{"id":4020,"date":"2022-09-06T13:38:45","date_gmt":"2022-09-06T11:38:45","guid":{"rendered":"http:\/\/leanculturalconcept.com\/?p=4020"},"modified":"2022-09-20T20:46:12","modified_gmt":"2022-09-20T18:46:12","slug":"former-au-lean-en-afrique-de-louest-adapter-pour-mieux-adopter","status":"publish","type":"post","link":"https:\/\/leanculturalconcept.com\/fr\/former-au-lean-en-afrique-de-louest-adapter-pour-mieux-adopter\/","title":{"rendered":"Former au Lean en Afrique de L’Ouest: adapter pour mieux adopter."},"content":{"rendered":"

[et_pb_section fb_built=”1″ _builder_version=”4.18.0″ _module_preset=”default” background_size=”contain” custom_margin=”||||false|false” custom_padding=”4px||8px||false|false” global_colors_info=”{}”][et_pb_row _builder_version=”4.18.0″ _module_preset=”default” width=”100%” max_width=”2560px” custom_margin=”102px||0px||false|false” custom_padding=”0px||0px||false|false” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_post_title author=”off” date_format=”M, Y” categories=”off” comments=”off” force_fullwidth=”off” _builder_version=”4.18.0″ _module_preset=”default” title_text_color=”#000000″ background_enable_image=”off” background_size=”contain” width=”100%” max_width=”100%” min_height=”529px” height=”529px” max_height=”1000px” custom_margin=”-96px||1px|||” custom_padding=”24px||2px|||” global_colors_info=”{}”][\/et_pb_post_title][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”3_4,1_4″ custom_padding_last_edited=”on|desktop” _builder_version=”4.16″ _module_preset=”default” width=”100%” max_width=”2560px” custom_margin=”-6px|auto|5px|12px|false|false” custom_padding=”22px|50px|0px|42px|false|false” custom_padding_tablet=”” custom_padding_phone=”0px|50px|0px|83px|false|false” global_colors_info=”{}”][et_pb_column type=”3_4″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_text _builder_version=”4.18.0″ _module_preset=”default” text_text_color=”#000000″ custom_margin=”|-18px||-140px||” custom_margin_tablet=”-136px|0px||-106px|false|false” custom_margin_phone=”|0px||-91px|false|false” custom_margin_last_edited=”on|phone” inline_fonts=”Open Sans,Times New Roman,Oleo Script Swash Caps,Georgia” global_colors_info=”{}”]<\/p>\n

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R\u03a3PENSER LE LEAN #1<\/span><\/span><\/strong><\/h1>\n

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Eclairage<\/strong> Natacha JUSHKO<\/span><\/a>\u00a0<\/span><\/p>\n

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A l\u2019insar des architectes du Lean qui ont japonis\u00e9 des m\u00e9thodes venues de l\u2019Occident et qui les ont contextualis\u00e9es aux r\u00e9alit\u00e9s de Toyota, des acteurs du Lean nous livrent comment ils adaptent la d\u00e9marche afin de la mettre au service d\u2019organisations et d\u2019\u00e9quipes \u00e0 travers le monde. Form\u00e9e aux Etats-Unis, formatrice Lean en Afrique de l\u2019Ouest, Karidja Sakango nous parle de l\u2019int\u00e9r\u00eat que suscite le Lean sur le continent africain, des sp\u00e9cificit\u00e9s du contexte culturel auquel elle doit s\u2019adapter et nous livre ses astuces pour accompagner durablement des organisations qui entreprennent des transformations pour r\u00e9pondre \u00e0 des exigences nouvelles sur leur march\u00e9.<\/strong><\/span><\/h3>\n

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Karidja Sakango est formatrice et consultante. Elle accompagne les entreprises qui souhaitent adopter le Lean en Afrique de l\u2019Ouest. Karidja d\u00e9couvre le Lean lorsqu\u2019elle rejoint le traiteur a\u00e9rien LSG Skychefs, filiale de la Lufthansa aux Etats-Unis. Dans sa fonction de responsable logistique et op\u00e9rationnelle, elle se rend rapidement compte de l\u2019importance des flux et l\u2019exigence du d\u00e9tail. L\u2019entreprise confectionne des milliers de plateaux repas pour diff\u00e9rentes compagnies a\u00e9riennes et a\u00e9roportuaires dans un secteur, o\u00f9, la moindre minute de retard se chiffre en milliers de dollars. Elle lancera Brains Consulting quelques ann\u00e9es plus tard, en 2018. En parall\u00e8le, elle d\u00e9bute la r\u00e9daction d\u2019une th\u00e8se sur le potentiel-impact de la culture Lean dans la gestion efficace et efficiente des ressources dans l\u2019administration publique.<\/span><\/p>\n

