Comment mener une marche gemba pour identifier les déchets et améliorer la fluidité ?

In GEMBA walk: prepare objectives, observe processes, engage with staff, collect data, analyze for waste, develop action plans, implement changes, and follow up for continuous improvement in flow and waste reduction.

Começo definindo um objetivo claro para a caminhada, como reduzir tempos de espera ou eliminar atividades desnecessárias. Durante a caminhada, observo meticulosamente o local de trabalho, interagindo com os colaboradores para entender suas perspectivas e desafios. Utilizo ferramentas como diagramas de fluxo de valor para mapear processos e identificar gargalos. Ao analisar os dados coletados, concentro-me em eliminar desperdícios, como movimentos desnecessários, excesso de produção ou estoque excessivo. Emprego o método 5S para organizar o ambiente de trabalho e facilitar a identificação de problemas. Além disso, aplico princípios Lean para promover uma cultura de melhoria contínua.

I am a part of Plant Improvement team from QA/QC. Identifying issues in workplace productivity to improving the production process and building trust among employees, a Gemba Walk is essential for managers, particularly in the manufacturing industry. Before conducting a Gemba Walk, create a checklist or plan that outlines the objective and scope of the walk. This plan should include who will be present, the route of the walk, and the expected outcome. Be sure to include any relevant information that will be useful to the team during the walk (diagrams, maps, etc.) and consider any safety precautions that need to be taken.

Um dos principais fatores para tornar o Gemba um sucesso é a PADRONIZAÇÃO. Com preparação prévia e um formulário de verificação padronizado, observe atentamente o local de trabalho. Registre observações detalhadas e promova uma análise pós-caminhada para priorizar áreas de foco. Observe e anote os pontos que, diariamente, podem estar conformes, ou não conformes.

Antes de iniciar a caminhada, familiarize-se com o processo ou área que será observada. Tenha uma compreensão clara dos objetivos da caminhada e prepare as ferramentas necessárias, como uma lista de verificação para identificar desperdícios.

Before starting a Gemba walk, set clear goals for what you want to achieve, like making processes better or understanding how things work. Look at KPIs to see where things need fixing. Most importantly, before you go, check what's been done before so you know what to expect. This helps make the gemba walk more useful for improving the organization.

Gemba are mandatory for every single leaders in Factory. Standard operating procedures and digitalization will be a good way to ensure every leaders doing high quality of Gemba. Digitalization: -Online guidline for Gemba with scope covering people, safety, quality, service, cost -Online checklist for Gemba -Uploading pictures for any finding -Online PIC assignment to close the finding -Online Gemba finding tracking

Inicie seu gemba alinhando ao propósito. Depois, se organize de forma que, ao estar na área, você agregue valor, conversando com as pessoas, envolvendo as pessoas nesse processo e mapeando todos os desperdícios, estabelecendo um plano de implementação que faça valer sua passagem por essa área. Como o próprio Taiichi Ohno descreveu: Quando for ao gemba todos os dias, não gaste a sola do sapato. Volte sempre com pelo menos uma noção do kaizen. Ou seja, devem agregar valor às pessoas, aos processos, propondo melhorias de forma geral.

From my experience there are two more important points for the preparation of a gemba walk: - Clearly communicate the purpose and expectations of the Gemba walk to all participants. Emphasize the importance of observation, active listening, and engagement with frontline workers. - Emphasize the importance of respectful interaction and engagement with frontline workers throughout the Gemba walk. Encourage participants to engage actively, observe with care, and recognize the value of their expertise and perspectives.

In preparing to follow the value stream, start by mapping out the entire process from the initiation of a project to its delivery, ensuring a visual representation of each step involved. This map will serve as a guide during your value stream analysis, helping identify areas of waste, bottlenecks, and inefficiencies. Utilize tools such as Value Stream Maps (VSM) to comprehensively document material and information flow, processing times, and handoffs between different stages.

During a Gemba walk, it's beneficial to follow the value stream, which represents the sequence of steps involved in delivering a product or service to the customer. Participants can observe the entire process flow, from raw materials to finished products or services, including all associated activities and interactions. This allows them to identify waste, inefficiencies, and opportunities for improvement more effectively. Following the value stream enables a comprehensive understanding of how value is created and how waste is generated throughout the process, leading to targeted interventions and improvement efforts. This would ensure that our efforts are aligned with customer expectations, leading to improved customer satisfaction.

Durante a caminhada gemba, concentre-se em seguir o fluxo de valor do processo, observando todas as etapas e atividades. Identifique quaisquer interrupções, atrasos ou desperdícios que estejam impactando negativamente o fluxo de trabalho.

Durante a caminhada, siga o fluxo de valor do processo, desde o início até o fim, observando todas as etapas e atividades envolvidas. Isso ajuda a identificar interrupções, gargalos e oportunidades de melhoria ao longo do caminho.

