Gemba Walks the Toyota Way - Soliman, Mohammed Hamed Ahmed
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Gemba is a Japanese term meaning "the real place"-the location where value-creating work actually happens. Many leaders misunderstand it, visiting the gemba only to solve problems when something goes wrong. At Toyota, however, gemba is much more than reactive problem-solving; it is a cornerstone of leadership development. True gemba practice involves daily walks to observe, learn, and engage with both people and processes. It allows leaders to see the actual facts on the floor, make informed decisions, and foster continuous improvement. More than a management tool, gemba is a philosophy: it…mehr

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Produktbeschreibung
Gemba is a Japanese term meaning "the real place"-the location where value-creating work actually happens. Many leaders misunderstand it, visiting the gemba only to solve problems when something goes wrong. At Toyota, however, gemba is much more than reactive problem-solving; it is a cornerstone of leadership development. True gemba practice involves daily walks to observe, learn, and engage with both people and processes. It allows leaders to see the actual facts on the floor, make informed decisions, and foster continuous improvement. More than a management tool, gemba is a philosophy: it develops people, improves processes, and ensures that leadership is grounded in reality rather than assumptions.
Autorenporträt
Dr. Mohammed Hamed Ahmed Soliman is an internationally recognized Lean expert, author, and university lecturer. He has published over 100 books and articles on Lean thinking, quality systems, and industrial excellence. He currently teaches Industrial Engineering and Management Systems at the American University in Cairo, an Executive Advisor and a member of the Advisory Committee of the IEOM International Society, and consults for global organizations across manufacturing, public services, and education. With nearly two decades of academic and professional experience, Dr. Soliman has trained professionals across the Middle East, including engagements with Princess Nourah University in Saudi Arabia and Vale Oman Pelletizing Company. He has designed and delivered over 60 leadership and technical development programs, helping organizations build a culture of continuous improvement and operational excellence. Earlier in his career, he worked in various industrial sectors including crystal-glass manufacturing, fertilizers, and chemicals, while educating teams on the Toyota Production System. He has led numerous lean transformation projects, delivering measurable results and uncovering substantial cost savings by targeting waste across production and service environments. His lectures and training materials have reached over 200,000 learners via SlideShare, and his research is ranked among the most downloaded papers on the Social Science Research Network (SSRN) by Elsevier. Dr. Soliman holds a BSc in Engineering, a master's in Quality Management, and postgraduate degrees in Industrial Engineering and Engineering Management. He also holds certifications in quality, cost, and operations management. He is a member of the Institute of Industrial and Systems Engineers (IISE) and the Society for Engineering and Management Systems (SEMS). His insights have been featured in SAGE Publications, Industrial Management, Lean Thinking, and other peer-reviewed platforms.