Author: Agathe Lecomte

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Introduction – Why Compare Lean and Agile Today?

The emergence of two methodologies to address modern industrial challenges

Faced with increasingly complex markets, technologies and customer expectations, industrial companies are seeking to become more agile, efficient and adaptable.. It is in this context that Lean and Agile have established themselves as two essential methodologies for structuring work, streamlining processes and maximizing the value delivered to the customer.

Lean, derived from the Toyota Production System, was developed in response to the challenges of repetitive, demanding production. It is based on the elimination of waste, standardization and continuous improvement. Agile, on the other hand, was born in the 2000s in the world of software development. It focuses on a team’s ability to manage change, deliver products or functionalities frequently, and adapt its work cycles to changing customer needs.

These two approaches, although fundamentally different, are based on the same desire: to put customer needs and responsiveness at the heart of the organization.

These two approaches, although fundamentally different, are both based on the same intention: to refocus the organization on customer needs and responsiveness.

Companies that succeed in leveraging both Lean principles principles and Agile values succeed in aligning strategic vision with on-the-ground execution. Here are the shared benefits they can achieve:

• Performance performance performance
• Reducing time time to market for a product
• Strengthening team collaboration around a objective
• Better visibility of flows and bottlenecks
• Ability to adapt quickly to unforeseen events or changing priorities priorities

➕ Did you know?
In the pharmaceutical industry, some laboratories combine a Lean approach to production line management with an Agile method, such as Scrum, for the development of new medical devices. The result: better management of deadlines and costs, while remaining compliant with standards.

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Understanding the Lean Method

Origin and Foundations of Lean

Lean Management is a work organization method that originated in the Japanese automotive industry, more specifically at Toyota.. Faced with the need to produce better, faster, and with less waste, Toyota developed the Toyota Production Systema model based on the systematic elimination of non-value-added tasks, the optimization of flowsandcontinuous improvement. This model was gradually formalized into a Lean approachapproach, now deployed far beyond the automotive industry, in healthcare, services and energy.

The 5 Key Principles of Lean Thinking

1. Identifying value from the customer’s customer
2. Mapping the value chain to detect waste
3. Create a smooth seamless production flow
4. Pull flows based on actual demand (“pull” logic)
5. Striving for perfection throughcontinuous improvement

➕ Checklist: Are you Lean?
✅ Do you clearly understand what creates value for your customers?
✅ Have you identified the unnecessary steps in your processes?
✅ Is your production triggered by actual customer demand?
✅ Are your team members involved in the improvement of tasks?

Concrete Applications in Industry and Production

Lean is particularly well-suited to the realities of the industrial shop floor. Here are some common use cases:

• Optimization of OEE (synthetic rate of return)
• Reduction of microstops and series changes
• Decrease in dormant inventories and work-in-progress
• Improved management daily tasks
• Elimination of unnecessary operator movements

➕ Case study
At Nutriset, thanks to the integration of a PerfTrak system , teams were able to eliminate hundreds of micro-stops per shift, significantly improving their efficiency and useful time.

Operational benefits of Lean Management

🎯 Benefits	📏 Measurable impact
Reduced waste	Less downtime, less scrap
Improved flows	Better fluidity and fewer delays
Time savings for teams	Automated repetitive tasks
Operator involvement	Suggestions for continuous improvement
Enhanced performance visibility	Real-time dashboards

➕ Key figures
On average, our industrial customers see increase of +10 to +15 points in OEE within 3 months of implementing Lean solutions such as PerfTrak.

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Understanding the Agile Method

The Agile Manifesto: Core Values and Principles

Agile is based on a manifesto drawn up in 2001 by 17 software development experts. It proposes an iterative, customer-centric approach, favoring adaptability in the face of change.

