There is much confusion around Lean tools and the practice of a Gemba walk. Most commonly, leaders sometimes confuse a Gemba walk with the philosophy of Managing By Walking Around (MBWA). The two philosophies are truly in opposite camps, without similarity.
精益工具与现场观察的实践之间存在不少的混淆。最常见的是，领导者有时会将现场观察与走动管理（MWBA）混为一谈。其实，两者理念完全对立，且并没有相似之处。
Gemba walk denotes the action of going to see the process, understand the work, ask questions, and learn. It is also one fundamental part of the Lean management philosophy.
现场观察表示去观察流程的行为，理解工作，提出问题，并且进行学习。这也是精益管理理念的一个基础部分。
The concept and development are credited to Taiichi Ohno, an executive at Toyota. It is an opportunity for staff to stand back from their day-to-day tasks to walk the floor of their workplace to identify wasteful activities. It is designed to allow leaders to identify existing safety hazards, observe machinery and equipment conditions, ask about the practiced standards, gain knowledge about the work status and build relationships with employees. The objective is to understand the value stream and its problems rather than review results or make superficial comments. Gemba walk is one of the five Lean guiding principles that should be practiced by Lean leaders on a daily basis. Usually, it is an activity that takes management to the front lines to look for waste and opportunities to practice Gemba Kaizen, or practical shopfloor improvement. They are crucial to maintaining the disciplined adherence to Lean process designs, part of the Lean support role permeating all leadership positions.
现场观察的概念和发展归功于丰田公司的董事大野耐一。现场观察，对于员工而言，是从日常任务中退后一步，去现场识别浪费型的活动。它的目的是让领导识别现有的安全隐患，观察机器和设备状况，询问存在的标准，了解工作状态，并建立与员工之间的关系。现场观察的目标是了解价值流及其问题，而不是回顾结果，或者发表肤浅的评论。现场观察，是领导者日常工作中应该予以实践的精益五大指导原则之一。通常而言，现场观察是将管理带到一线通常的活动，以寻找浪费和现场改善的机会，或者实际的车间改善。这些，对于保持对精益流程设计的严格遵守至关重要，这也是涉及到所有领导职位精益支持角色的一部分。
The more observation and problem solving that happens with operators on a Gemba walk, the more successful and enduring the changes will be. There is no rule that says a practitioner cannot take a Gemba walk at any point in a process change. In fact, reviewing ideas, piloting changes and tweaking implementation issues are all great uses of the Gemba walk. As a leader’s confidence builds in solving problems with many tools, the more problems you will solve directly on the shop floor, and consequently be able to coach others to recognize their abilities within themselves to solve the challenges they face.
在现场观察中，更多的观察与问题解决，发生在操作工身上，改变才会更多成功、更持久。没有规定说，在流程有变化时，从业人员不能在某一时刻进行现场观察。事实上，回顾想法、引导变化和调整执行力的问题，都是现场观察的很好的运用。当领导者的自信建立在使用许多工具去解决问题的时候，就能在车间直接解决更多的问题，从而能够指导别人，进一步识别自己去解决所面临的挑战的能力。
A Gemba walk is not an opportunity to find fault in others while they are being observed. It is also not a time to enforce policy adherence, except possibly serious safety problems or gross violations. If a Gemba walk is used punitively, employees will shut down and resistance to change will rise rapidly. A Gemba walk needs to be approached from a place of mutual respect and interest in making things faster, safer, easier and just plain better.
现场观察，并不是要在被观察者身上挑问题的机会。同样，现场观察也不是去强化政策遵从的时机，除非可能存在严重的安全问题或严重违规。如果现场观察是惩罚性的，员工将停下来，并迅速抵制变化。现场观察，需要从一个相互尊重，能使事情更加快捷、安全、容易与直截了当，并存在共同利益的地方着手。
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