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Des formations Lean \u00e0 Dakar, Douala, Yaound\u00e9, Abidjan et Conakry<\/span><\/o:p><\/h3>\n

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La globalisation de l\u2019acc\u00e8s \u00e0 l\u2019information a fait \u00e9merger un int\u00e9r\u00eat pour les m\u00e9thodologies Lean, Agile ou encore le Scrum sur le continent africain. Mais malgr\u00e9 l\u2019enthousiasme que ces approches peuvent susciter, elles requi\u00e8rent des d\u00e9marches qui s\u2019inscrivent sur le long terme et n\u00e9cessitent un changement de paradigme radical pour des acteurs priv\u00e9s habitu\u00e9s \u00e0 dominer des march\u00e9s peu concurrentiels. \u00abCe n\u2019est pas toujours \u00e9vident de promouvoir l\u2019approche Lean. Bien que les interlocuteurs soient sensibles aux arguments de la lutte contre les gaspillages, d\u2019une gestion plus efficiente des ressources et de la satisfaction client, beaucoup d\u2019entreprises ont longtemps joui d\u2019une position de force. Que ce soit en termes de prix, de d\u00e9lais et de qualit\u00e9, le manque d\u2019offre par rapport \u00e0 la demande a forg\u00e9 des consommateurs r\u00e9sign\u00e9s et moins exigeants, qui ont fait du crit\u00e8re prix le premier, voir l\u2019unique, dans leur d\u00e9cision d\u2019achat \u00bb <\/em>explique Karidja. Ce n\u2019est que r\u00e9cemment, avec l\u2019arriv\u00e9e d\u2019offres concurrentes et la d\u00e9mocratisation de l\u2019acc\u00e8s \u00e0 internet, et par la m\u00eame \u00e0 davantage d\u2019offres, que les cartes ont commenc\u00e9 \u00e0 se redessiner.<\/span><\/p>\n

Forte de son exp\u00e9rience et de son bagage culturel, Karidja s\u2019est lanc\u00e9e dans la transmission au travers de formations Lean en Afrique de l\u2019Ouest, de Dakar \u00e0 Abidjan en passant par Bamako, Yaound\u00e9, Douala, Conakry et prochainement Bamako et Ouagadougou.<\/span><\/p>\n

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Une transmission des savoirs aux antipodes<\/span><\/o:p><\/h3>\n

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Form\u00e9e aux Etats-Unis, Karidja y d\u00e9couvre l\u2019approche participative et la possibilit\u00e9 de se former tout au long d\u2019un parcours professionnel. Elle s\u2019en servira, soucieuse qu\u2019au terme de ces formations les participants s\u2019approprient un contenu auquel ils ont contribu\u00e9. Loin de l\u2019approche standardis\u00e9e ax\u00e9e sur les certifications qu\u2019elle a elle-m\u00eame connue, Karidja pose le cadre et co-construit avec les \u00e9quipes. \u00ab J\u2019ai arr\u00eat\u00e9 de pr\u00e9parer le deuxi\u00e8me jour de mes formations \u00e0 l\u2019avance. Par le pass\u00e9, le contenu de mes formations \u00e9tait \u00e9crit \u00e0 l\u2019avance, mais je me suis rendue compte que c\u2019\u00e9tait du temps perdu. Le d\u00e9roulement du premier jour est propre \u00e0 chaque groupe : les entreprises ont des probl\u00e9matiques diff\u00e9rentes, les aptitudes des participants le sont tout autant. J\u2019enseigne une approche, pas une m\u00e9thodologie. Je demande aux participants de m\u2019expliquer leurs probl\u00e9matiques et nous identifions ensemble quels sont les aspects de l\u2019approche qui permettront de r\u00e9pondre aux besoins existants, quitte \u00e0 combiner plusieurs outils<\/em>, il n\u2019y a pas une recette<\/em> \u00bb explique Karidja.<\/span><\/p>\n

