{"id":4513,"date":"2025-07-31T08:00:29","date_gmt":"2025-07-31T12:00:29","guid":{"rendered":"https:\/\/balmert.com\/?p=4513"},"modified":"2025-07-29T12:46:58","modified_gmt":"2025-07-29T16:46:58","slug":"managing-success","status":"publish","type":"post","link":"https:\/\/balmert.com\/fr\/2025\/07\/31\/managing-success\/","title":{"rendered":"G\u00e9rer le succ\u00e8s"},"content":{"rendered":"
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\u00ab Le succ\u00e8s n\u2019est pas un accident. \u00bb<\/em><\/div>
\u00a0 \u00a0 \u00a0~Pel\u00e9<\/span><\/div>\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
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En tant que membre de l'\u00e9quipe Balmert Consulting, je suis amen\u00e9 \u00e0 fournir un compte rendu de mission apr\u00e8s chaque s\u00e9ance de formation. J'ai toujours une id\u00e9e g\u00e9n\u00e9rale du d\u00e9roulement de la formation. La r\u00e9daction de ce rapport implique g\u00e9n\u00e9ralement de prendre un moment de silence pour revenir sur les points forts du cours et r\u00e9fl\u00e9chir pr\u00e9cis\u00e9ment \u00e0 ce qui s'est bien pass\u00e9 et aux am\u00e9liorations \u00e0 apporter pour les cours suivants.<\/p>

Dans un r\u00e9cent compte rendu de voyage, j'ai indiqu\u00e9 que ce cours \u00e9tait le meilleur que j'aie jamais suivi pour enseigner cette mati\u00e8re. Ce commentaire a suscit\u00e9 une excellente question de la part de Paul Balmert\u00a0:\u00a0\u00ab Qu\u2019est-ce qui a fait de ce cours le meilleur que vous ayez donn\u00e9 ? \u00bb<\/em>\u00a0\u00a0<\/p>

Ma premi\u00e8re r\u00e9action s'est concentr\u00e9e sur ce que j'avais ressenti apr\u00e8s de nombreux exercices. Cependant, en revoyant la s\u00e9ance dans ma t\u00eate, j'ai constat\u00e9 que plusieurs \u00e9v\u00e9nements sp\u00e9cifiques avaient contribu\u00e9 \u00e0 la r\u00e9ussite de ce cours.\u00a0\u00a0<\/p>

Se demander ce qui s'\u00e9tait bien pass\u00e9 a d\u00e9clench\u00e9 une r\u00e9flexion tr\u00e8s constructive qui a d\u00e9bouch\u00e9 sur des facteurs de r\u00e9ussite bien d\u00e9finis. L'analyse du cours, module par module, m'a permis d'identifier plusieurs actions sp\u00e9cifiques qui ont ouvert la voie \u00e0 la r\u00e9ussite.\u00a0<\/p>

Il n\u2019\u00e9tait pas difficile d\u2019identifier ce qu\u2019ils \u00e9taient, mais il fallait que je le demande.<\/p>

Succ\u00e8s quotidiens\u00a0<\/strong><\/p>

\u00ab\u00a0Qu'est-ce qui a bien fonctionn\u00e9\u00a0?\u00a0\u00bb est une question simple, mais rarement pos\u00e9e dans le processus de fabrication. Notre attention est port\u00e9e sur l'inverse\u00a0: \u00ab\u00a0Qu'est-ce qui a mal tourn\u00e9\u00a0?\u00a0\u00bb Apr\u00e8s quatre d\u00e9cennies pass\u00e9es dans le secteur manufacturier, je constate que les probl\u00e8mes \u00e0 r\u00e9soudre, les \u00e9checs \u00e0 analyser et \u00e0 r\u00e9soudre, ainsi que les opportunit\u00e9s d'affiner les processus, ne manquent jamais. Sachant que le temps est le plus grand d\u00e9fi de tout dirigeant, il est compr\u00e9hensible que prendre le temps d'analyser la r\u00e9ussite soit per\u00e7u comme un luxe rarement offert aux dirigeants.\u00a0\u00a0\u00a0<\/p>

