About Gemba
Who Is Gemba Systems?
Gemba was founded in 2007 by a team of partners who spent much of their careers building successful development practices. The partners remain the active drivers of Gemba Systems and they continue to assemble a growing team of world-class coaches and mentors. The members of the Gemba Systems team have taught better development techniques—including lean thinking, Scrum and Agile Methods—to thousands of developers in hundreds of organizations around the globe.
Why The Funny Name?
"Gemba" (pronounced gĕm-bä) is a Japanese term that roughly translates into "the place where the truth can be seen", "the place where the work is done" or the "workshop floor."
The term "gemba" comes from the Lean Manufacturing culture established by Toyota. The context of its meaning is this: "If you want to know what's happening in your business, you have to go to the Gemba (i.e. the workshop floor) where the value is produced and the truth can be seen."
The place where the work is done holds truths and nuances that cannot be seen from a spreadsheet, portfolio dashboard, or other abstraction. In order to improve the value chain and the flow of value, you must actually go to where value is produced.
Our Code Of Conduct
A cornerstone of our approach is personal responsibility. This is deeply ingrained in our conduct as a company and as individuals. When someone joins the Gemba team, we ask that they agree to conduct themselves in a way that is demonstrative of the principles we espouse. We ask that all our employees, contractors and partners agree to and honor this code of conduct.
Join Gemba Systems
Gemba Systems is always on the look-out for talented and dedicated management and software development coaches. Our bar is high. We keep our team small and each member of our team must be among the very best in the software development industry. The people we hire could work anywhere they choose and tend to be the most highly prized by their organization. You must have a demonstrated track record in your field.
