Genchi genbutsu
Genchi genbutsu is one of hey techniques in Toyota production system. It means go and see. This technique refers to understanding of analysed situation. The best way to understand is to see the problem in the place where it occurs.
Analysis of specification of the process may be not enough to understand problems. E.g. time for the operation in specification can be shorter than the real time due to errors, wrong set-up of workplace, to small inventory. Observation at the workplace will enable managers to immediately see the problem, which was not obvious while reading documentation.
The method was proposed by Peters and Waterman as management by walking around.
Genchi genbutsu is one of Lean manufacturing pillars, together with: Konnyaku stone, Poka yoke, Hansei, Andon, Just in time, Jidoka, Kaizen, Heijunka, Nemawashi.
Ohno circle
Taiichi Ohno, one of designers of Toyota production system, was known that he took new engineers to the shop floor, drawn a circle using chalk and ordered them to stand, observe and note everything. Using this method he wanted to increase understanding, experience and observation of new engineers. However, this story might be only a part of Toyota legend.
Gemba walk
Gemba is Japanese place. The place when the problem occurs. Gemba walk is a way of implementing Genchi genbutsu. In order to understand and collect current information about the process workers should from time to time detach from their usual work and see whole process from a distance. Together with leaders they can discuss their observations and find solutions to problems.
Principles of gemba walk
The gemba walk can be a powerful tool for managers to involve workers, increase performance and reduce waste. It however has to be done right. The main principles are:
- Go and see. The walk should be done regularly.
- Determine objectives of gemba walk
- Understand technical as well as social side of the process
- Ask why. The observation alone is not enough.
- Don't look for failures.
- Look for opportunities to use lean tools - solution approach.
- Look for waste everywhere.
- Ask workers what makes their work difficult and how would they solve it.
- Seek for patterns - use Kaizen approach
- Show respect. Lean requires managers to show respect to the workers. Respect for workers is respect for customer, as the workers create value to the customer.
The best combination of questions is:
- what...
- why...
- what if...
- why not...
Gemba walk checklist
In order to formalize gemba walk, as well as to remember about important issues, leaders can prepare a checklist for daily or weekly walk. The checklist can include e.g.:
- Indicents occurrence
- Employees performance
- Accidents or injuries
- Personal issues affecting staff
- New training needs
- Quality problems
- Performance of machines
- Problems with transportation
- Problems with building utilities
- Food quality (in case of provision of food for staff)
- Questions about planned events and activities
- Complaints and concerns
Examples of Genchi genbutsu
- Observing a process on the production floor in order to improve efficiency.
- Visiting a customer site to understand their needs in order to develop a better product or service.
- Walking around a warehouse to identify inventory that needs to be reorganized.
- Examining the intended use of a product to ensure it meets the customer’s requirements.
- Investigating a quality issue in the field to trace the root cause.
Advantages of Genchi genbutsu
Genchi genbutsu is an important technique in the Toyota Production System that emphasizes on going to the source of the problem to understand it thoroughly. The advantages of Genchi genbutsu include:
- It allows for a deeper understanding of the issue being faced which can lead to better problem solving. It helps to identify the root cause of the problem which is important in order to develop effective solutions.
- It allows for better communication and collaboration between people in different departments. As the person visiting can observe the problem first-hand, they can explain the situation better and help to build relationships between different departments.
- It encourages an open-minded approach to problem solving. By visiting the site and seeing the problem first-hand, it allows individuals to have a broader perspective on the problem and come up with creative solutions.
- It can help to reduce costs associated with solving problems. By understanding the problem in person, it allows for quicker and more efficient problem solving.
Limitations of Genchi genbutsu
Genchi genbutsu is one of the techniques used in the Toyota production system. It encourages understanding of the situation by going to the place where the problem occurs. However, it has several limitations:
- It requires a lot of time and resources to visit the place where the problem occurs.
- It is not always possible to get the complete information from visiting the place.
- The data gathered from visiting the place may be biased or may not be accurate due to the subjective observations of the person who visits the place.
- The problem may not be visible to the naked eye, and so visiting the place may not be effective in understanding the problem.
Genchi genbutsu is one of the core techniques used in the Toyota Production System. Other approaches related to Genchi genbutsu are:
- Kaizen: Kaizen focuses on continuous improvement of processes, products, and services and encourages employees to suggest ideas on how to improve the company.
- Just-in-Time: Just-in-Time is a production system that strives to minimize waste by producing and delivering the right product at the right time.
- Kanban: Kanban is a system of visual cues used to track production and inventory levels and to ensure that the right amount of material is available when needed.
In summary, Genchi genbutsu is just one of the many approaches used in the Toyota Production System. Other approaches such as Kaizen, Just-in-Time, and Kanban also contribute to the system's effectiveness.
| Genchi genbutsu — recommended articles |
| 7 wastes of services — Hansei — Lean product development — Value stream mapping — Muda mura muri — Continuous improvement — 7 wastes of lean — Kaizen — 5S method |
References
- How to go to gemba: go see, ask why, show respect
- Haghirian P. (2010), Understanding Japanese Management Practices, Business Expert Press
- Womack J. (2011) Gemba walk, Lean Enterprise Institute
Author: Slawomir Wawak
