{"id":1000,"date":"2017-06-30T20:00:51","date_gmt":"2017-06-30T20:00:51","guid":{"rendered":"https:\/\/balmertcom.com\/?p=1000"},"modified":"2022-04-29T12:07:21","modified_gmt":"2022-04-29T16:07:21","slug":"safety-process-improvement-synergy-in-motion","status":"publish","type":"post","link":"https:\/\/balmert.com\/fr\/2017\/06\/30\/safety-process-improvement-synergy-in-motion\/","title":{"rendered":"Am\u00e9lioration de la s\u00e9curit\u00e9 et des processus: Synergy In Motion"},"content":{"rendered":"
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"Nous sommes ce que nous faisons \u00e0 plusieurs reprises. L'excellence n'est pas un acte mais une habitude<\/em>"<\/em><\/p>

~ Inconnu<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Une chose que j'ai apprise dans le domaine du conseil, c'est que vous feriez mieux de profiter de votre propre entreprise. R\u00e9cemment, cependant, je voyageais avec une compagnie: la compagnie de Paul Balmert. Si vous connaissez Paul, cela signifie que la conversation du d\u00eener portait uniquement sur la s\u00e9curit\u00e9, l'ex\u00e9cution et le leadership.<\/span><\/p>

Connaissant mes ant\u00e9c\u00e9dents en certification Black Belt et le temps pass\u00e9 \u00e0 apprendre et \u00e0 enseigner la m\u00e9thodologie Lean et Six Sigma, Paul a demand\u00e9 de l'aide pour convertir la mesure de Six Sigma (mesure des taux d'erreur par million) en taux de fr\u00e9quence des blessures. Je serai le premier \u00e0\u00a0<\/span>admettez: c'est quelque chose qui n'avait probablement pas travers\u00e9 l'esprit de beaucoup dans le monde du conseil Lean Six Sigma.<\/span><\/p>

Donc, nous \u00e9tions l\u00e0, r\u00e9solvant un probl\u00e8me de math\u00e9matiques pendant le d\u00eener. Cependant, cette discussion a ouvert la porte \u00e0 une r\u00e9flexion suppl\u00e9mentaire sur le chevauchement puissant entre les concepts de leadership en mati\u00e8re de s\u00e9curit\u00e9 et les concepts de gestion Lean.<\/span><\/p>

D\u00e9fi num\u00e9ro 1<\/span><\/strong><\/p>

Pour ceux qui ont particip\u00e9 \u00e0 notre cours de leadership, Managing Safety Performance, vous savez quel est le plus grand d\u00e9fi des leaders, n'est-ce pas? Correct, il est temps. Ce n'est pas toujours \u00e9vident pour chaque leader lorsque la question est pos\u00e9e pour la premi\u00e8re fois, mais avec un peu de r\u00e9flexion et de discussion, cela devient clair: le temps est le fil conducteur de tous les autres d\u00e9fis auxquels un leader peut penser et ajouter \u00e0 la longue liste de d\u00e9fis. Dans cet esprit, nous nous concentrons sur les situations o\u00f9 un leader peut tirer parti de son temps limit\u00e9 et \u00eatre le meilleur leader possible. Nous appelons ces moments de haute influence: ils se produisent tout au long de la journ\u00e9e. Les leaders astucieux apprennent \u00e0 reconna\u00eetre et \u00e0 capitaliser sur ces moments sp\u00e9ciaux avec leurs adeptes. Rien de nouveau ici!<\/span><\/p>

Les dirigeants sont confront\u00e9s \u00e0 de nombreuses attentes et priorit\u00e9s. Parfois, ces priorit\u00e9s peuvent devenir ce que nous appelons des \u00abpriorit\u00e9s conflictuelles\u00bb. La r\u00e9solution exige qu'un leader prenne des d\u00e9cisions difficiles, fasse preuve de courage en mati\u00e8re de gestion et s'engage dans ce que nous aimons appeler \u00abla direction ascendante\u00bb. Les dirigeants sont \u00e9galement confront\u00e9s \u00e0 des exigences concurrentes en mati\u00e8re de temps: oui, la s\u00e9curit\u00e9 est la priorit\u00e9 absolue pour chaque leader, mais ce n'est pas le seul probl\u00e8me critique sur l'assiette d'un leader chaque jour.<\/span><\/p>

