Question

So many Japanese terms - for principles, for tools, for ways of thinking. This one, gemba, has been mentioned several times in The Toyota Way. Principle 12 (Chap 18) describes this in some depth. A great deal has been written on gemba. Here is one thread in a lean forum at www.lean.org that discusses gemba - and more specifically gemba checklists. Read through the forum. Download and check out the example file: "Gemba Walk Management Checklist.doc" from Michael Thelen. Evaluate at least one section of this checklist (e.g., Shipping) - how does it support which The Toyota Way principles? where does it conflict with the principles?

Answer 1

Gemba is a Japenese term. It means "the real place". It means the place where value is being created. Gemba also means the factory floor. Gemba walk is done to ensure smooth functioning of working floor.

It is different from normal managment walk. It is more planned and more structured. There are various checklists associated with Gemba walk. These are as following:-

1. What are the current projects of working?

2. Is there any formerly established methodology to perform the the tasks of current project?

3. Does established methodology has any problem?

4. If problem is there, why it is so?

5. How the problem can be solved?

6. What are the root cause of existing problem?

7. Who is the person to contact in case of arising of problem?

Toyota way is a set of 14 principle. These principles are there for smooth functioning of the organisation. These principles are:-

1. Management decisions should be based on long term philosophy.

2. Process flow should be continuous.

3. Overproduction must avoided.

4. Waiting should be eliminated.

5. Culture of rewrok must be avoided.

6. Employee empowerment is necessary.

7. Problems should not be hidden.

8. Reliable technologies should be avoided.

9. Philosophical thoughts must be conveyed from leaders to employee.

10. Team building is necessary.

11.Partners and suppliers must be respected.

12. Each situation should be completely understood.

13. Decisions should be made through consensus.

14. Continuous improvement must be there.

Both Gemba way checklist and Toyota way mainly focus on problem identification. Problem identification is necessary in any process. If we know the root cause of any problem then prior precautionary steps can easily be taken for maintaining a smooth production line which is free of anarchy.

Toyota way talks about long term philosophy while Gemba mainly talks about production at manufacturing floor. Gemba mailny talks about present scenarios but Toyota ways seem to be more concerned about futuristic goals. Both are right at their own place but with certain specific terms and conditions.