2 Gemba Walk Checklist From D. Mann Book

Go To the Place, Look at the Process, Talk to the People.

How can you tell what is normal in this area? What would you learn if you measured in smaller intervals of time? What is the team leader supposed to be doing in this situation? Why should you expect the team leader to know that? How could these expectations be made clearer? How do you know that the designated person carried out these posted procedures? How could someone know who was responsible for this task? How could you know these things with more certainty?

What You Should See

What People Should Know

Process Focus • Tracking charts show current actual vs. expected status for all processes, in-cycle and out-of-cycle. • Production-tracking charts initialed by supervisors at least twice daily. • Reasons for misses noted on tracking charts. Process Improvement • Top 3 to 5 reasons for misses documented and visible at cell/line, department, and value stream information boards. • Summary project plans (A-3s) for improvement posted and current at department and value stream information boards. • Employee suggestion system shows recent suggestions, current action on suggestions, and implemented Suggestions with trend chart of numbers submitted and implemented. • A visual daily task assignment and accountability process is in use and current. Leader Availability • Team leaders on the floor in their process area virtually aJf the time and available to operators. • Supervisors on the floor in their process area. • Response system to summon supervisors, team leader,others when needed. Labor Planning (at team boards) • Rotation path and starting assignments displayed. • Expected attendance chart up to date, displayed. • Qualification matrix up to date, displayed (including qualified out-of-zone operators).

• How are you doing at hitting your production goals? • How can you tell if out-of-cycle and daily or weekly tasks are getting done as they should? • (Leaders) Is there a regular schedule for gemba walks in this area? What is it? What happens on a typical gemba walk?

Standard Work • Operators and leaders have and are following their respective standardized work. • Standard work charts, complete with cycle times for in- and out-cycle work, are posted and clearly visible from operator workstations. • Leaders' standard work is displayed day by day for up to a week.

• What are the three biggest problems in this area? • How do you know these are the biggest problems? • Is any work being done on these problems? How can you tell? • Is there a regular method for operators to make suggestions for process improvements? What is it? • How can you tell your suggestions are listened to? • (For leaders) What improvement activity is going on in this department? • (Leaders) How do daily task assignments work here? Is there regular follow-up on assignments? • (Leaders) How many hours/day on average do you spend on the floor? • How do you contact your team leader when you need him or her right away? • How quickly is help available when the process is interrupted by a problem the team leader cannot fix? • How can you tell who's supposed to be here on any given day? How can you tell when you have call-ins? • (Leaders) What do you do when there are call-ins? • How do you know how many people \ou need for a given rate of production? • Do you rotate jobs here? How do you know where you'll be working at the start of any given day? • How can you tell who's qualified to do which jobs in the area? • Can you show me the standardized work for this station? Do people in this area follow tandardized work? Does anyone ever monitor to see it's being followed? • (Leaders) What's your process for monitoring standardized work? How often do you monitor it? • (Leaders) Do you use standard work? Let's look at it for today.

• How often does your team meet as a group? Is it a regularly scheduled meeting or just once in a while?

Communication • Daily shift meeting agenda visible on the team info center. • Where applicable, info from other shifts is displayed in cell/line or department info board. • Team leaders', supervisors', value stream daily meetings occur.

• (Leaders) How do you know what topics you'll cover in any given day's start-up meeting? • (Leaders) Do you lead or attend any daily meetings? What are they? • How do you keep track of housekeeping in this area? Are there standards for housekeeping? • (Of any object) What's this? How can you tell where it's supposed to be? How many of them should be here? • How much material are you supposed to have in this location? How can you tell? • What are the reorder points for (any and all) materials? What's the process for reordering?

Workplace Organization • Weekly 5S audit form and action items for the week are current displayed at team info boards. • Cleaning routines and checklists visible, current. • TPM checklists current at each asset. • Clearly visible indicators of location and quantity for each object in the area. • Signage or identified addresses for tools, WIPand raw materials, reorder points and max quantities, kanban cards. • No clutter, dirt, or debris on floors, shelves, tops of cabinets, under racks and convevors, etc. • All horizontal surfaces clean. • Cabinets, drawers labeled, contents match labels. Working Buzzer to Buzzer • Work starts and stops on time.

• What times are breaks in this area? Are people usually back on time or are there usually stragglers? Process Observed:

What is the line paced by? Are the operators located close to their tools? Are all operators following the same procedure? Are the operators actions value added to the customer? Can you tell how much inventory is present (hours / spaces)? Can you tell how much inventory should be present (hours / spaces)? Can you tell if a defect has been made? Is waste by cause tracked? Is downtime by cause tracked? Can you tell whether or not the operation is meeting target? Are we tracking & reacting to process changes that affect target? Can the operators easily tell customer order priority and/or expedite needs? How is the operator signaled to produce? What do you see that could slow down or stop the line? Ideas of how to reduce, reuse, or recycle material in dumpster / recycle bins?

Overproduction

Inventory

Transportation

Waiting

Motion

Defects

Overprocess

Waste of person