In fine, Karidja adopte davantage la posture d\u2019un Seinsei<\/em>, cherchant davantage \u00e0 b\u00e2tir la capacit\u00e9 des participants \u00e0 trouver les r\u00e9ponses, plut\u00f4t que de leur faire apprendre une m\u00e9thode. D\u2019ailleurs, lorsqu\u2019elle forme au premier niveau de certification, Karidja ne donne jamais une d\u00e9finition du Lean aux participants. C\u2019est seulement au terme du programme qu\u2019elle leur demande de donner leur propre d\u00e9finition. Elle a \u00e9galement mis en place un rituel: la traduction en langue locale du terme d\u2019\u00ab am\u00e9lioration continue \u00bb. Pour elle, \u00ab\u00a0Il s\u2019agit de trouver les mots pour transmettre la pens\u00e9e d\u2019adopter une d\u00e9marche de l\u2019am\u00e9lioration continue pour se l\u2019approprier. Cela permet \u00e9galement \u00e0 ceux qui ne s\u2019expriment pas forc\u00e9ment en fran\u00e7ais et, qui pourtant, jouent un r\u00f4le essentiel dans le processus de cr\u00e9ation de valeur de l\u2019entreprise de mieux la saisir<\/em>\u00bb. La d\u00e9marche est d\u2019autant plus pertinente alors que des chercheurs en linguistique ont pu d\u00e9montrer que la repr\u00e9sentation du monde passe par les langues parl\u00e9es. Par exemple, les participants d\u2019une multinationale de la distribution de produits pharmaceutiques\u00a0\u00e0 Dakar ont choisi l\u2019expression W\u00f4l\u00f4f \u00ab d\u00e9m ba jeex \u00bb ou \u00ab Dembadjeghe \u00bb qui signifie se donner \u00e0 fond pour baptiser cette nouvelle mani\u00e8re de travailler.\u00a0<\/span><\/span><\/p>\n

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Formation Brains Consulting, Dakar, S\u00e9n\u00e9gal<\/span><\/span><\/p>\n

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Et pour illustrer le fait que l’appropriation de la d\u00e9marche Lean passe aussi parfois par la modification des expressions d\u2019origine, Karidja a pour habitude de projeter une courte vid\u00e9o (lien ici<\/a>) qui pr\u00e9sente la mani\u00e8re dont le Lean management a trouv\u00e9 sa place au sein de la PME Opinel, un fabricant de couteaux de poche fran\u00e7ais.<\/span><\/span><\/p>\n

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L\u2019adaptation des formations aux contextes culturels<\/span><\/h3>\n

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Alors qu\u2019elle lance son activit\u00e9, Karidja r\u00e9alise qu\u2019elle devra int\u00e9grer certains concepts suppl\u00e9mentaires. \u00ab\u00a0Les parcours de formation que j\u2019ai suivis s\u2019attachaient \u00e0 \u00e9tudier les principes et les outils Lean, alors que la conduite du changement et le leadership Lean ne l\u2019\u00e9taient pas, car consid\u00e9r\u00e9s comme d\u00e9j\u00e0 acquis \u00bb. <\/em>Elle pr\u00e9cise \u00ab\u00a0ce n\u2019est pas le cas pour le public de mes formations<\/em> \u00bb.<\/span><\/p>\n

