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.