{"id":11167,"date":"2024-03-01T16:22:58","date_gmt":"2024-03-01T16:22:58","guid":{"rendered":"https:\/\/summitinterconnect.ca\/blog\/article\/creer-une-culture-damelioration-continue\/"},"modified":"2025-12-17T10:47:58","modified_gmt":"2025-12-17T10:47:58","slug":"culture-of-continuous-improvement","status":"publish","type":"post","link":"https:\/\/summitinterconnect.ca\/fr\/blog\/article\/culture-of-continuous-improvement\/","title":{"rendered":"Cr\u00e9er une culture d'am\u00e9lioration continue"},"content":{"rendered":"
Ne laissez pas les mesures facilement quantifiables se substituer \u00e0 l'objectif r\u00e9el<\/em><\/h5>\n

\u00a0<\/p>\n

Il y a quelques ann\u00e9es, j'ai visit\u00e9 une entreprise asiatique qui demandait \u00e0 tous ses employ\u00e9s de participer \u00e0 un projet de ceinture verte. Ce n'est pas obligatoire, mais la r\u00e9alisation d'un projet fait partie de leur \u00e9valuation annuelle. Sans surprise, la direction se vante que presque tout le monde participe \u00e0 un projet. <\/p>\n

Vous savez combien de personnes r\u00e9alisent un deuxi\u00e8me projet\u00a0? Moins de 5\u00a0%. <\/p>\n

Cette entreprise se portait bien, mais elle n'avait pas de culture d'am\u00e9lioration continue. Il y avait beaucoup de ceintures vertes, c'est s\u00fbr. Mais il n'y avait aucune preuve d'un \u00e9tat d'esprit d'am\u00e9lioration continue parmi les employ\u00e9s. C'est ce que souhaitaient les dirigeants et c'est pourquoi ils ont cr\u00e9\u00e9 un programme de ceinture Lean Six Sigma en premier lieu. <\/p>\n

C\u2019est une situation courante dans les organisations qui se concentrent sur l\u2019acquisition de ceintures de couleur. L\u2019objectif mesurable \u2013 le pourcentage de personnes obtenant des ceintures vertes \u2013 se substitue \u00e0 l\u2019objectif plus important, mais moins quantifiable \u2013 cr\u00e9er une culture o\u00f9 l\u2019\u00e9tat d\u2019esprit kaizen est inextricablement int\u00e9gr\u00e9 \u00e0 l\u2019ADN de l\u2019organisation. <\/p>\n

Une entreprise qui se concentre sur des projets de ceinture verte au lieu d'un kaizen quotidien est comme une personne qui se concentre sur le comptage des calories au lieu d'adopter un mode de vie sain : pas seulement moins de calories, mais une meilleure vari\u00e9t\u00e9 d'aliments, moins d'alcool, plus d'exercice et plus de sommeil. Vous pouvez perdre quelques kilos en comptant les calories, mais il est peu probable que cela soit durable \u00e0 long terme. <\/p>\n

Un autre probl\u00e8me de la plupart des programmes de r\u00e9compenses, en particulier ceux li\u00e9s aux \u00e9valuations de performance, est que la motivation extrins\u00e8que d'une bonne \u00e9valuation (et vraisemblablement d'une augmentation de salaire) remplace la motivation intrins\u00e8que d'apprentissage de nouvelles comp\u00e9tences et d'am\u00e9lioration des performances de l'organisation. Par cons\u00e9quent, les entreprises n'accordent que de petites r\u00e9compenses en dollars, et non de gros cadeaux en esp\u00e8ces, pour les am\u00e9liorations. <\/p>\n

Enfin, de nombreux efforts sont consacr\u00e9s \u00e0 l'enseignement de l'analyse statistique avanc\u00e9e (ANOVA, r\u00e9gressions multifactorielles, tests t, etc.) et d'autres outils tr\u00e8s avanc\u00e9s (DFSS, DOE, etc.). Ces outils ont leur utilit\u00e9, et vous souhaitez probablement que votre entreprise dispose de personnes capables de les utiliser. Mais l'investissement en termes d'attention serait plus rentable s'ils se contentaient d'apprendre les sept outils de base de la qualit\u00e9 (diagramme de cause \u00e0 effet, feuille de contr\u00f4le, graphique de contr\u00f4le, histogramme, diagramme de Pareto, diagramme de dispersion, graphique d'ex\u00e9cution)\u2026 et consacraient ensuite plus de temps \u00e0 la correction.<\/p>\n

