Gemba Walk Checklist

7/13/2011
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.

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
Jim.
     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

Books

Articles

  • Purpose, Process, People
    When evaluating your lean efforts, Jim Womack suggests that you examine your purpose first of all, and then your process and then your people.
  • Create Constancy of Purpose
    Looking back on the admirable work of two lean leaders who established constancy of purpose, Jim Womack asks: what would have happened to the world economy if every plant manager and controller had had their constancy of purpose to completely transform an entire management and business system?
  • Bad People or A Bad Process?
    Standing in a nightmare of a line at the airport prompted Jim Womack to reflect on this problem, and conclude that this was indeed a case of a very bad process rather than any random bad person.

Webinars