En pratique, identifier la cause profonde d'un \u00e9chec et prendre des mesures correctives efficaces constituent la base de l'am\u00e9lioration continue. Cependant, chaque processus de fabrication conna\u00eet chaque jour un succ\u00e8s significatif. Comprenons-nous les facteurs cl\u00e9s de r\u00e9ussite\u00a0? \u00c0 quelle fr\u00e9quence les dirigeants prennent-ils les mesures de suivi n\u00e9cessaires pour garantir que ces facteurs de r\u00e9ussite sont bien d\u00e9finis et int\u00e9gr\u00e9s \u00e0 nos protocoles de travail standard\u00a0? Consacrons-nous le temps et la discipline de leadership n\u00e9cessaires \u00e0 la compr\u00e9hension et \u00e0 la d\u00e9finition de la cause profonde du succ\u00e8s\u00a0?\u00a0\u00a0<\/p>

Rarement. Chaque entreprise utilise des techniques pour analyser et comprendre les d\u00e9faillances. Ces techniques d'analyse des causes profondes des d\u00e9faillances (ACF) vont du simple processus \u00ab\u00a05 Pourquoi\u00a0\u00bb \u00e0 des techniques plus sophistiqu\u00e9es comme Apollo, TapRoot et Kepner Trego. Analyser les d\u00e9faillances d\u00e8s leur apparition est essentiel \u00e0 une gestion efficace du processus d'am\u00e9lioration continue. Les organisations les plus performantes en ACF se situent g\u00e9n\u00e9ralement dans le premier quartile.\u00a0\u00a0\u00a0<\/p>

La p\u00e9rennisation de l'am\u00e9lioration est tout aussi cruciale et le processus suit le mod\u00e8le de bonnes pratiques de Deming\u00a0: Planifier\/Faire\/V\u00e9rifier\/Agir (ou Planifier\/Faire\/V\u00e9rifier\/Ajuster). Si l'analyse des risques li\u00e9s aux activit\u00e9s de contr\u00f4le est une comp\u00e9tence essentielle des organisations et des \u00e9quipes les plus performantes, la p\u00e9rennisation de l'am\u00e9lioration constitue un d\u00e9fi permanent pour chaque organisation.\u00a0\u00a0<\/p>

Chaque organisation s'efforce d'apporter des am\u00e9liorations progressives au fil du temps. Souvent, les solutions issues de l'analyse RCFA impliquent de multiples mesures correctives. Un risque pour toute organisation r\u00e9side dans la tendance \u00e0 achever l'analyse RCFA, \u00e0 identifier de multiples pistes d'am\u00e9lioration, \u00e0 mettre en place des mesures correctives rapides, \u00e0 r\u00e9aliser des progr\u00e8s et \u00e0 passer \u00e0 autre chose. Une analyse RCFA bien ex\u00e9cut\u00e9e disposera de donn\u00e9es associ\u00e9es \u00e0 chaque \u00e9l\u00e9ment de l'\u00e9cart de performance, et plus pr\u00e9cis\u00e9ment \u00e0 ce qui explique la variabilit\u00e9 de la performance au sein du processus.\u00a0\u00a0<\/p>

Ces donn\u00e9es de r\u00e9f\u00e9rence offrent plusieurs avantages significatifs. Elles fournissent aux dirigeants une feuille de route pour prioriser les actions correctives face \u00e0 des ressources limit\u00e9es. Elles permettent \u00e9galement aux dirigeants de quantifier l'impact des actions correctives. Le processus de brainstorming met en \u0153uvre un certain nombre d'actions. Les donn\u00e9es d\u00e9finissent l'impact pertinent et relatif de l'am\u00e9lioration. Elles pr\u00e9parent \u00e9galement le terrain pour le processus de p\u00e9rennisation.\u00a0\u00a0<\/p>

Analyse des causes profondes du succ\u00e8s<\/strong><\/p>

\u00c0 quelle fr\u00e9quence prenons-nous le temps de r\u00e9examiner le processus qui a men\u00e9 au succ\u00e8s\u00a0? Plus pr\u00e9cis\u00e9ment, \u00e0 quelle fr\u00e9quence effectuons-nous une analyse des causes profondes du succ\u00e8s (RCSA)\u00a0?\u00a0\u00a0<\/p>

