Gemba Walk Checklist

Permalink   |   1 Comment   |   Post a Comment   |  

(Jim responds to a question from an attendee at the June 23, 2011, webinar on gemba walking):

Q: “Do you find it easier to complete your Gemba Walk if you have a pre-defined form to take with you on the walk?

A:This is an issue of your objective and your experience.

When I am taking a walk at a new organization to look at the big picture for the first time, my objective is to ask big questions about (1) the purpose of the value stream selected for our walk, (2) the steps the value stream follows and how well these steps are addressing the purpose, and (3) the engagement of the people. Given my years of experience, I don’t need a detailed check list (or a map) for this type of walk. Instead I try to grasp the big picture by asking a few simple questions: “What is the purpose of this process?” “Who is responsible for it?” [See my column of July 6 for further thoughts on responsibility.] “Is this process achieving its purpose and, if not, in what ways is it failing?” “What are the causes of these failures?” “How are the people touching the process consulted and engaged in improvement?” For this type of initial walk a loose structure and the opportunity to follow every question wherever it leads is actually very useful in uncovering problems just below the surface.

However, when my gemba walk has a more technical focus and I am trying to share methods with managers inexperienced in gemba walking, I find that a check list of more detailed questions can be very useful. I provide an example of the list I often use in my essay “Taking a Value Stream Walk at Firm A” in my Gemba Walks book. (You can also get this essay from the LEI website . The date of this essay is March 12, 2003.)

But the best answer to this question is the answer that works for you in your organization. If you need a check list, develop one. But make sure its development is a shared task and that there is general agreement on how and when to use it.

Visit the Gemba Walks book page to learn what topics Jim covers, from the practical to the provocative.

1 Comments | Post a Comment
Joseph September 3, 2011
     I agree that the first review needs only to assess the state of the nation.
     I have visited many plants and my back ground in industrial engineering tells me that you can quickly assess the state of a Gemba be seeing how people heads bob up and down.
     Ballanced work loads is a good indicator of a tidy ship. Control of inventory shows that people have some idea how a plant should be run.
     There are non so blind as those that will not see.
     Part of the problem is that consultants will not walk away until a plant is showing some willing to help themselves.
Other Jim Womack Related Content



  • Join the Conversation and Stop the Rework
    In the spring of 1997, as I was starting the nonprofit Lean Enterprise Institute, I visited a company that I hoped would be a founding sponsor. I explained to the senior leadership that a lean enterprise was far more than a brilliant production organization, as had they assumed. It was also a brilliant product development organization including a brilliant production process design team.
  • The Gift of Yokoten
    In this article originally published in Planet Lean, after a visit to Goshen, Indiana, Jim Womack shared thoughts on the gift of lean thinking and the obligation that individuals learning this way of thinking feel about sharing what they've learned with others.
  • The Escalator of Issues
    A daily management system with daily performance metrics gives caregivers the sense that managers are really paying attention, that problems really are being addressed, and that over time this will mean stability and a lower level of stress for all staff, says Jim Womack.