Gemba Walk Definition The word Gemba, sometimes written with an n as Genba, comes from the Japanese word meaning the real place or the place where value is created. The idea behind a Gemba Walk is to go to the actual place where the work is done, such as the production floor, project site, office or user desk etc. to understand what goes on.
By integrating Gemba Walks as BRM tool, organizations can achieve better alignment between IT services and business goals, leading to improved performance and customer satisfaction. Gemba Walks can serve as a powerful tool for leaders to drive alignment inside an organization and for the leadership team to stay in touch with reality. When you walk the Gemba you have an opportunity to ‘See’ first hand with your own eyes and more deeply understand what is really happening inside your organization. Seeing up-close the reality of how a process actually works — vs. conditioned assumptions — can answer a host of questions that lead to new ideas for ways to develop people and major process improvements.
For BRM the Objective of Gemba walk is: –
* To gain first-hand understanding of the challenges faced by business in getting the IT services.
* To identify areas for improvement in service delivery, efficiency, and customer satisfaction.
* To build stronger relationships with employees, key stakeholders, IT teams and gain their trust and confidence.
* To collect data and insights to inform strategic decisions and service improvements.
There are three basic components to doing an effective walk:
1. Prepare for the Walk
2. Do the Walk
3. Debrief the Walk
Below are the steps a BRM can take to plan for GEMBA walk: –
Make a plan / choose a Theme
The goals of a Gemba Walk may include exploring issues related to productivity, cost efficiency, safety, and waste reduction.
Prepare the team
If management is going to walk around— physically observing what they are doing and asking questions—it is a good idea to inform them of this ahead of time.
Create a structured guide with key questions to ask:
What are the biggest IT challenges you face in your daily work?
What are the biggest frustrations for your customers?
What are the biggest obstacles to efficiency and productivity?
What are the most frequent service requests or incidents?
What are the biggest gaps in current service offerings?
What are the most successful service delivery processes?
What are the biggest opportunities for improvement?
Focus on the process.
The goal of the walk is not so much to analyse the workers, focusing not on the people but on the process. We are not conducting employee evaluations during a Gemba Walk. We are trying to understand the value stream flow and the processes involved and identify ways to optimize them.
Include observation points:
* Observe workspaces, workflows, and interactions.
* Note any inefficiencies, bottlenecks, or areas for improvement.
Follow the value chain.
First, find where the flow of value begins.
Record your observation
* Record observations, interviews, and any other relevant data.
* Take detailed notes, photos, and videos as appropriate.
* Summarize key findings and identify recurring themes.
Once BRM has completed the walk and has all points noted he/she must prepare a plan for senior leadership. Below are the points to consider via preparing the report.
Key Presentation Points:
- Executive Summary: Briefly outline the objectives, scope, and key findings of the Gemba Walk
- Key Challenges: Present the most significant challenges identified during the Gemba Walk, supported by data and evidence.
- Root Cause Analysis: Analyse the root causes of the identified challenges.
- Impact on Business: Discuss the impact of these challenges on business outcomes (e.g., customer satisfaction, operational efficiency, revenue).
- Recommendations for Improvement: Present clear, actionable recommendations for addressing the identified challenges.
- Proposed Solutions: Outline specific solutions, including implementation plans, timelines, and budgets.
- Call to Action: Emphasize the importance of addressing these issues and encourage leadership to take action.
Practical Examples:
Example 1: Data Center Efficiency
An IT manager / BRM conducts a Gemba Walk in the data center to observe the cooling system’s performance. They notice that certain servers are overheating due to poor airflow. By raising this with facilities team to improve the cooling system, the manager enhances the data center’s efficiency and reduces the risk of hardware failures.
Example 2: Help Desk Operations
A BRM leader visits the help desk to observe how support tickets are handled. They notice that the ticket resolution process is slow due to some process needs approval which causing delay in closure of tickets and put on hold. By implementing an automated ticketing approval system it streamlines the process, reduces response times, and improves customer satisfaction.
Example 3: Software Development Workflow
A team leader/BRM conducts a Gemba Walk in the software development office to understand the development process. They observe that developers are frequently interrupted by meetings and administrative tasks. By implementing a “no-meeting” day and providing dedicated time for coding, the leader improves productivity and project timelines.
By following these steps, BRMs can effectively conduct Gemba Walks, gather valuable insights, and present compelling recommendations to leadership for improving IT service delivery.
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