Gemba

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 Gemba:

"Gemba," means  going to the place where work is being done, to observe and understand the work processes and identify opportunities for improvement at the actual workplace.

During a Gemba walk, team leader visits the work area and observers the processes, asking questions and listening to employee feedback. 

Leaders collects information and uses it to guide an improvement cycle.

By engaging in Gemba walks, organizations can foster a culture of continuous improvement.

Gemba! That's a Japanese term that roughly translates to "the real place" or "the place where work is done." In business and management, Gemba refers to the idea of going to the actual workplace to observe, learn, and improve processes.

Gemba Walk:

A Gemba walk is a technique used to:

1. *Observe processes*: See firsthand how work is being done.

2. *Identify waste*: Look for inefficiencies, bottlenecks, and areas for improvement.

3. *Engage with employees*: Talk to workers, ask questions, and gather insights.

Benefits of Gemba:

1. Improved understanding  of the work and challenges faced by employees.

2. Increased efficiency by streamlining processes and reduce waste.

3. Enhanced employee engagement

Applying Gemba:

1. Schedule regular walks  to visit the workplace and observe processes.

2. Ask open-ended questions to encourage employees to share their thoughts and ideas.

3. Take notes and follow up of Document,observations etc. and implement changes based on Feedback.

Effective Gemba walk is an opportunity to connect team members with vision.

IATF CLAUSE 4:

1)Understand Issues.

2)Understand Basic requirements.

3)Expectations from operator.

IATF CLAUSE 5: Leadership

IATF  16949 : 2016 -

5.1 Leadership and Commitment

5.2 Policy

5.3 Organizational roles, responsibilities and authorities

Sub-Clauses :-

5.1.1 IS09001 & IATF 16949

5.2.1 ISO9001 & IATF 16949

5.3    ISO9001 & IATF 16949

5.1.1.1 IATF 16949

5.2.2 ISO9001 & IATF 16949

5.3.1 IATF 16949

5.1.1.2  IATF 16949

5.3.2  IATF 16949

5.1.1.3  IATF 16949

5.1.2  ISO9001 & IATF 16949

IATF CLAUSE 9:

Monitoring, 

Analysis,

Evaluation, 

Aspects.

IATF CLAUSE 10:

Improvement

Be leader

4 LAWS:

1.Law of Attraction

2.Law of Vibrations.

3.Law of Cause & Defect

4.Law of Gratitude's (Thanking)

Leadership---

#Proactive

#Reactive

Leadership roles:

1. Identify issues

2. Analyse

3. Why Why

4. Improvement plan

5. Implement

6. Sustanence

Teamleader Role in Gemba :

1. Revist:

Gemba walk

Current state

PFD

Each stations VA/NVA

Each station 8 wastes.

Customer demand - VOC

Gaps in expectations

Operation missing Links

2. Restart:

Current analysis

Process sequence verification

7 waste identification

Inventory analysis

Bottlneck analysis

Future state thinking

3. Reconnect

With Customer Demand.

With TPM Goals.

Process customer centric.

Future state with customer demand.


GTF: Good To Find:

Gemba walk Launch Team consisting maximum 5 members and minimum 3 members.

Taking time to talk to the people is very important during gemba.

Team leader should respect to the people & respect within people for contineous improvement.

Communication for leadeships:

- Visual Communication

-Verbal Communication

Gemba Key Aspects:

#Direct Observation

#First hand observation.

#Root cause analysis

#Informed Decision making

#Contineous Improvement

#OFI (Opportunity for Improvement)

#Operator involvement

Expertise in leadership:

Top 8 objectives:

1) Remove barriers between leaders & workers

2) Increase productivity & efficiency

3) Save time, Reduce wastes & Losses.

4) leaverage.

5) Develop lean thinking

6) Promote RCA Management

7) Improve communication

8) Promote crulture of discipline


* Role of TPM leader is to connect people with TPM vision.

* Gemba walk is connectivity building Program.

*On the spot why why analysis is possible during gemba.


Connectivity Building Programme:

One to one discussion

Gemba walk

1S, 2S acts

Tool box talk

Every day visit one Operator.

Types of Kaizen:

1. Retainment:

Maintain Improvement (Standards already achieved)

2. Improvement:

Improve more than already improved - DO KAIZEN

3. Breakthrough:

Innovation of improvement.

TPM BY MANAGEMEMT:

1. THEME : 

REDUCE/ELIMINATE / INCREASE.

2. PROBLEM: 

CORRECT OBSERVATION , 

5W 1 H (WHAT, WHEN, WHERE, WHICH, WHO, HOW)

3. ANALYSIS: 

(1) Poka

(2) Less friction

(3) Fully

(4)Many Bolts

(5) Coolant

(6) Big

(7) Long

(8) Cannot defect

(9) Difficult

4. IDEA : 

OPPOSITE OF ROOT CAUSE

(1) Poka Yoke

(2)More friction

(3)Partly

(4) Less Bolts

(5) No Coolant

(6) Small

(7) Short

(8) Can defect

(9) Easy

5. CONUTERMEASURE:

PROVIDING / CHANGING

6. RESULT: 

ELIMINATE , INCREASE LIFE, 

REDUCE TIME, REDUCE FREQUENCY

7. BENEFIT: 

INCREASE PRODUCTION, REDUCE COST.


Seven Types Of Abnormality: - 

1 - Minor flaws, 

2 - Unfulfilled basic condition, 

3 - Inaacessible area, 

4 - Contamination sources, 

5 - Quality defect Sources, 

6- Unnecessary & non urgent items, 

7 - Unsafe places

Impact Of Abnormality :-

A- Accident, 

B - Breakdown, 

C- Cost, 

D - Quality defects

5 Human Errors Causing Impact:-

I - Not maintaining basic condition, 

II - Improper usage condition,

III - Not repairing in time, 

IV - Lack of skill, 

V - Design weakness

Problem Solving Challenges:

1. Management impatient for a quick fix

2. Lack of Procedures

3. Poor team participation

4. No logical thought process

5. Problems solving steps skipped to obtain a quick solution

6. Lack of technical skills/knowledge

7. Potential causes mis-identified as root cause

8. Problem defined in-correctly.

9. No priorities, Resources, Approvals.


CFT (Cross-Functional Team):

CFT (Cross-Functional Team) is a group of people with diverse skills, knowledge, and functional expertise from different departments within an organization who collaborate to achieve a common objective.

-Daily meeting

-Breakdoron why why (With PM team, Daily /Online meeting)

-Defect why why (With OA team, Daily /Online meeting)

-Delta T-Temp difference.

-Skill Matrix, Training Plan.

-Minor stoppages (Break Ddown less than 10 min)

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