❤️ Values	🔧 Associated principles
People and their interactions rather than processes	Enhanced collaboration and communication
Functional software rather than exhaustive documentation	Focus on delivered value
Collaboration with the customer rather than contractual negotiation	Ongoing customer involvement
Adapting to change rather than following a plan	Responsiveness and continuous improvement

➕ Myth vs Reality
Myth Agile = absence of structure
Reality Agile is based on a strong disciplinediscipline regular rituals and clear clear objectives. It is a framework, not improvisation.

Popular Agile Methods: Scrum, Kanban, SAFe…

• Scrum Scrum: ideal for complex projects with teams ≤ 10 people, structured around sprints and rituals (daily, review, retro).
• Kanban: focused on workflow visualization , perfect for continuous production and real-time task management.
• SAFe designed for large companiesThe SAFe solution enables agility to be deployed at scale across several teams or departments.

➕ Practical tip
➡️ Choose Scrum to structure a project with deliverables.
➡️ Prefer Kanban to optimize an existing process.
➡️ Use SAFe if your organization requires multi-team management.

Agility as a response to uncertainty

In a context where needs evolve rapidly, the Agile approach avoids the time wasted by rigid planning. The team works in short cycles, regularly integrating customer feedback, and adjusting the product according to priorities.

🛠 Example An industrial manufacturer wishing to digitize its checklists can use Scrum to develop a first version, quickly test it in the field, then improve the tool according to operators’ feedback.

Agile applications beyond IT

🏢 Domain	🚀 Agile application example
HR	Experimenting with onboarding or iterative recruitment processes
Maintenance	Setting up weekly feedback and priority adjustment routines
Production	Visual control of ongoing tasks via Kanban boards in the field

➕ Expert advice
Start small. Adopt an agile ritual in a single team (e.g. daily meeting). Measure impact, then expand. Agility is not a revolution, but an evolution.

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Comparing Lean and Agile: differences and complementarities

Different goals and visions

Lean aims to optimize processes to create a lean flow, while Agile focuses on delivering value to the customer, with the ability to manage uncertainty. Lean focuses on workflow, Agile on product flexibility. Both share the common goal of continuous improvement, but through different levers.

➕ Myth vs Reality
Myth: Lean and Agile are incompatible
Reality: They are complementary, and their synergy can amplify the performance of industrial teams.

Timeframe, management, tools, and governance

🧩 Critère	🔧 Lean	🚀 Agile
Temporality	Long term, continuous flow	Short, iterative cycles
Steering	By process	By product or project
Governance	Demand-driven system	Adjusted by customer feedback
Tools	VSM, Kaizen, 5S	Scrum board, backlog, Kanban

Two compatible logics: the Lean-Agile concept

Lean–Agile combines the structuring framework of Lean with the execution flexibility of Agile. It’s a hybrid approach that enables :

• Keeping a clear strategic course (Lean)
• Adapt quickly to changing conditions (Agile)
• Mobilize teams aroundobjectives objectives
• Reduce lead times without sacrificing quality

➕ Key benefit
Lean-Agile organizations are able to innovate faster, while maintaining strong operational discipline.

Example of Lean-Agile integration in an industrial approach

🎯 Context : A plant wants to reduce line interruptions while integrating a new supervision system.
📍 Lean : It maps existing flows, identifies waste (waiting, re-keying, paper documentation).
🔁 Agile : A project team develops functionalities in 2 weeks, with operator feedback at each iteration.
📊 Result : Deployment time reduced by 40%, better adoption of tools by field teams.

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How we integrate Lean and Agile at TEEPTRAK?

Fostering shop floor agility through real-time data

Our solution is based on visual dashboards that provide an instant view of flows, downtime and machine performance. This enables teams to immediately detect bottlenecks, adjust priorities and make decisions in just a few clicks.

➕ Point of vigilance
Automating data collection isn’t enough: the challenge is to make it an agility tool, capable of triggering immediate field actions – not just a reporting tool.

Waste reduction and continuous improvement

By combining Lean and Agile, we help companies identify and eliminate:

• Hidden time (untracked waiting times)
• Frequent micro-stoppages
• Invisible production bottlenecks
• Duplication of tasks related to manual data collection

For example, in a food processing plant, our teams implemented rapid improvement cycles every week, fueled by field data. This enabled a 20% reduction in micro-stoppages within one quarter.