Here is another perspective, start from finished good and go backward in the value stream. Identify the product or service which is faulty or delayed and track it in backward value stream. This helps find problems like delays. Look for waste like moving things around too much or making mistakes. By fixing these issues, companies can work better and save money.

Ao identificar um desperdício ou problema, utilize a técnica dos 5 Porquês para investigar a causa raiz. Continue perguntando "por quê?" até chegar à causa fundamental do desperdício, o que ajudará a direcionar as ações de melhoria.

Ao encontrar um desperdício ou problema, aplique a técnica dos 5 Porquês para investigar suas causas raízes. Continue a fazer perguntas "por que" até chegar à causa fundamental do problema. Isso ajuda a evitar soluções superficiais e aborda as questões subjacentes.

Certa vez caminhei com um Sensei numa grande empresa e aprendi que perguntar é a alma do Gemba. Ele perguntava tudo a todos, de operadores a gerentes. Sem medo de parecer "idiota". Crianças até 10 anos de idade chegam a fazer quase 100 perguntas por dia. Elas querem aprender. Estão abertas para isso. Por que você não estaria?

Certainly! The "5 Whys" is a problem-solving technique that involves repeatedly asking the question "Why?" to identify the root cause of a particular issue or problem. It is a part of the Lean and Six Sigma methodologies and is designed to dig deeper into the layers of cause and effect. The premise is that by asking "Why?" five times, you can uncover the underlying factors contributing to a problem, allowing for more effective and targeted solutions.

The Gemba walk is primarily about observing and recording. In my experience, the root cause analysis tends to be done afterwards, e.g. with the help of an Ishikawa diagram and the 5 Whys. The employees on the production line may not be able to answer all 5 Whys up to the root cause because it is outside their area or they are not aware of the cause.

Always connect people working on the gemba during walks and problem analyses. They will probably have the best ideas and their vision will already be trained to identify problems since they work there. And you must also train your senses to see, hear and analyze any type of anomaly in the gemba.

Durante a caminhada gemba, envolva as pessoas que trabalham no processo. Demonstre respeito pelo seu conhecimento e experiência, incentivando-os a compartilhar ideias e sugestões para melhorar o fluxo de trabalho.

Recognizing the value of individuals within the project team is crucial for fostering a collaborative and innovative work environment. Actively engage team members by encouraging open communication, listening to their perspectives, and incorporating their feedback into decision-making processes. Emphasize a culture of continuous improvement by empowering team members to contribute ideas and solutions.

Respecting employees and listening openly to their experiences and routines is the key to a successful Gemba walk. Anything else would only serve to confirm one's own preconceptions. That is why it is so important to discuss the approach and attitude to be adopted on the gemba walk with all participants beforehand.

Respect and engagement are very important aspects of a gemba walk. They help to build trust and rapport with the workers, and to create a culture of continuous improvement. When you conduct a gemba walk, you should always respect and engage the people by asking open-ended questions, listening actively, showing curiosity, and providing feedback. This way, you can learn from the workers and help them improve their processes and performance.

One of the most important aspects of Gemba walk is to identify 7+ 1 wastes which becomes input to 5 why analysis. In my view it will give greater benefits if Lean daily management is in place. The dashboards helps the Gemba walk team to understand the trends and issues.

Gemba walk used not only to eliminate waste, but also develop mutual respect of shop team and understand the real situation of the shopfloor. Toyota KATA book gives good 5 questions to ask while Gemba.

Com base nas observações feitas durante a caminhada gemba e nas discussões com a equipe, identifique ações de melhoria e implemente mudanças conforme necessário. Acompanhe regularmente o progresso e avalie os resultados para garantir que as melhorias sejam eficazes e sustentáveis ao longo do tempo.

By carefully implementing changes and maintaining a robust follow-up process, you ensure that improvements are not just temporary fixes but contribute to the long-term success and efficiency of the processes involved. This approach aligns with the principles of Lean Six Sigma and contributes to a culture of continuous improvement within the organization

Com base nas observações feitas durante a caminhada gemba, identifique e implemente ações de melhoria. Estabeleça métricas para acompanhar o progresso das mudanças implementadas e revise periodicamente para garantir que elas estejam tendo o impacto desejado no fluxo e na redução de desperdícios.

Maruti Suzuki integrates Gemba walks into its lean manufacturing practices to drive operational excellence. After the walks, participants collaborate to prioritize action items and solutions based on their observations. Maruti Suzuki emphasizes swift action and continuous improvement, following up on action items and monitoring their implementation progress through regular reviews. By leveraging Gemba walks, Maruti Suzuki aims to optimize processes, reduce waste, and foster operational excellence across its production facilities.