Core Concepts
About This Lesson
Learn what Gemba means, why "go and see" matters, and how to observe without auditing.
Video 1: What is Gemba?
2 minWhich of the following best describe what 'gemba' means? Select all that apply.
Select 1-5 option
Video 2: Go and See
2 minExplore: Genchi Genbutsu (Go and See)
Click each tab to see different perspectives (1/3 viewed)
What problems does Genchi Genbutsu solve in the work?
Genchi Genbutsu addresses the fundamental problem of information degradation: the further you get from the source, the less accurate your understanding becomes.
- Reports aggregate and average data, hiding variation that matters for improvement
- Direct observation reveals process details that are never documented: workarounds, near-misses, tribal knowledge
- Timing processes yourself provides more accurate data than asking for estimates
- Seeing work in context reveals system interactions that isolated data cannot show
- Root cause analysis requires understanding what actually happened, not what was recorded
This technical foundation supports all problem-solving and improvement efforts. Without accurate understanding of current state, improvements are guesswork.
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Video 3: Gemba vs Audit
2 minGemba Walk vs. Inspection
Inspection / Audit
Purpose: Verify compliance
Question: "What's wrong here?"
Arrives with: Checklist to complete
Leaves with: Findings and deficiencies
Effect: Creates defensiveness
Timing: Scheduled, announced
Documentation: Required, formal
Gemba Walk
Purpose: Understand reality
Question: "What can I learn here?"
Arrives with: Curiosity and openness
Leaves with: Understanding and insights
Effect: Builds trust and partnership
Timing: Regular, often informal
Documentation: Optional, for learning
Gemba or Not Gemba?
Classify each scenario as proper Gemba behavior or not.
A supervisor walks through the cell with a clipboard, checking off items while workers pause their tasks to answer questions.
An engineer stands at the edge of a work cell for 15 minutes, watching the setup process and taking mental notes before asking the operator what makes setups difficult.
A quality manager visits the inspection station weekly, asks what issues keep coming up, and works with the team to address root causes.
A planner emails operators asking why jobs are late instead of walking to the cell to observe the flow.
A cell lead immediately corrects an operator when they observe a deviation from the standard procedure.
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