Management et organisation
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Management et organisation
Impact du management sur l'organisation et l'amélioration en entreprise
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Scooped by Anne-Laure Delpech
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David Mann: why lean tools and lean culture must go together

David Mann: why lean tools and lean culture must go together | Management et organisation | Scoop.it
This interview with David Mann for Planet Lean explores the synergy between lean tools and lean culture and how to create a management system.
Anne-Laure Delpech's insight:
Intéressant. J'aime beaucoup le "20% of the effort in a successful lean transformation is using the tools, while 80% is changing the way leaders think and their management practices.". Tellement juste....
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Rescooped by Anne-Laure Delpech from Lean management
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Comment aller jusqu’au bout de l’implication de l’opérateur

Chez Socla, les managers se sont appropriés la démarche d’amélioration continue et sont devenus autonomes pour initier leurs kaizens, former et développer les …

Via Frédéric Brutier
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Rescooped by Anne-Laure Delpech from Agile (project) management
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Le « Changeboxing » : Une approche innovatrice de gestion du changement inspirée du Lean

Version «longue» de la conférence donnée à la JIQ 2013, le 19 novembre 2013. Comprend des informations complémentaires sur les éléments couverts, dont l

Via Philippe Vallat
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Guillaume Agile's curator insight, November 29, 2013 9:42 AM

Le Changeboxing: envide de changer de facon de travailler? des idées à piquer pour tous types de projets...

Rescooped by Anne-Laure Delpech from lean manufacturing
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A French government agency report on Lean and Safety | EU-OSHA

A French government agency report on Lean and Safety | EU-OSHA | Management et organisation | Scoop.it

"The implementation of this organizational model of production [Lean] may result if certain conditions are not met, in a deterioration of the workers´ health (musculoskeletal disorders, psychosocial risks, accidents)."


Via Michel Baudin
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Michel Baudin's curator insight, June 24, 2013 8:43 PM

This document, from a French government agency, asserts that the implementation of Lean could make saferty worse in French plants. This might suggest that, without Lean, safety in French plants is adequate.

 

Lean is debated in France with the zero-sum assumption that, if you improve productivity and quality, it can only be at the expense of something else, usually safety. The idea that you can improve all dimensions of performance at the same time is not accepted. 

 

My experience of French plants is of safety levels that are perhaps higher than China's but a far cry from what you see in Japan or the US. The accidents waiting to happen range from people and forklifts sharing space without marked aisles, wine served in factory cafeterias, slick floors in metal working shops, operator jobs that require long carries of heavy parts,... 

 

While it is conceivable that a poor Lean implementation could make this even worse, a reasonably good one is guaranteed to improve on this dismal situation, simply by paying long overdue attention to the details of operator job designs. There is nothing intrinsically wrong with the INRS summary of recommendations, but they are already part of Lean. 

Rescooped by Anne-Laure Delpech from Mindful Decision Making
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Au delà du social (1ere partie) : La prise de décision

Résumé : l'ajout d'une surcouche sociale n'apporte que peu de gains significatifs tant que l'entreprise ne transforme pas son modèle.

 

et on y parle de la résolution de problème, sur le terrain et au bon niveau (principe de subsidiarité). 


Via Philippe Vallat
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Rescooped by Anne-Laure Delpech from Veille Innovation - Organisation
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Bet@leadership, vous accompagner vers l'organisation agile

Betaleadership vous accompagne pour réussir la transition vers une organisation plus agile et collaborative, pour mieux répondre aux challenges d'un monde comp…

Via Frédéric Brutier, Sébastien Moitel
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Rescooped by Anne-Laure Delpech from Management 2.0 et libération d'entreprise
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Faut-il brûler le Lean Management ?

Faut-il brûler le Lean Management ? | Management et organisation | Scoop.it
Faut-il bruler le lean management ? (Faut-il pratiquer le lean management ?

Via Bastien Gerland
Anne-Laure Delpech's insight:

C'est très juste ! 

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Bastien Gerland's curator insight, January 23, 2014 5:14 AM

Une remise en question illustrée du Lean Management ?

Amélioration de l'environnement de travail : oui !

Standardisation des tâches et diminution de la créativité : non !

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Guidelines for Fast Lean Transformation | M. Zinser & D. Ryeson | HBR Blog

Guidelines for Fast Lean Transformation | M. Zinser & D. Ryeson | HBR Blog | Management et organisation | Scoop.it
One of the most common mistakes that companies make when embarking on a lean program is trying to do too much at once. These "boil-the-ocean" initiatives are long, costly and often end up stalling under the weight of their own...

Via Michel Baudin
Anne-Laure Delpech's insight:

and read Michel Baudin's insight too. 

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Michel Baudin's curator insight, August 10, 2013 10:33 AM

Scoop It just brough my attention to this 2 1/2-year old article by BCG consultants Michael Zinser and David Ryeson. Their key point is that a successful Lean implementation must start with a small number of well-chosen, pilot projects, and I agree. 

 

I do, however, part company with them on two other issues. First, they only speak the language of money, relentlessly bringing up costs, savings,  payoffs, metrics and incentives. I understand that this language is familiar and attractive to top management.

 

The article only cites examples of improvements that have a direct economic impact, but there are many aspects of Lean for which the relationship is indirect. Scoring a goal in tonight's game has a direct impact on performance; building a championship team doesn't.

 

Which brings me to my second disagreement with the authors:  there is no consideration in their article of the need to develop the organization's technical and managerial skills. They are just assumed to be there. 

 

Lean is about developing a team that is able to compete at the highest level in your industry. If you already have such a team, you are probably not looking to implement Lean. If you don't have it, you can't start projects as if you did. Instead, you have to focus on projects that your team can do today and that will start it on its way. The biggest payoff and the practically possible do not always match. 


This perspective is missing in their guidelines. 

Rescooped by Anne-Laure Delpech from Une passion pour l'humain dans toutes ses vérités :-) by Pharmacomptoir
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Le Lean Startup, une nouvelle façon de manager

Le Lean Startup, une nouvelle façon de manager | Management et organisation | Scoop.it

Via Philippe Vallat, catherine wilmart, Pharmacomptoir / Corinne Thuderoz
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Pierre Mongin 's curator insight, May 25, 2013 1:06 AM

bientôt, un livre sur le sujet , sortie le 19 juin Intereditions 

mieux s'organiser, la stratégie du post- it et du Kanban personnel 

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Interview de Yves Caseau à propos de collaboration et de lean management

Toujours en préambule du E2.0 Summit qui va se tenir à Paris les 7 et 8 février prochain, je vous propose une nouvelle interview d’un des intervenants principaux : Yves Caseau, le DGA de Bouygues Telecom en charge des technologies et de l’innovation dont je vous avais déjà parlé du livre (Un livre pour tout savoir sur la collaboration et le lean management).

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