Dans de nombreux cas d'am\u00e9lioration, seules quelques initiatives essentielles ont permis le succ\u00e8s, comme une ou deux mesures correctives. Une analyse approfondie pour d\u00e9finir clairement ces facteurs cl\u00e9s de r\u00e9ussite permet aux dirigeants de s'assurer que le processus est en place pour garantir une am\u00e9lioration durable. Cela permet \u00e9galement aux dirigeants d'\u00e9carter les initiatives qui ne contribuent pas \u00e0 l'am\u00e9lioration. En termes de Lean Manufacturing, ces initiatives progressives repr\u00e9sentent un gaspillage, car leur mise en \u0153uvre n\u00e9cessite du temps et des ressources.\u00a0<\/p>

Une application pratique du processus RCSA est possible lorsque les organisations doivent atteindre l'un de ces objectifs ambitieux et ambitieux (BHAG) souvent fix\u00e9s lors du processus budg\u00e9taire annuel. Combien de fois avez-vous vu des \u00e9quipes charg\u00e9es d'atteindre une am\u00e9lioration de 10% ou une r\u00e9duction de 12% comme indicateur cl\u00e9\u00a0? L'exercice peut commencer par une s\u00e9ance de brainstorming afin de g\u00e9n\u00e9rer une base d'id\u00e9es pour organiser un large \u00e9ventail d'initiatives d'am\u00e9lioration cl\u00e9s, de plans d'action, de responsables d'initiative et d'\u00e9quipes de soutien. L'analyse des \u00e9checs fait souvent partie de ces exercices d'am\u00e9lioration.\u00a0<\/p>

\u00c0 mesure que le processus progresse et que les plans d'action sont mis en \u0153uvre, des am\u00e9liorations apparaissent g\u00e9n\u00e9ralement. In\u00e9vitablement, une partie de ces am\u00e9liorations r\u00e9sulte de l'effet Hawthorne\u00a0: en accordant plus d'attention \u00e0 un domaine pr\u00e9cis, le changement d\u00e9coule g\u00e9n\u00e9ralement de cette simple attention. Des am\u00e9liorations r\u00e9sulteront \u00e9galement de la mise en \u0153uvre de certains plans d'action.\u00a0\u00a0<\/p>

En r\u00e9alit\u00e9, l'am\u00e9lioration se r\u00e9alise progressivement au fil du temps, tendant id\u00e9alement vers l'objectif d'am\u00e9lioration 10% ou de r\u00e9duction 12%. Mais, par d\u00e9finition, cette tendance ne permet pas d'atteindre l'objectif.\u00a0<\/p>

Un mod\u00e8le alternatif int\u00e8gre la RCSA. Les \u00e9quipes intelligentes charg\u00e9es d'un BHAG peuvent fixer des objectifs \u00e0 court terme d\u00e9finissant un objectif \u00e0 atteindre et \u00e0 maintenir dans un d\u00e9lai tr\u00e8s court. Par exemple, une am\u00e9lioration de 10% doit \u00eatre consid\u00e9r\u00e9e comme une s\u00e9rie d'am\u00e9liorations de 3% \u00e0 4%, r\u00e9alis\u00e9es sur une p\u00e9riode de 45 \u00e0 60 jours, et maintenues et d\u00e9velopp\u00e9es.\u00a0\u00a0<\/p>

Une fois les efforts de RCFA et de brainstorming termin\u00e9s et les initiatives cl\u00e9s d\u00e9finies, il est temps de se concentrer sur les quelques initiatives critiques les plus susceptibles de produire des r\u00e9sultats durables. Apr\u00e8s leur mise en \u0153uvre, chaque initiative d'am\u00e9lioration doit \u00eatre analys\u00e9e et quantifi\u00e9e afin de d\u00e9finir son niveau d'impact. Cette analyse de sensibilit\u00e9 permettra aux dirigeants d'\u00e9carter les initiatives qui ne contribuent pas \u00e0 l'am\u00e9lioration et de tester les possibilit\u00e9s d'optimisation par des actions qui produisent des r\u00e9sultats.\u00a0\u00a0<\/p>

Cette \u00e9valuation permet \u00e9galement aux dirigeants de cibler et de mettre en place des initiatives durables et solides pour garantir le maintien des bases d'am\u00e9lioration et la continuit\u00e9 des progr\u00e8s. Cette rigueur garantit \u00e9galement que l'am\u00e9lioration n'est pas simplement le r\u00e9sultat de l'effet Hawthorne.\u00a0\u00a0<\/p>

