Gemba Walks May Be the Key to Lean Success in Metal Service Centers

May 5, 2014 / , , , , , , , ,

Most manufacturing executives know that developing a lean culture requires top-down support. Everyone—from the CEO and vice president of operations to the maintenance manager and band saw operator—needs to be on board, or it’s just not going to work.

Unfortunately, many companies have discovered that creating a successful lean environment isn’t as easy as it sounds. In fact, as this blog post explains, there are a lot of ways to do this incorrectly. For instance, leadership is not “committed” simply because they have enthusiastically funded a lean program. They need to actually be involved. At the same time, key improvement decisions can’t be made in an ivory tower.

Change—effective change—needs to start at the ground level, where the work is happening and where the value is created. This place, defined as “gemba” in lean manufacturing terms, is believed to be the key to unlocking true transformation.

“Gemba,” the Japanese term for “actual place,” has been redefined by lean thinkers as the place where value-creating work actually occurs. In an IndustryWeek blog post, Bill Wilder, director of The Life Cycle Institute, calls gemba the “beating heart” of an organization, which for manufacturers, is rarely found in the marketing department or an executive desk. Instead, it is almost always found on the production floor.

This means that to make any real change, metal service center executives need to literally take a walk—known as the “gemba walk”—to see their operation from the front lines. Getting out of the office and taking a gemba walk, Wilder says, is the best way for leadership to see, firsthand, what works and doesn’t, and many experts believe it should be the first step in any lean transformation.

In theory, this sounds great, but what should a gemba walk look like in practice? Here are a few tips we gathered to help you “walk the talk” and put you on the path toward an effective top-down lean program: