Category Archives: Waste

Identify Waste by Going to Gemba

identifying waste

As you may know, “Genba,” which has been popularized as “Gemba,” is a Japanese word meaning “the real place.”

The word is widely used in Japan, where detectives frequently refer to a crime scene as genba, and Japanese TV reporters often refer to themselves as reporting from genba/gemba.

In the business realm, gemba refers to the place where work is done and value created. For example, in manufacturing gemba is typically the factory floor, but looking further afield it can be any location — a construction site,
administrative office, or sales bullpen — where the actual work is being done.

When it comes to Continuous Improvement, problems are most visible in these areas, and the best improvement ideas will come from going to gemba. If your objective is to identify waste, there is no substitute for ‘going to the work’ and there are things that can only be learned by going there and watching the work with a purpose.

Thus a gemba walk, or waste walk, is an activity that takes management and other stakeholders to the front lines to look for waste and opportunities for improvement; to observe the work where the work is being done, and to identify what goes wrong or could go wrong, how often it does or could go wrong, and the associated consequences. The waste walk is designed to help everyone understand the value stream and its problems; it is not to review results and make superficial comments.

Aside from identifying waste and the specific gains made during waste walks, there are also higher-level benefits associated with the practice:

  • Engagement: Since people at all levels are involved, and since the waste walks have proved to be an effective method of detecting hard-to-identify problems as well as solutions which improve both productivity and day-to-day quality of work life, a noticeable increase in workforce engagement is a common by-product. People like it when problems they have known about for a long time are finally solved!
  • Trust: Company leaders are able to establish greater levels of trust with the people closest to the work, by showing interest and seeking the opinions and input of those doing the work.
  • Learn the Truth: Going to gemba enables leaders to identify reality versus what they think (or hope) is happening. Waste walks help leaders to question their assumptions as well.
  • Better Ideas: When the people who are doing the work or executing the process every day start talking, thinking and feeling empowered, the ideas really flow…
  • Ask the Right Questions: as suggested in an earlier post, questions are often the “answer” to making breakthrough improvements. However, the quality of those questions is the key! Getting the data and seeing it for the first time based on direct observation is powerful; and then if you can get customers, suppliers and company personnel working through the chain, the quality of questions that surface promote more innovative and accurate solutions.
  • Improvement vs. Habit-forming Execution: The combination of fresh eyes, diverse perspective, amnesty, and a collective, sincere interest to eliminate waste and continually improve the work process tends to bring about real, often outside-of-the-box solutions; true Improvement versus dong things the same way.

The Case of Improvement v. Waste

waste

Former Red Sox star Ted Williams is considered the greatest hitter in baseball… His .406 batting average for the 1941 season is legendary, and he finished his playing career with a .344 overall average, 521 home runs, and a 0.482 on-base percentage — the highest of all time.

A newspaper reporter once said to Ted, “Gee Mr. Williams, you’re the best batter the game has ever seen — you must be a great student of hitting.”

Ted replied, “No sir, I’m a great student of pitching!”

Just as there is a difference between focusing on hitting versus pitching in baseball, there is a big difference between focusing on “improvement” versus “waste” in the Continuous Improvement arena.

As many CI leaders know, and as Ted Williams knew, seeking solutions to the latter in both of these instances is the key to achieving breakthrough results in the former.

In other words, it’s the understanding of what waste is and how to search for it, that makes all the difference. In fact, if your implementation of Continuous Improvement is simply to look for ideas for improvement, you will follow a road of diminishing returns. But if you search for WASTE, regardless of whether you already have a solution, you can delve into the underlying causes to make truly important improvements. And with each
significant transformation, new opportunities will come into view. Recognizing waste is a matter of vision, and vision is the starting point of real business transformation.

In our next post we’ll share ideas on identifying waste.