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Manufacturing Systems Foundations of World-Class Practice (1992) / Chapter Skim
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Going to the Gemba
Pages 233-237

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From page 233...
... In western businesses, we usually look for big changes that reap big results in a short time, especially innovations that lead to increases along the financial bottom line. In Japan and in other Pacific Rim countries, change in small increments is encouraged, often with better, longer-lasting results that are realized over the longer term.
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From page 234...
... Technical details and awareness of problems that disrupt or slow down productivity reside with those in the gemba who do the practical work; yet power, or the ability to make changes, is embraced by top management. These managers must realize that issues are always perking near the bottom of the organization, even when the company's balance sheet looks healthy.
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From page 235...
... If an organization is to successfully absorb change, whether it is brought on by improvements in technology or processes, a system must be in place that allows communication throughout all hierarchical levels. Communication is initiated when senior management clearly states company goals and objectives for all to discuss and understand, then facts and data are invited directly from employees to help pinpoint where improvements are needed.
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From page 236...
... What has happened at this factory simply follows human nature. When operators record data on a large tablet or board, it is readily visible not only to them, but to their supervisors.
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From page 237...
... But once the hidden problems are revealed, managers start to realize that the appearance of a smoothly operating organization can be deceptive. Once they set up a process to find out about concerns and problems below the tip of the iceberg, the gemba becomes a continuous source of information and inspiration for change.
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Key Terms

  • factory floor
  • process control
  • management decided
  • career enhancement
  • looks healthy

  • company goals
  • readily visible
  • typical structure
  • accomplishments fall
  • productivity reside

  • entire engineering
  • balance sheet
  • practical knowledge
  • work processes
  • equipment operators

  • broader scale
  • operators record
  • leaders instill
  • employee feedback
  • practical work

  • financial bottom
  • tighten production
  • absorb change
  • variance gradually
  • regularly help

  • information increases
  • wasted effort
  • success based
  • communication lines
  • communication throughout


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