Quels sont les moyens les plus efficaces de faire le suivi des résultats de la marche et de l’observation de Gemba ?

Quanto aos achados do gemba é importante não só definir o problema mas também o classificar utilizando por exemplo uma ferramenta chamada matriz GUT(que avalia gravidade, urgência e tendência). há achados que requerem um plano de ação mais elaborado e prazo maior devido a um maior cuidado quanto a investigação da causa raiz, mas há outros que requerem respostas imediatas, tais como os que comprometem a segurança dos colaboradores e a qualidade do produto.

A lot will be said about root cause analysis and PDCA, but keep in mind if the issue presents a risk to safety or quality, immediate containment steps may be appropriate. 8D is a methodology that includes this step.

Never ever skip or short cut this step! The results your team can achieve can only be as strong as the problem statement that drives their actions. If the problem statement does not include a measurable current state, desired future state and the target condition you are looking to achieve through your conuntermeasures, we have not done our job. It sounds simple, but too many problem solving attempts fall down because a poorly thought out problem statement led the rest of the process (root cause analysis, countermeasure) down the wrong track that does not end up solving the problem. Leaders: take your time during this step to ensure that your team's time and effort (which is precious) are not mis-spent.

If defining the problem in a team setting, assign specific team members to tackle the problem, and define what each team member will be responsible for delivering to the problem solving activity. I’ve witnessed many times a problem is talked about, but nothing is accomplished because team members are assuming other team members will act.

According to my experiences, following Gemba walks, ensure effective follow-up: document findings, prioritize based on impact, develop action plans with clear steps and responsibilities, schedule regular review meetings, employ visual management tools for tracking progress, foster a culture of continuous improvement, provide necessary training and support, establish feedback loops, celebrate successes, and continually monitor to sustain improvements.

Defining a problem observed during a Gemba walk should follow a concise structure: Problem: Highlighted defects Observation: Unclear work instructions causing frequent assembly errors Impact: Reduced product quality, increased rework Solution: Revise instructions, provide additional training This concise format outlines the problem, its observed cause, the resulting impact, and a recommended solution, ensuring a clear and focused approach to addressing issues found during the Gemba walk.

Ao ir ao gemba é importante garantir que os processos e padrões estão sendo executados da forma definida. Caso contrário ações de melhoria deve ser tomadas para correção dos desvios. Um dos trabalhos do líder é de treinar e checar se seus liderados cumprem os trabalhos padrões para garantir o o alcance das metas.

Follow up should start with first agreeing what actions are going to be taken by whom. This should be done at the conclusion of the Gemba walk, reviewed and agreed on who owns what actions and when will they be completed and or followed up. These actions are best visualized on the floor and reviewed each Gemba for status, challenges, and barrier removal. This is done quickly by raising any issues, barriers, or risks t completion, and moving to closed once done. Of course, a Gemba should be completed to confirm it is closed to everyone's expectations.

I disagree with the problem statement. Instead the problem statement should be WHY is the average cycle time if the assembly line 5 minutes longer than the target? Note this will bring you and your team to start a 5 why. Do not forget to bring in the Frontline workers who are in the GEMBA each day. They will have the most valuable insight and knowledge of what's not working in the process.

A técnica dos 5 Porquês podem sim ser uma parte integral da análise de causa raiz, pois após a identificação inicial das possíveis causas do problema, os 5 Porquês podem ser usados para aprofundar a investigação e identificar a causa raiz subjacente também. Ambas as abordagens são complementares e podem ser utilizadas em conjunto para uma análise mais abrangente e eficaz dos problemas. Na minha visão, a análise de causa raiz ajuda a entender por que um problema ocorreu, enquanto os 5 Porquês ajudam a explorar essa questão em maior profundidade.

When analyzing the root cause of a defined problem after a Gemba walk, various tools can be utilized beyond the "5 Whys" technique. These include: 1. Fishbone diagram or also called ishikawa 2. Fault Tree Analysis 3. Process Mapping 4. Pareto Charts One thing I found helpful in analyzing the root cause after defining a problem observed during a Gemba walk is employing the 05 Whys technique alongside the Fishbone Diagram.

One thing I observed handy when implementing countermeasures to address defects caused by outdated training materials was updating the training content and conducting regular sessions. For instance, after revamping the materials and providing ongoing training, we witnessed a notable reduction in defects and an evident improvement in overall product quality.

