Gemba – definition, meaning, and practical examples

Gemba (Japanese: 現場) is a concept originating from the Toyota Production System (TPS), meaning “the place where value is created.” In practice, it refers to the actual place where work happens — where people transform materials, information, and energy into a product or service.

It can be:

• a production line,

• an assembly hall,

• a warehouse,

• a customer service office,

• a laboratory,

• a hospital ward.

It is there — at the real place of work — that processes can be directly observed, problems identified, and improvements implemented. That is why Gemba is a cornerstone of Lean Management.

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Why Gemba Is the Foundation of Lean

In Lean Management, decision-making is based on observing reality. Instead of relying on reports or assumptions, managers are encouraged to go to the workplace to understand how processes actually run. This principle is often described by the phrase “Go & See.”

Through visits to the Gemba, an organization can:

• understand what works and what doesn’t,

• identify sources of waste (muda),

• assess safety and ergonomics,

• collect data for further improvement actions.

This approach fosters a fact-based culture rather than one built on opinions. Observation becomes the basis for discussion and continuous improvement.

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Gemba Walk – Purpose and Significance

A Gemba Walk is a planned visit by a leader, process engineer, or manager to the workplace. Its purpose is to better understand processes and their challenges, and to gather insights necessary for continuous improvement.

Objectives of a Gemba Walk:

• Understand real working conditions.

• Observe material and information flow.

• Identify waste (muda).

• Evaluate quality and safety.

• Support employees.

• Build a culture of continuous improvement.

The goal is not to control employees or find fault. The true purpose is to understand the process and collaboratively seek improvements.

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Three Key Principles of Gemba

This practice is based on three fundamental principles that help leaders understand process reality, support employees, and effectively eliminate problems at their source. Together, they form a consistent approach that builds a culture rooted in facts, accountability, and respect. Gemba Walks, therefore, become not just observations — but learning and improvement processes.

Go and See (Genchi Genbutsu)

To solve a problem, one must go to the place where it occurs and see it firsthand. Observation is crucial, as documents and reports rarely reflect the full picture.

Ask Questions

Engagement requires dialogue. A leader’s task is to ask questions that help employees better understand the process, such as:

• What is the biggest problem in this area?

• Where do we lose time?

• What makes the job difficult?

• How does the material flow look?

Respect People

People are the most important part of any process and the Lean Management itself. The goal of a Gemba Walk is to support employees, listen to their opinions, and build trust. Problems arise from processes — not from the people who work within them.

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Gemba and Toyota Kata

In organizations applying Toyota Kata, Gemba forms part of the improvement routine. Leaders support teams in observing processes, defining target conditions, experimenting, and verifying results within the PDCA cycle. Gemba provides the data, while Kata provides the structure for working with it.

Learn more about Kata School Poland, co-founded by Wiktor Wołoszczuk.

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Example of a Gemba Walk in Practice

A manufacturing company noticed frequent shipping delays. Data analysis pointed to issues in the packaging area. The team conducted a Gemba Walk and observed:

• workers manually selected packaging from multiple types,

• tools were shared and caused waiting times,

• workstation elements were scattered across the area.

Conclusion: the main causes of waste were unnecessary movement and waiting.

After improvements:

• packaging was standardized,

• tools were assigned to specific workstations,

• layout was optimized.

Result: packaging time decreased by 29%, and shipments returned to the required schedule.

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Gemba Beyond Manufacturing

Although the concept originated in manufacturing, Gemba applies to any industry — anywhere value is created for the customer.

Examples:

• in healthcare: an operating room,

• in customer service: a service desk,

• in IT: a programmer’s workspace,

• in logistics: a warehouse,

• in hospitality: a kitchen.

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Common Mistakes

• Replacing observation with control.

• Focusing on finding culprits.

• Disconnecting Gemba Walks from improvement actions.

• Implementing changes without employee involvement.

• Lack of regularity in visits.

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How to Conduct a Gemba Walk – Step by Step

1. Define the purpose of the visit.

2. Select the area to observe.

3. Plan the rhythm (e.g., once a week).

4. Observe the process carefully.

5. Ask questions.

6. Listen to employees.

7. Record findings.

8. Plan actions.

9. Return to verify results.

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Supporting Tools

• TWI Job Methods

• TWI Job Instruction

• Toyota Kata

• 5 Whys

• Ishikawa Diagram

• PDCA

• A3 Problem Solving

Direct observation of processes helps reveal potential hazards, unsafe behaviors, and ergonomic issues. Regular Gemba Walks support safer workplaces and better integration between Health & Safety (HSE) and continuous improvement efforts.

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FAQ – Frequently Asked Questions About Gemba

Is Gemba only for production?
No. Gemba is any place where value for the customer is created — such as an operating room, customer service desk, or warehouse.

How long should a Gemba Walk last?
Typically between 15 and 45 minutes, depending on the area and purpose of the visit.