Personal Gemba: Visit one or more of areas of responsibility by yourself. Go with a specific topic, concern, waste stream, check, audit, confirmation in mind, or just go and see. Of course, they should engage with their team along the way, but the point is these are unplanned and impromptu conversations and engagements with them.
Leadership Gemba: Go and see with members of your leadership team. This way you observe together and see and hear the same things. Objectives might be to observe the actual conditions, to observe problematic processes, see the results of a recent kaizen or continuous improvement project, provide recognition, or to engage with the teams on a specific topic.
Daily Gemba: The best way to show your actions are louder than your words. The objective is to remove barriers and help your team achieve their goals.
During the daily Gemba, the teams would provide an update on key metrics and performance from the previous day, recent trends, and identify any current challenges, concerns, or barriers that are impeding their performance or attainment of a target. The leaders can then assist with removing these barriers.
A daily Gemba also ensures that everyone knows, understands, and is aligned to the top priorities for that day. Your daily Gemba should be short and very focused. The challenge is usually to avoid problem solving during a Gemba walk. The daily Gemba should also be a key part of Leader Standardized Work.
Impromptu Gemba: Often in discussions or meetings it’s difficult for everyone to understand an issue—and even after explaining, some may not actually get it. By going and seeing, problems can more rapidly be understood, necessary resources and actions agreed upon, and the issue resolved. This is done to assist in and align understanding, to problem solve and determine root cause, discuss counter measures, ask questions of the operators or those involved, or discuss next steps.