Para implementar contramedidas pode-se usar a ferramenta 5w2h para criar ações baseadas nas causas raiz do problema definido. As ações devem ser sempre assertivas para garantir que iremos eliminar a causa raiz do problema.

If you are assigning team members the task to monitor by collecting data, be sure to clearly define what information is to be recorded. Sometimes people do not fully understand what information is critical, or necessary, and time is wasted.

Monitoring and evaluating implemented countermeasures involves establishing KPIs and regularly tracking progress. For instance: Establishing KPIs and consistently tracking progress, such as defect rates and employee feedback, proved instrumental in assessing the effectiveness of updated training materials.

Integrando a padronização com o compartilhamento, as corporações podem maximizar os benefícios de ambas as práticas. Os padrões estabelecidos fornecem uma estrutura para o compartilhamento de informações, enquanto o compartilhamento dissemina as melhores práticas e lições aprendidas, alimentando assim um ambiente de melhoria contínua. Essa integração cria uma cultura organizacional mais resiliente, adaptável e orientada para o aprendizado.

When aiming to standardize and share successful countermeasures, utilizing tools like: Standard Operating Procedures (SOPs): Documenting updated training procedures formally. Knowledge Sharing Platforms: Sharing results and best practices with other teams. For instance, creating detailed SOPs for the updated training methods standardizes the process.

One of the most powerful approaches to standardizing countermeasures across a business is include individuals who will be impacted by the changes to develop the procedures & work instructions. Line staff & Subject Matter Experts (SMEs) approach change with a favorable attitude if they feel they were part of creating the tools to implement the changes. Create a small team with individuals across the enterprise. Communicate countermeasure(s) to be made to the team; provide operating norms; provide goals & objectives. Line staff & SMEs must have the commitment from management to fully participate this includes Executive Management. Team G&Os clearly define company expectations for successful implementation of countermeasures.

Um das partes mais importante é padronizar tudo aquilo que deu certo. Devemos criar documentos padrões com as melhorias implementadas no plano de ação e garantir o treinamento de todos os envolvidos para sustentar a melhoria e o resultado positivo.

Depending on the range & severity of countermeasures as well as the impact on the organization, a limited pilot should be considered for implementation of countermeasures. If appropriate consider - Change Management is a critical & has a direct impact on successful implementation of countermeasures. - Matrix organizations can be impacted differently than a siloed organization. - Regulatory agencies are customers. Therefore, a pre-approval may be needed in order to implement changes for licensed products & or its processes.

The most effective method that I experienced was to follow up every day. The Gemba walk was used to uncover problems that could be resolved quickly, within 24 hours. The daily follow up drove action, accountability, and great progress.

na minha visão, para o Gemba Walking dar certo tem que se promover o envolvimento direto dos líderes e gestores com os processos no local de trabalho para estes que possam entender melhor as operações de sua organização e fortalecer o envolvimento dos funcionários do chão de fabrica e promover uma cultura de melhoria contínua e disseminação da cultura Lean. preferencialmente acontecendo de forma semanal de modo que se faça um "tracking" dos achados e que se apresente a alta gestão semanalmente a cada novo gemba as tratavidas dadas a cada achado encontrado no gemba walking da semana anterior.

Collect observations, review them with your team, then repeat the walk in the reverse the direction - to illustrate your points.

In my experience, it’s easy for issues raised or identified on the Gemba to be recorded and forgotten. It’s critical for opportunities to be immediately added to some sort of task board at the DMS to become actionable. Visibility drives accountability. Team members will see that their pain points are being addressed.

Acompanhamento diário, planejar e executar as ações de forma rápida e o principal é acompanhar até que ocorra a padronização.

Relative to Gemba walks, I have found that effective visual management is a critical starting point. I suggest keeping it simple and straightforward. For example, use of prominently displayed ‘Accountability Board’ so everyone has visibility to the opportunity / action is key. The accountability board briefly details the opportunity. A single person is assigned to own the opportunity and the timeline for closure. Meet as a team on a weekly or biweekly basis to report out on progress or enlist additional support, if needed.

KISS principle - Plan your work - Work your plan Process Check - Iterate, Adjust if and as necessary Too many times we are over complicating the solution

Always walked the floor every morning. It’s amazing how many quality and productivity decisions you can make in the first half hour of your day.