GEMBA

Là một từ tiếng Nhật có nghĩa là “nơi thực tế” , thường để chỉ khu vực sản  xuất và bất cứ nơi nào diễn ra các công việc tạo ra giá trị. Cụm từ “Đi  Gemba” được dùng để nhấn mạnh rằng sự cải tiến thực sự yêu cầu sự quan  sát trực tiếp hiện trạng nơi công việc được hoàn thành.

The Japanese term for “actual place,” often used for the shop-floor or any  place where value-creating work actually occurs. The term “Go Gemba” is  used to stress that real improvement requires direct observation of current  conditions where work is done. . It is also spelled genba. Lean Thinkers use it to mean the place where value is created. Japanese companies often supplement gemba with the related term “genchi gembutsu” — essentially “go and see” — to stress the importance of empiricism. A gemba walk is a management practice for grasping the current situation through direct observation and inquiry before taking action. 

Here are four ways people view work through very different “lean lenses”:

1. Solution view: Look for opportunities to use lean tools
2. Waste view: Look for waste
3. Problem view: Start with the worksite objectives; Focus on system, quality, delivery, cost, morale
4. Kaizen view – seek patterns, forms, tools, routines, “kata”:
   1. 1.Apply at the system level — “system kaizen”: Value-stream mapping plus material and information flowfor system design
   2. Apply at the point level — “point kaizen”: Standardized work and daily kaizen