Gemba walk is derived from the Japanese word “Gemba” or “Gembutsu” which translates to “the real place”. It is about taking the time to watch the process of how things are getting done at the workplace. It involves taking a tour of the actual workspace, talking to those who are in charge of the job being done and asking questions. Gemba walk is an excellent observational opportunity that helps improve processes in the workplace. As a lean tool, it aims at eliminating processes that aren’t efficient or don’t add value.
Many organizations such as Toyota, Starbucks and Boeing have adopted the Gemba walk method to achieve operational excellence. But, perhaps the most important impact of the Gemba walk from the workplace health and wellbeing perspective is the clarity it provides on whether the workload is balanced or is leading to stress and anxiety. It helps management engage with employees at all levels, understand their pain points and take initiative to address them on a regular basis.
Although the Gemba walk can help reduce stress and anxiety, if it’s not done with caution, it can have the opposite effect. Therefore, it’s important to be mindful of some of the dos and don’ts of this lean methodology:
Focus on the Process, Not People Performing the Work
The intent of the Gemba is to observe the workflow, understand it and make improvements, if necessary. Leaders must ensure that they are not spending time evaluating the performance of people executing work while doing the walkthrough. This approach isolates people from processes, so that the employees don’t feel attached to deficiencies highlighted as improvement opportunities.
Don’t Adjust the Process or Correct Employees During the Walk
Process adjustment in walking the Gemba is not about making decisions on the spot, nor it is about correcting the employees. Rather, process adjustment is an outcome of the Gemba walk. Quick changes without analyzing the entire situation and brainstorming the alternatives with experts and stakeholders can create resistance among the employees and result in heightened levels of stress and anxiety.
Ask Employees About Their Growth and Learning Plans
A lot of times, what causes the employees to feel disappointed and unmotivated is the fact that they view their future as a constant struggle – something that’s already established with no hope for change. Feeling stuck can lead to burn-out and frustration. As a leader, you can alter these situations by using the Gemba walk as an opportunity to ask them about their future development plans. Being hopeful about the future enhances employees’ wellbeing and boosts their performance. Let them know that you’re willing to help them brainstorm and create growth plans, if they currently don’t have any in mind.
Encourage Feedback and Open Communication
Communication with all the stakeholders involved, including the employees, is critical before, during and after the Gemba walk. Leaders must be clear on and communicate the purpose of the walk. They Must embrace a growth mindset and encourage people to ask questions and provide top-down/bottom-up feedback. Frequent and timely communication mitigates the potential risks of miscommunication and misunderstanding. To add to the benefits of open and honest communication, several research studies have shown that effective workplace communication reduces burnout among employees.
Make People Feel Appreciated
Underappreciated team members feel trapped in their job and feel the stress more than they can handle. They become disengaged and easily burnt out. They may even feel mentally and physically ill at the thought of going to work. You can use the Gemba walk not only to obtain information about work processes, but also to make employees feel appreciated for their hard work and dedication. Appreciation intrigues a sense of optimism in the employees and improves job satisfaction within teams. Remember that for appreciation to be more impactful, it must be specific and authentic.
Ask Employees About Their Personal Situation
Although the Gemba walk is not all about a quick chat, getting curios about the employee’s overall wellbeing and asking them about their family and personal situation goes a long way to strengthen your relationship with them. This approach signals that you care about the individuals as critical contributors to the success of the organization.
Final Thoughts
From an economic and social perspective, workplace stress can be very costly to corporations. In any organizations comprising more than a few dozen people, rigid and inflexible boundaries can get in the way of elevated performance. Observing employees and asking them questions about their tasks and job function not only demonstrates flexibility at the leadership level and help optimize work processes, but it also facilitates workplace relationship building, burnout prevention and stress reduction.