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action or later. Please see Debugging in WordPress for more information. (This message was added in version 6.7.0.) in /home/latestquality/public_html/wp-includes/functions.php on line 6114The Japanese word \u2018Gemba\u2019 means \u2018a place of activity\u2019. One of the lean principles<\/a>, the Genchi Genbutsu states that in order to really comprehend your processes you need to see the processes on Gemba. The goal of the Gemba walk questions are to motivate the management of every organization to get out of their offices and go and observe, question and listen to the operations done by the first-line workers.<\/p>\n The Gemba walk is a process that;<\/p>\n To improve productivity in the organization, do the Gemba walk with the operations supervisor; ask the Gemba walk questions and then walk the whole process with the first- line workers (keeping the need of the customers in mind) in order to meet the requirements of the customers. Observe, take note and ask the following Gemba walk questions;<\/p>\n The very first Gemba walk question is ask if the customer would still be as happy as they are now with the product or service if this step is removed. If the step doesn\u2019t make difference, then it is an \u2018incidental work\u2019. This particular step should be gotten rid of as soon as possible.<\/p>\n Can this step be carried out every time and still produce the exact outcome? This is the beginning of Six Sigma<\/a>.<\/p>\n This one of the Gemba walk questions simply ask if the step can be executed whenever it is required. Or does this step require breakdowns and is done in unpredictable cycle times, so there is no assurance of what will occur? This is as well the starting point of complete productive maintenance.<\/p>\n Is there capability to perform this step precisely whenever the value stream needs it? Are there bottlenecks<\/a>? The analysis of bottlenecks is the initial point of \u2018Theory of Constraints.\u2019 This particular Gemba walk questions also asks if there is more than enough capacity. Lots of companies including Toyota attempts to elude this by increasing the production capacity in small portions instead of in large hunks.<\/p>\n Can this step change swiftly when making different variations in the product such as color, size and others? Can it switch over without compromising adequacy, availability and capacity? This particular process is vital to the swift response in switching customers\u2019 requirements while preventing the ineffective production of large batches.<\/p>\n After asking these Gemba walk questions and it is realized that every of the step in the value streams are available, valuable, flexible, adequate and capable, then, there is progress. The next of the Gemba walk questions will help to determine if the steps are linked.<\/p>\n The flow production<\/a> was developed in 1914 by Henry Ford by moving the processes towards the product instead of the vice versa. Thus, a continuous flow was created on the assembly line as well as in the component fabrication. However, he later found out that due to the ever changing demand in large varieties of products in the world, it was difficult to sustain the flow production. So, do the products flow only at the pull of the subsequent downstream step? The central point of Just-in-time<\/a> production is that products should flow only at the command of the subsequent downstream step.<\/p>\n Levelling back from a customer enables all the steps in the total value stream to run effortlessly while still providing the customer with what is required and precisely when required.<\/p>\n<\/div>Importance of the Gemba Walk<\/h2>\n
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How to Conduct a Gemba Walk<\/h2>\n
Gemba Walk Questions to Ask<\/h2>\n
Is this step a valuable one?<\/h3>\n
Is this step capable?<\/h3>\n
Is this step available?<\/h3>\n
Is this step sufficient?<\/h3>\n
Is this step flexible?<\/h3>\n
Is there a smooth flow of the product from one step to the other without any delay?<\/h3>\n
To a certain possibility, does the flow level back from a customer and if necessary, with a typical inventory of finished products?<\/h3>\n