Cr\u00e9er un climat de confiance pour permettre \u00e0 des groupes a-hi\u00e9rarchiques de s\u2019exprimer n\u00e9cessite des formations en pr\u00e9sentiel. \u00ab\u00a0J\u2019ai tent\u00e9 l\u2019aventure en visio mais j\u2019ai rapidement d\u00e9cid\u00e9 d\u2019arr\u00eater. J\u2019ai besoin de lire dans les yeux que le message passe. Pour avancer il faut cr\u00e9er une dynamique inclusive. Cela n\u00e9cessite de mettre tous les participants suffisamment \u00e0 l\u2019aise pour leur faire dire ce qu\u2019ils ne pensaient pas pouvoir exprimer au sein de groupes hi\u00e9rarchiquement mixtes. <\/em>Elle poursuit\u00a0: \u00ab\u00a0Je m\u2019attache \u00e0 cr\u00e9er un cadre au pr\u00e9alable permettant le d\u00e9veloppement d\u2019une culture favorable \u00e0 la mise en \u0153uvre du Lean\u00a0\u00bb.<\/em> Consciente qu\u2019il ne faut pas sous-estimer le frein que peut constituer le Lean aupr\u00e8s de certains managers d\u00e9tenteurs de l\u2019information, ce qui l\u00e9gitimise leur statut et fait droit aux yeux de leurs subordonn\u00e9s, Karidja se montre strat\u00e8ge. \u00ab\u00a0Culturellement, la transmission de l\u2019information s\u2019est toujours faite de mani\u00e8re descendante de telle sorte que chacun re\u00e7oive les bonnes informations lui permettant de r\u00e9aliser son travail efficacement. Il n\u2019est pas \u00e9vident de cr\u00e9er un diagramme de flux de l\u2019information ascendant, alors m\u00eame que la d\u00e9tention de l\u2019information participe du statut hi\u00e9rarchique<\/em>\u00a0\u00bb. Sa technique\u00a0? D\u00e9dramatiser et clarifier.<\/span><\/p>\n

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De l\u2019organigramme au diagramme de flux<\/span><\/p>\n

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Karidja constate que les entreprises qui ont adopt\u00e9 un mode de gestion francophone sont fortement attach\u00e9es aux organigrammes. Elle poursuit : \u00abl\u2019organigramme c\u2019est le drame de nos entreprises. Nous sommes attach\u00e9s aux titres, aux rapports de subordination et au relationnel au-del\u00e0 de la production de valeur<\/em>\u00bb. Alors, pour d\u00e9dramatiser le cadre, Karidja invite les participants \u00e0 faire un transfert depuis l\u2019organigramme vers la cr\u00e9ation d\u2019un diagramme de flux. \u00abC\u2019est ce dernier qui mat\u00e9rialise la part de contribution de tout \u00e0 chacun dans la cha\u00eene de production de valeur ajout\u00e9e, qui reste la mission premi\u00e8re de l\u2019entreprise<\/em>\u00a0\u00bb.<\/span><\/p>\n

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Le challenge du management visuel<\/span><\/h3>\n

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Le management visuel peut \u00eatre dissuasif car il apporte clart\u00e9 et visibilise tout manque de rigueur. Pour Karidja, \u00ab\u00a0le management visuel permet le suivi en temps r\u00e9el et il instaure une rigueur permanente. L\u2019opacit\u00e9, la non formalisation syst\u00e9matique des proc\u00e9dures et les nombreuses exceptions qui confirment la r\u00e8gle qui pr\u00e9valent au sein d\u2019entreprises qui ont pris comme mod\u00e8le le mode de gestion \u00e0 la fran\u00e7aise, permettent des zones d\u2019ombre auxquelles tout le monde n\u2019est pas pr\u00eat \u00e0 renoncer \u00bb.<\/em><\/span><\/p>\n

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Contribuer \u00e0 une Afrique plus Lean<\/span><\/o:p><\/h3>\n

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C\u2019est le souhait de Karidja. Une fois sa th\u00e8se en poche, elle souhaite s\u2019investir dans le d\u00e9veloppement du Lean au sein des administrations publiques. Entre-temps, elle s\u2019est lanc\u00e9e un nouveau challenge de taille: organiser prochainement un sommet sur l\u2019excellence op\u00e9rationnelle \u00e0 Abidjan\u2026<\/span><\/p>\n

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Karidja Sakango est doctorante et fondatrice de Brains Consulting dont la mission est d\u2019accompagner les entreprises qui souhaitent adopter le Lean en Afrique de l\u2019Ouest. D\u00e9tentrice d\u2019une ma\u00eetrise en techniques comptables et financi\u00e8res de l\u2019universit\u00e9 de Dakar, Karidja a connu plusieurs vies professionnelles. Form\u00e9e au Lean aux Etats-Unis, certifi\u00e9e LSSBB (Lean Six Sigma Black Belt) et PMP (Project Management Professional), elle se passionne pour la transmission de la d\u00e9marche Lean en Afrique et milite pour mettre la rigueur et le d\u00e9vouement au service de l’excellence.<\/span><\/p>\n

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