Gemba
88
MENTIONS
42
EPISODES
37
PODCASTS
Search complete. 88 mentions across 42 episodes found for "Gemba".
Sep 13, 2026
Brion HurleyHOST
And finally, the benefits to green or sustainable activities within a company often seem like an expense at first because the true benefits are not known.
Brion HurleyHOST
When we engage employees with a green team or involve them in a Gemba walk to find energy savings, there is value to the employee that is difficult to measure.
Brion HurleyHOST
Sustainable companies often see higher employee productivity and lower employee turnover, which reduce costs to acquire new employees and train them.
Brion HurleyHOST
If a company was looking to implement a take back program where they collect up their product from their customer at the end of life in order to reduce their product from going to the landfill, that would be a great sustainability improvement.
Steve C. de BacaGUEST
Open your perspectives.
Steve C. de BacaGUEST
The other thing I've learned, especially in these global positions, get out, go to Gemba, go to the people.
Steve C. de BacaGUEST
It's funny, when I reach out and I travel, and it's a long distance, but I travel to my teams in Asia-Pacific.
Steve C. de BacaGUEST
It's amazing how much goodwill you gain because they know it's a long trip.
Martin BaxmannHOST
It's a tool specifically designed to connect leadership with the frontlines in a systematic way.
Martin BaxmannHOST
It's called the Gemba Walk.
Martin BaxmannHOST
So what is Gemba? It's a Japanese term, and it simply means the real place.
Martin BaxmannHOST
In our world, the Gemba is anywhere and everywhere value is created for our patients.
Martin BaxmannHOST
And let me be clear, that's not the manager's office.
Martin BaxmannHOST
It's the treatment chair, it's the lab, and it's the reception desk where that first crucial patient impression is formed.
Martin BaxmannHOST
And the protocol for a Gemba walk is, well, it's beautifully simple.
Martin BaxmannHOST
Step one, you physically go to the real place.
Stuart RobertsonGUEST
Yeah, yeah.
Stuart RobertsonGUEST
Ultimately, and that's one of the biggest skill or learnings for any leadership team, the amount of organizations that I've dealt with in the past that it's almost like the leadership team are in a bubble and, oh my God, why would I want to go through to where the machines are or why would I want to go through to where they'll be? So as you deploy a continuous improvement and movement forward, Being on the Gemba is a fundamental part of that.
Stuart RobertsonGUEST
And as I always say to leadership teams, you need to be on that rhythm and routine of going on the Gemba.
Stuart RobertsonGUEST
People need to be used to you being in their area, number one, because you've never been there before.
Stuart RobertsonGUEST
You're now there on a daily or weekly basis.
Stuart RobertsonGUEST
But the key thing I always tell them is you're not there necessarily to talk.
Stuart RobertsonGUEST
The biggest thing you've got to do on the Gemba is listen because that's where all the information is coming from and getting people comfortable leadership-wise to be able to go and listen.
Stuart RobertsonGUEST
So they're not going to direct, they're not going onto the Gemba to tell people what to do.
Niall ConeyGUEST
The...
Niall ConeyGUEST
As far as enabling visibility, um, this is where, as we've said in a previous podcast, the Lean tools are, are, are at your disposal here of being able to try and implement flow, implement standardized work, best known current work in ways, implement things like Andon, so our alert systems, and going to the Gemba regularly will already open up a huge facet of being able to see better problems.
Niall ConeyGUEST
So, uh, if, if it's as terms of what do managers do we need to do to create abnormality at a glance, I say refer to Lean, right? Because like I've said before, they are not there to fix the problem.
Niall ConeyGUEST
People are.
Caroline WebbGUEST
Because pa- part of, um, it's part of 360 degree vision of getting oriented when you're trying to f- understand a complex situation.
Caroline WebbGUEST
I mean, obviously the classic, the classic Gemba walk of just going to where things are happening, and you go...
Caroline WebbGUEST
I mean, it means, you know, essentially go and see, which is what I call it in, in the book.
Caroline WebbGUEST
Just a reminder that this is a classic technique that still works really well.
speaker_1HOST
This is where absolutely every insight originates.
speaker_1HOST
The second column is the front line, often called the Gemba, which focuses entirely on how the actual work is executed.
speaker_1HOST
And the third column is the organization, focusing on structural alignment and support.
speaker_1HOST
Now, these aren't just three random departments thrown together.
Mario GabrieleHOST
You know, that is something that from the outside at least it feels like Elon does it s- so, so well is, like, finding these galvanizing moments, these-- Or, or sort of in some cases, you know, maybe manufacturing even this thing that everyone has to run at, uh, which feels like just ways of pushing energy into the system in a way.
Mario GabrieleHOST
What is the version of that that, that works for you? Is it doing sort of the Gemba walk down the, [chuckles] you know, the different tables and seeing what everyone's working every day? Is it something else?
Scott MortonGUEST
No, I think, I think it's, it's some kind of customer milestone.
Mario GabrieleHOST
Hmm, customer milestones.
Eric PittmanGUEST
That's what I look at.
Eric PittmanGUEST
I think most companies need to spend more time looking at their internal processes, doing Gemba walks, doing those internal audits and things like that, and acting on the things that they find during those internal audits and those Gemba walks instead of making sure that, you know, we have, you know, a brand new, you know, wonderfully painted hallway that's taking you to the conference room that you're going to stick FDA in for seven days.
Eric PittmanGUEST
Um, I think we need to focus more on, you know, the actual activities that are going on out on the floor than, uh, you know, making things look pretty.
Subhi SaadehHOST
Where can people find you, Eric?
Mohamed SalehHOST
Step two, we talked about how do we then live it and then how do we transfer it? And then how do we create an environment that our people can transfer it to others? If we follow that framework, then I could say I, as the leader, can change something tomorrow.
Mohamed SalehHOST
And what are the things I could change tomorrow? I could go to the Gemba instead of sit in my office.
Mohamed SalehHOST
I could do that tomorrow.
Mohamed SalehHOST
I don't need to wait 20 years for that.
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