{"id":12676,"date":"2017-06-16T11:50:47","date_gmt":"2017-06-16T10:50:47","guid":{"rendered":"https:\/\/www.inovallee.com\/?p=12676\/"},"modified":"2017-06-16T11:50:47","modified_gmt":"2017-06-16T10:50:47","slug":"lean-manufacturing-vers-loptimisation-de-la-performance-industrielle-globale","status":"publish","type":"post","link":"https:\/\/www.inovallee.com\/en\/lean-manufacturing-vers-loptimisation-de-la-performance-industrielle-globale\/","title":{"rendered":"[CONF\u00c9RENCE INP] Lean Manufacturing : vers l\u2019optimisation de la performance industrielle globale ?"},"content":{"rendered":"

\"\"
Fabien Mangione, Ma\u00eetre de conf\u00e9rence \u00e0 l’INP en G\u00e9nie industriel, accompagn\u00e9e de Fabrice Vial, Conseiller D\u00e9veloppement Entreprise \u00e0 la CCI de Grenoble<\/figcaption><\/figure>
\n On a tous (ou presque tous) entendu parler du Lean\u2026 Lean Manufacturing, Lean Management, Lean Startup\u2026 Mais de quoi s\u2019agit-il exactement\u00a0? Le Lean\u00a0Manufacturing est la version occidentale du Syst\u00e8me de Production Toyota (TPS). C\u2019est un ensemble d’outil ET une philosophie qui a pour objectif de cr\u00e9er de la valeur. Le Lean repose sur l\u2019\u00e9limination des gaspillages et de tout ce qui n\u2019apporte pas de valeur ajout\u00e9e dans les processus (par exemple : trop de stock de produits finis, de d\u00e9chets de production\u2026). Fabien Mangione<\/a>, Ma\u00eetre de conf\u00e9rence \u00e0 l\u2019INP<\/a> en G\u00e9nie industriel, revient sur les grands principes du lean, avec \u00e0 ses c\u00f4t\u00e9s Fabrice Vial<\/a>, Conseiller D\u00e9veloppement Entreprise \u00e0 la CCI\u2026<\/strong>
\nEn clair, le Lean vise \u00e0 augmenter la capacit\u00e9 de production, en r\u00e9duisant les co\u00fbts et le temps de cycle. C\u2019est un changement de point de vue qui consiste \u00e0 remettre le client final au centre, en s\u2019appuyant sur la compr\u00e9hension de ses besoins, puis \u00e0 r\u00e9aliser les produits \/ services en se concentrant sur l\u2019essentiel. L\u2019objectif\u00a0: cr\u00e9er de la valeur\u00a0ajout\u00e9e par rapport au march\u00e9 !<\/strong><\/p>\n

La Pens\u00e9e Lean<\/h4>\n
    \n
  • Quantifier la valeur du produit du point de vue du client<\/li>\n
  • Identifier la cha\u00eene de valeur pour mettre en \u00e9vidence les gaspillages<\/li>\n
  • Cr\u00e9er un flux pour r\u00e9duire la taille de lots et les encours (WIP)<\/li>\n
  • Produire seulement ce que le client a command\u00e9<\/li>\n
  • Rechercher perp\u00e9tuellement la perfection, en am\u00e9liorant\u00a0la qualit\u00e9 et en \u00e9liminant les gaspillages<\/li>\n<\/ul>\n

    Lean Office\u00a0: un processus en 5 \u00e9tapes formalis\u00e9 par Womack dans les ann\u00e9es 80<\/h3>\n
      \n
    • D\u00e9terminer pr\u00e9cis\u00e9ment la valeur, produit par produit<\/li>\n
    • Identifier la cha\u00eene de valeur correspondant \u00e0 chaque produit (o\u00f9 sont les gaspillages, etc.).<\/li>\n
    • Etablir des flux de valeur continus<\/li>\n
    • Laisser le client tirer la valeur<\/li>\n
    • Viser la perfection\u00a0: principe d\u2019am\u00e9lioration continue<\/li>\n<\/ul>\n

      \"\"<\/h3>\n

      Types de Gaspillages (MUDA)<\/h4>\n
        \n
      • Surproduction<\/li>\n
      • Attente<\/li>\n
      • Transport<\/li>\n
      • Process inutiles ou mal faits<\/li>\n
      • Stocks exc\u00e9dentaires<\/li>\n
      • Gestes inutiles<\/li>\n
      • D\u00e9fauts<\/li>\n
      • Cr\u00e9ativit\u00e9 inexploit\u00e9e (Sous-utilisation des comp\u00e9tences)<\/li>\n<\/ul>\n

