Definition
A leadership gemba action: walk the area of responsibility, take countermeasures on the spot, and follow up with feedback; the follow-up visit is what separates it from an ordinary inspection. One subsidiary plant's shared material gives a quantified cadence of at least twice a week with a one-week follow-up; the official course material (DM Instructor Guide REV3.3, DM Audit REV5) only calls for "walking frequently" and gives no specific numbers.
In detail
Management by Walking Around (MBWA) is a leadership action where managers walk through their area of responsibility, take immediate countermeasures on-site, and follow up with feedback. It addresses the problem of management being disconnected from the gemba and issues not being detected in a timely manner. Through regular on-site tours and closed-loop feedback, it ensures countermeasures are effectively implemented. Unlike ordinary inspections, it features a follow-up mechanism, emphasizing continuous follow-through rather than one-time checks; "at least twice a week with a one-week follow-up" is a quantified reference from one subsidiary plant's shared material, while the official course material only calls for walking frequently. Outputs include an on-site issue list and subsequent tracking records.
Example in practice
During the initial production phase of a new line, quality issues are frequent. The production manager conducts Gemba walks three times a week, immediately correcting non-standard operations and recording issues. After a week, follow-up visits confirm improvement effects, and countermeasures are taken for unresolved issues. Through Gemba walks, employees feel management's attention, and problem-solving speed significantly increases.