3G|gemba|gembutsu|genjitsu japanese Concept

Industrial Trainer, Productivity Tools

Gemba, Gembutsu, Genjitsu – The 3G Of Kaizen

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What is (3G) Gemba Genbutsu Genjitsu?

There are three Japanese words in 3G which are called (現場,) Gemba, Gembutsu, and Genjitsu, they are used for real space and real problem-solving. When there is a problem on any production line, then according to 3G, by going to the Actual Spot and identifying the Actual Problem, appropriate action should be taken. 3G is called Real Location, Real Thing Concept.

Kaizen may be a very used strategy that’s mainly focused on continuous improvement. Kaizen tends to be very employed by many various businesses, especially in manufacturing and warehouse facilities. the most goal of the Kaizen methodology is to enhance efficiency and eliminate waste.
One of the items that you simply got to realize in this broad methodology is that it is often applied under many various strategies. one among these strategies and doubtless one among the foremost well-known is the 3 G Principles – Gemba, Gembutsu, Genjitsu.

Gemba -Go to the spot

Gemba means the actual spot where the problem is. According to the 3G concept, we should not try to solve the problem sitting in our office, we should go to the actual place where the problem is coming from, which can make it easy for us to know all the reasons for the problem.

Gemba Walk

A gemba walk is a management tool used in the Toyota Production System and the 3G concept. The gemba walk involves physically going to the gemba, or the place where work is being done, to observe and understand the actual situation. The purpose of a gemba walk is to identify areas for improvement, eliminate waste, and understand the reality of the situation in order to make effective decisions.

During a gemba walk, a manager or team leader will typically observe the work being done, talk to employees, and gather data to understand the process and identify areas for improvement. The focus is on understanding the actual situation and making changes based on real-world observations, rather than relying on reports or assumptions.

Gemba walks are an important part of the continuous improvement process and are used in a variety of industries, including manufacturing, healthcare, and service organizations. They can be used to identify problems, improve processes, and increase efficiency and effectiveness.

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How do you do a Gemba walk?

Most important steps you can take to ensure that your next Gemba walk is successful.

  1. Preparation: Before you start the gemba walk, it is important to have a clear understanding of what you are trying to achieve and what you want to observe. Identify the areas you want to focus on and gather any relevant information or data that will help you in your observation.
  2. Go to the Gemba: Visit the actual place where work is being done, such as a production line, a customer service desk, or a warehouse.
  3. Observe and Engage: Observe the work being done and talk to the employees who are working in the area. Ask questions, gather information, and listen to their feedback. Be sure to observe the process from beginning to end, including any steps that may occur outside of the main work area.
  4. Identify Opportunities for Improvement: Look for ways to eliminate waste, improve processes, and increase efficiency. This might include observing bottlenecks in the process, identifying areas where resources are being wasted, or finding ways to reduce cycle times.
  5. Take Notes: Write down your observations and any ideas for improvement that you come up with during the gemba walk. This will help you to remember what you saw and ensure that you have a record of your findings.
  6. Analyze the Data: After the gemba walk, analyze the data you have collected and consider the opportunities for improvement that you have identified.
  7. Implement Changes: Based on your observations and analysis, develop a plan for making changes and improvements. Work with the employees who work in the area to implement the changes and continuously monitor the process to ensure that the improvements are effective.
  8. Repeat: Regularly repeat the gemba walk process to identify new opportunities for improvement and ensure that the process remains efficient and effective over time.

By following these steps, you can use gemba walks to continuously improve processes, increase efficiency, and deliver high-quality products and services.

Gembutsu-See the actual problem

Gembutsu means real problem, according to the 3G concept, we should go to the real place and see the real problem. Many times we do not see the problem and try to find its solution and the problem is not solved. But we should see the actual problem by going to the actual place.

Genjitsu-Take proper action

Genjitsu means proper action, according to the 3G concept, we should go to the actual place, look at the actual problem, and take appropriate action. Many times we do not know the problem and do not take proper action on it and that problem becomes the first major and sometimes becomes the cause of the accident. For this reason, we should know the problem and take appropriate action on it.

