Lean est une démarche qui vise à éliminer des gaspillages au sein des activités de production. Plébiscitée par les entreprises, cette démarche permet d'obtenir des gains importants sur le court terme. Cependant, à moyen et long terme, ces résultats présentent des limites. Nos travaux de recherche visent à pallier ces limites. Pour cela, nous nous intéressons au modèle de performance adopté par les « décideurs » des entreprises Lean ainsi qu'aux représentations mentales qui sous-tendent ce modèle. Dans cet article, nous appuyons notre recherche sur une enquête auprès d'entreprises pratiquant la démarche Lean et ayant rencontré les limites évoquées, afin de comprendre ces limites. Nous proposons alors un nouveau modèle de performance Lean qui vise à pallier ces limites. Ce modèle est construit sur la vision que les opérateurs de production contribuent à la performance de l'entreprise par la création et le déploiement de modes opératoires pertinents au cours de leur activité de travail en contexte Lean. Nous proposons ensuite un cadre de modélisation qui permette de représenter les impacts de ce nouveau modèle de performance Lean sur la prise de décision d'un système de production Lean. ABSTRACT. Lean is an approach that aims to eliminate waste in production activities. Recognized by companies, this approach yields significant gains in the short term. However, at medium and long term, these results have limitations. Our research work is focused on overcoming these limitations. So we studied the performance model adopted by the managers of Lean companies and the mental representations that underlie this model. In this paper, we support our research on a case study based on interviews with companies applying Lean approach and having met the mentioned limits. We then propose a new Lean performance model that attempts to overcome such limitations. This model is based on the vision that production operators contribute to the performance of the company through the creation and deployment of relevant operating modes during their work in Lean context. We also propose a modelling framework that allows to represent the impact of this new Lean performance model on the decision making in a Lean production system. MOTS-CLÉS. Démarche Lean, modèle de performance, modélisation d'entreprise, GRAI.
Over the past number of years, competence management has become a key issue for companies. Similarly, to the importance of knowledge management, competence management considers an individual's performance, based on his or her knowledge. Thus, knowledge management becomes an important aspect for companies to manage resources, through the ability of characterizing key competences and evaluating how they are improved through past experiences and roles, thus selecting project team members according to the respective existing skills. This paper focuses on the coordination of design activities in order to propose a tool dedicated to operation-level project managers to help prepare their technical teams based on the required skills. The goal is to enhance the effectiveness of the teams, as well as their performance in the short-term, as well as the longterm, while coordinating with the human resources department. This work is based on the results of the Aides et assisTances pour la conception, la conduite et leur coupLage par les connAis-sanceS-Help and support for design, coordination and their coupling by knowledge (ATLAS, 2008-2011). This project studies the coupling between systems design and management. We propose an initial tool to manage skills in a design project.
Nous nous intéressons ici aux phases amont de la mise en place de projets complexes. Nous considérons comme « projets
Innovation has become critical for the survival and growth of institutions, markets and societies. In spite of the complexity of innovation, leaders and institutions continue to operate mainly with the same hierarchical structures, processes and scientific approaches that consider innovation a simplistic mechanical process. The nearest they come to accommodating a variety of ideas is by pursuing brain storming. No wonder then that they fail to unlock the innovative capabilities of all of the participants or understand the wider complexities involved in the processes that can unleash hidden ideas. When institutions fail to innovate they do not attempt to find out the complex issues involved; instead they resort to renaming whatever products, services and methods they already produce as being innovative. This article looks at the myriad of issues involved and invites readers to focus on the complexity of the processes and consider the need for working with equally complex notions, thinking processes, methods and interactions of social groups in order to facilitate innovation.
En este estudio se pretende evidenciar que la educación en alternancia estimula la creación de empleo e incentiva la innovación acorde a la revolución tecnológica actual, en sintonía con las necesidades de nuestro tiempo en el territorio transfronterizo. Por este motivo se analizan 4 experiencias en la zona transfronteriza basadas en educación superior en alternancia a ambos lados de los Pirineos, como experiencias en sintonía con el modelo de la Triple Hélice. Las instituciones de educación superior implicadas en las cuatro experiencias son: Universidad de Mondragón, Universidad de Vic-Universidad Central de Catalunya (en España), la École Superieure des Technologies Industrielles Avancées (ESTIA) y la Escuela Universitaria de Management de la Université de Pau (en Francia). Nuestros hallazgos sugieren los elementos que debería incorporar un modelo de educación en alternancia transfronteriza, considerando los aspectos comunes y discrepantes del análisis de las 4 experiencias, y la pertinencia de utilizar esta innovación educativa para mejorar la empleabilidad y promover la incorporación de los alumnos al mercado laboral junto con el oportuno desarrollo regional, económico y social de las zonas analizadas.
Le Kaizen est une méthode de résolution de problèmes qui implique la participation des opérateurs de production. Si elle permet d'obtenir des résultats opérationnels à court terme, force est de constater qu'à moyen-long terme, les résultats s'amenuisent notamment en raison de la dégradation de la santé des opérateurs. Dans cet article, nous nous intéresserons aux limites de la pratique du Kaizen qui peuvent, en partie, contribuer aux mauvais résultats constatés. Dans les limites, nous évoquons le choix et l'analyse des indicateurs de production qui est faite au cours des réunions Kaizen. De notre point de vue, cette pratique ne permet pas une analyse pertinente des problèmes remontés par les opérateurs. En piste de réflexion, il nous semble que les limites du Kaizen relèvent d'une question plus large d'ordre socio-cognitif. En effet, l'approche sous-tendue par le Kaizen renvoie à des représentations dans lesquelles l'Homme est envisagé comme passif, ce qui ne rend pas compte de la complexité du travail réalisé par les opérateurs. Ainsi, l'approche considérant l'Homme comme actif nous semble plus appropriée.
Abstract.Competence management has recently become an important issue in companies. Closely related to knowledge management, it considers the capacities of an individual to perform by using his/her knowledge. This knowledge management becomes a tool for companies to manage human resources in the long run. The ability to characterize useful competences, to evaluate how they are improved through past experience and successive jobs occupied, and thus to select project team members according to fully or partly existing skills are some of the concerns that business managers have to tackle. This paper focuses on the coordination of design activities in order to propose a tool dedicated to project managers on an operational level to manage skills for better team building. The aim is to improve team performance in the short and long term while preserving a link with the human resources department. Our work is based on the results of the ATLAS project which studies the coupling between systems design and management. We propose an initial tool to manage skills in a design project.
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