Gemba Walks and Operational Efficiency in Manufacturing Firms in Lagos State, Nigeria

In the pursuit of operational excellence, Gemba Walks have emerged as a strategic component of Lean Management, offering leaders a structured method to engage with frontline operations and identify performance bottlenecks in real time. However, empirical evidence on the effect of Gemba Walks particularly in Sub-Saharan African manufacturing contexts remains limited. This study examines the relationship between Gemba Walk practices and operational efficiency among selected manufacturing firms in Lagos, Nigeria.
Guided by the Theory of Constraints and Lean Management Theory, the study adopts a correlational research design to assess two key objectives: (1) to examine the relationship between Gemba Walk frequency and operational efficiency, and (2) to evaluate the relationship between management engagement during Gemba Walks and employee-perceived efficiency. Data were collected using structured questionnaires administered to 125 operations staff across five manufacturing firms: Cadbury Nigeria Plc, Nigerian Breweries Plc, Flour Mills of Nigeria Plc, Dangote Sugar Refinery Plc, and Nestlé Nigeria Plc. Pearson correlation analysis was employed to test the hypotheses.
Findings revealed a statistically significant positive relationship between the frequency of Gemba Walks and key operational metrics, including cycle time, defect rates, and process uptime. Additionally, high levels of managerial engagement during Gemba Walks were strongly associated with employee-perceived efficiency and responsiveness. The study concludes that Gemba Walks, when executed with purposeful engagement and feedback mechanisms, contribute meaningfully to operational efficiency.
The study offers practical insights for manufacturing leaders seeking to institutionalize Lean practices and calls for further research on contextual factors affecting the effectiveness of Gemba Walks in industries.

Gemba Walks, operational efficiency, Lean Management

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