{"id":4082,"date":"2026-10-12T01:37:08","date_gmt":"2026-10-11T17:37:08","guid":{"rendered":"https:\/\/sixsigma.com.my\/training\/gemba-walk\/"},"modified":"2026-10-12T01:37:24","modified_gmt":"2026-10-11T17:37:24","slug":"gemba-walk","status":"publish","type":"post","link":"https:\/\/sixsigma.com.my\/training\/gemba-walk\/","title":{"rendered":"Gemba walk: what to look for on the floor, the questions to ask, and a checklist"},"content":{"rendered":"\n<div class=\"ssa\" id=\"top\">\n  <div class=\"ssa-progress\" id=\"ssa-progress\" aria-hidden=\"true\"><\/div>\n  <nav class=\"ssa-crumbs\" aria-label=\"Breadcrumb\">\n    <a href=\"https:\/\/sixsigma.com.my\/training\/\">Home<\/a><span aria-hidden=\"true\">\/<\/span>\n    <a href=\"https:\/\/sixsigma.com.my\/training\/six-sigma-blog\/\">Articles<\/a><span aria-hidden=\"true\">\/<\/span>\n    <span aria-current=\"page\">Gemba walk<\/span>\n  <\/nav>\n  <!-- [02] HERO -->\n  <header class=\"ssa-hero\">\n    <div>\n      <p class=\"ssa-eyebrow\">Lean tools &middot; Guide for supervisors and managers<\/p>\n      <h1>Gemba walk: what to look for on the floor, the questions to ask, and a checklist<\/h1>\n      <p class=\"ssa-dek\">What a gemba walk is and is not, how to prepare, walk and follow up, the questions that work, a checklist you can print, and what the evidence says about leadership walks.<\/p>\n      <div class=\"ssa-meta\"><span>By <b>MBizM Sdn. Bhd.<\/b><\/span><span>Published 12 October 2026<\/span><span>10 min read<\/span><\/div>\n    <\/div>\n    <div class=\"ssa-art\" role=\"img\" aria-label=\"Illustration: a gemba walk looks at the work through three lenses, purpose, process and people, in three stages: prepare, walk and follow up\">\n      <svg viewBox=\"0 0 520 360\" aria-hidden=\"true\">\n        <rect x=\"0\" y=\"0\" width=\"520\" height=\"360\" rx=\"18\" fill=\"#F5F7FB\"\/>\n        <text x=\"40\" y=\"44\" font-family=\"Noto Sans, Arial, sans-serif\" font-size=\"13\" font-weight=\"700\" fill=\"#17643A\" letter-spacing=\"1.5\">GO SEE, ASK WHY, SHOW RESPECT<\/text>\n        <text x=\"40\" y=\"62\" font-family=\"Noto Sans, Arial, sans-serif\" font-size=\"13\" fill=\"#5B6476\">the actual place, where the work is done<\/text>\n        <g font-family=\"Noto Sans, Arial, sans-serif\" text-anchor=\"middle\">\n          <circle cx=\"120\" cy=\"170\" r=\"62\" fill=\"#1F365C\"\/><text x=\"120\" y=\"166\" font-size=\"16\" font-weight=\"700\" fill=\"#FFFFFF\">Purpose<\/text><text x=\"120\" y=\"186\" font-size=\"11\" fill=\"#FFFFFF\">what is it for?<\/text>\n          <circle cx=\"260\" cy=\"170\" r=\"62\" fill=\"#3F5F8F\"\/><text x=\"260\" y=\"166\" font-size=\"16\" font-weight=\"700\" fill=\"#FFFFFF\">Process<\/text><text x=\"260\" y=\"186\" font-size=\"11\" fill=\"#FFFFFF\">how does it work?<\/text>\n          <circle cx=\"400\" cy=\"170\" r=\"62\" fill=\"#17643A\"\/><text x=\"400\" y=\"166\" font-size=\"16\" font-weight=\"700\" fill=\"#FFFFFF\">People<\/text><text x=\"400\" y=\"186\" font-size=\"11\" fill=\"#FFFFFF\">are they engaged?<\/text>\n        <\/g>\n        <g font-family=\"Noto Sans, Arial, sans-serif\" font-size=\"12\" font-weight=\"700\" text-anchor=\"middle\">\n          <rect x=\"40\" y=\"268\" width=\"130\" height=\"40\" rx=\"10\" fill=\"#FFFFFF\" stroke=\"#D5DCE8\"\/><text x=\"105\" y=\"293\" fill=\"#1F365C\">1 Prepare<\/text>\n          <rect x=\"195\" y=\"268\" width=\"130\" height=\"40\" rx=\"10\" fill=\"#FFFFFF\" stroke=\"#D5DCE8\"\/><text x=\"260\" y=\"293\" fill=\"#1F365C\">2 Walk<\/text>\n          <rect x=\"350\" y=\"268\" width=\"130\" height=\"40\" rx=\"10\" fill=\"#E3B21B\"\/><text x=\"415\" y=\"293\" fill=\"#1F365C\">3 Follow up<\/text>\n        <\/g>\n      <\/svg>\n    <\/div>\n  <\/header>\n  <!