Gemba, Gembutsu, Genjitsu

The real place, the place where things happen: that's where we have to go, if we really want to understand the problems in production and find opportunities for improvement. For example, if we have a quality problem, we will not be efficient in finding the necessary solutions in a meeting room. We have to go to the production area to observe and identify what is happening. That means Gemba.

Originally "Gemba" (using the Latin script to translate the Japanese language) became known as Gemba, and it is a Japanese term meaning "proper place". The first action (before performing any analysis or improvement) is data collection, and Gemba is the essential source to collect the correct data, so we need to go back to this after each action implemented.

Gembutsu, data collection: must be done based on real performance data: efficiency, output, scrap, repairs, shutdowns, raw material data.

Genjitsu refers to the "reality" of employees and their daily tasks.

Gemba, Gembutsu - is practiced, it goes into production, the correct data is collected, but usually less emphasis is placed on employee involvement at the operator level, to solve problems or find solutions for improvement.

People work daily in those jobs, gain knowledge, skills and experience and face daily problems that arise in the production process. Thus, the "non-use of employees' knowledge" is often considered as the 8th loss, in addition to the 7 types of losses (Muda). They can also propose efficient, low-cost and easy-to-achieve solutions.

The involvement of directly productive employees in the process of continuous improvement, helps stabilize and increase the performance of the organization, to develop work and team spirit, to motivate employees.

Improvement is a continuous, daily activity: to go on where the problem is, to collect the real data and to see the reality.