L'enfer est peut-\u00eatre pav\u00e9 de comparaisons odieuses avec Toyota, mais il convient de noter qu'ils ne proposent pas \u00e0 leurs employ\u00e9s de formation formelle \u00e0 la ceinture LSS. Les instructeurs du si\u00e8ge de Nagoya, o\u00f9 se trouve l'\u00e9quipe Lean de Toyota, ainsi que mon camarade de classe, M. Chihiro Nakao, nous ont inculqu\u00e9 les concepts fondamentaux du Lean, souvent ignor\u00e9s. Et ils semblent progresser au quotidien. <\/p>\n

Cependant, si vous \u00eates engag\u00e9 dans un programme de ceinture, voici quelques mesures que vous pouvez prendre pour augmenter la probabilit\u00e9 qu'il vous rapproche de votre objectif d'am\u00e9lioration continue v\u00e9ritable :<\/p>\n

    \n
  1. \u00c9tablissez un rythme soutenu. Exigez que chacun participe \u00e0 un projet par mois, que ce soit en tant que coach ou apprenant. <\/em><\/li>\n
  2. Acc\u00e9l\u00e9rez l'acquisition de comp\u00e9tences. Cr\u00e9ez des bin\u00f4mes coach-apprenant, chaque coach \u00e9tant charg\u00e9 de guider un apprenant sur trois projets par an. <\/em><\/li>\n
  3. Ma\u00eetrisez les bases. Enseignez les 7 outils de base de la qualit\u00e9 et proposez des outils d'analyse statistique de haut niveau uniquement \u00e0 ceux qui souhaitent r\u00e9ellement acqu\u00e9rir des comp\u00e9tences plus avanc\u00e9es. <\/em><\/li>\n
  4. Exploitez la pression sociale. Publiez un rapport public sur le nombre de projets r\u00e9alis\u00e9s par chaque personne. <\/em><\/li>\n
  5. Favorisez les r\u00e9compenses intrins\u00e8ques. Ne liez pas les projets de ceinture aux \u00e9valuations de performance. Passez plut\u00f4t en revue les projets termin\u00e9s lors de c\u00e9r\u00e9monies ou de c\u00e9l\u00e9brations publiques. <\/em><\/li>\n<\/ol>\n

    Ne laissez pas votre programme de ceinture de couleur vous distraire de votre v\u00e9ritable objectif : la cr\u00e9ation d\u2019une culture d\u2019am\u00e9lioration continue qui engage tous les travailleurs et rend votre organisation plus comp\u00e9titive chaque jour.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

    Ne laissez pas les mesures facilement quantifiables se substituer \u00e0 l'objectif r\u00e9el \u00a0 Il y a quelques ann\u00e9es, j'ai visit\u00e9 une entreprise asiatique qui demandait \u00e0 tous ses employ\u00e9s de participer \u00e0 un projet de ceinture verte. Ce n'est pas obligatoire, mais la r\u00e9alisation d'un projet fait partie de leur \u00e9valuation annuelle. Sans surprise, la […]<\/p>\n","protected":false},"author":3,"featured_media":10652,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","footnotes":""},"categories":[84,75,87],"tags":[],"class_list":["post-11167","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-fabrication-fr","category-non-categorise","category-theorie"],"acf":[],"yoast_head":"\nCr\u00e9er une culture d'am\u00e9lioration continue - Summit Interconnect CA<\/title>\n<meta name=\"description\" content=\"Greg Pettit discute de l\u2019importance de la poursuite de l\u2019\u00e9ducation et de la formation du personnel, y compris des \u00e9tapes suppl\u00e9mentaires au cours d\u2019un programme de ceinture.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/summitinterconnect.ca\/fr\/blog\/article\/culture-of-continuous-improvement\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Cr\u00e9er une culture d'am\u00e9lioration continue - 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