-- [03] SHORT ANSWER + KEY FACTS -->\n  <section class=\"ssa-answer\" aria-labelledby=\"ssa-short\">\n    <span class=\"lbl\" id=\"ssa-short\">Short answer<\/span>\n    <p>A <strong>gemba walk<\/strong> is a management practice in which a leader goes to the place where the work is done, the <em>gemba<\/em> (Japanese for &#8220;actual place&#8221;), to understand the current situation through direct observation and questions before taking action. It is not an inspection or a tour. A good walk follows one process, asks open questions about its purpose, process and people, changes nothing on the spot except safety hazards, and ends with follow-up on what was learned.<\/p>\n  <\/section>\n  <div class=\"ssa-facts\" role=\"list\">\n    <div class=\"ssa-fact\" role=\"listitem\"><b>Gemba<\/b><span>Japanese for &#8220;actual place&#8221;: where value is created<\/span><\/div>\n    <div class=\"ssa-fact\" role=\"listitem\"><b>3 lenses<\/b><span>Purpose, process and people<\/span><\/div>\n    <div class=\"ssa-fact\" role=\"listitem\"><b>3 rules<\/b><span>Go see, ask why, show respect<\/span><\/div>\n    <div class=\"ssa-fact\" role=\"listitem\"><b>43<\/b><span>Studies of leadership safety walks in one review: follow-up decided the results<\/span><\/div>\n  <\/div>\n  <div class=\"ssa-grid\">\n    <!-- [04] CONTENTS -->\n    <aside class=\"ssa-toc\" aria-label=\"On this page\">\n      <details open id=\"ssa-tocbox\">\n        <summary>On this page<\/summary>\n        <ol>\n          <li><a href=\"#what\">What a gemba walk is<\/a><\/li>\n          <li><a href=\"#not\">What it is not<\/a><\/li>\n          <li><a href=\"#how\">How to run one<\/a><\/li>\n          <li><a href=\"#questions\">Questions to ask<\/a><\/li>\n          <li><a href=\"#checklist\">Gemba walk checklist<\/a><\/li>\n          <li><a href=\"#often\">How often to walk<\/a><\/li>\n          <li><a href=\"#office\">In offices and hospitals<\/a><\/li>\n          <li><a href=\"#evidence\">What the evidence says<\/a><\/li>\n          <li><a href=\"#mistakes\">Common mistakes<\/a><\/li>\n          <li><a href=\"#faq\">FAQ<\/a><\/li>\n        <\/ol>\n        <div class=\"ssa-toc-cta\">\n          <p>Learn the lean tools behind a good gemba walk.<\/p>\n          <a class=\"ssa-btn ssa-btn-p\" href=\"https:\/\/sixsigma.com.my\/training\/product-category\/lean-programmes\/\">See Lean programmes<\/a>\n        <\/div>\n      <\/details>\n    <\/aside>\n    <!-- [05] ARTICLE BODY -->\n    <article class=\"ssa-body\">\n      <h2 id=\"what\">What a gemba walk is<\/h2>\n      <p>The Lean Enterprise Institute defines the gemba walk as a management practice for grasping the current situation through direct observation and inquiry before taking action. <em>Gemba<\/em> is Japanese for &#8220;actual place&#8221;; in lean it means the place where value is created: the production line, the warehouse, the claims desk, the ward.<\/p>\n      <p>The idea comes from the Toyota principle of <em>genchi genbutsu<\/em>, &#8220;go and see&#8221;: decisions about the work should be based on what is actually happening at the work, not on reports, averages or assumptions made in a meeting room. Toyota&#8217;s former chairman Fujio Cho summarised it as <strong>&#8220;Go see, ask why, show respect&#8221;<\/strong>, as recalled by John Shook of the Lean Enterprise Institute.<\/p>\n      <p>A gemba walk is how leaders and supervisors understand the work, coach the people doing it, and find the problems worth solving. It is a habit, not an event.<\/p>\n\n      <h2 id=\"not\">What a gemba walk is not<\/h2>\n      <div class=\"ssa-tablewrap\">\n        <table class=\"ssa-table\">\n          <caption>Gemba walk compared with practices it is often confused with<\/caption>\n          <thead><tr><th scope=\"col\">Practice<\/th><th scope=\"col\">Purpose<\/th><th scope=\"col\">How a gemba walk differs<\/th><\/tr><\/thead>\n          <tbody>\n            <tr><th scope=\"row\">Audit or inspection<\/th><td>Check compliance against a standard and score it<\/td><td>A walk is for learning and coaching, not for grading people. A <a href=\"https:\/\/sixsigma.com.my\/training\/daily-dose-of-lean-six-sigma-5s-edition\/\">5S audit<\/a> is a separate routine.