Gemba Walks and the Journey to Continuous Improvement

The word Gemba is one of the most widely used Japanese terms in continuous improvement. It has no direct English equivalent, but it simply means “the actual place” — the place where value is created. That might be a factory floor, a customer service centre, a design studio or even a client’s site.

Why Gemba Matters

Taiichi Ohno, often described as the father of the Toyota Production System, developed the concept of the gemba walk to help people step away from their daily routine and truly see what is happening within their processes. His view was simple: you cannot understand performance by looking at results alone. You need to go and see.

A gemba walk is therefore a deliberate activity. The goal is to observe processes, engage with people and identify waste or barriers to flow. It’s about understanding reality, not reviewing spreadsheets from behind a desk.

A Core Lean Practice

Over the decades, gemba walks have become a cornerstone of Lean thinking. They are not the same as a casual walkthrough. They have a purpose:

• Make direct observations

• Understand the value stream

• Identify issues affecting quality, safety, cost or delivery

• Engage with the people doing the work

• Gather data at source to improve decision-making

  
  

This approach helps leaders spot inefficiencies and risks that would otherwise remain hidden. More importantly, it strengthens employee engagement. When people feel heard, they contribute more ideas, and the quality of improvement activity accelerates.

Leading with Humility

At the gemba, leaders are in listening mode. They ask questions. They seek to understand. They avoid jumping to solutions. This reflects the Shingo principle Lead with Humility and reinforces the idea that leadership is about service, not status.

When leaders show empathy, operate as coaches and take a genuine interest in people’s work, several things happen:

• Conversations become more open

• Trust increases

• Collaboration improves

• Confidence grows

• Continuous improvement starts to take root

This is why gemba walks are both practical and symbolic. They demonstrate a commitment to learning and improvement in a very visible way.

Building New Habits

Culture is shaped by what leaders do every day. Gemba walks offer a chance to change habits, set expectations and build a new rhythm of leadership.

They are not always easy. Some leaders naturally prefer analysis over observation. Others feel uncomfortable stepping into operational areas. But developing this habit is essential. As Donald McGannon said, “Leadership is an action, not a position.”

Making gemba walks part of the leadership routine is a small shift with a big impact. Over time it improves understanding, strengthens relationships and supports a performance culture grounded in curiosity, respect and continuous improvement.