ASQ Section 1212 November 17 2016 Allan Glasby

ASQ Section 1212 November 17, 2016 Allan Glasby

§ Introduction to Gemba Walks § Why Do It? § Model for Gemba § How to Do It § Types of Gemba Walks § Questions

§ Gemba – “the place where value is created” § Literally, the production floor, engineering, customer service, service center, wherever the action is taking place § Opportunity to see what’s happening to make improvements § While showing respect for the people involved, especially the people who do the real value-creating work of the business. ”

§ Purpose § If people understand the underlying reason why their work is necessary, they are in a much better position to find improvement opportunities. § Process § Are work activities effectively aligned between departments and between work groups with what the organization is trying to accomplish? § People § Gemba Walkers can also identify outstanding new talent. § Further develop employee skills to solve problems.

Coach Critical Thinking Current Target Next Steps Provide Positive Reinforcement Current State At Gemba Seek Understanding What was Learned Show Respect Desired Improvement Obstacles Align Support Systems

Prior to the walk 1. § Define purpose Prepare § Engage the chosen area § Coach the walkers Doing the walk 2. § § 3. Asking what then why Show respect Debrief activities after the walk Debrief Walk

Prepare § Collaborate with Management § Select Purpose § Efficient Workplace § Dependable Processes & Equipment § Efficient Layout § Support Systems Practices § Overall Enterprise Characteristics 8

Prepare § Define the Scope § Coach the Gemba Walkers § Checklists/questions needed for the team members § Remind to Walk with the correct attitude 9

Walk § Follow the entire flow to understand the process § Really observe the process, don’t huddle and talk off to the side § Talk to operators using a questioning attitude § Focus on the process § Note if metrics are displayed and if they are the right metrics 10

Debrief § Follow up the Walk with a team meeting including employees from the chosen process § Discuss how well prior improvements have been sustained § List all opportunities / clarify / combine § Prioritize ideas / write A 3 s § Create A 3 action plan or identify potential Kaizen events 11

Debrief § Post action plans and discuss § Communicate what happens to parking lot ideas § Maintain a List of opportunities and track the status § Make sure employees see progress § Revise work procedure as needed § Follow through with action plans and communicate 12

§ Who: Manager or supervisor § Focus: § Standard work is followed § Process instability against current target § Abnormalities § Engage employees on improvements § Check progress since last walk § Frequency: § Daily ≠ 1/day § It should be 2 -3 times/day

§ Who: GM, Plant Manager, Engineering, Quality, EH&S, etc. § Focus: § Foster cross functional collaboration § Reduce silo barriers § What can be done to help the value-added area

§ Who: You? § Frequency: Weekly § Focus: § Instead of primarily looking for waste, look for barriers or gaps that inhibit the flow of value. § Improvement opportunities in the “white space” between departments § Entire product or service end-to-end value stream

§ First we should focus on creating meaningful value for customers. § Second we should align our internal processes to create value, looking for barriers that inhibit value creation, which is far and away the most important waste to eliminate. § The third element highlights the fact that support systems should support the organization’s value creation processes.

A Gemba Walk lets you see first-hand if the people: § Understand the purpose of their work § Understand performance expectations § Actively identify problems & follow a problem solving method § Create effective plans & actions to improve the processes toward the targets § Can sustain gains, or if processes beyond their control inhibit their ability to do effective work § Are inhibited, perhaps almost prohibited from doing the right thing due to silo mentalities in the various departments and work groups

§ How to Do a Gemba Walk A Leader’s Guide, Michael Bremmer § 12 Gemba Walk Questions, http: //www. slideshare. net/onimproving/gemba-walk-questions, Nov 11, 2016, Tom Curtis § http: //www. slideshare. net/oeconsulting/gemba-walk-by- operational-excellence-consulting-30695723 § Gemba Walks, http: //www. slideshare. net/cmarchwi/taking-a- gemba-walk-8567946, Jim Womack, IW Best Plants Conference