C'est le vrai monde!<\/span><\/p>

\u00c0 l'\u00e9poque, mon monde de fabrication impliquait souvent de s\u00e9parer mon objectif d'efficacit\u00e9 de fabrication et d'am\u00e9lioration des processus de mon objectif de s\u00e9curit\u00e9 et de leadership en mati\u00e8re de s\u00e9curit\u00e9. Dans mon esprit, il s'agissait de groupes de travail distincts n\u00e9cessitant des outils diff\u00e9rents. Ma discipline dans le domaine de la fabrication et de l'am\u00e9lioration des processus \u00e9tait bas\u00e9e sur un dipl\u00f4me d'ing\u00e9nieur, une exp\u00e9rience de leadership de premi\u00e8re ligne et l'application de techniques d'am\u00e9lioration des processus \u00e9tablies par W. Edwards Deming et plusieurs autres. Les enseignements de Deming et l'utilisation des techniques de contr\u00f4le de processus sont devenus la base de ma carri\u00e8re dans la gestion des installations. Ces travaux ont finalement abouti \u00e0 une certification en m\u00e9thodologie Lean et 6 Sigma.<\/span><\/p>

Lorsque je suis devenu consultant, j'ai eu l'occasion de me concentrer sur le leadership en mati\u00e8re de s\u00e9curit\u00e9 et de s\u00e9curit\u00e9. (Merci, Paul.) Ma formation en s\u00e9curit\u00e9 au cours de 40 ans \u00e9tait assez traditionnelle, facilit\u00e9e par de nouvelles initiatives d'entreprise, des programmes, etc. Tout va bien, et tout est con\u00e7u pour fournir de meilleurs r\u00e9sultats.<\/span><\/p>

Cependant, ma compr\u00e9hension du leadership en mati\u00e8re de s\u00e9curit\u00e9 a commenc\u00e9 avec la lecture de Alive et Well At The End Of The Day. La lecture et la relecture de ce livre m'ont aid\u00e9 \u00e0 comprendre les concepts fondamentaux du leadership, en mettant l'accent sur la s\u00e9curit\u00e9.<\/span><\/p>

Les outils de l'am\u00e9lioration des processus m\u00e9tier<\/span><\/strong><\/p>

Au cours des deux derni\u00e8res ann\u00e9es, j'ai eu l'occasion de passer plus de quatre-vingts jours en classe avec des dirigeants de quinze entreprises diff\u00e9rentes et de centaines d'\u00e9tablissements enseignant le leadership en mati\u00e8re de s\u00e9curit\u00e9. Le processus d'apprentissage en classe est le r\u00e9sultat de la pr\u00e9sentation de concepts clairs, de l'introduction et de la mise en pratique d'outils puissants associ\u00e9s \u00e0 des questions, \u00e0 des discussions et \u00e0 des d\u00e9bats exceptionnels en classe. Cette \u00e9tude et cette discussion sur les concepts de leadership en mati\u00e8re de s\u00e9curit\u00e9 m'ont ouvert les yeux sur le chevauchement \u00e9vident et logique entre les principes \/ concepts de leadership en mati\u00e8re de s\u00e9curit\u00e9 et les outils Lean de base impliqu\u00e9s dans l'am\u00e9lioration continue des processus.<\/span><\/p>

Bien que la terminologie puisse \u00eatre diff\u00e9rente, de nombreux concepts et outils qui g\u00e9n\u00e8rent des r\u00e9sultats sont identiques. Dans le leadership en mati\u00e8re de s\u00e9curit\u00e9, nous soulignons l'importance de l'ex\u00e9cution - la partie \u00abfaire\u00bb de chaque processus. L'ex\u00e9cution est mieux g\u00e9r\u00e9e par la pr\u00e9sence physique du chef; G\u00e9rer en se promenant.<\/span><\/p>

Dans le monde du Lean, nous utilisons le terme Gemba. En japonais, cela signifie \u00ablieu r\u00e9el\u00bb - le lieu o\u00f9 les actions r\u00e9elles se produisent. En d'autres termes, c'est la r\u00e9alit\u00e9! Dans nos termes de s\u00e9curit\u00e9, l\u00e0 o\u00f9 l'ex\u00e9cution a lieu!<\/span><\/p>

