Why Gemba Walks Matter in Manufacturing: Getting to the Heart of Continuous Improvement

In Lean manufacturing, few concepts are as foundational — or as frequently misunderstood — as Gemba. Translated from Japanese, Gemba means “the real place.” In a manufacturing context, this refers to the shop floor — the point of value creation. It’s where raw materials become finished goods, where processes succeed or fail, and where the best opportunities for improvement often live.

Yet, despite its simplicity, Gemba is more than just “going to the floor.” Done correctly, it’s a structured, respectful, and insight-driven way to connect leadership with operations, build trust, and drive meaningful improvements.

The Benefits of Gemba in Manufacturing

Firsthand Insight

• Gemba allows leaders and decision-makers to observe work as it’s happening — not filtered through reports, dashboards, or assumptions. This direct connection leads to more accurate understanding and better decision-making.

Improved Problem-Solving

• Many root causes of issues become visible only at the source. Gemba walks can uncover bottlenecks, inefficiencies, or safety risks that might otherwise go unnoticed.

Employee Engagement

• When done respectfully, Gemba walks signal that leadership cares about frontline perspectives. It opens the door for collaboration, empowers workers to speak up, and nurtures a culture of continuous improvement.

Stronger Culture of Accountability

• Regular Gemba visits help keep processes aligned with standards, reinforce expectations, and demonstrate visible leadership commitment to improvement.

Potential Pitfalls of Gemba

Gemba walks, while powerful, can go wrong if not approached correctly. Some common missteps include:

• Treating it like an audit. If leaders come in with a checklist or fault-finding attitude, it creates fear and disengagement.

• Failing to act. If issues are observed and noted, but no follow-up happens, employees lose trust and the practice becomes hollow.

• Performing instead of observing. If the team “prepares” for Gemba by cleaning up or altering normal work, it defeats the purpose.

• Poor communication. Lack of clarity on why Gemba is happening can cause confusion or resentment.

How to Do Gemba Right

To realize the full benefits of Gemba, organizations need to set a solid foundation for how it’s conducted:

Leadership Preparation

• Set a clear purpose. Is the walk for learning, improvement, validation of a change? Leaders should be intentional.

• Be humble and curious. The goal is to learn, not to judge.

• Ask open-ended questions. Examples include: “What challenges are you facing?”, “How does this process work from start to finish?”, or “What would make this easier?”

• Follow through. If issues are discovered, ensure actions are taken or feedback is provided.

Supervisor and Manager Role

• Support, don’t stage-manage. Leaders should encourage authentic work, not prepare for a performance.

• Provide context. Explain to your teams why the walk is happening and what the goals are.

• Use it as a coaching opportunity. Managers can model problem-solving and facilitate dialogue between leadership and staff.

Frontline Team Member Role

• Be honest. Share your daily challenges and what works or doesn’t.

• Offer ideas. You often see things no one else does — your insights are valuable.

• Ask questions, too. A healthy Gemba culture invites questions in both directions.

Planning and Follow-up

• Schedule regular walks (e.g., weekly or monthly).

• Rotate focus areas to cover different lines, shifts, or processes.

• Record observations, themes, and actions — and communicate outcomes to the team.

Final Thoughts

Gemba is not just a tool; it’s a mindset. It asks leaders to go to where value is created, listen deeply, and support those who do the work. When done with respect, curiosity, and follow-through, it can be a powerful driver of operational excellence and cultural transformation.

But like any tool, its effectiveness depends on how it's used. Invest in doing it well, prepare your teams at all levels, and Gemba can become a cornerstone of a thriving, resilient manufacturing operation.