Gemba Walk (PowerPoint PPTX)

The Gemba Walk is a powerful Lean management tool that has its origins in Toyota's manufacturing processes. Gemba refers to the actual place where value is created, and a Gemba Walk involves leaders visiting the front lines to gain first-hand knowledge of how products are built, services are provided, and current challenges and opportunities for improvement. The goal is to examine the current state of a particular process by observing it in action at the place where it occurs.

The main purpose of a Gemba Walk is to obtain first-hand knowledge of how work is actually done and to see the gap between how processes look on paper and how they are executed in real life. This provides a fresh set of eyes that can identify opportunities for improvement that may have been missed by management.

The Gemba Walk involves leaders and managers spending time on the front lines of their organization, where value is created. This practice helps leaders understand how their processes work and where they can make improvements to enhance efficiency, quality, and safety. The Gemba Walk follows four key steps, which are critical to its success

In this Gemba Walk PPT presentation, you will learn what Gemba Walk is, and why it is important for leaders to conduct the practice regularly and correctly. It will also explain the four critical steps of the Gemba Walk and provide tips for observing. Additionally, it will cover how to implement a successful Gemba Walk, including the importance of selecting a theme, questioning supervisors, and writing a memo. Finally, the presentation will provide keys to successful Gemba Walks, such as keeping an open mind, going at different times and days, and walking with a cross-functional team. By following the steps in this presentation, leaders can gain a deep understanding of their processes and value streams, identify opportunities for improvement, and drive a culture of continuous improvement in their organization.

LEARNING OBJECTIVES

1. Understand the concept and importance of Gemba Walk and how it differs from management by walking around.
2. Recognize the objective of a Gemba Walk and the three keys to Lean Leadership: Go See, Ask Why, Show Respect.
3. Learn the four steps to Gemba success and the don'ts of Gemba Walks.
4. Comprehend the 3 MUs (Muda, Mura, and Muri), their explanations, approaches, and how seeing them can help develop Kaizen Eyes.
5. Develop the ability to see opportunities for improvement and ways to develop Kaizen Eyes.
6. Implement and conduct successful Gemba Walks, including asking good questions during post-walk reflection, focusing on the right areas, and observing effectively.
7. Start and prepare for Gemba Walks, including tips for observing and keys to success.

CONTENTS

1. Introduction to Gemba Walk
•  What is Gemba?
•  Why Gemba?
•  What is a Gemba Walk?
•  Difference Between Gemba Walks and Management By Walking Around
•  What Gemba Walk is Not
•  Why Gemba Walk?
•  Who's Doing It?
•  Three Keys to Lean Leadership
•  Go See, Ask Why, Show Respect
•  Objective of Gemba Walk
•  Your Approach is Key

2. The 4 Steps of Gemba Walk
•  Gemba Walk: Four Steps to Gemba Success
•  Step 1 – Know Your Purpose
•  Step 2 – Know Your Gemba
•  Step 3 – Observe the Framework
•  Step 4 – Validate
•  Gemba Walk – Don'ts

3. The 3 MUs: Muda, Mura and Muri
•  What are the 3 MUs?
•  Explanation of the 3 MUs
•  Approach for the 3 MUs
•  What is Muda (Waste)?
•  What is Mura (Unevenness)?
•  What is Muri (Overburden)?
•  How Seeing the 3 MUs Helps our Kaizen Eyes

4. Kaizen Eyes: Ability to See Opportunities for Improvement
•  Ways to Develop Kaizen Eyes

5. Taking the Gemba Walk
•  Implementing the Gemba Walk
•  Good Questions to Ask During a Post-walk Refection
•  Focal Points
•  Tips for Observing
•  Keys to Successful Gemba Walks
•  Getting Started

This presentation emphasizes the importance of understanding the actual work environment and identifying inefficiencies. It provides a structured approach to observing and analyzing processes, ensuring leaders can make informed decisions.