<\/td><\/tr>\n            <tr><th scope=\"row\">Factory or site tour<\/th><td>Show visitors the operation<\/td><td>A walk follows one process closely and asks questions; a tour covers everything lightly.<\/td><\/tr>\n            <tr><th scope=\"row\">&#8220;Management by walking around&#8221;<\/th><td>Be visible and approachable<\/td><td>A walk has a stated purpose, a defined process to follow and follow-up actions.<\/td><\/tr>\n            <tr><th scope=\"row\">Firefighting visit<\/th><td>Fix today&#8217;s crisis<\/td><td>A walk happens when nothing is on fire, so normal work and its problems can be seen.<\/td><\/tr>\n          <\/tbody>\n        <\/table>\n      <\/div>\n\n      <h2 id=\"how\">How to run a gemba walk<\/h2>\n      <figure class=\"ssa-fig\">\n        <img src=\"https:\/\/sixsigma.com.my\/training\/wp-content\/uploads\/2026\/10\/gemba-walk-prepare-walk-follow-up.webp\" width=\"1200\" height=\"675\" loading=\"lazy\" decoding=\"async\" alt=\"The three stages of a gemba walk: prepare by choosing a purpose and one process and telling the team; walk by following the work, observing, asking open questions and taking notes; follow up by thanking people, sharing what you saw, agreeing actions and returning to check\" style=\"width:100%;height:auto;display:block;border-radius:12px\">\n        <figcaption>A gemba walk has three stages; most of the value comes from the third.<\/figcaption>\n      <\/figure>\n      <div class=\"ssa-levels\">\n        <div class=\"ssa-level\">\n          <div class=\"n l1\" aria-hidden=\"true\">1<\/div>\n          <div>\n            <h3>Prepare<\/h3>\n            <p class=\"q\">Why am I going, and what will I follow?<\/p>\n            <p>Choose one purpose for the walk (for example, why orders wait before packing, or why the morning shift misses its first-hour target) and one process, product or customer request to follow from start to end. Tell the area leader and the team you are coming and why, so the walk is not mistaken for an inspection.<\/p>\n          <\/div>\n        <\/div>\n        <div class=\"ssa-level\">\n          <div class=\"n l2\" aria-hidden=\"true\">2<\/div>\n          <div>\n            <h3>Walk<\/h3>\n            <p class=\"q\">What is actually happening, and why?<\/p>\n            <p>Follow the work, not the org chart. Watch at least one full cycle at each step before asking anything. Ask open questions in order: what is happening, why, what if, and why not. Take notes of what you see and hear, including waiting, searching, rework and workarounds. Do not fix things on the spot or hand out instructions, except to stop an unsafe act.<\/p>\n          <\/div>\n        <\/div>\n        <div class=\"ssa-level\">\n          <div class=\"n l3\" aria-hidden=\"true\">3<\/div>\n          <div>\n            <h3>Follow up<\/h3>\n            <p class=\"q\">What will I do to help?<\/p>\n            <p>Thank the people you spoke to. Share what you saw with the area leader, agree one or two problems to work on, and give them an owner and a date. Return to check. Problems raised on a walk and never followed up teach people that walks are for show.<\/p>\n          <\/div>\n        <\/div>\n      <\/div>\n\n      <h2 id=\"questions\">Questions to ask on a gemba walk<\/h2>\n      <p>John Shook suggests looking at the work through three lenses, purpose, process and people, and asking questions in a sequence: <em>what<\/em> is happening, <em>why<\/em>, <em>what if<\/em>, and <em>why not<\/em>. Diagnose only after you understand the situation.<\/p>\n      <div class=\"ssa-tablewrap\">\n        <table class=\"ssa-table\">\n          <caption>Example gemba walk questions by lens<\/caption>\n          <thead><tr><th scope=\"col\">Lens<\/th><th scope=\"col\">Questions<\/th><\/tr><\/thead>\n          <tbody>\n            <tr><th scope=\"row\">Purpose<\/th><td>Who is the customer of this step? What do they need from it? How do you know if today is a good day?<\/td><\/tr>\n            <tr><th scope=\"row\">Process<\/th><td>Can you walk me through what you just did? What happens when an input is missing or wrong? Where does work wait? How do you know the standard? What got in your way today?