Un autre terme Lean - Gemba Kaizen; aller \u00e0 gemba - observer, identifier et r\u00e9soudre les probl\u00e8mes directement sur place en temps r\u00e9el. Notre terme de leadership en mati\u00e8re de s\u00e9curit\u00e9; l'utilisation d\u00e9lib\u00e9r\u00e9e et calcul\u00e9e du temps et de la pr\u00e9sence d'un leader pour identifier, traiter et am\u00e9liorer les performances. Nos outils de leadership en mati\u00e8re de s\u00e9curit\u00e9; MBWA et utilisation de SORRY +\/-.<\/span><\/p>

Les racines du Lean reposent sur une m\u00e9thode d'enqu\u00eate scientifique disciplin\u00e9e et d\u00e9lib\u00e9r\u00e9e. Le c\u0153ur de cette m\u00e9thodologie est le cycle PDCA. Dans notre formation \u00e0 la s\u00e9curit\u00e9, nous utilisons ce cycle de Deming pour d\u00e9velopper le concept d'ex\u00e9cution, qui est l'\u00e9tape 2 du cycle.<\/span><\/p>

Le terme gemba signifie \u00ablieu r\u00e9el\u00bb. Dans notre monde, c'est l'atelier. Lorsqu'un manager veut conna\u00eetre la r\u00e9alit\u00e9, rendez-vous sur gemba, la source de toutes les informations. Gemba kaizen signifie aller \u00e0 gemba - observer, identifier et r\u00e9soudre les probl\u00e8mes sur place en temps r\u00e9el. Dans notre monde de la s\u00e9curit\u00e9, cela int\u00e8gre les concepts de MBWA, DGQ et le principe du dialogue honn\u00eate. Ceci est fondamental pour am\u00e9liorer notre visibilit\u00e9 des performances - savoir ce que c'est!<\/span><\/p>

Gemba et l'ex\u00e9cution visent tous deux \u00e0 saisir la situation actuelle. \u00abAller au gemba\u00bb pour observer et comprendre est un moyen efficace de v\u00e9rifier et de mettre \u00e0 jour l'image mentale d'une personne sur la fa\u00e7on dont les \u00e9quipes ex\u00e9cutent des t\u00e2ches ou un processus fonctionne. L'observation personnelle est un moyen puissant de confronter ses propres hypoth\u00e8ses, id\u00e9es fausses et pr\u00e9jug\u00e9s concernant la fa\u00e7on dont les t\u00e2ches sont ex\u00e9cut\u00e9es.<\/span><\/p>

En d'autres termes, c'est l'action de leadership qui consiste \u00e0 s'aligner sur la r\u00e9alit\u00e9.<\/span><\/p>

Am\u00e9lioration continue<\/span><\/strong><\/p>

L'am\u00e9lioration continue est bas\u00e9e sur le concept d'entreprise apprenante. Ne confondez pas cela avec la formation. Je ferai r\u00e9f\u00e9rence \u00e0 une merveilleuse d\u00e9claration de Dick Dusseldorp: \u00abLa formation est pour les chats et les chiens, les gens apprennent\u00bb. Une entreprise apprenante est une entreprise o\u00f9 les individus, les \u00e9quipes et l'organisation apprennent et partagent en permanence dans la r\u00e9alisation d'objectifs communs.<\/span><\/p>

Le leadership en mati\u00e8re de s\u00e9curit\u00e9, comme le gemba, devrait devenir une base d'apprentissage. L'apprentissage doit \u00eatre synonyme d'ex\u00e9cution, la partie pratique de chaque processus. Ceci est plus efficace lorsque les employ\u00e9s ont la possibilit\u00e9 d'apprendre en pratiquant et en faisant, et pas seulement assis dans une salle de classe. La meilleure exp\u00e9rience d'apprentissage implique les mains et le cerveau!<\/span><\/p>

L'autodiscipline est une pierre angulaire de la gestion du gemba et de la gestion de la s\u00e9curit\u00e9. On peut faire confiance aux employ\u00e9s disciplin\u00e9s pour maintenir des environnements de travail propres, ordonn\u00e9s et s\u00fbrs et suivre les normes existantes pour atteindre les objectifs.<\/span><\/p>

