Role-Switching and Gemba Management: Essential Tools for Every Leader
gemba management
The terms 'role-switching' and 'gemba management' are invaluable tools in any leader's arsenal. 'Gemba' is a Japanese term borrowed from the Kaizen management system and translates to 'the actual place where value is created.' This approach emphasizes the importance of personally visiting the workplace to gather firsthand data and make informed decisions.
Often, this approach involves role-switching: a manager might observe an employee's work or even take on their duties. This synergy reveals numerous nuances that might be overlooked in a superficial analysis.
The devil, as they say, is in the details. Here are some aspects to pay attention to:
Equipment and its condition: Is it worn out, in need of repair or replacement? Is there enough equipment to complete all tasks?
Workplace: Are there any unnecessary items causing clutter? Employees often become desensitized to this.
Lighting and ventilation: Is there sufficient light in the room? Are there any burnt-out bulbs that need replacing? Good lighting and ventilation reduce fatigue and improve concentration.
Sequence of operations: Are the work processes organized logically? Are there any unnecessary movements or operations?
Wait times: Are employees experiencing delays due to waiting for materials, information, or actions from other employees?
Information flows: Do employees have enough information to perform their tasks? Can they easily access the necessary information?
Communication: How is interaction organized between employees in different departments? Are there clear communication channels?
Employee opinions: Talk to employees about their work. What do they like, and what demotivates them the most? What problems do they see?
Training and instruction: Are employees sufficiently trained to perform their tasks? Do they understand what and how to do it?
After a gemba walk, a manager usually has a long list of tasks aimed at addressing identified problems and improving working conditions. The team, in turn, feels satisfied that their opinions are heard and their issues are not ignored.
Why do some managers avoid gemba management? In my opinion, there are several reasons. First, lack of time: managers are often overloaded with current tasks and cannot allocate time to visit workplaces. Second, they rely on reports, believing that they provide comprehensive information about what is happening. Third, some managers believe that delving into the details of employees' work is not their direct responsibility. They are afraid to "soil" their white collars.
I try to apply both approaches in my work. I know that "solid" and "empty" ultimately yield zero results. Therefore, I always look for what might be "empty." I advise you to do the same. Believe me, role-switching and gemba walks are very exciting activities.
