Gemba is a Japanese-origin concept meaning "real place." This term is used especially in production and management fields to describe the physical location where the work actually takes place. Gemba can include both production lines and points of contact with customers. The concept is one of the fundamental pillars of lean thinking and is based on the idea that problems or opportunities can only be fully understood where the events occur.
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This approach, which plays a central role in the development of the Toyota Production System (TPS), is used not only in manufacturing but also as an effective tool in the service sector and at management levels. In the Gemba concept, it is essential for managers or engineers to be present directly on the shop floor rather than at their desks and to make decisions by observing the process. This allows direct and on-site access to information, playing an important role in both problem-solving and continuous improvement processes.
According to Liker’s analysis, Gemba is one of the cornerstones of lean leadership. Leaders have the opportunity to visit employees' work environments and directly observe the facts. This facilitates healthier communication with employees and enables a management approach free from organizational blindness. The concept of Gemba represents not only the physical visit to a place but also a mental approach: true knowledge is obtained through direct observation.
The Role of Gemba in Practice and Its Relationship with Lean Thinking
The Gemba approach is regarded as a critical tool in the implementation of lean thinking. One of the five fundamental principles of lean thinking defined by Womack and Jones, “value stream mapping,” directly relies on Gemba. The value stream encompasses all the processes a product undergoes from raw material to reaching the customer. For these processes to be fully understood, managers and decision-makers must go to the place where the process occurs, namely, Gemba.
Gemba practices are often carried out through activities known as “Gemba Walks.” During these walks, managers observe and try to understand the processes without any prejudice or blaming those responsible. In Ohno’s approach, these observations are a prerequisite for identifying and resolving problems at their direct source. The “go and see” principle developed at Toyota is not only a method of observation but also a management philosophy. The idea that decisions must be based on data and observation serves the principle of accuracy within the lean system.
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As Liker points out, Toyota leaders not only visit Gemba but also involve employees in this process. During observations at Gemba, employees’ opinions are sought, and their experiences are valued. This approach enables an understanding not only of the process but also of the individuals contributing to it. Thus, Gemba forms the foundation of a holistic system that considers both technical processes and the human element.
In lean thinking, the elimination of waste becomes possible through observations made at Gemba. Waste, meaning non-value-adding activities, can only be identified and understood within the process itself. According to Womack and Jones, eliminating this waste is the most important condition for continuous value creation. Gemba provides the most direct way to diagnose these inefficiencies.
The Role of Gemba in Corporate Culture and Leadership
Gemba is not only an observation technique but also a management approach that plays a significant role in shaping corporate culture. In Toyota’s management practice, it has become mandatory for leaders to be actively present on the shop floor. This situation is critically important for the manager to directly experience the reality on the ground and understand the difficulties faced by employees. This type of leadership represents a more participatory and observation-based approach, different from classical bureaucratic structures.
Liker states that leaders at Toyota regularly visit Gemba, and these visits serve an educational function. During Gemba visits, leaders not only examine processes but also guide, listen to, and mentor young employees. Thus, Gemba becomes not only a learning space but also a mentoring environment. This practice forms the foundation of a new leadership model called “Gemba leadership.”
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Gemba plays a significant role in corporate learning processes as well. Tools such as continuous improvement (Kaizen) and root cause analysis rely on information gathered on the shop floor. The consistent and accurate acquisition of this information occurs through observations made at Gemba. The Gemba approach enables organizations to respond more flexibly and quickly to external factors. This flexibility is directly related to “customer focus,” one of the most important goals of lean thinking.
The successful establishment of a Gemba culture is possible not only by managers going to the shop floor but also by the adoption of this approach throughout the entire organization. Valuing the information from the field becomes possible by integrating this knowledge into decision-making processes. Therefore, Gemba can also be considered a concept at the center of information flow. As emphasized by Womack and Jones, lean transformation is achieved not only through technical tools but also through cultural transformation. Gemba is one of the driving forces of this transformation.
