Let's Take a Gemba Walk
Decompressing now from last week's Lean Transformation Summit in Dallas, there is much to reflect upon. We heard from four companies and experienced six learning sessions to explore the frontiers and fundamentals of lean transformation. And it is always exciting to get together with 440 like-minded, lean-thinking individuals.
Apologies again to the many of you weren't able to attend since the event sold out so early. You should know, however, we do not plan to expand the size of the event in the future. We want to continue to limit it to a relatively intimate size to enable and encourage interaction, dialogue, debate, networking, and casual socializing.
I do have good news for those of you who missed the event. One highlight was the debut of Jim Womack's new book, Gemba Walks, which is now available to you.
Many have asked what Jim has been up to since stepping down as CEO of LEI. The answer is that Jim has remained as busy as ever and, what's more, now his letters are back, in different form. In Gemba Walks, Jim compiles many of his eLetters, written between 2001 and 2011. Gemba Walks is more than a mere compilation, however, with some new content and new commentary for each letter, edited and grouped by topic. As a reader, I can tell you that the experience of reading the letters in this new context is surprising, refreshing, enlightening, and, well, fun. It's always an enjoyable romp to join Jim on a walk through a gemba and Gemba Walks provides the next best thing to being there.
These three principles of lean leadership are well-known: Go see, ask why, and show respect. You know that to "go see" is fundamental to all lean thinking and acting. But, what does that actually mean? How do we go see?"
Gemba Walks reveals how Jim's thinking has evolved over time as a result of observing what happens as lean has taken root in companies around the world over time. New successes lead inevitably to new, and better problems, for lean practitioners. This book documents how companies are continuing to press forward.
In my foreword, I recall the first time I had a chance to visit a gemba with Jim, when I was still a Toyota employee:
"The first time I walked a gemba with Jim was on the plant floor of a Toyota supplier. Jim was already famous as the lead author of The Machine That Changed the World; I was the senior American manager at the Toyota Supplier Support Center. My Toyota colleagues and I were a bit nervous about showing our early efforts of implementing TPS at North American companies to "Dr. James P. Womack." We had no idea of what to expect from this famous academic researcher.
"My boss was one of Toyota's top TPS experts, Mr. Hajime Ohba. We rented a small airplane for the week so we could make the most of our time, walking the gemba of as many worksites as possible. As we entered the first supplier, walking through the shipping area, Mr. Ohba and I were taken aback as Jim immediately observed a work action that spurred a probing question. The supplier was producing components for several Toyota factories. They were preparing to ship the exact same component to two different destinations. Jim immediately noticed something curious. Furrowing his brow while confirming that the component in question was indeed exactly the same in each container, Jim asked why parts headed to Ontario were packed in small returnable containers, yet the same components to be shipped to California were in a large corrugated box. This was not the type of observation we expected of an academic visitor in 1993.
"Container size and configuration was the kind of simple (and seemingly trivial) matter that usually eluded scrutiny, but that could in reality cause unintended and highly unwanted consequences. It was exactly the kind of detail that we were encouraging our suppliers to focus on. In fact, at this supplier in particular, the different container configurations had recently been highlighted as a problem. And, in this case, the fault of the problem was not with the supplier but with the customer - Toyota! Different requirements from different worksites caused the supplier to pack off the production line in varying quantities (causing unnecessary variations in production runs), to prepare and hold varying packaging materials (costing money and floor space), and ultimately resulted in fluctuations in shipping and, therefore, production requirements. The trivial matter wasn't as trivial as it seemed.
"We had not been on the floor two minutes when Jim raised this question. Most visitors would have been focused on the product, the technology, the scale of the operation, etc. Ohba-san looked at me and smiled, to say, 'This might be fun.'" (Click here for a free pdf of the complete foreword.)
Fun it has been. Challenging it has been, too, but always full of learning. Fun and challenging learning it will no doubt continue to be.
I am often asked what book to recommend to start someone down the lean path. From now on, Gemba Walks will be that book. With an overview of tools and theory told through stories and explorations of real events, Gemba Walks invites readers to tackle problems on an immediate and personal level. In so doing, it gives courage for beginners to get started. And for veterans to keep going.
Chairman and CEO
Lean Enterprise Institute, Inc.
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One of the hallmarks of a successfully executed A3 process is that it is a collaborative activity--a learning process for everyone involved: for learner and teacher, senpai and kohai, sensei and deshi, say authors Isao Yoshino and John Shook. Here's the first of two articles tracing the development of A3 thinking at Toyota.