"Go to Gemba" principle

 “Gemba” is a Japanese term meaning “the real place” – where the actual work happens. In business (especially lean management and Six Sigma), “Go to Gemba” means that managers, leaders, or problem-solvers should physically go to the place where value is created to truly understand the process, identify issues, and find improvements.

The “Go to Gemba” principle is a core concept in Lean management, rooted in the Japanese term Gemba, which means “the real place”—specifically, the place where value is created. In practice, this principle encourages leaders, managers, and problem-solvers to physically go to the site of actual operations—whether that’s a factory floor, a hospital ward, a customer service center, or even a classroom—to observe processes firsthand. Rather than relying on reports, assumptions, or second-hand data, going to Gemba allows decision-makers to develop a deep and accurate understanding of how work is actually done, what challenges employees face, and where inefficiencies or quality issues exist.

The idea originated from the Toyota Production System (TPS), where it was believed that only by being present at the source of activity could managers truly identify waste, understand problems, and support continuous improvement (Kaizen). During a Gemba walk, leaders observe workflows, ask open-ended questions, listen to frontline staff, and take note of any deviations from standard procedures. This is not a time to criticize or micromanage, but rather to show respect for employees’ expertise and gather insights to drive thoughtful change.

The key goals of the Gemba approach are to understand reality, identify root causes of problems (often using the “5 Whys” technique), and engage the people closest to the work in finding practical solutions. The process is structured yet people-focused—it promotes transparency, accountability, and trust. Over time, regular Gemba walks can cultivate a culture of continuous improvement, where everyone in the organization contributes to reducing waste, enhancing quality, and delivering better value to customers.

In different industries, the Gemba principle takes on various forms. In manufacturing, it may involve walking the production line to identify delays or quality defects. In healthcare, it could mean observing patient handovers to spot bottlenecks. In retail, it may involve monitoring customer experience on the shop floor. Regardless of the setting, the fundamental belief remains the same: leaders must go see for themselves, ask why, and show respect—because real improvement begins with real understanding.