From behind your screen to the shop floor: go to the Gemba
Improvement starts where the work happens
Lean management is more than just a methodology: it is a mindset. One of the most powerful principles within Lean is “Go to the Gemba”. But what does it mean exactly? And why is it so essential for organisations striving for continuous improvement?
What is Gemba?
Gemba (現場) is Japanese for “the real place”. In the context of Lean management, it refers to the shop floor: the place where value is created.
That may be a production line, but it can just as well be an office, hospital, warehouse or logistics centre. The Gemba is always the place where the work is actually carried out.
The principle “Go to the Gemba” encourages leaders and employees not to remain behind their desks, but to go to the workplace themselves. That is where the real challenges, bottlenecks and improvement opportunities become visible—issues that often remain hidden in reports or meetings.
The three guiding principles of Gemba
A good Gemba walk is built on three simple principles: observe, ask why and show respect.
Go See
Go and see for yourself.
Observation is the first step. By seeing how processes actually work, you gain an objective view of what is really happening. No assumptions or second-hand information, but first-hand observation.
Suppose a production line regularly comes to a standstill. From behind your desk, you can speculate about the cause. But on the Gemba, you may see that a machine is overloaded or that employees are waiting for materials.
A report shows what happened. A Gemba visit reveals why it happened.
Ask Why
Keep asking until you reach the real cause.
Observation alone is not enough. By repeatedly asking “why?”, you move beyond the symptoms and closer to the root cause of a problem.
An example using the 5 Whys
- Why has the line stopped?
Because there are no parts. - Why are there no parts?
Because the delivery was delayed. - Why was the delivery delayed?
Because the supplier had a quality issue. - Why did the supplier have a quality issue?
Because the specifications were unclear. - Why were the specifications unclear?
Because we did not communicate our requirements clearly enough.
Only at that final step do you know where improvement should truly begin.
Show Respect
Show respect for the people doing the work.
Gemba is not only about processes, but also about people. The employees who work with the process every day often understand its exceptions, frustrations and practical limitations better than anyone else.
By genuinely listening and taking their experience seriously, you create engagement. Employees feel safer raising issues and sharing ideas.
A Gemba walk is therefore not an audit. The goal is not to control people, but to understand and improve the process together.
How Gemba aligns with our core values
At Evolynx, the Gemba principle strongly aligns with our core values: ACT, CHALLENGE and CARE.
From observation to action
Gemba is not passive. It is about not only looking, but also taking action when you identify a problem or opportunity.
- Make a Gemba walk part of your weekly routine.
- Take notes and record concrete actions immediately.
Dare to dig deeper
Real improvement does not come from superficial solutions, but from asking difficult questions and challenging the status quo.
- Use the 5 Whys to get to the root of the problem.
- Actively involve employees in finding solutions.
Respect for people and processes
Lean is not about efficiency at any cost. It is about respect for the people carrying out the work.
- Thank employees for their openness and input.
- Implement improvements together with the team.
Gemba in practice: how do you get started?
A Gemba visit does not have to be complex. With a clear focus and a few simple agreements, you can already achieve a great deal.
Plan a Gemba visit
Choose a specific process or department to observe. Allow enough time to truly see what is happening: plan at least 30 to 60 minutes.
Ask open questions
Ask employees questions such as: “What are the biggest challenges in your work?” Listen without judgement, ask clarifying questions and take careful notes.
Analyse and take action
Identify one or two concrete improvement opportunities per visit. Create an action plan with clear owners, deadlines and expectations.
Follow up and share successes
Report back to the team, follow up on actions consistently and make results visible. Celebrate small wins to maintain engagement and momentum.
Gemba as a driver of continuous improvement
“Go to the Gemba” is more than a Lean principle: it requires a cultural shift. By going to the workplace, digging deeper into problems and showing respect for the people doing the work, you build an organisation that is learning-oriented, agile and people-focused.
At Evolynx, we apply this principle to strengthen not only processes, but also teams. Ultimately, it is about improving together.