Gemba is Japanese for "the actual place". A gemba walk is a structured visit to where the work happens - the factory floor, the ward, the call centre, the loading bay. Not to inspect, not to solve, but to observe.
Rules for a good gemba walk
- Watch, don't intervene. If you see a problem, note it and keep watching.
- Ask "why" of process, not people. "Why does this step take so long?" not "Why are you slow?".
- Talk to operators, not supervisors.
- Follow one work item all the way through, not just spot-check stations.
- Bring a notebook or phone. Don't rely on memory - you'll forget half of it.
What to look for
- Where does WIP pile up?
- Where do operators walk more than a few metres?
- Where do people reach or twist repeatedly?
- Where do handoffs happen? Are they smooth or clunky?
- What tools or information are missing at the point of use?
Frequency
Weekly, minimum. Toyota's discipline was a daily gemba walk by every level of leadership. In most organisations even monthly is a stretch - but the frequency correlates directly with how much of the real process leaders understand.