<\/td><\/tr>\n            <tr><th scope=\"row\">People<\/th><td>What would make this job easier? What problem have you raised before that is still there? Who helps when you get stuck? What have you improved recently?<\/td><\/tr>\n          <\/tbody>\n        <\/table>\n      <\/div>\n      <p>Avoid questions that blame (&#8220;Why didn&#8217;t you follow the procedure?&#8221;) or that only have a yes or no answer. Ask about the process, not the person.<\/p>\n\n      <h2 id=\"checklist\">Gemba walk checklist<\/h2>\n      <ol>\n        <li><strong>Purpose written down<\/strong> in one sentence before you go.<\/li>\n        <li><strong>One process chosen<\/strong> to follow from start to end.<\/li>\n        <li><strong>Area leader and team told<\/strong> when and why you are coming.<\/li>\n        <li><strong>Safety rules and PPE<\/strong> for the area checked and followed.<\/li>\n        <li><strong>At least one full cycle observed<\/strong> at each step before asking.<\/li>\n        <li><strong>Open questions asked<\/strong> about purpose, process and people.<\/li>\n        <li><strong>Notes taken<\/strong> on waiting, searching, rework, workarounds and visual controls (are the standard, the board and the status clear at a glance?).<\/li>\n        <li><strong>Nothing changed on the spot<\/strong> except unsafe conditions.<\/li>\n        <li><strong>People thanked<\/strong> before you leave.<\/li>\n        <li><strong>One or two problems agreed<\/strong> with the area leader, each with an owner and a date.<\/li>\n        <li><strong>Return visit planned<\/strong> to check the actions, using the <a href=\"https:\/\/sixsigma.com.my\/training\/pdca-cycle-plan-do-check-act\/\">PDCA cycle<\/a>.<\/li>\n      <\/ol>\n\n      <h2 id=\"often\">How often to walk<\/h2>\n      <p>There is no single rule. A common pattern is that team leaders are at the gemba every shift, area managers walk several times a week, and senior leaders walk on a regular, scheduled basis, for example weekly. Regular, shorter walks with follow-up are worth more than an occasional long one. Put the walk in the calendar so it survives busy weeks.<\/p>\n\n      <h2 id=\"office\">Gemba walks in offices and hospitals<\/h2>\n      <p>The gemba is wherever the value is created, so the practice works outside factories:<\/p>\n      <ul>\n        <li><strong>Offices and shared services:<\/strong> follow one request, invoice or ticket through every hand-off. The work is often invisible in systems, so ask people to show you their screen, queue and workarounds. See our guide to <a href=\"https:\/\/sixsigma.com.my\/training\/lean-six-sigma-in-bpo-shared-services-key-strategies-for-success\/\">Lean Six Sigma in BPO and shared services<\/a>.<\/li>\n        <li><strong>Warehouses:<\/strong> follow an order from pick to dispatch, and watch where it waits; a <a href=\"https:\/\/sixsigma.com.my\/training\/what-is-kanban\/\">kanban<\/a> board makes queues visible.<\/li>\n        <li><strong>Hospitals and clinics:<\/strong> follow a patient&#8217;s journey or a medication from order to administration. Healthcare has its own long-standing form of leadership walk, safety WalkRounds, with a body of research behind it.<\/li>\n      <\/ul>\n\n      <h2 id=\"evidence\">What the evidence says about leadership walks<\/h2>\n      <p>Most writing on gemba walks is practitioner experience. The most studied relative is the leadership safety walk in healthcare. A review of 43 studies by Singer and Tucker (2014) found that 33 reported positive effects, but these were mostly single-site studies of organisations that chose to adopt walks; more rigorous studies were less favourable, and two found safety climate declined in the units that did walks.