Support from our teams for quick and measurable gains

We don’t just deliver software: we offer a genuine Lean-Agile diagnosis, followed by personalized support. Our goal: to achieve a return on investment in just a few weeks.

Our consultants work hand in hand with the teams to:

• Parameterize the solution in line with the industrial process local
• Train operators and managers in best practices lean
• Define measurable and aligned value and flow objectives

➕ Case study
Plug&Play implementation in less than an hour at one of our customers: the complete TEEPTRAK solution was deployed, connected and operational in less than an hour, with no machine downtime.

Customer testimonials: from +10 OEE points to +29% yield

Here are three real results from customer feedback:

👥 Customer	📈 Result achieved
Nutriset	+11% overall OEE in nine years
Eolane Group	Multi-site standardization & operational gains
PSA Caen	+ 10 pts OEE released operators

These testimonials confirm the effectiveness of our Lean-Agile approach: teams regain control of the process processregain useful working timeand strengthen their cohesion around shared data.

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Going further: tools and resources

Calculate your Lean-Agile ROI with our simulator

An interactive calculator enables you to estimate your OEE gains, avoided costs and return on investment in just a few minutes.

✅ Start your simulation with our [ROI calculator] and get a clear and immediate estimate of your potential gains!

Train your teams with the TEEPTRAK Academy

Our online training courses are available as soon as the solution is implemented:

• Gradual familiarization according to roles (operators, managers)
• Practical modules focusing on Lean, Agile, OEE
• Mises à jour régulières pour suivre l’évolution des outils

➕ Practical tip
Organize a 3-step skills-building workshop every month:

1. Review of collected indicators
2. Workshop to identify an improvement lever
3. Field implementation with feedback

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FAQ – Your Frequently Asked Questions about Lean and Agile

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Lean is an approach towork organization aimed at improvingefficiency by eliminating waste and optimizing each process according to the perceived value customer.

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The 5 pillars of Lean are : value, flow, value chain, pull flow, perfection. Each step of the process is analyzed to maximize the value and minimize unnecessary time.

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L’Agile emphasizes collaborationreactivity to change changecontinuous delivery of value and a focus on theteam rather than rigid processes.

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Yes, these approaches are complementary. Lean optimizes workflows, Agile streamlines development, and DevOps automates release. Together, they strengthen performance and reactivity.

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It all depends on theobjective Lean to optimize repetitive processes, Agile to manage innovative projects. The ideal is often a hybrid modeladapted to real need thecompany.

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Choose Lean to structure your operations, Agile for your evolution projects, and Lean-Agile if you’re looking to combine rigor and adaptability at every stage of production.

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What if you switched to Lean-Agile right now?

At TEEPTRAK, we believe it’s no longer necessary to choose between stability and flexibility. Thanks to our intelligent industrial tools, your teams regain control of time, flows and objectives, acting in real time.

📞 Tell us about your projectstest our ROI simulatorsimulator, or explore our Academy to take the first step towards continuous improvement.

➡️ Contact us today and breathe new life into your performance.

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Introduction

What is the Hoshin Kanri method?

The Hoshin Kanri method, also known as “policy deployment” or “management by breakthrough”, is a strategic planning process aimed at aligning a company’s goals with concrete actions carried out on the ground. It is based on a structured approach that translates the long-term vision into annual action plans, involving every level of the organization.

The main objective is to ensure consistency between the overall strategy and the daily work of teams, while promoting cross-functional communication and accountability at all hierarchical levels.

Why is it essential to modern industry?

Today, many industrial companies struggle to deploy their strategy effectively, due to compartmentalization between departments, a lack of clear priorities, a failure to monitor results or poor team mobilization.

The primary objective is to ensure alignment between the overall strategy and the daily activities of teams, while fostering cross-functional communication and accountability at all levels of the organization.