Key elements of the 3G concept

There are several key elements of the Toyota Production System and the 3G concept. These elements include:

  1. Lean Manufacturing: The Toyota Production System is based on the principles of lean manufacturing, which seeks to eliminate waste and improve efficiency in all areas of production.
  2. Kaizen: Kaizen is the Japanese word for “continuous improvement.” This concept is at the heart of the Toyota Production System and the 3G concept and emphasizes the importance of constantly seeking ways to improve processes and eliminate waste.
  3. Jidoka: Jidoka refers to the practice of detecting and stopping production immediately when a problem occurs. This helps to prevent defects from being produced and ensures that the final product meets high-quality standards.
  4. Just-In-Time (JIT) Production: JIT is a production strategy in which materials and components are delivered to the production line just in time for use, reducing the amount of inventory and waste in the production process.
  5. 5S: The 5S system is a set of five principles for organizing and maintaining a clean, efficient, and safe workplace. The five S’s stand for sort, simplify, sweep, standardize, and sustain.
  6. Standardized Work: Standardized work is the practice of establishing standard procedures and processes for every task in the production process. This helps to ensure consistent quality and efficiency in all aspects of the production process.

How to Implement the‘3G’ Principles?

  • Understanding the Concept: It is important to understand the principles of the 3G concept and how they fit into the overall philosophy of the Toyota Production System and lean manufacturing. This may involve training and education for employees and managers.
  • Assessing the Current Processes: Start by assessing the current processes and identifying areas where improvements can be made. This might involve conducting gemba walks, gathering data, and talking to employees to understand the actual situation.
  • Implementing Kaizen: Begin making continuous improvements to processes based on the data and observations collected during the gemba walk. This might involve making changes to the way work is performed, improving processes, and eliminating waste.
  • Standardizing Processes: Standardize processes to ensure that they are consistent and efficient. This will help to ensure that improvements are sustainable over time and that the process remains effective even as changes are made.
  • Fostering a Culture of Continuous Improvement: Encourage employees to embrace a culture of continuous improvement and empower them to make suggestions for improvement. This will help to create a culture of teamwork and collaboration, where everyone is working together to improve the process.
  • Measuring and Monitoring Progress: Regularly measure and monitor the process to ensure that improvements are effective and sustainable. Use data and performance metrics to track progress and make informed decisions about future improvements.
  • Continuously Improving: Continuously repeat the process of improvement, gathering data, and making changes to improve processes and eliminate waste. The 3G concept is a journey of continuous improvement, and by consistently following these steps, you can achieve sustainable results.

Advantages of the 3G Concept:

  • Improved Process Efficiency: The 3G concept helps to identify areas where processes can be improved, leading to increased efficiency and reduced waste.
  • Better Understanding of Work Processes: By physically observing work processes in the gemba, managers, and employees gain a better understanding of how work is done, which can lead to more effective decision-making and problem-solving.
  • Increased Employee Engagement: Gemba walks involve talking to employees and gathering their feedback, which can increase employee engagement and help to create a culture of continuous improvement.
  • Improved Quality: By focusing on eliminating waste and improving processes, the 3G concept can help to improve product quality and reduce defects.
  • Increased Productivity: By improving processes and reducing waste, the 3G concept can help to increase productivity and reduce costs.

Disadvantages of the 3G Concept:

  • Time and Resource Intensive: Implementing the 3G concept requires a significant investment of time and resources, including training and education for employees and managers.
  • Resistance to Change: Some employees may resist change and be resistant to the idea of continuous improvement, which can be a barrier to implementing the 3G concept.
  • Difficulty in Measuring Results: It can be difficult to measure the results of a gemba walk and quantify the impact of the improvements made.
  • Reliance on Physical Observation: The 3G concept relies heavily on physical observation and may not capture all of the important information needed to make effective decisions.
  • Complexity: The 3G concept can be complex and difficult to understand, particularly for organizations that are new to lean manufacturing or the Toyota Production System.

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FAQ:-

What is 3G Japanese Principle?

Gemba-Go to workplace
Gembutsu-See the actual proble/process
Genjitsu-Take proper action

What is Gemba’s process?

Gemba is a Japanese concept of continuous improvement designed for enhancing processes and reducing waste.

How many steps in Gemba walk?

8 Steps in Gemba walk.

What is Kaizen?

Kaizen means “change for better”, without the inherent meaning of either “continuous” or “philosophy” in Japanese dictionaries and in everyday use. The word refers to any improvement, one-time or continuous, large or small, in the same sense as the English word “improvement”.

How often should Gemba Walks be done?

When – Every day, to once per month depending on the “who” and “what”. Leaders may only need to gemba walk once per month, however, if you’re new to lean or there are significant problems the frequency needs to increase.

What are the benefits of 3G Concepts?

would support the understanding of actual problems, solutions, and actions.

What is the purpose of a gemba walk?

The purpose of a gemba walk is to observe work processes in the gemba, or the actual place where work is done, to identify areas for improvement and make continuous improvements to processes.