{"id":4472,"date":"2023-10-08T15:21:06","date_gmt":"2023-10-08T13:21:06","guid":{"rendered":"http:\/\/leanculturalconcept.com\/?p=4472"},"modified":"2023-10-08T15:59:25","modified_gmt":"2023-10-08T13:59:25","slug":"surmonter-la-complexite-technique-grace-au-lean-humain","status":"publish","type":"post","link":"https:\/\/leanculturalconcept.com\/fr\/surmonter-la-complexite-technique-grace-au-lean-humain\/","title":{"rendered":"Surmonter la complexit\u00e9 technique\u00a0gr\u00e2ce au Lean humain"},"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=”4.22.2″ _module_preset=”default” width=”100%” max_width=”2560px” custom_margin=”110px|auto|0px|8px|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=”4.22.2″ _module_preset=”default” title_text_color=”#000000″ background_enable_image=”off” background_size=”contain” width=”100%” max_width=”100%” custom_margin=”-96px|35px|1px|-8px|false|false” custom_padding=”24px|6px|2px|||” global_colors_info=”{}”][\/et_pb_post_title][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.22.2″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.22.2″ _module_preset=”default” global_colors_info=”{}”][et_pb_text _builder_version=”4.22.2″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

R<\/em><\/strong>\u03a3-<\/em><\/strong>PENSER le<\/em>\u00a0LEAN\u00a0\u00a0<\/em>#3<\/em><\/h2>\n

Eclairages<\/strong> Natacha Jushko<\/em><\/p>\n

\u00a0<\/em><\/strong><\/p>\n

Plongez dans l’exp\u00e9rience de Christophe Rubbens qui s’est retrouv\u00e9 face \u00e0 un sacr\u00e9 d\u00e9fi\u00a0: g\u00e9rer les infrastructures ferroviaires au c\u0153ur du r\u00e9seau avec l\u2019aide de plusieurs centaines de collaborateurs, alors qu\u2019il n\u2019en n\u2019avait ni la ma\u00eetrise technique, ni le savoir-faire du terrain. D\u00e9couvrez comment, en s\u2019appuyant sur le Lean Management, il a non seulement am\u00e9lior\u00e9 la qualit\u00e9 du service, mais \u00e9galement instaur\u00e9 une culture d\u2019am\u00e9lioration au sein de l’organisation.<\/em><\/strong><\/p>\n

 <\/p>\n

De formation technique, Christophe a \u00e9t\u00e9 charg\u00e9 du maintien de capacit\u00e9 des infrastructures ferroviaires en 2014. Face \u00e0 ce d\u00e9fi de taille, il a opt\u00e9 pour le d\u00e9veloppement de ses comp\u00e9tences humaines plut\u00f4t que techniques et a adopt\u00e9 une approche du Lean humaine, fid\u00e8le \u00e0 sa philosophie.<\/p>\n

\u00a0<\/strong><\/p>\n

Exploration du Lean Humain\u00a0<\/strong><\/h3>\n

 <\/p>\n

 <\/p>\n

Alors qu\u2019il se retrouve \u00e0 g\u00e9rer la maintenance d’infrastructures ferroviaires sans en ma\u00eetriser la technique, Christophe se rend rapidement compte qu\u2019il est aussi confront\u00e9 \u00e0 d\u2019autres d\u00e9fis de taille\u00a0: naviguer au travers de processus bureaucratiques et faire face \u00e0 la r\u00e9sistance au changement. Il va faire le choix d\u2019explorer les aspects humains, plut\u00f4t que de se noyer sous la complexit\u00e9 technique. Au cours de ses multiples lectures, il d\u00e9couvre un Lean r\u00e9flexif et participatif, align\u00e9 avec la culture agile souhait\u00e9e par l’entreprise. Loin du Lean<\/em> d\u00e9natur\u00e9, tayloris\u00e9, normatif et prescriptif, qui n\u2019en retiendrait que sa dimension op\u00e9rationnelle.<\/p>\n

\u00a0<\/em><\/strong><\/p>\n

\n

\u00ab\u00a0Je n’ai pas cherch\u00e9 \u00e0 devenir un expert technique. Au lieu de cela, j’ai embrass\u00e9 le Lean Management fid\u00e8le \u00e0 sa philosophie originelle. Ces concepts du Lean sont devenus mes guides dans cette aventure professionnelle\u00a0\u00bb<\/em><\/strong><\/p>\n<\/blockquote>\n

 <\/p>\n

C\u2019est ainsi que les concepts du Lean vont devenir les piliers culturels d’une transformation organisationnelle. Pour traduire ces concepts dans son m\u00e9tier, Christophe a eu l\u2019id\u00e9e de cr\u00e9er une usine m\u00e9taphorique pour pouvoir les mettre en \u0153uvre.<\/p>\n

 <\/p>\n

L’Usine \u00e0 Sillons au service de la satisfaction client<\/strong><\/h3>\n

 <\/p>\n

C’est ainsi qu’est n\u00e9e la notion d’usine \u00e0 sillons. En termes ferroviaires, un sillon repr\u00e9sente la capacit\u00e9 d’infrastructure n\u00e9cessaire pour faire circuler un train donn\u00e9 d’un point \u00e0 un autre \u00e0 un moment donn\u00e9, c’est-\u00e0-dire la p\u00e9riode pendant laquelle une infrastructure sp\u00e9cifique est d\u00e9di\u00e9e \u00e0 la circulation d’un train entre deux points du r\u00e9seau. Chaque train se d\u00e9place ainsi de sillon en sillon, de son point de d\u00e9part \u00e0 sa destination. La satisfaction du client est garantie lorsque la circulation est fluide. On doit surveiller le temps de parcours \u00e0 l’int\u00e9rieur de chaque sillon, qui est l’indicateur de qualit\u00e9, et le sillon suivant doit \u00eatre disponible d\u00e8s qu’un train quitte le sillon pr\u00e9c\u00e9dent. Il s’agit donc d’une cha\u00eene de production immat\u00e9rielle qui facilite la transition de la th\u00e9orie manufacturi\u00e8re \u00e0 la pratique.<\/p>\n

