How do you make sure that you are solving actual problems and not running around in circles? Many years ago, the Japanese came out with a certain concept. When a young engineer reported to work, he would be sent to the shop floor and asked to spend the whole day observing the process from the quality aspects, the safety, and even the efficiency. He would then be tasked to report his findings, and what he believes factually to be the appropriate solution. This turned out to be called “being sent to the Gemba.” In Swahili, we often say; ‘kwa ground things are different.’ It’s time for managers to get back to the ground.
The Japanese learned early enough that there was only one way their industries would beat their American counterparts. They had to first and foremost, avoid illusions, avoid guesswork and work on the real problems. That, the only way to solve a problem, and fully understand how something works, one had to go to the exact point where the problem was happening and gather actual facts about the problem. That’s what Gemba is all about. Today, Gemba has been popularized by one deep slogan; “get back to the shop floor.” All the magic happens on the shop floor.
The three reals or 3G in Engineering require that;
1. Go to the Real Place or shop floor (Gemba)
2. Observe the Real Thing, machine, product or process (Gembutsu)
3. Gather Real Facts and data (Genjitsu)
So Gemba has been the fundamental starting point for all Kaizen oriented improvements. For starters, Kaizen put to its basics implies continuous improvement. The more you are on the Shop Floor, the less time will be spent on meetings, as people will be dealing with the actual problems, finding actual solutions and working around sustainability of those solutions.
Just as News reporters cut their mark by reporting from the actual scene aka the Gemba, it’s time Engineers, and Managers adopted the same philosophy. Get down to the Gemba, that’s where the results are created from.
Toyota popularized the three reals through its Toyota way of Lean Manufacturing. And most importantly was their Gemba walk that required all managers to have Gemba walks every morning. The main motive for the Gemba Walks was for management to continuously open their eyes to all forms of waste (Muda) on a daily basis. In the Gemba walk, you simply “Go, Look and See.” What do you actually see? You observe the Value stream of your process. It is amazing what always comes out of those Gemba Walks. It could be a safety hazard, it could be a much needed design improvement, it could be a certain better way of doing things. If everyone consistently carries out their own Gemba walks, be it in marketing, in advertising, in medical practice, they will soon clear their eyes of the blind-fold.