{"id":2435,"date":"2017-09-28T12:35:57","date_gmt":"2017-09-28T11:35:57","guid":{"rendered":"https:\/\/fr.theleansixsigmacompany.be\/?post_type=wiki&p=2435"},"modified":"2026-02-06T14:01:35","modified_gmt":"2026-02-06T13:01:35","slug":"lean-management-2","status":"publish","type":"post","link":"https:\/\/www.theleansixsigmacompany.com\/be\/fr\/bibliotheque\/lean-management\/","title":{"rendered":"Lean Management"},"content":{"rendered":"

Le Lean Management, \u00e9galement d\u00e9nomm\u00e9 Lean Enterprise et Lean Thinking, d\u00e9signe la philosophie de gestion latente \u00e0 la structure d’am\u00e9lioration continue d\u00e9velopp\u00e9e par Toyota. Chez Toyota, le Lean Management est int\u00e9gr\u00e9 au Syst\u00e8me de Production de Toyota. Pour faire bref, une structure de gestion et une culture d’entreprise pr\u00e9valent et incitent chaque collaborateur \u00e0 \u0153uvrer \u00e0 la maximisation de la valeur du client. L’hypoth\u00e8se de d\u00e9part du Lean Management r\u00e9side dans le fait qu’une entreprise doit tendre vers le flow. En d’autres termes, un processus sans gaspillages.<\/strong><\/p>\n

Le Lean Management peut \u00e9galement \u00eatre d\u00e9fini comme une “culture de l’am\u00e9lioration continue”, bien qu’il s’agisse l\u00e0 davantage d’une cons\u00e9quence de la recherche du “flow” qu’un objectif en soi. Toyota a constat\u00e9 que les gaspillages pouvaient \u00eatre class\u00e9s en 7 cat\u00e9gories. Elle les nomme les 7 types de gaspillage :<\/p>\n

    \n
  1. Transport<\/li>\n
  2. Stocks<\/li>\n
  3. Mouvements<\/li>\n
  4. D\u00e9lai d’attente<\/li>\n
  5. Surproduction<\/li>\n
  6. Traitement excessif (processus trop complexes)<\/li>\n
  7. D\u00e9fauts<\/li>\n<\/ol>\n

    Si tous ces gaspillages disparaissent d’un processus, le “flow” est alors atteint. Dans la pratique, cela engendre une minimisation des gaspillages, car leur \u00e9limination totale est souvent impossible.<\/p>\n

    Lean Management c. Syst\u00e8me de production de Toyota<\/h2>\n

    Le Syst\u00e8me de production de Toyota, auquel le Lean Management est int\u00e9gr\u00e9, va au-del\u00e0 de la simple am\u00e9lioration continue. Toyota applique 14 principes de gestion relevant des 4 P (People, Process, Philosophy, Problems). Le succ\u00e8s de Toyota dans la mise en \u0153uvre de la m\u00e9thode Lean d\u00e9passe donc la simple focalisation sur l’am\u00e9lioration continue. Si le Lean Management est la solution pour am\u00e9liorer la qualit\u00e9 et faire des \u00e9conomies de co\u00fbts, le Syst\u00e8me de Production de Toyota consiste en une strat\u00e9gie plus large aff\u00e9rente \u00e0 l’exploitation.<\/p>\n

    Enregistrer des succ\u00e8s avec le Lean management<\/h2>\n

    De nombreuses autres entreprises ont opt\u00e9 pour le Lean Management et la m\u00e9thode Lean comme un moyen de faire face \u00e0 la concurrence en augmentant le rendement de chaque collaborateur et en am\u00e9liorant la satisfaction du client via l’application des principes Lean. Si une entreprise souhaite relever le d\u00e9fi de la concurrence \u00e0 plus long terme, les 14 principes de gestion de Toyota peuvent alors \u00eatre l’exemple \u00e0 suivre.<\/p>\n

    Le Lean Management consiste donc \u00e0 instaurer une culture et une structure de l’am\u00e9lioration continue. L’objectif poursuivi consiste \u00e0 cr\u00e9er un “flow” dans les processus. D\u00e8s lors, les gaspillages doivent \u00eatre \u00e9limin\u00e9s ou r\u00e9duits afin de l’atteindre.<\/p>\n

    Lean Management c. le Six Sigma way<\/h2>\n

    Si la m\u00e9thode Lean est tr\u00e8s bien implant\u00e9 chez Toyota, celle du Six Sigma a \u00e9t\u00e9 cr\u00e9\u00e9e chez Motorola et General Electric. Motorola a d\u00e9velopp\u00e9 la structure projectuelle Six Sigma et General Electric l’a compl\u00e9t\u00e9e avec une structure organisationnelle.\u00a0Lean et Six Sigma se compl\u00e8tent donc parfaitement. Les deux m\u00e9thodes visent la qualit\u00e9 la plus \u00e9lev\u00e9e et la satisfaction du client. Lean Management se focalise davantage sur l’am\u00e9lioration du cycle court et Six Sigma est plus orient\u00e9e sur la structure du projet. Associez Lean et Six Sigma au sein de votre entreprise et instaurez une culture d’am\u00e9lioration quotidienne et projectuelle.<\/p>\n","protected":false},"excerpt":{"rendered":"

    Le Lean Management est bien plus qu\u2019un ensemble d\u2019outils : c\u2019est une philosophie de gestion issue du Toyota Production System, qui vise \u00e0 maximiser la valeur pour le client en \u00e9liminant les gaspillages et en cr\u00e9ant un flux fluide (flow) dans les processus. En s\u2019attaquant aux sept types de gaspillage, du surstock aux d\u00e9fauts, le Lean cherche \u00e0 rendre le travail plus efficace, plus simple et plus pertinent. Inscrit dans une culture d\u2019am\u00e9lioration continue et compl\u00e9t\u00e9 par l\u2019approche structur\u00e9e du Six Sigma, le Lean Management constitue un levier puissant pour am\u00e9liorer durablement la qualit\u00e9, la performance et la satisfaction client.<\/p>\n","protected":false},"author":26436,"featured_media":17162,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[184],"tags":[],"class_list":["post-2435","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized-fr"],"yoast_head":"\n3 choses indispensables \u00e0 conna\u00eetre sur le Lean Management<\/title>\n<meta name=\"description\" content=\"Ces 3 choses \u00e0 conna\u00eetre sur le Lean Management vont permettre \u00e0 votre entreprise d\u2019instaurer une culture d\u2019am\u00e9lioration continue et de tendre vers le flow.\" \/>\n<meta name=\"robots\" content=\"index, follow, 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