Gemba, is the Japanese term for “the real place” or “the actual place” and in innovation refers to the need to visit the place where the innovation will deliver its value and see for oneself how the innovation will be applied and add value. The concept of Gemba is derived from the principles of Lean, that where first developed by Toyota. American entrepreneur and author Steve Blank popularized the concept by inspiring his readers to ‘Get out of the building!”
Go and see for yourself
The physical location where value is created could be many places, such as a factory floor, office space, or even on an train or aircraft or in a consumer’s home. Gemba drives innovation teams to get out of the confinements of their workplace and visit the site where the innovation is used. This is essential because it allows leaders and innovators to:
1. Observe firsthand: By going to the actual place, innovators can see processes in action, identify inefficiencies, and spot opportunities for improvement that may not be apparent from reports or secondhand information. In addition, in observing the use of early models of the innovation, potential issues or opportunities in the concept will be discovered early.
2. Engage with employees and consumers: Direct interaction with workers and consumers provides valuable insights into daily challenges and potential areas for innovation. These insights emphasize where value is added and where improvements can be made.
3. Identify root causes: Being present at the Gemba allows innovators to ask questions and dig deeper into issues, helping to uncover the root causes of problems rather than just addressing symptoms.
Gemba-walks are well prepared
Gemba walks are not an interesting courtesy-visit. Innovators should prepare well and focus on achieving clear objectives.:
1. Problem identification: Observe current processes and identify areas where innovation could solve existing problems or provide added value.
2. Opportunity recognition: Look for untapped potential or new ways to create value that may not be obvious without direct observation.
3. Employee/consumer input: Engage with workers to gather their ideas and perspectives, as they often have valuable insights into how processes can be improved.
4. Data Collection: Use the visit to gather qualitative and quantitative data that can inform innovation initiatives.
Gemba for idea generation
Gemba is a powerful tool for innovation, providing a direct link between innovators and the realities of the workplace and the consumer world. By regularly visiting the Gemba, innovators can ensure that their innovation efforts are grounded in practical needs and opportunities, leading to more effective and impactful improvements.In the same way, Gemba can also generate ideas for improvements, even if the Gemba was not targeted at an specific innovation. Therefor, Gemba is also a very valuable instrument for Idea Generation