Get to the gemba, now!
THE AGE of the armchair manager is over. People are realising that merely having an impressive title along with a swanky office does not augur well for business. They also know that directing and delegating without personal involvement can sound the death knell of any organisation. Tom Peters has talked about managing by wandering about and keeping one's ear to the ground. Yes indeed, but the manager who goes straight to the scene of action (the gemba), can avert many a catastrophe and solve a problem sooner than interminable meetings and presentations and brainstorming can ever hope to do. One such hands on manager observed during his rounds that a worker stopped 6 times during a task cycle to use a tape to measure and cut cable. The worker was inconvenienced; but more importantly, time was being wasted. Recognising the need, the astute manager suggested that a standard cable length be attached to the workbench. The operator now only needed to lay the cable along the marks and cut to the desired length. Three whole minutes of cycle time was saved. By actually visiting the scene of action and making his own observations, the manager could improve efficiency that involved hardly any cost.
The Japanese were quick to spot the importance of gemba in their quest for kaizan, or continuous improvement. The gemba need not necessarily be the shop floor; it could be any workplace where there is action. The manager who is known to regularly visit his team's cubicles or work stations will very naturally keep his team members on their toes. One would never know when the boss, with his all-pervading eye, would drop in for a friendly look- see! The workplace would be immaculately kept. In fact, the resultant aesthetic appeal would also reduce the chances of things going astray. There is this rather amusing story about a high -powered Japanese team that came to inspect the gemba of a well-known MNC. Everything was in apple pie order, clutter was moved out of the way and everything fairly gleamed with some extra spit and polish. The head of the team, a grim unsmiling Japanese, who spoke not a word of English, seemed unimpressed by the general air of cleanliness and marched ahead, his eagle eye sweeping this way and that. Every now and then, he would dart off to the side or peer under the benches, much to the astonishment of the hosts. Then, suddenly there was a blood- curdling yell of triumph; the little man had hopped onto a stool nearby and looked up at a shelf upon which rested a carton filled with old broken soda bottles! He picked up the carton and broke into a flood of Japanese, all the while grinning from ear to ear. This transformation was startling. The interpreter explained to the perplexed onlookers that the head said this happened every time everywhere with unfailing regularity. People wrongly assume that others look only at eye level and ignore other places. Needless to say the hosts were absolutely mortified!
Mastering the art
Toyota promotes and expects creative thinking and innovation, but emphasises that it should be grounded in the actual situation. It is not just visiting the gemba and seeing; it is about analysing and answering the many questions that arise. This in turn gives rise to discussion and valuable feedback.
Yuji Yokoya of Toyota was entrusted with the job of redesigning the 2004 model of the Sienna, the primary markets being the U.S and Canada. The Chief Engineer had never developed a vehicle for North America before and felt he did not understand the North American market well. He requested and was granted time off to drive to all the states and provinces and understand the needs of the people. Yokoya noted the American custom of eating in vehicles rather than taking the time to pull over and stop. In Japan it is very uncommon to eat in the car partly because the roads are narrow and one needs to focus constantly to avoid any mishap. Hence, breaks in Japan were necessary so that people would stop and eat. American highways, on the other hand are luxurious and there is relaxed driving, using cruise control. Yokoya then designed a flip- up tray accessible from the driver's seat. He made many other changes that would be incomprehensible to his countrymen because their needs are different. By visiting the gemba, he could see for himself and improvise the car model accordingly.
Learn to do it
Incorporate gemba in your everyday life. If you are organising your company's official dinner at say a restaurant, visit the place in advance, ask questions, be observant and perhaps even eat there. You will then know what to expect and more importantly will have learnt first hand what you otherwise would never have known. A wise manager will visit the scene of action, see things for himself, note the way things are done and then set about making changes for the betterment of both himself and his company.
JAYANTHI MURTHY
Jayanthi.hyd@cnkonline.com
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