Le processus est it\u00e9ratif\u00a0: il consiste \u00e0 d\u00e9finir la prochaine condition\/am\u00e9lioration cible et les initiatives n\u00e9cessaires pour atteindre l\u2019\u00e9tape suivante. Au fil du temps, le processus d\u2019am\u00e9lioration de la condition cible et l\u2019analyse de la performance op\u00e9rationnelle (RCSA) associ\u00e9e permettront aux dirigeants de se concentrer sur l\u2019am\u00e9lioration progressive de la p\u00e9riode 1% \u00e0 2%. La cl\u00e9 pour atteindre ces objectifs BHAG r\u00e9side dans la capacit\u00e9 \u00e0 affiner et quantifier les facteurs de succ\u00e8s et la rigueur des processus n\u00e9cessaires pour p\u00e9renniser les r\u00e9sultats.\u00a0\u00a0<\/p>

L'avantage de g\u00e9rer une RCSA est qu'elle ne n\u00e9cessite pas de nouveau processus. La m\u00eame discipline et les m\u00eames comp\u00e9tences de leadership n\u00e9cessaires \u00e0 la r\u00e9alisation d'une analyse des causes profondes de d\u00e9faillance s'appliquent \u00e0 l'\u00e9laboration d'une analyse des causes profondes de r\u00e9ussite.\u00a0<\/p>

G\u00e9rer le succ\u00e8s<\/strong><\/p>

L'am\u00e9lioration continue n\u00e9cessite de saisir les opportunit\u00e9s sur deux fronts\u00a0: r\u00e9soudre les nouveaux probl\u00e8mes et p\u00e9renniser les am\u00e9liorations existantes. Ce processus de p\u00e9rennisation nous ram\u00e8ne aux trois facteurs qui pilotent l'ex\u00e9cution\u00a0: les personnes, les processus et la technologie. P\u00e9renniser l'am\u00e9lioration n\u00e9cessite \u00e9galement d'\u00e9liminer ou de minimiser les variations de processus.\u00a0\u00a0<\/p>

Le processus d'\u00e9valuation des risques et des risques (RCSA) int\u00e8gre toujours la dimension humaine et, de par la nature humaine, ouvre la voie \u00e0 la variabilit\u00e9. C'est l'occasion d'int\u00e9grer la technologie \u00e0 l'\u00e9valuation de la durabilit\u00e9. Mais comme vous le savez, la technologie a ses limites et il est impossible d'\u00e9liminer compl\u00e8tement l'humain de tous les processus.<\/p>

Investir du temps pour comprendre ce qui a bien fonctionn\u00e9 offre exactement les m\u00eames avantages que de s'attaquer aux \u00e9checs, sans en pr\u00e9senter les inconv\u00e9nients. C'est au leader d'y parvenir\u00a0: c'est une t\u00e2che de plus pour un leader occup\u00e9.<\/p>

Ne pas comprendre et prot\u00e9ger les facteurs cl\u00e9s du succ\u00e8s conduira finalement \u00e0 un processus fastidieux consistant \u00e0 exp\u00e9rimenter et \u00e0 r\u00e9soudre \u00e0 nouveau le m\u00eame probl\u00e8me.\u00a0\u00a0<\/p>

Semble familier?<\/p>

Bill Wilson
Juillet 2025<\/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 l'\u00e9dition de ce mois-ci de \u00ab\u00a0G\u00e9rer la performance en mati\u00e8re de s\u00e9curit\u00e9\u00a0\u00bb, Bill Wilson explore l'importance d'analyser et de comprendre les r\u00e9ussites avec la m\u00eame rigueur que les organisations r\u00e9servent g\u00e9n\u00e9ralement aux \u00e9checs. Il soutient que les dirigeants n\u00e9gligent souvent les r\u00e9ussites quotidiennes, manquant l'occasion d'identifier et de reproduire ce qui fonctionne. Il d\u00e9montre qu'en se concentrant sur la r\u00e9ussite, les organisations peuvent concentrer leurs ressources sur des initiatives efficaces, r\u00e9duire le gaspillage et am\u00e9liorer leurs performances \u00e0 long terme, faisant ainsi de l'am\u00e9lioration durable une priorit\u00e9 strat\u00e9gique plut\u00f4t qu'un simple hasard.<\/p>","protected":false},"author":1,"featured_media":4519,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","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":"set","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center 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