Who it’s for (managers, project managers, consultants)

Hoshin Kanri is primarily intended for executives, project managers, and consultants who are eager to transform their organization around a shared vision. It offers a powerful framework to align priorities, structure strategic initiatives, and involve all teams in a collective and continuous improvement effort.

🧩 Did you know?
The Hoshin Kanri method was massively adopted by Toyota as early as the 1960s to synchronize the actions of all its teams with long-term strategic objectives.

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Origins and fundamental principles

Meaning of “Hoshin Kanri” in Japanese

The term Hoshin Kanri is composed of two Japanese words:

• “Hoshin” (方針) means “direction” or “compass”.
• “Kanri (管理) means “management” or “steering”.

Together, they can be translated as “steering by direction” or “vision-driven management.” Beyond the literal translation, the strategic meaning of the term refers to an organization’s ability to transform a long-term vision into clear action plans at all hierarchical levels.

The foundations of breakthrough management

Unlike continuous improvement (Kaizen), which focuses on incremental gains, Hoshin Kanri introduces the concept of strategic breakthrough. This refers to an ambitious goal—often a break from the organization’s usual practices—that requires collective commitment and genuine transformation.

Example: a company aiming to double its OEE within 3 years will need to rethink its processes, tools, and cross-team collaboration.

Reporting to Lean Management and Continuous Improvement

The Hoshin Kanri method was born in a Japanese industrial context influenced by Lean management and the PDCA cycle. It fully integrates Lean principles—waste elimination, empowerment, continuous improvement—while adding a strong strategic layer. This makes it possible to provide clear direction to performance optimization efforts.

🧩 Myth vs. reality
❌ Hoshin Kanri is a cumbersome method reserved for large companies.
✅ It is perfectly applicable to SMEs with a clear vision and a desire for strategic structuring.

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Objectives and benefits of the method

Aligning strategy and operational execution

At the heart of the Hoshin method lies a cascade of objectives: the strategic vision is translated into concrete priorities at every level. This helps prevent the common disconnect between top management’s intentions and the daily work of teams. Everyone knows what needs to be done, why it matters, and what results are expected.

Creating a Culture of Engagement and Continuous Improvement

Hoshin Kanri promotes transparency, communication, and collective ownership of plans. Through mechanisms such as Catchball, exchanges between hierarchical levels strengthen collaboration. A culture of feedback and visual management gradually takes root within the organization.

Concrete results in the industry

Industrial companies that have adopted Hoshin Kanri find :

• An increase in TRS (up to +15 pts)
• Reduced processing times
• Improved KPI tracking
• Fewer operational “irritants” (stoppages, drifts, oversights)

🧩 Key benefit
Hoshin Kanri transforms strategy into a measurable, shared action plan, making it easier to align the whole organization around concrete, realistic objectives.

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Implementing Hoshin Kanri in your company

Preparing the organization and defining the vision

First and foremost, the implementation of Hoshin Kanri begins with a strategic diagnosis: this involves assessing the current state of the organization, identifying the obstacles to performance and clarifying medium- and long-term priorities. This work involves both management and operational staff.

Once this assessment has been made, the company can formalize its vision. This vision must be shared, concrete and meaningful. It must be based on the organization’s values and mission, and project an ambitious course over several years. It is this vision that will guide every stage of the Hoshin process.

🧩 Checklist – Prerequisites before deploying Hoshin Kanri :

• A clear strategic vision
• Mobilized management
• Committed middle leaders
• Reliable data to manage plans
• Time dedicated to monitoring and coordination

The 7 Key Steps of Hoshin Kanri Deployment

The method is based on a structured, sequenced cycle that ensures rigorous alignment of plans and actions:

1. Strategic vision
   → Clarify the company’s long-term direction
2. Long-term objectives
   → Identify priority breakthrough areas over the next 3 to 5 years
3. Annual objectives
   → Define measurable targets for the year
4. Hierarchical deployment
   → Allocate responsibilities by management level
5. Action plans
   → Draw up concrete tasks, with milestones and indicators (KPIs)
6. Monthly monitoring
   → Analyze discrepancies, adjust actions, lead teams
7. Annual review
   → Assess results, capitalize on learning and restart the cycle

🧩 Point de vigilance
Without a shared vision, the process becomes a mere planning exercise. Hoshin Kanri requires clear, embodied leadership.