<\/p>\n      <p>The review found that walks most often surface equipment, supply and facility problems, and that results depend on how they are run: genuine senior commitment, involvement of middle managers, and above all <strong>follow-up on the issues raised<\/strong>. Walks used for surveillance, or treated as an end in themselves, frustrated frontline staff. Participation also mattered: in one study of 49 hospitals, safety climate was higher where at least 60% of staff reported taking part, yet only 7.4% of units reached that level.<\/p>\n      <p>The practical lesson for any gemba walk is the same: the walk is only as good as what happens after it.<\/p>\n      <div class=\"ssa-example\">\n        <span class=\"ssa-tag\">Illustrative example<\/span>\n        <p>A production manager walks the packing line with the purpose &#8220;why do orders wait before packing?&#8221;. She follows one order, sees cartons arrive in mixed sizes and operators searching for the right box, and asks why. Operators explain that the carton supplier changed and the new sizes are not labelled. She agrees one action with the team leader (label and re-slot the cartons by size, a <a href=\"https:\/\/sixsigma.com.my\/training\/daily-dose-of-lean-six-sigma-5s-edition\/\">5S<\/a> fix) and returns a week later to see whether waiting has fallen. The scenario is invented to show the method, not a client result.<\/p>\n      <\/div>\n\n      <h2 id=\"mistakes\">Common mistakes<\/h2>\n      <ol class=\"ssa-mistakes\">\n        <li><div><b>Turning the walk into an inspection.<\/b>Scoring people or pointing out faults makes the team hide problems, which is the opposite of the purpose.<\/div><\/li>\n        <li><div><b>Fixing things on the spot.<\/b>Instructions given in passing bypass the team leader and rarely address the cause. Note it, agree it, follow it up.<\/div><\/li>\n        <li><div><b>Walking without a purpose.<\/b>A walk that tries to see everything sees nothing in depth. Follow one process.<\/div><\/li>\n        <li><div><b>Talking more than watching.<\/b>Watch a full cycle before asking. Most of what you need to see is visible if you wait.<\/div><\/li>\n        <li><div><b>No follow-up.<\/b>The research on leadership walks is clear: issues raised and not closed damage trust.<\/div><\/li>\n      <\/ol>\n\n      <h2 id=\"faq\">FAQ<\/h2>\n      <div class=\"ssa-faq\">\n        <details open><summary>What is a gemba walk?<\/summary><div class=\"a\"><p>A management practice in which a leader goes to the place where the work is done to understand the current situation through direct observation and questions before taking action. Gemba is Japanese for actual place.<\/p><\/div><\/details>\n        <details><summary>What questions should I ask on a gemba walk?<\/summary><div class=\"a\"><p>Open questions about purpose, process and people, asked in order: what is happening, why, what if, and why not. For example: can you walk me through what you just did, where does work wait, and what got in your way today?<\/p><\/div><\/details>\n        <details><summary>What is the difference between a gemba walk and an audit?<\/summary><div class=\"a\"><p>An audit checks compliance against a standard and scores it. A gemba walk is for learning and coaching: the leader observes, asks questions and agrees follow-up actions, without grading people.<\/p><\/div><\/details>\n        <details><summary>How often should managers do gemba walks?<\/summary><div class=\"a\"><p>There is no fixed rule. A common pattern is team leaders every shift, area managers several times a week and senior leaders on a regular schedule. Regular short walks with follow-up are worth more than occasional long ones.<\/p><\/div><\/details>\n        <details><summary>Can you do a gemba walk in an office?<\/summary><div class=\"a\"><p>Yes. The gemba is wherever value is created. In an office, follow one request, invoice or ticket through every hand-off and ask people to show you their screens, queues and workarounds.<\/p><\/div><\/details>\n      <\/div>\n      <!-- [06] TAKEAWAY + HAND-OFF -->\n      <h2 id=\"takeaway\">Key takeaway<\/h2>\n      <p class=\"ssa-takeaway\">Go to where the work is done, follow one process, watch before you ask, ask about purpose, process and people, fix nothing on the spot except safety, and always follow up. The follow-up is what turns a walk into improvement.