FROM OBSERVATION TO INSIGHT: AMPLIFYING GEMBA WALKS

by Cynthia J. Young

Operational excellence is a necessity for a successful business. One of the most effective ways to achieve continuous improvement is through Gemba walks. During these walks, observers go to the Gemba, or the place where the work is actually done or “the real place,” to observe processes and uncover opportunities for improvement as opposed to how a written process or Standard Operating Procedure (SOP) says it is supposed to be done. Gemba walks offer valuable insights, their effectiveness can be increased by integrating knowledge mapping into the process. Knowledge maps can transform Gemba walks from basic observation sessions into deeply insightful opportunities for documenting identified gaps, employees activities, and operations, while providing a picture suitable to support continuous improvement and knowledge sharing.

What is Knowledge Mapping?

A knowledge map is a visual representation of the knowledge assets within an organization, including information flows, location of expertise including who holds the knowledge, levels of knowledge, and knowledge gaps. It shows who knows what, where information resides, and how it’s shared across teams and departments to eliminate silos. Knowledge maps are valuable for identifying knowledge silos and areas where critical information is either missing or underutilized while helping both observers and the personnel doing the work to better understand what they are looking at, doing, and finding methods of support the Gemba improve the processes being observed.

Overall, knowledge mapping helps organizations visualize the flow of knowledge, making it easier for leaders to understand how processes are supported by knowledge and where inefficiencies or bottlenecks may exist. For employees, knowledge maps provide a clear view of where to access necessary information, enabling them to perform tasks more effectively. Additionally, knowledge maps can provide support for revisions of SOPs and processes when personnel change out so that corporate knowledge is retained.

The Importance of Gemba Walks in Continuous Improvement

By going to the place where the work is done and value is created, whether it’s the manufacturing floor or shop, a service desk, or an office, leaders can directly observe how work is done, interact with employees, and identify areas that may be improvement opportunities. The objective of Gemba walks is not to critique or micromanage but to understand work processes from the perspective of those performing the tasks.

Gemba walks help leaders get face-to-face information about inefficiencies, process gaps, and opportunities for innovation while encouraging knowledge sharing in a non-attributional environment. However, because Gemba walks provide observational insights, they can be limited by a lack of observer knowledge and understanding prior to the walk. The observer may not know if what they are seeing is good or bad. It just is. This is where knowledge mapping can make a significant and helpful difference.

Using Knowledge Mapping in Support of Gemba Walk

Integrating knowledge maps into the Gemba walk process provides structure and context that goes beyond surface-level observations preparing the observer for what they may see and to equip them with the knowledge of what they are going to observe. Here are ways that knowledge mapping can transform Gemba walks into a more powerful tool for continuous improvement:

1. Identifying Knowledge Gaps During Gemba Walks

During a typical Gemba walk, leaders may notice inefficiencies, but without the proper knowledge framework, it can be difficult to determine why certain processes are falling short. A knowledge map provides a visual guide that shows how knowledge is distributed across teams and processes and where the knowledge is located whether it’s explicitly written or if it’s with specific individuals and their experiences. Leaders can use this map to pinpoint areas where knowledge is missing, incomplete, or not being effectively utilized.

For example, during a Gemba walk on a manufacturing floor, a leader might observe a delay in production. By referencing a knowledge map, they could identify that the delay is due to a lack of technical expertise in a certain area or outdated information being used by employees. In this, the Gemba walk combined with the knowledge map can support storytelling through the picture created. This allows the leader to address not just the surface problem, but the underlying knowledge gap causing the issue.

2. Enhancing Collaboration and Cross-Functional Communication

Some goals of Lean management are to eliminate silos and improve cross-functional communication. Knowledge maps highlight where knowledge resides and how it flows, or fails to flow, between different units, divisions, or departments throughout an organization. This becomes particularly useful during Gemba walks, where leaders can see firsthand how communication breakdowns affect work processes and required outcomes.

In healthcare, knowledge management supports medical research, visibility of patient’s decisions, and support collaboration of physicians and healthcare providers. If a Gemba walk occurred in a large hospital where different departments handle patient information, a knowledge map could reveal that patient data is not being shared between the admissions team and the clinical staff, leading to delays in patient care. By using the knowledge map as a reference, the leader can facilitate a discussion on improving data-sharing practices, thus fostering better collaboration between teams.