How do you involve your teams in the process?

The success of Hoshin depends on the active participation of teams at all levels. It’s not a matter of “deploying from above”, but of co-constructing objectives through ongoing dialogue between decision-makers and operational staff.

The use of visual tools (like the X-matrix) and collaborative mechanisms (like Catchball) facilitates ownership and gives visibility to priorities.

Middle management plays a fundamental role here: it must embody the project, lead the steering rituals and circulate information in both directions.

Examples of successful implementation

A multi-site industrial company used Hoshin Kanri to structure its digital transformation plan. Thanks to the method, it was able to synchronize its strategic priorities with its technical projects, improve its OEE by +12 points in 18 months, and establish a visible results culture at all levels.

Teams gained greater clarity, monthly reviews enabled rapid action to be taken on discrepancies, and the entire organization refocused on common objectives.

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The strategic tools of Hoshin Kanri

The X-Matrix

The visual heart of the Hoshin system, the X-matrix displays the following on a single page:

• La vision stratégique
• Long-term objectives
• Annual targets
• Key projects
• Steering KPIs
• The people in charge

Each axis of the matrix crosses these elements to ensure the coherence and traceability of the strategic plan. It is designed to be shared and commented on as a team.

🧩 Practical tip
Use color codes to link objectives to actions, and highlight sticking points.

Catchball for top-down and bottom-up communication

Catchball is a process of dialogue: objectives are “launched” by management, discussed and then adjusted with stakeholders. This allows :

• Involve teams in building plans
• Adjust objectives to suit the terrain
• Unite levels around a common logic

🧩 Expert advice
Never launch an action without a Catchball. This will reduce buy-in and block momentum.

The PDCA cycle and continuous improvement

Hoshin is based on the PDCA cycle (Plan, Do, Check, Act). It structures the steps, ensuring that each action is planned, executed, checked and improved. This framework prevents drift and anchors improvement in managerial routine.

Visual tools: A3 Thinking, visual management

A3 Thinking structures problem-solving on a single page. Coupled with visual aids (strategy wall, field indicators), it facilitates understanding of results, communication, and team autonomy in managing actions.

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The strategic tools of Hoshin Kanri

The X-Matrix

The visual heart of the Hoshin system, the X-matrix displays the following on a single page:

• Strategic vision
• Long-term objectives
• Annual targets
• Key projects
• Steering KPIs
• The people in charge

Each axis of the matrix crosses these elements to ensure the coherence and traceability of the strategic plan. It is designed to be shared and commented on as a team.

🧩 Practical tip
Use color codes to link objectives to actions, and highlight sticking points.

Catchball for top-down and bottom-up communication

Catchball is a process of dialogue: objectives are “launched” by management, discussed and then adjusted with stakeholders. This allows :

• Involve teams in building plans
• Adjust objectives to suit the terrain
• Unite levels around a common logic

🧩 Expert advice
Never launch an action without a Catchball. This will reduce buy-in and block momentum.

The PDCA cycle and continuous improvement

Hoshin is based on the PDCA cycle (Plan, Do, Check, Act). It structures the steps, ensuring that each action is planned, executed, checked and improved. This framework prevents drift and anchors improvement in managerial routine.

Visual tools: A3 Thinking, visual management

A3 Thinking structures problem-solving on a single page. Coupled with visual aids (strategy wall, field indicators), it facilitates understanding of results, communication, and team autonomy in managing actions.

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Limits, constraints and common errors

Besoin d’un fort engagement managérial

The Hoshin Kanri method cannot work without a clear commitment from top management. The strategic vision must be actively supported and translated into concrete priorities. An internal sponsor, often a member of the management committee, must guarantee continuity and consistency of deployment.

