Más contenido relacionado Más de Flevy.com Best Practices (20) Gemba Walk2. © Operational Excellence Consulting. All rights reserved.
Introduction to
Gemba WalkThis document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
3. © Operational Excellence Consulting. All rights reserved. 7
What Gemba Is NOT
• Walking around without a purpose
• An opportunity to find fault in others
• A time for solving problems and making changes
• Participating or observing a daily or tier
management meeting
• One place that is not “Gemba” is a manager’s
desk
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
4. © Operational Excellence Consulting. All rights reserved. 10
What is the Gemba Walk?
• In business, Gemba refers to the place where
value is created and the general notion is that
the best improvement ideas will come simply
from going to the Gemba (’bottom-up’ vs. ‘top-
down’)
• The ‘Gemba Walk’ is an activity that takes
management to the front lines to look for waste
and opportunities
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
5. © Operational Excellence Consulting. All rights reserved. 13
Who’s Doing It?
Bob Nardelli – CEO Home Depot
“There was a perception that I was going out to catch
people,” he says. “Over time they understand that I just
want to see it like a customer. I can do my job better if I
have firsthand exposure to the good, the bad and the
ugly.”
Michael Dell – Chairman Dell Computer
“Michael Dell was known for popping in, unannounced
and without an entourage, at the factories in Austin. He
would just walk around, look, and listen to people.”
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
6. © Operational Excellence Consulting. All rights reserved. 16
Your Approach is Key
Before you go to the Gemba you have to know
how to approach the Gemba:
• The observer must have a deep interest in
understanding what is really going on
• Leave all assumptions and opinions at the officeThis document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
7. © Operational Excellence Consulting. All rights reserved. 19
Going to the Gemba: 4 Steps to
Gemba Success
1.
Know Your
Purpose
2.
Know Your
Gemba
3.
Observe
the
Framework
4.
Validate
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
8. © Operational Excellence Consulting. All rights reserved. 22
Know Your Gemba
• Calling your factory floor “your” Gemba is
limiting your ability to improve
• The Gemba is wherever the activity is performed
that you are trying to understand and improve
• Each organization has it’s own unique points of
activity
• Each point is a new GembaThis document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
9. © Operational Excellence Consulting. All rights reserved. 25
Observe the Framework
• Observe the environment and the 5M’s (man,
machines, materials, etc.) along the value stream
ManMan
MeasurementsMeasurements
MethodsMethods
MachinesMachines
MaterialsMaterials
Operational + Materials StandardsOperational + Materials Standards
NVA = Muda + Mura + MuriNVA = Muda + Mura + Muri
5S = Housekeeping Discipline5S = Housekeeping Discipline
QualityQuality
DeliveryDelivery
CostCost
S
DC
A
P
DC
A
InputInput ProcessProcess OutputOutput
Source: Gemba Kaizen by Massaki Imai
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
10. © Operational Excellence Consulting. All rights reserved. 28
Go to the Gemba – DON’Ts
• Don’t come preoccupied
• Don’t come having already
decided
• Don’t come to lecture
• Don’t come to get it off the list
• Don’t come holding your
nose
• Don’t come as a wolf
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
11. © Operational Excellence Consulting. All rights reserved. 31
The Three MUs
• In this way of thinking about waste, the goal is to
achieve a condition where capacity and load are
about equal
• In other words, there are just the right amount of
workers and materials and machines to make
just the right amount of product that is being
ordered and deliver it on time to the customer
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
12. © Operational Excellence Consulting. All rights reserved. 34
Approach for the 3 MU’s
• By focusing improvement activities on
eliminating the non-value-added activities
throughout the production process, and on
establishing production flow, balance is naturally
achieved between capacity and load.
Capacity
= Load
Capacity
> Load
Capacity
< Load
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
13. © Operational Excellence Consulting. All rights reserved. 37
Mura Looks Like
Bumpy
Lumpy
SpikyUnequal
Peak & Valley Up & Down
Un-Level Stop & Start
Unevenness
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
14. © Operational Excellence Consulting. All rights reserved. 40
How Seeing The 3 MUs Helps Our
“Kaizen Eyes”
• Improves pattern recognition of issues
• Provides lens to observe processes through
• Gives routine for practicing our skills of
observation
• Fosters a language to communicate opportunities
• Develops a holistic way to think about processes
• Prevents trade-offs between the ill-effects of the 3
M’s
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
15. © Operational Excellence Consulting. All rights reserved. 43
Observing takes…
• Time
• Effort
• Patience
• Practice
• HumilityThis document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
16. © Operational Excellence Consulting. All rights reserved. 46
Ways to Develop “Kaizen Eyes” 3
33. Start to Kaizen something
34. Join an improvement team
35. Create a poka-yoke
36. Brainstorm possibilities
37. Study other Kaizens
38. Collect examples of
improvements from all parts
of life
39. Practice at home
40. Teach to a child
41. Take something apart
42. Do a walkthrough with
someone else
43. Study problem solving
44. Quiz suppliers
45. Listen to customers
46. What would you do with
unlimited budget?
47. Search help forums
48. Create a checklist
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
17. © Operational Excellence Consulting. All rights reserved. 49
Example
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
18. © Operational Excellence Consulting. All rights reserved. 52
What is the Process?
Look for:
• Standard Processes
• Expected State
• Variation to Expected State
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
19. © Operational Excellence Consulting. All rights reserved. 55
What is Not Being Maintained?
Look for:
• Checklists to Review
• State of Equipment
• Housekeeping of Work Area
• Pace and Flow of Process
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
20. © Operational Excellence Consulting. All rights reserved. 58
What is Not Documented?
Look for:
• Process Steps that are
Not Documented or Not
Updated
• Missing Standard Work
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
21. © Operational Excellence Consulting. All rights reserved. 61
What is Creating Strain (Muri)?
Look for:
• Poor Ergonomics
• Overburdening Activity
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
22. © Operational Excellence Consulting. All rights reserved. 64
Getting Started
• Find a process or value stream to review
• Review the observation tips
• Practice seeing the 3 MUs around us
• Observe the process/value stream and share
what you have learned
• Choose something to Kaizen
• Perform the Kaizen
• Follow up to see that progress is being made
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/gemba-walk-543
23. 1
Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Financial Models to
PowerPoint Templates.
Flevy was founded under the principle that
companies waste a lot of time and money
recreating the same foundational business
documents. Our vision is for Flevy to
become a comprehensive knowledge base
of business documents. All organizations,
from startups to large enterprises, can use
Flevy— whether it's to jumpstart projects, to
find reference or comparison materials, or
just to learn.
Contact Us
Please contact us with any questions you may have
about our company.
• General Inquiries
support@flevy.com
• Media/PR
press@flevy.com
• Billing
billing@flevy.com