La pire chose qu'un leader puisse faire est de vivre dans un monde isol\u00e9 de la gemba-r\u00e9alit\u00e9.<\/span><\/p>

Cependant, le fait d'\u00eatre physiquement pr\u00e9sent dans gemba, d'aller \u00e0 l'atelier et de regarder, ne suffit pas. Si un leader ne sait pas ce qu'il cherche, il ne le verra pas. Un leader peut avoir l'exp\u00e9rience qui fournit une compr\u00e9hension profonde. Cependant, de nombreux dirigeants, pour de nombreuses bonnes raisons, n'ont pas cette compr\u00e9hension profonde. Lorsque cette exp\u00e9rience n'existe pas, un leader doit s'appuyer sur une communication efficace avec ceux qui poss\u00e8dent l'expertise. Une fois de plus, selon nos termes, un leader d\u00e9pend des mots et des actions et du principe du dialogue honn\u00eate.<\/span><\/p>

La r\u00e9alit\u00e9 est la r\u00e9alit\u00e9!<\/span><\/strong><\/p>

Gemba est la place la plus importante de l'organisation car elle est la source de la r\u00e9alit\u00e9. Si votre bureau est votre lieu de travail, vous \u00eates en difficult\u00e9! Rester en contact \u00e9troit avec gemba (r\u00e9alit\u00e9) est la premi\u00e8re et la plus importante action de leadership pour g\u00e9rer et diriger efficacement la s\u00e9curit\u00e9.<\/span><\/p>

Le conflit ici - un des leaders le plus grand d\u00e9fi du temps. C'est l\u00e0 que r\u00e9side la valeur de la premi\u00e8re r\u00e8gle d'or du gemba: lorsqu'un probl\u00e8me se pose, allez d'abord au gemba!<\/span><\/p>

Une cl\u00e9 pour r\u00e9soudre un probl\u00e8me se trouve souvent dans le simple acte d'observer: voir un d\u00e9tail que personne n'a encore remarqu\u00e9. L'am\u00e9lioration continue n\u00e9cessite l'utilisation efficace, disciplin\u00e9e et opportune des outils de r\u00e9solution de probl\u00e8mes. Un leadership efficace en mati\u00e8re de s\u00e9curit\u00e9 suit exactement le m\u00eame concept.<\/span><\/p>

\u00cates-vous surpris par le fait que les meilleures pratiques pour am\u00e9liorer les processus d'affaires - Lean Six Sigma - refl\u00e8tent bon nombre des m\u00eames pratiques que les leaders suivent pour am\u00e9liorer les performances de s\u00e9curit\u00e9?<\/span><\/p>

Moi non plus.<\/span><\/p>

Bill Wilson
<\/span>Juin 2017<\/span><\/p>

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

Dans le bulletin intitul\u00e9 Managing Safety Performance News de ce mois-ci, vous allez vous r\u00e9galer: l'un de nos enseignants et consultants \u00e9crit sur autre chose qu'il conna\u00eet tr\u00e8s bien: ce qui est connu dans l'entreprise sous le nom de \u00abLean Six Sigma\u00bb. En plus d'enseigner la gestion des performances en mati\u00e8re de s\u00e9curit\u00e9, notre Bill Wilson enseigne l'am\u00e9lioration des processus m\u00e9tier depuis des ann\u00e9es. Malgr\u00e9 les apparences, il s'av\u00e8re que les deux sujets ont beaucoup en commun.<\/p>","protected":false},"author":1,"featured_media":1008,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"default","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"default","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"episode_type":"","audio_file":"","podmotor_file_id":"","podmotor_episode_id":"","cover_image":"","cover_image_id":"","duration":"","filesize":"","filesize_raw":"","date_recorded":"","explicit":"","block":"","itunes_episode_number":"","itunes_title":"","itunes_season_number":"","itunes_episode_type":"","_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"_wpas_customize_per_network":false,"jetpack_post_was_ever_published":false},"categories":[1361,1367],"tags":[],"class_list":["post-1000","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-execution","category-change"],"yoast_head":"\nSafety & Process Improvement: Synergy In Motion | Balmert Consulting<\/title>\n<meta name=\"description\" content=\"Managing safety performance and improving work processes seem like two entirely different pursuits. 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