Time and resources to anticipate

Implementing Hoshin requires a significant initial investment. Training, collaborative workshops, structuring indicators, running meetings: each stage requires time, appropriate tools and a sustained level of coordination, especially in the first year.

Risks of complexity or poorly controlled rigidity

Some organizations over-design the method: accumulation of KPIs, excessive control, multiplication of validation levels. This can lead to a loss of meaning, or even rejection of the process by teams.

Examples of failures to avoid

Common pitfalls include starting without a clear vision, stopping after a few months for lack of regular management, or entrusting the method to a single department isolated from the rest of the company.

🧩 Common mistakes
Thinking that Hoshin Kanri is simply a reporting tool.
❌ It’s actually a complete strategic management system, which structures the company’s actions on several levels, over the long term.

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Integrate Hoshin Kanri with TEEPTRAK solutions

How do our tools facilitate strategic alignment?

At TEEPTRAK, we believe that the Hoshin method is most effective when based on reliable data that is accessible in real time, and easy to interpret. Our solutions connect strategic objectives with operational performance indicators, via visual and customizable dashboards.

Example of OEE monitoring in a Hoshin Kanri logic

At a plant in the agri-food sector, the implementation of our PerfTrak system enabled the OEE per line to be linked directly to the annual objectives defined in the Hoshin matrix. The project team was able to monitor deviations day by day, adjust action plans, and engage operators thanks to a clear visualization of progress.

Measurable ROI, real-time management and team involvement

Our tools bring strategic management to life: each manager visualizes his or her objectives, monitors KPIs, identifies deviations and acts accordingly. The result: time-saving reporting, improved coordination, and measurable results from the very first months.

Our ready-to-use, field-compatible solutions

Our systems are plug & play, deployable in less than an hour, with no disruption to production. Interoperable with any equipment, they can be easily integrated into a Hoshin approach, whatever the organization’s digital maturity.

🧩 Key figure
+29% increase in production at a customer plant after alignment via PerfTrak.

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FAQ – Frequently asked questions about Hoshin Kanri

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It is a strategic steering framework that helps link the corporate vision to concrete action. It combines visual tools like the X-matrix with a collaborative collaborative process to ensure consistency between strategy and the day-to-day work of teams.

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“Hoshin” translates as “directional needle or “strategic compass. This term expresses the idea of guiding the organization in a specific direction. Combined with “Kanri” (management), it becomes a management method focused on long-term orientation and collective alignment.

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The Hoshin Kanri focuses on the co-construction of planscontinuous continuous feedback and team empowerment. In contrast to top-down deployment, it relies on adjustment loops and a strong interaction between hierarchical through the Catchball process.

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Breakthrough enhancement aims for ambitious ambitious resultsIt often breaks with current practices. It is distinguished from incremental progress by its strategic scope and its lasting impactThis is a key factor in the success of any project, provided it is properly implemented, planned and monitored over several annual cycles.

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From strategic direction to concrete action

Key Takeaways on Hoshin Kanri

Hoshin Kanri is much more than a tool: it’s a complete strategic management method, enabling vision, priorities and actions to be aligned in a structured way. It promotes coherence, clarity and collective performance.

A powerful method for linking vision and action

Accessible, progressive, and applicable to all types of organizations, it is particularly well-suited for industrial companies looking to strengthen their strategic management and engage their teams in a continuous improvement mindset.

We support you in your industrial strategy

At TEEPTRAK, we help you to implement this approach through operational tools connected to the field.
➡️ Request a demoDiscover our Academy or talk to our experts to unleash the potential of your strategy.

🧩 Expert advice
Start small: pilot the method on a team or a production line before extending it to the whole company.

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In an industrial sector where every second counts, the Gemba Walk method has become a pillar of continuous improvement. The Gemba Walk is a hands-on approach, carried out by managers, executives or any member of the operational team, which consists in going directly to the workplace to observe a process, identify a problem, and launch a concrete action.

