times a particular brand of goods is wrongly
delivered to see if an opinion is correct.


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1) WHY IS GEMBA WALKING EFFECTIVE GEMBA WALKS 3) MORE ABOUT PURPOSE

ESSENTIAL TO LEAN? 2) PURPOSE OF GEMBA WALKING SUPPORT THE ONLY VALID

7) FORUMULATE QUESTIONS YOUR SELF

Copyright © 2010 BMA Inc. information@maskell.com +1 (609) 239.1080 www.maskell.com

Copyright © 2010 BMA Inc. information@maskell.com +1 (609) 239.1080 www.maskell.com

What is the Purpose of Gemba Walking?

What sort of reaction would you get from the staff?

© Copyright BMA Inc. 2009 GEMBA WALKING

Management & Administration Customer Contact

Attending meetings % Face-to-Face %

Sending & reading memos & reports % On the phone %

Sending & receiving emails % Email or letters %

General paperwork & admin % Working on the Processes

Solving system problems. Ensuring the

Writing & reading reports % Kaizen and continuous improvement projects %

Listening to and understanding what happens

Removing barriers that are preventing staff

% Walking the job to listen and understand. %

© Copyright BMA Inc. 2009 GEMBA WALKING

Can these be safely delegated? You should probably do them yourself

LOW Important HIGH

Activities that are urgent but not important.

How many activities are neither urgent nor important? Why

What are you not going to do?

What are you going to do instead?

© Copyright BMA Inc. 2009 GEMBA WALKING

What is the purpose of gemba walking?

What will gemba walking enable you to do?

Why can’t you get the same results by

Why is it important to speak to people in

Why is gemba walking important for all

When managing your time and reviewing

© Copyright BMA Inc. 2009 GEMBA WALKING

Who should be doing Gemba Walking?

How might you overcome any problems?

© Copyright BMA Inc. 2009 GEMBA WALKING

How would you plan to get started with Gemba Walking?

Who, How, When, Where?

Examples of Theme and Cue Questions

The purpose of the process?

What do you see as the purpose of the organization?

How does your job fit into the process?

What does the achievement of the purpose look like?

How well are we doing on this?

How do you know if you are getting better or worse?

© Copyright BMA Inc. 2009 GEMBA WALKING

What matters to your customers?

How do we know this?

How could we learn more about what matters to the customers?

What different kinds of demands do the customer have?

What matters to th customers with respect to these differeing demands

Does what matters to the customers differ by different types of demand?

What is our level of capability of meeting our customers' needs?

How do you keep track of our performance?

What is the acceptable level of service to the customers?

Which services are more often late than others?

How often does this problem occur?

What kind of failures do you see occurring most often?

Which problems take the longest to deal with and resolve?

Which things go regularly and predictably wrong? How often?

Efficiency of the Process

Why do we do it this way?

Who else is involved in getting this completed? Why?

How many handovers are there?