The Gemba Walk: An Underutilized Opportunity for Reinforcement

Picture this: a manager is doing his daily Gemba Walk and reports back with a laundry list of problems – deviations from standard work, shortcuts to completing processes, and quality defects. He reports that he took care of what he saw and will repeat the process tomorrow. This scenario is commonplace. The traditional purpose of Gemba Walks is for leaders to go and see the actual work and how it is done. Identifying waste and improvement opportunities will always be important, but that is where most Gemba activities stop. The focus is solely on what to look for, not how to respond to what you see. What if there was a more effective way to conduct Gemba Walks? A way that would lead to sustainable outcomes, consistency in process, and engaged employees? A simple additional perspective – focusing on what is going right – makes all the difference. Behavioral science reveals it is one of the most underutilized opportunities to provide reinforcement for critical, key behaviors that drive results. 

Common mistakes made by leaders during Gemba Walks leave opportunities for improvement on the table. For example, only stopping to speak to an employee when something is wrong leads to feelings of dread or avoidance when the leader comes around. Focusing exclusively on outcomes without recognizing the people executing the behaviors can come across as disingenuous and can damage relationships. Viewing Gemba Walks as a “check-the-box” activity, evidenced by rushing through, asking questions, but not providing any follow-up will not generate meaningful change. These mistakes lead to rework due to lack of improvement and frustration with the process itself. 

Practical remedies for these common mistakes increase the effectiveness of Gemba Walks. A simple yet powerful feature of a Gemba Walk is that it sets leaders up to be physically present when critical behaviors occur. That is precisely the moment when reinforcement is most effective. Leaders can utilize the merger of their physical presence with the opportunity to recognize what is going well to build a culture in which key behaviors happen consistently. Pinpoint 2-3 behaviors you are looking for specifically before you start, rather than deciding what you are looking for in the moment. Most importantly, ensure that closing the loop becomes your standard practice. Ask questions, provide positive reinforcement tied to critical behaviors, give feedback, and then follow up to ensure improvement or resolution.

Now picture this: that same manager is doing his daily Gemba Walk and reports back with a list of behavior he has recognized, a few observations regarding improvement opportunities for current processes, an update on the 2-3 critical behaviors he is focused on to drive improvement, and a story about a personal connection with one of his employees. With consistent practice, these strategies will transform the effectiveness of your Gemba Walks. Incorporating an additional perspective – focusing on what is going right – makes all the difference.