\u00a0<\/h4>\n

Les chantiers du changement<\/strong><\/h3>\n

 <\/p>\n

Christophe initie plusieurs chantiers avec l\u2019ambition de revoir le niveau de qualit\u00e9 au-del\u00e0 de celui assign\u00e9, en\u00a0:<\/p>\n

    \n
  • Adoptant le Servant Leadership, une orientation vers le support des collaborateurs dans une posture basse<\/li>\n
  • Promouvant des d\u00e9marches participatives, consid\u00e9rant l’ensemble des comp\u00e9tences humaines au-del\u00e0 des comp\u00e9tences techniques<\/li>\n
  • D\u00e9ployant le Kaizen (am\u00e9lioration continue), en abordant les erreurs comme des leviers d’am\u00e9lioration<\/li>\n
  • Partant en qu\u00eate de Gemba, ce lieu o\u00f9 le travail s\u2019effectue vraiment, o\u00f9 la valeur pour les clients se cr\u00e9e. Une qu\u00eate it\u00e9rative qui a men\u00e9 \u00e0 un Gemba artificiel pour le rendre enrichissant. Les premi\u00e8res exp\u00e9riences sur le terrain se sont en effet heurt\u00e9es \u00e0 des risques de danger et \u00e0 la pression temporelle sur les activit\u00e9s. Impossible de questionner sans mettre le personnel en difficult\u00e9. On est alors pass\u00e9 \u00e0 un environnement s\u00e9curis\u00e9 qui, sans refl\u00e9ter exactement la r\u00e9alit\u00e9, permettait \u00e0 chacun de partager, observer, analyser et interroger le quotidien, d\u2019en comprendre les difficult\u00e9s et de collectivement l\u2019am\u00e9liorer. Des moments de partage apprenants, source tant de fiert\u00e9 de leur m\u00e9tier que de reconnaissance pour les collaborateurs concern\u00e9s<\/li>\n
  • Revoyant les priorit\u00e9s d’investissement en cartographiant et pond\u00e9rant les propositions en fonction des cons\u00e9quences n\u00e9gatives pass\u00e9es et des b\u00e9n\u00e9fices attendus en termes de qualit\u00e9 pour les clients<\/li>\n<\/ul>\n

     <\/p>\n

    Ces d\u00e9marches participatives vont r\u00e9ellement transformer l’organisation. Gr\u00e2ce \u00e0 ces initiatives, la qualit\u00e9 du service aux usagers s\u2019am\u00e9liorera au-del\u00e0 de ses esp\u00e9rances. En quelques ann\u00e9es, la qualit\u00e9 mesur\u00e9e est deux fois meilleure, d\u00e9montrant que placer l’humain au centre ouvre la voie \u00e0 des solutions novatrices.<\/p>\n

    [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”1_4,3_4″ _builder_version=”4.16″ _module_preset=”default” custom_margin=”-2px|auto||auto||” custom_padding=”48px||0px|||” global_colors_info=”{}”][et_pb_column type=”1_4″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_image src=”http:\/\/leanculturalconcept.com\/wp-content\/uploads\/2023\/10\/Christophe-Rubbens-2-1.jpg” title_text=”Christophe Rubbens 2″ _builder_version=”4.22.2″ _module_preset=”default” width=”87%” max_width=”88%” hover_enabled=”0″ border_radii=”on|152px|152px|152px|152px” global_colors_info=”{}” sticky_enabled=”0″][\/et_pb_image][\/et_pb_column][et_pb_column type=”3_4″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_team_member name=”Christophe RUBBENS” linkedin_url=”https:\/\/www.linkedin.com\/in\/christophe-rubbens\/” _builder_version=”4.22.2″ _module_preset=”default” custom_margin=”|7px||-39px|false|false” custom_padding=”27px||0px|18px||” hover_enabled=”0″ global_colors_info=”{}” sticky_enabled=”0″]<\/p>\n

    Actuellement Project Manager \u00e0 la STIB, Christophe se d\u00e9finit comme un acteur humaniste de la mobilit\u00e9 durable. Il a pr\u00e9c\u00e9demment occup\u00e9 plusieurs fonctions chez Infrabel. Partisan d\u2019un management qui met l\u2019humain au centre, son parcours inclut des formations en coaching, en intelligence collective et un certificat universitaire en Management Humain Innovant.<\/p>\n

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    D\u00e9couvrez le parcours de Christophe Rubbens charg\u00e9 de r\u00e9inventer la maintenance d\u2019infrastructures ferroviaires. <\/p>\n","protected":false},"author":1,"featured_media":4422,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[46,19],"tags":[],"class_list":["post-4472","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog-fr","category-non-classifiee"],"yoast_head":"\nSurmonter la complexit\u00e9 technique\u00a0gr\u00e2ce au Lean humain -<\/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:\/\/leanculturalconcept.com\/fr\/surmonter-la-complexite-technique-grace-au-lean-humain\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta 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