In today’s demanding industrial landscape, empowering shopfloor teams has become a major competitive advantage. That’s exactly what Hager, a manufacturer of electronic solutions for residential, commercial, and industrial buildings, set out to do.
In this case study, we take a closer look at the practical steps Hager took at its Bischwiller plant to give greater decision-making power to its frontline teams, using structured lean practices and a digital solution like fabriq to make it happen.
Why Empowering Operators Is Critical in Manufacturing
Giving operators more autonomy on the shopfloor starts with helping them feel true ownership of their work. When frontline teams have the tools to solve problems themselves, they stop being passive executors and become active drivers of operational performance. This shift naturally increases engagement, job satisfaction, and a sense of purpose.
It also makes practical sense: the person closest to a problem is usually the one best equipped to solve it. Empowering operators means avoiding delays from always escalating issues to managers, improving responsiveness, and resolving challenges directly where they occur.
Operator autonomy also supports a culture of continuous improvement, or Kaizen. Because they’re closest to daily operations, frontline workers are best positioned to spot inefficiencies and suggest meaningful improvements.
And finally, autonomy helps preserve operational know-how. Given today’s workforce challenges, including retirements and talent shortages, making it easier for teams to document and share their knowledge is essential to maintaining quality and onboarding new hires effectively.
The Challenges Hager Faced Before Going Digital
Before launching this initiative, Hager faced many common challenges shared across the industry:
- Slow response times to issues due to overly centralized processes
- Low operator engagement, as teams were more executors than active participants
- Limited continuous improvement efforts, mostly driven by management
- Information loss from incomplete or unstructured reporting
- Wasted time on daily processes due to lack of standardization
- Lack of clarity around reported issues and ongoing actions
This situation marked the beginning of a mindset shift at Hager. Inspired by companies like Toyota where most improvement ideas come directly from operators, Hager realized that for continuous improvement to work, it has to start on the shopfloor.
The Key Levers: Lean Practices, Digitalization, and Standardization
With this goal in mind, Hager began implementing lean practices in the 2010s. One of lean’s core principles is empowering the frontline to solve problems independently and contribute improvement ideas.
This transformation began with the creation of GAPs (Autonomous Production Groups), self-directed teams built to promote ownership and accountability on the floor. GAP leaders play a pivotal role: leading daily performance reviews, supporting operator initiatives, and acting as a bridge between the floor and support functions.
To support this structure, Hager rolled out several lean tools and routines:
- Short-interval management meetings (Top 5, Top 10, Top 15)
- Regular shopfloor audits
- 8D problem-solving methodology
- Kaizen cards to document improvement ideas
These tools gave teams a clear framework for action, along with concrete KPIs and a shared vision of performance.
Digital Tools as a Catalyst for Autonomy
A major accelerator in this transformation was the implementation of fabriq.
“We chose fabriq to centralize our actions, share information in real-time, and simplify operations,” explains Eric Zeh, Lean Manufacturing Manager.
With fabriq, Hager was able to digitize lean routines, track issues and actions over time, and ensure every team had access to the same information.
“The teams quickly embraced the tool. It made daily work easier, especially for communicating and coordinating information. It clearly boosts autonomy,” adds Nazifé Kayan, GAP Leader.
Standardization to Secure Frontline Actions
Another key driver of team empowerment at Hager was standardization. By defining clear standards for problem-solving, audits, and daily routines, the company streamlined decision-making and execution on the floor.
“Standardization saves us time and prevents misunderstandings,” says Nazifé. “We know what to do and when to do it—it gives teams confidence.”
Shopfloor-Led Problem Solving and Continuous Improvement
Hager also restructured problem-solving to be led by GAP leaders in close collaboration with quality teams. The goal was simple: resolve 80% of issues directly on the floor, no need to escalate.
“We implemented a straightforward rule: when a KPI is in the red, the GAP leader tries to resolve it before escalating,” says Eric.
This approach not only improves responsiveness but also reinforces frontline skills and expertise. Today, over 70% of issues are resolved directly by the teams through fabriq, a number that continues to grow.
And beyond performance management, operators and GAP leaders are fully involved in continuous improvement. Using a structured Kaizen process within fabriq, operators can submit ideas via digital tickets, which GAP leaders then review and implement with the relevant teams. This workflow makes improvement fast, collaborative, and actionable.
Conclusion
Hager’s experience proves that building a strong foundation of autonomy on the shopfloor is entirely possible with the right ingredients: a fit-for-purpose organization, proven lean practices, a simple and accessible digital platform, and a clear commitment to empowering teams.
The results speak for themselves: faster response times, greater operator engagement, a thriving culture of continuous improvement, and sustainable performance driven collectively from the ground up.
Discover how fabriq can help empower your shop floor teams to improve your industrial performance.
Want more? Discover how Bayard streamlined performance management with fabriq.