        \"\"Les outils du lean<\/h4>\n

        Le lean est souvent pr\u00e9sent\u00e9 comme une bo\u00eete \u00e0 outils dans laquelle n vient piocher\u2026<\/p>\n

          \n
        • Flux tir\u00e9<\/li>\n
        • Kaizen<\/li>\n
        • Management visuel<\/li>\n
        • Autocon<\/li>\n
        • SMED<\/li>\n
        • Poka<\/li>\n
        • Yoke<\/li>\n
        • VSM<\/li>\n
        • Autocontr\u00f4le<\/li>\n<\/ul>\n

          -> Mais en r\u00e9alit\u00e9, le lean reste est vraiment un changement de point de vue sur la valeur du travail des personnes.<\/strong><\/em><\/p>\n

          La philosophie du lean<\/h4>\n

          \"\"<\/h3>\n

          Une question se pose avec le lean\u00a0: comment exploiter la culture personnelle des salari\u00e9s\u00a0? Car passer \u00e0 une culture lean, c\u2019est passer \u00e0 une culture o\u00f9 chaque individu fait partie du processus, doit \u00eatre acteur dans la d\u00e9marche d\u2019am\u00e9lioration continue.
          \nLes objectifs du lean\u00a0: d\u00e9ployer une culture d\u2019am\u00e9lioration continue pour r\u00e9duire les temps de non-valeur ajout\u00e9e et ce, pour chaque op\u00e9ration\u00a0! Le lean est avant tout une d\u00e9marche et non un plan op\u00e9rationnel. Il n\u00e9cessite donc une vision de la Direction qui devient vecteur de cette philosophie et une implication forte du personnel.
          \n-> Changer de culture d\u2019entreprise est long\u00a0!<\/em> <\/strong><\/p>\n

          <\/h4>\n

          <\/h4>\n

          Pyramide de Maslow et facteurs de motivation\u00a0: valider l\u2019ad\u00e9quation avec le lean<\/h4>\n

          Il est important de confronter la culture lean \u00e0 la pyramide des besoins de Maslow. Le principe est simple\u00a0: consolider les \u00e9tapes du dessous pour pouvoir passer \u00e0 celles du dessus. Par exemple, il faut valider l\u2019ad\u00e9quation du lean manufacturing avec les enjeux de sant\u00e9 au travail.
          \nM\u00eame principe<\/p>\n

          Du poste de travail \u00e0 l\u2019entreprise<\/h4>\n

          \"\"<\/h3>\n

          S\u2019il faut une vision globale du d\u00e9ploiement, il faut n\u00e9anmoins attaquer par de petits chantiers, \u00eatre capable d\u2019instaurer une culture \u00e0 chaque niveau de l\u2019entreprise, en commen\u00e7ant par le poste de travail\u00a0: \u00ab\u00a0En faisant de petites choses, on enl\u00e8ve le caillou de la chaussure\u00a0\u00bb, explique Fabien Mangione.
          \nUn syst\u00e8me bottom up favorise une ad\u00e9quation rapide. La m\u00e9thode S est en ce sens un bon angle d\u2019attaque, car la s\u00e9curit\u00e9 est un th\u00e8me qui ne g\u00e9n\u00e8re pas de frein.
          \nLe conseil de Fabien Mangione \u00ab\u00a0Pour d\u00e9marrer, il ne faut pas avoir peur de faire tourner cette boucle d\u2019am\u00e9lioration\u00a0: une fois que tout le monde est d\u2019accord sur une solution, on n\u2019attend pas pour la d\u00e9ployer\u00a0!\u00a0Le lean s\u2019applique aussi pour les petites entreprises. Mais il ne faut pas voir trop loin tout de suite. En revanche, il faut \u00eatre dans la planification (PLAN). L\u2019output de la premi\u00e8re roue peut \u00eatre par exemple de d\u00e9finir des indicateurs, qui pourront \u00e9volu\u00e9s au fil du temps, tout comme les objectifs.\u00a0\u00bb<\/p>\n

