Gemba Walk Vs. Management By Walking Around (MBWA)
Eldon Kao
A lot of organizations will pride themselves on the interaction/communication level between management and staff. The prime example is management oversight of staff from the floor level where the work is being performed. However, the benefits of this activity are greatly dependent on how well the walk is defined. This is what separates the Gemba Walk from Management By Walking Around (MBWA). It may not seem necessary but effective walking requires training and practice.
At its core, the effectiveness of MBWA is simply based on having an authority figure exercise their power by watching staff and being available to remedy issues. This is an unstructured approach that at best provides a direct avenue for employees to present management with concerns and at worst is little more than intermittent supervision.
Gemba on the other hand, is focused on observing the process from a lean perspective. It should be a standard practice that is performed with the same vigor regardless of who performs the task. Without proper structure and practice, it is difficult to yield any worthy insight. It is important to understand how processes are implemented in real life to make management decisions as things do not always go according to plan. The following are a few tips to keep in mind for your Gemba Walk:
Prepare – Don’t fly in blind through a Gemba Walk. Pick an area of focus for each walk and you should get a better return. Before you go on your walk, brief yourself on the pertinent procedures, contacts, and recent changes. Use your Gemba Walk to see if all the information you’ve gathered reconciles.
Keep it Casual – You want avoid added stress and having a negative impact on work culture through your Gemba Walk. Remind employees that their personal performance is not on trial and the purpose of the walk is to make observations on the overall process and to make improvements. Engage employees/Subject Matter Experts and ask for input.
Learn not Teach – Your primary goal is to get a deeper understanding of the process. The people closest to the work should always be the Subject Matter Expert. This work is always changing/evolving and you should seek to understand before looking for solutions.
Coach not Command – If you observe a deviation from procedure, make an effort to discover what the underlying cause is and challenge employees to think of solutions. This gives employees opportunity to lead and share their expertise. Employees should feel empowered to change their work setting and to give improvement recommendations. You should think about implementing long term solutions after you have collected all your data from your Gemba Walk.
Slow it Down – Your Gemba Walk should not be a leisurely stroll, make sure you give yourself enough time to really observe a process. Gemba Walking is not simply walking through the area. Make sure to keep in mind the 7 wastes during your walk and you would be surprised how much opportunity there is.
Follow Up – This one is often overlooked. Follow up to keep a good rapport with employees and to check up on any actions that were implemented. Feedback is important and should guide further changes.
As you can see, there is more nuance to Gemba Walking than just walking around. Make sure to keep the above in mind and the right changes will follow.
Discussion
What did I miss? Do you have any other tips that have helped you on your Gemba Walks?