GENCHI GEMBUTSU

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Genchi Genbutsu is a Japanese term referring to the practice of going to the scene of events to gain a direct and in-depth understanding of the situation. It can be translated as "go and see for yourself" or "learn from direct experience".

In the business world, Genchi Genbutsu is used as a tool for problem solving and continuous improvement. The idea is for entrepreneurs and employees to go to the place where the problems or mistakes are occurring to investigate them first-hand and gain a full understanding of the situation. This involves talk to workers and observe the process in action to identify the underlying causes of the problem.

Genchi Gembutsu is a Japanese term meaning "basing strategic decisions on first-hand knowledge of customers". The (non-literal) translation is simple: "the easiest way to understand a situation (or a problem) is to go to the place where it occurs".

Japanese expression Genchi Gembutsu literally can be translated as 'the local and the real', although many assimilate it as 'go and see' or the widely used '...'.go and see', the English name adopted by this philosophy. The actual place where things happen is referred to as the the genba (現場), a Japanese term meaning "the scene of the crime" or "the scene of the crime". Within the philosophy read (+), going to the genba (or gemba) and going through it to analyse the situation is what is known as a gemba walk (by the very action of 'walking it'), mixing words from English and Japanese!!!

Genchi Gembutsu for entrepreneurs

Genchi Gembutsu is a Japanese business philosophy that means "go and see for yourself". It is a technique whereby the business leader or manager is directly involved in the production process, rather than relying on reports or secondary data. For entrepreneurs, the application of Genchi Genbutsu can be an effective way to improve their business and increase their capacity for innovation.

Here are some ways in which entrepreneurs can apply Genchi Gembutsu:

• Direct observation: Entrepreneurs must go and see for themselves what is happening in their company, from the production process to customer service. This allows them to identify problems and areas for improvement.
• Active participation: Entrepreneurs must be actively involved in the production process and work with their team to improve processes and increase efficiency.
• Testing of products and services: Entrepreneurs should test their products and services themselves and get feedback directly from customers to identify problems and improve quality.
• Data analysis: While the Genchi Genbutsu philosophy focuses on direct observation, entrepreneurs must also use data and analysis to support their decisions and make informed improvements.
• Open communication: Entrepreneurs should foster a culture of open communication in their company, allowing employees to express their opinions and concerns in order to identify problems and find solutions.

In short, Genchi Gembutsu is a valuable business philosophy for entrepreneurs, as it helps them to get directly involved in the production process and improve the efficiency and quality of their business.

THERE ARE FIVE GOLDEN RULES FOR MANAGEMENT IN GEMBA MANAGEMENT

The Genchi Gembutsu relates to the practice of Gemba, the place where things happen. It involves observing the process, understanding how the work is unfolding, asking questions, learning, reaching consensus and spotting any opportunities for improvement.

IT ALSO HELPS TO BUILD AND STRENGTHEN RELATIONSHIPS BETWEEN MANAGERS AND EMPLOYEES:

1. When a problem arises, first go to the Gemba (workplace).
2. Checks the most important objects (touches, listens, feels, looks, smells,...).
3. Take, on the spot, the first countermeasures and necessary corrective actions.
4. Find the root cause (combining RCA and PDCA).
5. Standardise to prevent recurrence.

Genchi Gembutsu can be explained as a tree. We must think of the tree as a problem. If we cut off the branches, they will grow back. If we check how the life of a tree really works, if we go to the bottom of the matter, to the roots, we will finally put an end to the problem.

We must look at the origin of the problems in order to find definitive solutions. Every theory has to be backed up by knowledge of the real situation. This is one of the distinguishing features of Toyota's work philosophy: take nothing for granted and know what you are talking about, because it comes from first-hand knowledge.

What the Toyota model requires is that both employees and managers know the work processes of their own organisation in order to be able to critically assess them and analyse what is going on. They must also know how to find the root causes of the problems they observe and be able to communicate them.

The practice of Genchi Gembutsu is central to Toyota's production system, which uses it to solve problems and improve the quality of its vehicles. Rather than relying on third-party reports or assumptions, Toyota managers and employees ensure that they understand problems and opportunities for improvement first-hand, and work together to find practical and effective solutions.

Taiichi Ohno and other Japanese thinkers at Toyota used this idea in the quest to improve production and other industrial artefacts. It is one of the most revolutionary concepts that introduced the Toyota Production System (TPS)It is also one of the most difficult for Western entrepreneurs to assimilate and adopt. The idea is very simple: any situation or problem is easier to understand by going to the real place where it happens. This allows us to draw much more objective conclusions than what someone else can give us, or what we see through indicators or results.

Genchi Gembutsu is a philosophy that encourages direct observation and research to improve decision-making and the quality of work in an organisation.

Practical examples of genchi gembutsu

HERE ARE SOME PRACTICAL EXAMPLES OF GENCHI GEMBUTSU IN DIFFERENT FIELDS:

1. Automobiles: In the automotive industry, engineers apply Genchi Genbutsu by visiting production lines and assembly shops to identify and solve quality and production problems. For example, Toyota implements an "andon" system that allows workers to stop the production line if they detect any problems or anomalies.
2. Hospitals: In the health sector, doctors and nurses apply Genchi Genbutsu by examining patients and their living conditions to identify health problems and seek effective solutions. For example, in Japan, hospitals implement an "open room" approach that allows patients to receive medical care in a shared room, which increases efficiency and reduces costs.
3. Technology: In the technology industry, engineers and developers apply Genchi Genbutsu by observing how users interact with products and services. For example, Amazon has a "customer obsession" team that works closely with customers to understand their needs and design solutions that meet them.
4. Tourism: In the tourism industry, tour operators and hoteliers apply Genchi Genbutsu when visiting destinations and accommodations to understand the needs and desires of tourists and design experiences that satisfy them. For example, Marriott International has a "quality inspection" programme that sends employees to its hotels to inspect and evaluate their quality and service.
5. Education: In the education sector, teachers and administrators apply Genchi Genbutsu by visiting classrooms and talking to students to understand their needs and challenges and to design effective educational solutions. For example, in Finland, teachers have the freedom to design their own curricula and teaching methods, allowing them to adapt to the specific needs of each student.