# Gemba Walk Checklist for Leaders and Supervisors > Source: https://netray.co/tools/gemba-walk-checklist > Publisher: Netray (netray.co), AI and integration engineering for ERP and manufacturing systems. > Section: Free Tools ## Short answer A 28-point gemba walk checklist covering safety, quality, flow, standard work and people, with an exportable result. ## Category manufacturing ## Industry Discrete Manufacturing ## Audience - Plant manager - Lean practitioner - Production supervisor ## Tool **Kind:** checklist **Scoring Note:** Tick items you observed to be in good order. Unticked items are observations to discuss with the team, not scores to punish. Record follow-up actions with names and dates. **Groups:** #### Safety and environment **Items:** **Text:** Walkways, exits and emergency equipment are clear **Critical:** true **Text:** People wear the required protective equipment **Critical:** true **Text:** Machine guards and interlocks are in place **Critical:** true Lockout tagout is used where maintenance is under way Chemical containers are labelled and stored correctly Near misses are reported and posted #### Quality and the process **Items:** Operators can show the quality standard and defect samples Inspection gauges are in calibration and at point of use **Text:** Nonconforming material is clearly identified and segregated **Critical:** true Problems are stopped at the source, not passed on Current drawings and work instructions are at the workstation Scrap and rework are recorded and understood #### Flow, standards and visual management **Items:** Material flows in one direction with limited WIP Daily output versus plan is visible and updated on time Standard work is followed and posted where used Downtime reasons are logged and reviewed Abnormal conditions are visible, for example by andon or red flags 5S condition supports the work with no searching for tools #### People and improvement **Items:** Operators can explain the area goals and current performance Team members are trained for the tasks they perform Ideas and problems raised earlier have visible follow-up Open actions have an owner and a due date The leader asked open questions and listened more than told Respect and recognition for the team is evident #### Walk closing **Items:** Observations are written down during or right after the walk Findings are shared with the area team the same day Top two issues are assigned to someone with a date The route and frequency for the next walk are agreed ## Content **Intro:** A gemba walk is not an inspection; it is a leader going to the place where work happens to see, ask and learn. This checklist keeps the walk focused on safety, quality, flow, standards and people, and gives you a record to discuss afterwards. **Sections:** #### How to use the checklist **Body:** Choose an area and a purpose before you go, for example flow into final assembly. Walk the same route on a regular schedule and spend most of the time watching and asking questions. Use the checklist as a memory aid, not a script. Tick items that are in good order, note those that are not, and always return to the team with what you saw. Print a copy for each walk or use the export to keep a log by date. **Bullets:** - Go to the actual place at the actual time work happens - Ask why and how, not who - Look at the process, not at individuals - Write down actions before you leave the area #### Good questions to ask **Body:** Open questions such as what is the standard here, how do you know it is working, what got in your way today and what would you change reveal more than yes or no questions. Ask operators to show you instead of tell you. Ask about the last problem and what was done about it. If an operator cannot answer, treat it as a gap in the system, since training, clarity and support are management responsibilities. #### Reading the results **Body:** Count the items in good order as a rough view of health, but the notes matter more than the count. Safety-critical items that are not ticked need action the same day. Repeated observations across walks point to system issues, such as unclear standards or missing resources. Share trends with the area team and track each action until it closes; leaders who do not follow up teach people that raising problems is pointless. #### Common mistakes **Body:** Walking only when visitors come, treating the walk as an audit, solving problems on the spot without involving the team, and never reporting back are the typical failures. Another is making the checklist so long that the walk turns into paperwork. If you find yourself writing more than watching, cut items until the list supports the walk. **Cta:** If you want walk findings and actions linked to quality, maintenance and production data in your ERP, we can help connect them. **Faq:** #### What does gemba mean? **Answer:** Gemba is a Japanese word for the actual place, in manufacturing the shop floor or wherever work is done. A gemba walk means going there to observe the real process. #### How often should leaders do gemba walks? **Answer:** Daily short walks by supervisors and at least weekly for plant leaders work well. Consistency matters more than length; a regular 30 minute walk beats an occasional long visit. #### Is a gemba walk the same as an audit? **Answer:** No. An audit checks compliance against a standard. A gemba walk builds understanding and relationships, and supports improvement. The checklist is a prompt for observation, not a pass or fail test. #### What should I do with the findings? **Answer:** Share them with the team, agree on a few actions with owners and dates, and review progress at the next walk. Visible follow-up is what makes people trust the process. ## Search terms gemba walk checklist, gemba walk questions, gemba walk template pdf, leader standard work checklist, shop floor walk checklist, gemba walk form excel, lean leadership walk, go and see checklist --- Talk to an engineer: https://netray.co/contact?intent=erp_ai | Machine catalog: https://netray.co/agent/catalog.json