We have all heard the expression management by walking around (MBWA), managers walking around their departments or senior executives wandering around the organizations chatting with staff in an attempt to bring a more friendly and congenial atmosphere to the organization. This is done with the hope that this will result in improved performance and more positive outcomes. Unfortunately, it rarely has the desired effect. The reason is that there is no structure or purpose to MBWA.
Gemba walks are entirely different. They are regular, structured visits that examine goals, progress, results, countermeasures and celebrate success all within a limited time frame.
However, the expression gemba walks cover a myriad of similar but different activities. It describes someone creating a process map or value stream map from observing the work being done. It describes a team evaluating a process as the process occurs in an attempt to make improvements. It describes senior executives or managers visiting departments on a regular basis to be briefed on the activities captured on the departmental gemba board. In this post, we will focus on the latter.
In LEAN organizations, senior leadership makes a commitment to gemba walk every day. It is a permanently blocked out appointment on their calendars. They visit all departments as a group to attend the huddles around the gemba board. In larger organizations it is impossible to visit every department, a visit schedule is set up so every department is visited on a regular basis.
The briefing covers everything on the gemba board. The same briefing pattern around the board is followed in every department. Consistency throughout the organization is the key. Any employee should be able to go to any department, look at the gemba bird and know immediately how the department is doing. The briefing is not done by the department manager. The briefing is done, on a rotating basis by front line staff. They should be prepared to newer any questions by attendees, including the CEO. Staff should be trained and coached but the department anger. As time passes staff become more confident in their role. They understand that they are ones who understand the work. They come to realize they are the experts in what they do. They strive for excellence and finding better ways to serve their customers. They look for ways to save time and money.
This occurs when we become LEAN. Although LEAN is not an official acronym, in our company it stands for Leveraging Empowerment and Accountability Now. That’s what happens when we become LEAN.