          Les 14 principes du lean<\/h4>\n
            \n
          1. Philosophie \u00e0 long terme<\/li>\n
          2. Flux pi\u00e8ce \u00e0 pi\u00e8ce<\/li>\n
          3. Utilisez des syst\u00e8mes tir\u00e9s<\/li>\n
          4. Lissez la production<\/li>\n
          5. R\u00e9solution imm\u00e9diate des probl\u00e8mes<\/li>\n
          6. Standardisation des t\u00e2ches<\/li>\n
          7. Contr\u00f4le visuel afin qu’aucun probl\u00e8me ne reste cach\u00e9<\/li>\n
          8. Technologies fiables<\/li>\n
          9. Responsables qui connaissent le travail<\/li>\n
          10. Formez des individus et des \u00e9quipes exceptionnels<\/li>\n
          11. Respectez votre r\u00e9seau<\/li>\n
          12. Allez sur le terrain<\/li>\n
          13. D\u00e9cidez en prenant le temps n\u00e9cessaire, par consensus. Appliquez rapidement les d\u00e9cisions<\/li>\n
          14. Devenez une entreprise apprenante<\/li>\n<\/ol>\n

            Principes du Lean Start-Up [Ries 2011]<\/h4>\n
              \n
            • Get out of the building<\/li>\n
            • Minimum Viable Product<\/li>\n
            • Validated Learning<\/li>\n
            • Pivot if Necessary<\/li>\n
            • Iterate rapidly<\/li>\n<\/ul>\n

              Un conseil pour les startups\u00a0: d\u00e9cloisonner au maximum les diff\u00e9rents services pour acc\u00e9l\u00e9rer le syst\u00e8me dans la vision strat\u00e9gique de l\u2019entreprise.<\/p>\n

              \"\"<\/h3>\n

              Les facteurs d\u2019\u00e9chec<\/h4>\n
                \n
              • \u00catre trop complaisant<\/li>\n
              • Vouloir tout r\u00e9volutionner en m\u00eame temps<\/li>\n
              • Ne pas obtenir l\u2019adh\u00e9sion<\/li>\n
              • Sous-estimer la vision \u00e0 long terme<\/li>\n
              • Ne pas assez communiquer sur la vision long terme<\/li>\n
              • Permettre les obstacles<\/li>\n
              • Ne pas r\u00e9compenser les petites am\u00e9liorations<\/li>\n
              • Crier victoire trop t\u00f4t<\/li>\n
              • N\u00e9gliger l\u2019ancrage du changement \u00e0 la culture locale<\/li>\n<\/ul>\n

                 
                \n[divider line_type=\u00a0\u00bbFull Width Line\u00a0\u00bb custom_height=\u00a0\u00bb\u00a0\u00bb]<\/p>\n

                Bibliographie<\/h4>\n
                  \n
                • \u00ab Syst\u00e8me Lean : Penser l’entreprise au plus juste \u00bb J. Womack et D. Jones<\/li>\n
                • \u00ab Mod\u00e8le Toyota, les 14 principes qui feront la r\u00e9ussite de votre entreprise \u00bb J. Liker<\/li>\n
                • \u00ab Toyota Production System \u00bb T. Ohno<\/li>\n
                • \u00ab Bien voir pour mieux g\u00e9rer \u00bb M. Rother et J. Shook<\/li>\n
                • \u00ab The Toyota Product Development System, Integrating People, Process and Technology \u00bb J. Morgan et J. Liker<\/li>\n
                • \u00ab The Lean Startup: How Constant Innovation Creates Radically Successful Businesses \u00bb E. Ries<\/li>\n<\/ul>\n

                   <\/p>\n","protected":false},"excerpt":{"rendered":"

                  On a tous (ou presque tous) entendu parler du Lean\u2026 Lean Manufacturing, Lean Management, Lean Startup\u2026 Mais de quoi s\u2019agit-il exactement\u00a0? Le Lean\u00a0Manufacturing est la version occidentale du Syst\u00e8me de Production Toyota (TPS). C\u2019est un ensemble d’outil ET une philosophie qui a pour objectif de cr\u00e9er de la valeur. Le Lean repose sur l\u2019\u00e9limination des […]<\/p>\n","protected":false},"author":6,"featured_media":12690,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[41,44,29],"tags":[],"class_list":["post-12676","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-entrepreneur-competences","category-tarmac-incubator","category-evenements"],"yoast_head":"\n[CONF\u00c9RENCE INP] Lean Manufacturing : vers l\u2019optimisation de la performance industrielle globale ? - inovall\u00e9e<\/title>\n<meta name=\"description\" content=\"Le Lean Manufacturing est la version occidentale du Syst\u00e8me de Production Toyota. 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