3. Determining Innovation Opportunities

Continuous improvement isn’t just about fixing what’s perceived as broken. Continuous improvement is also about finding new ways to innovate. Knowledge mapping enables leaders to find areas where expertise and insights can be leveraged for innovation. By visualizing the distribution of knowledge, leaders can see where areas of expertise are underutilized and explore ways to tap into that potential.

During a software company Gemba walk, a team lead may notice that certain teams are not collaborating despite having complementary expertise. A knowledge map could reveal that teams have a shared understanding of software user experience where one team’s strength is understanding the software engineering design process, while the other team’s strength is understanding how a process sprint works. By connecting these teams, the leader can provide opportunities to innovate while driving the development of more user-friendly products and stay on track with updates and releases.

4. Tracking Continuous Improvement Over Time

One of the challenges with Gemba walks is tracking progress over time, especially if the Gemba teams shift all of the regular personnel who take part in the walk. While it’s good to keep consistent personnel on a team, it’s also a risk since there may be no outside points of view when participating in the Gemba walks. The new person may focus on watching the process and may not understand all of the intricacies such as tools, responsibilities, or know questions to ask. Knowledge maps provide a baseline for seeing and understanding the current state of knowledge distribution within an organization. As leaders conduct Gemba walks and implement improvements, or trade out personnel who walk, the knowledge map can be updated to reflect changes in knowledge flow and expertise.

The updates to the knowledge maps allow leaders to measure the impact of their improvements and adjust their strategies accordingly. For example, after addressing a knowledge gap during a Gemba walk, the leader can revisit the knowledge map to see if the gap has been filled and if the related process has improved. This creates a continuous feedback loop that supports ongoing improvement efforts.

5. Aligning Knowledge with Strategic Goals

Knowledge mapping during Gemba walks ensures that operational improvements align with broader strategic goals. By mapping out where critical knowledge is located and how it supports key business objectives, leaders can ensure that the improvements identified during Gemba walks are in line with the company's overall vision. Knowledge maps can also be used as documentation to update some of the process write-ups post-Gemba.

For example, a company focused on reducing production waste might use a knowledge map to track the expertise of employees in Lean manufacturing principles. During a Gemba walk, the leader can identify areas where additional training or knowledge-sharing is needed to support the company’s waste-reduction goals. This ensures that every improvement made during the Gemba walk has a direct impact on achieving the organization’s strategic objectives.

Removing the Mystery of Creating Knowledge Maps

To maximize the benefits of knowledge mapping and map efficiently, use this step-by-step guide to create effective knowledge maps.

Step 1: Choose to write the knowledge map by hand, using sticky notes, or using an electronic program.

Step 2: Select what you want to map and label it at the top of the map. This example will show how to great a basic room chart that can be used as an onboarding tool for a new hire.

Step 3: Identify the various areas in the office to include cubicles, offices, and tables. You can adapt this for a manufacturing or shop floor as well.

Step 4: Label each area with the employee names and the roles including both assigned and collateral.

Step 5: Interview each person for their years with the company and area of expertise as well as what they do and whom they report to. You can transition this map to another style such as an organizational chart or multiple organizational charts if the room has multiple teams in the same office space.

Step 6: Socialize the map with your team to make sure it is understood as you intended it to be or to get updated knowledge for the map.

Step 7: Update the map as needed to introduce new hires to everyone so they can learn names and know who to go to with specific questions to gain specific knowledge.

Treat the map like you would any other organizational document. Assign a review timeline, label it according to organization requirement to support findability and future use, put a date of the last revision, and assign it to a person or role as the lead for updating the map. You do not put every detail that is known on a knowledge map since you may lose the objective of the map in all the diagramming and text.

Conclusion

Integrating knowledge mapping into Gemba walks helps convert observations from surface-level insights to actionable strategies for continuous improvement. By visualizing the flow of expertise, knowledge maps help leaders identify potential wastes and gaps, enhance collaboration, and align improvements with strategic goals. With knowledge maps as part of Gemba walks, organizations can turn everyday observations into enduring progress, providing a way-ahead for innovation and operational excellence.

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Cynthia J. Young, is the founder of CJ Young Consulting, LLC, a knowledge management consulting firm. Through a human-centric focus, Dr. Young continues to demonstrate and reinforce that having a knowledge management mindset supports overall organization health with the intent of knowledge to be managed throughout the enterprise. She has co-authored three books with her chapters having a knowledge management focus – two of which are international best sellers and gave her TEDx Talk, A Knowledge Mindset: What You Know Comes from Where You Sit for TEDxBeaconStreet in September 2020.