<\/p>\n      <section class=\"ssa-cta\" aria-labelledby=\"ssa-cta-h\">\n        <p class=\"ssa-eyebrow\">Lean training in Malaysia<\/p>\n        <h2 id=\"ssa-cta-h\">Build lean habits in your team<\/h2>\n        <p>Our Lean programmes, including Kaizen Yellow Belt (with its 5S module) and Value Stream Mapping, teach the tools that make gemba walks productive, as public classes and in-house.<\/p>\n        <div class=\"row\">\n          <a class=\"ssa-btn ssa-btn-light\" href=\"https:\/\/sixsigma.com.my\/training\/product-category\/lean-programmes\/\">See Lean programmes<\/a>\n          <a class=\"ssa-btn ssa-btn-ghost\" href=\"https:\/\/sixsigma.com.my\/training\/product\/kaizen-yellow-belt\/\">Kaizen Yellow Belt<\/a>\n        <\/div>\n        <p class=\"ssa-consult\">Training supervisors and managers from one site? See <a href=\"https:\/\/sixsigma.com.my\/training\/in-house-lean-six-sigma-training\/\">in-house training<\/a>.<\/p>\n      <\/section>\n      <!-- [07] RELATED -->\n      <h2 id=\"related\" class=\"ssa-sr\">Related reading<\/h2>\n      <div class=\"ssa-related\">\n        <a class=\"ssa-rel\" href=\"https:\/\/sixsigma.com.my\/training\/daily-dose-of-lean-six-sigma-5s-edition\/\"><small>Lean tool<\/small><b>What is 5S<\/b><span>The five steps that make problems visible on the floor.<\/span><\/a>\n        <a class=\"ssa-rel\" href=\"https:\/\/sixsigma.com.my\/training\/pdca-cycle-plan-do-check-act\/\"><small>Method<\/small><b>The PDCA cycle<\/b><span>Plan, Do, Check, Act: how to follow up what a walk finds.<\/span><\/a>\n        <a class=\"ssa-rel\" href=\"https:\/\/sixsigma.com.my\/training\/what-is-kanban\/\"><small>Lean tool<\/small><b>What is kanban<\/b><span>Make queues and work in progress visible.<\/span><\/a>\n      <\/div>\n      <!-- [08] SOURCES -->\n      <h2 id=\"sources\">Sources<\/h2>\n      <ol class=\"ssa-sources\">\n        <li>Lean Enterprise Institute. <a href=\"https:\/\/www.lean.org\/lexicon-terms\/gemba-walk\/\">Gemba walk<\/a> (Lean lexicon). Accessed 12 October 2026.<\/li>\n        <li>Shook, J. (2023, first published 2011). <a href=\"https:\/\/www.lean.org\/the-lean-post\/articles\/how-to-go-to-the-gemba-go-see-ask-why-show-respect\">How to go to the gemba: go see, ask why, show respect<\/a>. Lean Enterprise Institute.<\/li>\n        <li>Womack, J. P. (2013). <em>Gemba Walks<\/em>, 2nd edition. Lean Enterprise Institute.<\/li>\n        <li>Singer, S. J., and Tucker, A. L. (2014). <a href=\"https:\/\/qualitysafety.bmj.com\/content\/23\/10\/789\">The evolving literature on safety WalkRounds: emerging themes and practical messages<\/a>. <em>BMJ Quality &amp; Safety<\/em>, 23(10), 789.<\/li>\n      <\/ol>\n      <div class=\"ssa-byline\">\n        <div class=\"mk\" aria-hidden=\"true\">MBizM<\/div>\n        <p><strong>MBizM Sdn. Bhd.<\/strong> runs Lean Six Sigma training, certification and in-house programmes across Malaysia through sixsigma.com.my. This article explains a public method; the example is illustrative, not a client result.<\/p>\n      <\/div>\n    <\/article>\n  <\/div>\n<\/div>\n<script type=\"application\/ld+json\">{\"@context\": \"https:\/\/schema.org\", \"@type\": \"FAQPage\", \"@id\": \"https:\/\/sixsigma.com.my\/training\/gemba-walk\/#faq\", \"mainEntity\": [{\"@type\": \"Question\", \"name\": \"What is a gemba walk?\", \"acceptedAnswer\": {\"@type\": \"Answer\", \"text\": \"A management practice in which a leader goes to the place where the work is done to understand the current situation through direct observation and questions before taking action. Gemba is Japanese for actual place.\"}}, {\"@type\": \"Question\", \"name\": \"What questions should I ask on a gemba walk?\", \"acceptedAnswer\": {\"@type\": \"Answer\", \"text\": \"Open questions about purpose, process and people, asked in order: what is happening, why, what if, and why not. 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