The objective? Create value, strengthen operations management and engage employees, while connecting production to a Lean approach. This simple but effective approach often reveals unsuspected levers of performance.

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Understanding the Gemba Walk

Definition and meaning of the word ‘Gemba

The term Gemba comes from the Japanese 現場, literally meaning “the real place”, i.e. the place where work actually takes place. In the context of industrial organization, it refers to the production floor, where value is created. Gemba Walk involves going there to observe processes, understand the reality of operations, identify problems, and initiate continuous improvement in direct relation to the facts.

📌 Did you know?
In Japanese, Gemba It means ‘the real place.’ This is where the most reliable data can be found to improve your performance

Origins of the practice in Lean management

The Gemba Walk is part of the Lean management legacy, formalized within Toyota in the 1950s. Taiichi Ohno, one of the founding fathers of the Toyota Production System, conceptualized this method as a tool to stay connected to real work. The connection with Kaizen (continuous improvement) is strong: the Gemba Walk helps identify, directly on-site, simple actions with high impact on quality and operational performance.

Differences with Kaizen, MBWA and Six Sigma

🛠️ Method	🎯 Main objective	📏 Scope	🌍 Terrain
Gemba Walk	Observe and understand real work	Immediate and local	Yes
Kaizen	Continuous team improvement	Structured, iterative	Sometimes
MBWA	Connecting with employees	Managerial, informal	Yes
Six Sigma	Reduction of variations and defects	Statistical, complex	No

🧠 Myth vs. reality
The Gemba Walk is not a symbolic tour. It is a structured Lean tool designed to observe methodically and take concrete action.

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Why integrate Gemba Walk into your manufacturing process?

Gemba Walk objectives

The Gemba Walk has several strategic objectives for the company :

• Aligning managers and teams with reality in the field
• Identifier les déviations de processus en temps réel
• Create a culture of continuous improvement rooted in everyday life
• Encourage information useful for decision-making
• Enhancing quality through direct observation

These objectives serve to develop effective operations, while actively involving employees in the transformation.

Concrete performance benefits

A well-executed Gemba Walk brings tangible benefits:

• Rapid detection of waste (time, movements, defects)
• Bridging the gap between theory and operational reality
• Improved collaboration between support functions and production
• Greater visibility on the value chain and action levers
• Enhanced reactivity to malfunctions

📌 Key benefit
Simple active observation can reveal opportunities for performance gains without major investment.

Team commitment and leadership in the field

By going to the workplace, the leader or manager demonstrates the importance of the shop floor in decision-making. It sends a strong signal of respect, attentiveness, and consistency. The Gemba Walk then becomes a powerful management tool to engage teams, value operational knowledge, and improve internal communication.

💡 Expert advice
Don’t come with solutions in mind. Observe without judging, ask open-ended questions, and listen attentively. Therein lies the power of the Gemba.

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Preparing your Gemba Walk

Choosing the right participants

• Operational manager (to drive the process)
• Field operators (true process experts)
• Quality manager (to identify discrepancies)
• Maintenance technician (to diagnose technical causes)
• Support functions representative (if required)

These players form a functional teamcapable of informing the process and act effectively.

Define visit objectives

Use the SMART :

📌 Criterion	📝 Example
Specific	Identify 3 wastes.
Measurable	Reduce microarrests by 10%.
Achievable	Based on TEEPTRAK data.
Realistic	On a defined shift.
Timeline	By the end of the week.

➤ A good lens framing ensures that the Gemba Walk will not remain a mere actionless visit.

⚠️ Frequent error :
Doing a Gemba without a clear objective is a waste of time and creates frustration.

Organize the tour (time, place, tools)

Preparation checklist :

1. Choose slot (shift, fixed time)
2. Define the field route
3. Prepare tools :

• Checklists (paper or digital)
• Tablet, camera, QR code
• Real-time TEEPTRAK indicators