Prozanta Template
Gemba walk checklist
Structured observation on the floor
Date:
Area:
Leader:
Start / End: /
How to use this template
A Gemba walk is a structured visit to where value is created (“gemba” = “the real place”). The purpose is to see the actual process with your own eyes — not to read a report about it. The concept comes from Toyota, where Taiichi Ohno trained managers by having them stand and observe on the floor.
When do you use it?
Regularly — ideally a fixed time each week for operations managers. Not as a reaction to a crisis, but as a habit that builds understanding over time.
Time & participants
30-60 min. Go alone or with one other person — not a whole delegation that intimidates the floor.
Step by step
- Pick one area and one focus (e.g. flow or safety) before you go.
- Observe quietly first — see what is actually happening.
- Ask open questions of the people doing the work.
- Note facts, not judgements, in the observation sheet.
- Agree follow-up on urgent findings within 24 hours.
- Follow up next time — otherwise the walk loses its credibility.
Watch out
- It is NOT an inspection — you are looking for system problems, not blame.
- Don't jump in with the solution; ask the employee first.
- Don't leave without following up — unkept promises kill trust.
Example
Instead of “Why is there clutter here?” ask “What is stopping you from keeping the area clear?” — it moves the conversation from blame to system.
Method: Taiichi Ohno / Toyota; cf. Jim Womack, “Gemba Walks” (2011).
Read: Leadership behaviour and Lean culture →The purpose of a Gemba walk
SEE
Observe the actual process — not what is documented
ASK
Ask open questions of the employees — they know the process
RESPECT
Gemba is not an inspection — it is a learning round
Observations
| Focus area | Observation | Action / Follow-up | Owner | Date |
|---|---|---|---|---|
| Safety & working environment | ||||
| Order & cleanliness (5S) | ||||
| Flow & waiting time | ||||
| Standards followed? | ||||
| Equipment & maintenance | ||||
| Employee wellbeing | ||||
| Quality & defects | ||||
| Waste (TIMWOODS) |
Key questions for employees
What is stopping you from doing your job well?
What is the most time-consuming part of your process?
What would you improve if you could?
Are there risks or safety issues you know about?
Summary
Most important observation
Urgent actions (within 24 hours)
Positive observations
Escalate to manager?
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Gemba walk checklist
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