Identification des obstacles sur le chemin de l’objectif suivant et utilisation de la m\u00e9thode Plan Do Check Act (PDCA) pour les surmonter. La m\u00e9thode PDCA permet de faire rapidement des exp\u00e9riences et fait partie du Kata.<\/li>\n<\/ul>\nLe succ\u00e8s de Toyota n’est pas d\u00fb \u00e0 la prise de d\u00e9cisions parfaites ou \u00e0 un processus parfaitement planifi\u00e9. Le succ\u00e8s de Toyota est surtout d\u00fb \u00e0 la r\u00e9alisation continue de petits pas dans la bonne direction. Le chemin est trac\u00e9 en cours de route \u00e0 l’aide de toutes sortes de petits cycles d’apprentissage PDCA.<\/p>\n
Le Kata est une m\u00e9thode qui demande de l’entra\u00eenement<\/h2>\n
Le Kata d’am\u00e9lioration peut \u00eatre consid\u00e9r\u00e9 comme une routine, quelque chose qu’il faut pratiquer sous la direction d’un coach, jusqu’\u00e0 ce qu’il fasse partie int\u00e9grante des activit\u00e9s quotidiennes de nos collaborateurs. Am\u00e9liorer ou faire un Kata d’am\u00e9lioration devient alors une seconde nature. La t\u00e2che du management consiste \u00e0 veiller \u00e0 ce que le Kata d’am\u00e9lioration soit bien pratiqu\u00e9 par tous ceux qui se heurtent \u00e0 un d\u00e9fi ou \u00e0 un probl\u00e8me qu’ils doivent surmonter. Toyota consid\u00e8re le management comme un synonyme d’am\u00e9lioration.<\/p>\n
Le Kata passe par le next target condition<\/h2>\n
Plus nous avons une vue claire de la situation actuelle, mieux nous pourrons d\u00e9finir l’objectif interm\u00e9diaire. Nous ne perdons pas de temps \u00e0 discuter du caract\u00e8re r\u00e9aliste ou irr\u00e9aliste du but ultime. Nous consacrons notre temps \u00e0 d\u00e9terminer l’\u00e9tape suivante (next target condition) et les obstacles (hurdles) qui nous emp\u00eachent d’atteindre le but interm\u00e9diaire suivant (target condition). Mieux nous la d\u00e9crivons, mieux nous pourrons identifier les obstacles et plus nous serons efficaces. Int\u00e9ress\u00e9 ? Demandez de plus amples informations<\/a> sur nos formations Lean.<\/p>\n","protected":false},"excerpt":{"rendered":"Traditionnellement, le management est assimil\u00e9 au leadership et \u00e0 l’innovation, mais selon Toyota, le management est plut\u00f4t investi d’une vocation d’am\u00e9lioration. Le kata Toyota est un syst\u00e8me de management qui donne la m\u00eame direction \u00e0 plusieurs \u00e9quipes au sein d’une organisation pour que les objectifs fix\u00e9s puissent \u00eatre r\u00e9alis\u00e9s de mani\u00e8re conjointe. Le Kata d’am\u00e9lioration […]<\/p>\n","protected":false},"author":10,"featured_media":1335,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[14],"tags":[35,36,37],"yoast_head":"\n
Le goulet d'\u00e9tranglement, c'est le management - The Lean Six Sigma Company<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.theleansixsigmacompany.be\/fr\/blog\/lean-six-sigma-formations\/het-management-is-de-bottleneck\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Le goulet d'\u00e9tranglement, c'est le management - The Lean Six Sigma Company\" \/>\n<meta property=\"og:description\" content=\"Traditionnellement, le management est assimil\u00e9 au leadership et \u00e0 l’innovation, mais selon Toyota, le management est plut\u00f4t investi d’une vocation d’am\u00e9lioration. 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