Gemba means “the real place”—where work actually happens, problems become visible, and leadership behavior matters most. These posts explore what going to the gemba really means beyond symbolic walk-throughs, dashboards, or status updates.
Drawing from Lean, Toyota practices, healthcare, manufacturing, and knowledge work, this archive focuses on gemba as a leadership practice: listening more than talking, asking better questions, building trust, and creating the conditions for daily improvement rather than fear or performance theater.
This is a hot sports news story today, as I woke up to hear ESPN’s “Mike and Mike” talking about Milwaukee Brewers slugger (and reigning National League MVP) Ryan Braun’s 50-game suspension being overturned. Braun had been suspended for testing…
Last Thursday’s Journal had a story titled “How to Be a Better Boss? Spend Time on the Front Lines.” The article talks about senior leaders going to see work being done at the front lines. Does this have to be…
Regular readers know I started my career at General Motors from 1995 to 1997. After graduate school at MIT, I took a job at Dell, Inc. in 1999. At the time, Dell was at the peak of its reputation in…
TL;DR: Salem Health leaders and frontline staff visited Japan to study Lean and Kaizen–and returned with a deeper understanding that transformation comes from respect for people, teamwork across titles, and leaders going to the front lines to learn. The trip…
There has been a lot of buzz over last Sunday’s New York Times article “How the U.S. Lost Out on iPhone Work.” (Free article). Editor’s Note: Why This Still Matters Today More than a decade later, this conversation is even…
This week, I’ve been reading and listening to a lot of articles about working conditions at the Foxconn facilities in China. These stories are primarily focused on Apple, but nearly any computer, gadget, or mobile device is made there, ranging…
One of the most powerful thoughts in the book On the Mend: Revolutionizing Healthcare to Save Lives and Transform the Industry (by John Toussaint MD and Roger Gerard PhD) is the quote; “the ultimate arrogance is to change the way…
It’s important not to confuse a proper Lean “gemba walk” with the idea of “management by walking around” (MBWA). What did the late, great Dr. W. Edwards Deming say in 1982? ‘Management by walking around’ is hardly ever effective. The…
As I’ve talked to and worked with hospitals and their leaders about Kaizen, or continuous improvement, the concepts, mindsets, and methods make sense to people. They understand how Kaizen is different than the outdated and ineffective suggestion box method. A…
It’s been nice to see the “lean design” approach taking hold in healthcare over the past few years. I think the first book on the subject was a “manifesto” by an architect, David Chambers: Efficient Healthcare – Overcoming Broken Paradigms.…
Update: I edited the post title to add “Or Does He?” See the CEO’s comment below, suggesting that the TV report gave the wrong impression and that he wasn’t really “undercover” in a sneaky way like the CBS TV show.…
This is always a tongue-in-cheek warning, but there are times when I warn hospital leaders that they have to be careful when going to the “gemba” (gemba being a Japanese word used in Lean to describe the place where the…
