Genba — real place
Go to the location where the process happens. See the physical layout, sequence, interfaces, constraints, working conditions and actual controls.
SPI
Special Processes Institute
sp-i.org
Gemba Project Report
Gemba Knowledge & Project App
Learn how to conduct respectful, evidence-based Gemba walks; apply the Three Reals; observe safety, quality, delivery, cost, people and environment; recognise waste and abnormal conditions; create a structured walk plan; record observations and positive practices; manage actions; score workplace controls; save projects as JSON; and produce a professional PDF-ready report.
Go and see Ask and understand Improve processes, not blame people
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Place, thing and facts
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What Gemba Means
The actual place where value is created and problems become visible.
Gemba means the real or actual place. In operations, it is where work is performed: the production line, laboratory, inspection area, warehouse, office process, customer interface or supplier facility. A Gemba walk is a disciplined visit to understand the real process through direct observation, respectful questioning and evidence—not a ceremonial tour or a search for someone to blame.
PreparePurpose, route, team and risks
GoVisit the actual workplace
ObserveFollow work, product and information
UnderstandAsk, verify and distinguish fact
ImproveAct, verify and sustain learning
Genbutsu — real thing
Look at the actual product, tool, document, defect, machine, material, sample, transaction or record rather than relying only on summaries.
Genjitsu — real facts
Use timestamps, quantities, measurements, samples, records and repeatable evidence. Separate observed facts from assumptions and interpretations.
Respect for people
Operators often understand the daily obstacles better than anyone. Listen, ask open questions and recognise good practice before proposing change.
Process focus
Look for weaknesses in design, controls, information, equipment and workflow. Avoid treating normal human variability as the sole cause.
Learning, not inspection theatre
A walk should produce shared understanding and proportionate action. A long checklist completed without observing work is not effective Gemba.
What Good Gemba Looks Like
Good practice: defined purpose, small team, safe behaviour, observation of several cycles, questions asked at the point of work, facts recorded, positive practices recognised, actions owned, and effectiveness verified.
Poor practice: surprise fault-finding, interrupting operators, taking photographs without control, demanding instant solutions, bypassing supervisors, making unverified conclusions, or using the walk to allocate blame.
Observation Lenses
Questions That Build Understanding
About the work
- Please show me the normal sequence.
- How do you know what to do next?
- What changes between products or shifts?
- Where does the process regularly become difficult?
About control
- How do you know the process is in control?
- What is the acceptance criterion?
- What happens when a limit is exceeded?
- How is status or configuration made visible?
About improvement
- What causes the most delay or rework?
- What workarounds are currently needed?
- What would make this task safer or easier?
- What problem should leadership remove?
The Eight Wastes
| Waste | What to observe | Example |
|---|---|---|
| Transportation | Unnecessary movement of product, samples or documents. | Parts repeatedly moved between inspection and production because status is unclear. |
| Inventory | Excess WIP, aged material, duplicate tools or uncontrolled queues. | Multiple open chemical containers held near a tank without defined need. |
| Motion | Searching, reaching, walking, turning or awkward handling. | An operator crosses the bay for every calibrated gauge. |
| Waiting | People, machines or product waiting for information, approval or capacity. | A batch waits for laboratory results because sample priority is not visible. |
| Overproduction | Producing earlier or in greater quantity than needed. | Preparing excessive solution or paperwork in advance of confirmed demand. |
| Overprocessing | Extra checks, duplicated entry, excessive handling or unnecessary finish. | The same process data is manually entered into three separate systems. |
| Defects | Rework, scrap, escape, repair, retest and correction loops. | Poor rack contact causes low coating thickness and repeat processing. |
| Unused talent | Ideas ignored, unclear authority, skill mismatch or limited involvement. | Operators repeatedly report a fixture problem but no owner is assigned. |
Management-System Alignment
Important: Gemba is a Lean management practice, not a specific certification requirement. It can, however, provide strong evidence of leadership engagement, process understanding, risk-based thinking, operational control, monitoring, internal audit competence and continual improvement. Verify the current clauses and customer requirements applicable to your organisation.
| Framework | Practical relationship | Possible evidence |
|---|---|---|
| ISO 9001 | Supports leadership awareness, process approach, infrastructure and work environment, controlled operations, performance evaluation and improvement. | Walk plans, observations, process evidence, action closure and trend review. |
| AS9100 | Supports operational risk, product safety, configuration awareness, prevention of counterfeit or foreign-object risks, preservation and supplier oversight. | Status controls, FOD observations, product-safety escalation and verified actions. |
| ISO 19011 | Provides useful audit principles such as evidence-based judgement, professional care and process-focused observation, while Gemba remains distinct from a formal audit. | Competent questioning, objective evidence and traceable conclusions. |
| ISO 45001 / ISO 14001 | Supports understanding of real hazards, environmental aspects, operational controls, worker participation and abnormal conditions. | Hazard observations, spill controls, worker feedback and closed actions. |
| Lean, Kaizen and TPS | Gemba is central to direct observation, respect for people, problem solving, standard work and continuous improvement. | Leader standard work, daily walks, visual boards and PDCA follow-up. |
Special-Process Gemba
Electroplating / anodising
Observe bath identity, analysis status, additions, temperature, pH, current density, rectifier readings, racking, contact, anodes, agitation, filtration, rinsing, water quality, masking, load spacing and record completion.
Heat treatment
Observe furnace status, load configuration, thermocouples, recipe selection, pyrometry status, atmosphere, quench delay, traceability, chart review and segregation.
Welding
Observe WPS availability, welder approval, consumable control, joint preparation, fit-up, cleanliness, preheat/interpass temperature, shielding, parameter recording and inspection.
NDT
Observe method approval, personnel certification, equipment status, reference standards, sensitivity checks, lighting, consumables, process timing, interpretation and reporting.
Painting / coatings
Observe surface preparation, cleanliness, environmental conditions, material batch and life, mixing, induction, viscosity, application parameters, cure and thickness measurement.
Composites / electronics
Observe shelf and out-time, environmental control, ESD/FOD, cleanliness, material issue, lay-up or assembly sequence, cure/profile records, workmanship criteria and traceability.
Gemba Project Builder
Plan the walk0% complete
Observation Register
Action Tracker
Gemba Control Assessment
Score each question 0–4.
Scoring: 0 = absent or serious breakdown; 1 = major gaps; 2 = partially effective; 3 = effective with minor gaps; 4 = robust, understood and consistently sustained.
Complete the assessment to obtain guidance.
Gemba Project Report
Generated from the project, observations, actions and assessment.
Complete the project and select Generate Report.