Gemba is defined as "the real place where value is created." The Japanese-origin Gemba Walk provides managers and leaders with a simple, easy way to continuously improve quality and understand personnel responsibilities.
The central idea of the Gemba Walk, a fundamental component of Lean management philosophy, is that problems are visible and the best improvement ideas will come from this "walk". Similar to Management By Walking Around (MBWA), which was introduced by HP in the 1970s, the Gemba Walk is an activity that leads management to the frontline to seek ways and opportunities for Gemba Kaizen (e.g., waste reduction), practical improvement in the factory-production space.
Gemba walks essentially refer to the initiative to go and see the actual process, understand the work, observe, ask questions, listen, and learn ("Go, Look, See"). It somewhat creates a "Plan, Do, Study, Act" cycle.
In order to work correctly, it should be based on a fundamental principle: respect for personnel. The Gemba Walk is not the "boss's stroll." Pointing fingers and blaming people is exactly what you shouldn't do. You're not there to judge and evaluate results. You're there to collaborate with the team, persuade them to talk to you, and together find problems. Try to focus on finding process weaknesses, not people.
Unfortunately, most high-ranking executives today claim to be busy and don't give much emphasis to such "walks." If they do, they often do it wrong, seeking scapegoats, not asking questions (at such times, you should listen more and talk less), doing it at the same day and time, or simply not being methodical and detailed, e.g., not taking notes.
Many mistakenly confuse the two practices. However, unlike MBWA, the Gemba Walk is more targeted (e.g., to a specific section) and systematic. Managers are more prepared and ask questions. Sometimes they get involved themselves to better understand each position and production processes (in contrast, MBWA focuses more on communication and strengthening relationships with personnel) and, why not, to suggest improvements.