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Why Organizations Don’t Learn. Virtually all leaders believe that to stay competitive, their enterprises must learn and improve every day. But even companies revered for their dedication to continuous learning find it difficult to always practice what they preach. Consider Toyota: Continuous improvement is one of the pillars of its famed business philosophy. After serious problems in late 2009 led Toyota to recall more than 9 million vehicles worldwide, its leaders confessed that their quest to become the world’s largest automobile producer had compromised their devotion to learning.

Why do companies struggle to become or remain “learning organizations”? Through research conducted over the past decade across a wide range of industries, we have drawn this conclusion: Biases cause people to focus too much on success, take action too quickly, try too hard to fit in, and depend too much on experts. Bias Toward Success Challenge #1: Fear of failure. Challenge #2: A fixed mindset.

Challenge #4: The attribution bias. Comment Murphy gère les risques dans votre entreprise ? Article paru sur le 27 janvier 2015.

Comment Murphy gère les risques dans votre entreprise ?

Connaissez-vous la loi de Murphy ? Cette loi stipule que « S’il existe au moins deux façons de faire quelque chose et qu’au moins une de ces façons entraine une catastrophe, il se trouvera forcément quelqu’un, quelque part, pour engendrer cette catastrophe». Est-ce que ça vous fait penser à quelque chose, à quelqu’un ou à une situation vécue récemment ? Dans une entreprise, nous sommes tous confrontés à cette loi. Par exemple: Un nouvel employé se blesse durant sa période de probation et cause un déversement dans l’environnement;Une machine critique à la production brise et la pièce requise est justement en rupture de stock chez le fournisseur en Chine.Un problème de qualité est détecté avant l’expédition chez un gros client et on découvre qu’il y a eu un problème avec la matière première de notre fournisseur unique (entreprise vendue récemment à des étrangers). 1. 2. 3.

World-class teams. There are very few tricks for improving organizational performance left in the management deck of cards.

World-class teams

In recent years, many eager corporate hands have played the organization redesign card; others, strategic planning; still others, value-based management. If they played them well, their companies are now fitter, stronger, more flexible, and more focused. But so too are their competitors. Sloppy strategies have been tightened; yawning skill gaps closed; troubled economies made healthy; and bloated organizations made lean. What remains—the trump card—is the effort to coax exceptional levels of performance from all the pieces now in place. I have had the good fortune to lead two such teams. Teams such as these are extremely rare. Perhaps these teams are most easy to recognize in the world of sports because performance there is so starkly quantified and transparent.

Signs of greatness. GEMBA WALK. GEMBA WALK. Accueil - Pyxis. Toute l'actualité sur la métrologie - Ag2m. Le Lean manufacturing passe aussi par la maîtrise des instruments de mesure.

Toute l'actualité sur la métrologie - Ag2m

Adapté du système de production de Toyota au Japon, le Lean manufacturing ne peut pas toujours être appliqué à l’identique dans nos usines occidentales. Pour faciliter son adoption, les spécialistes du Lean préfèrent mettre en avant le bien-fondé de la méthode, basée avant tout sur le bon sens. Mais les mentalités sont dures à faire évoluer : Philip Marris, fondateur de Marris Consulting, constate que beaucoup d’industriels qui lancent des projets d’amélioration manquent de visibilité sur ce qui se passe dans leur usine.

Conférence sur le LEAN Management animée par Zahir MESSAOUDENE et Philippe LAME à la CCI Deux-Sèvres – ECAM Lean Management. Lean performance par Toptech. 5S. From Wikipedia, the free encyclopedia 5S may refer to:


Gemba walk. Gemba. Genba (現場?


, also romanized as gemba) is a Japanese term meaning "the real place. " Japanese detectives call the crime scene gemba, and Japanese TV reporters may refer to themselves as reporting from genba. In business, genba refers to the place where value is created; in manufacturing the genba is the factory floor. It can be any "site" such as a construction site, sales floor or where the service provider interacts directly with the customer.[1] In lean manufacturing, the idea of genba is that the problems are visible, and the best improvement ideas will come from going to the genba. In quality management, genba means the manufacturing floor and the idea is that if a problem occurs, the engineers must go there to understand the full impact of the problem, gathering data from all sources. ALE 2011 Dave Snowden. Elée. ALE (European agile and lean practitioners) 2011 Unconference - Dave Snowden - Bites & Bytes. Dave Snowden. David John Snowden (born 1 April 1954) is a Welsh academic, consultant and researcher in the field of knowledge management.

Dave Snowden

He is the founder and chief scientific officer of Cognitive Edge, a research network focusing on complexity theory in sensemaking.[1][2] Snowden, an authority on the application of complexity theory to organisations,[3] tacit knowledge[4][5] and an observer of the way knowledge is used in organisations;[6] has written scholarly articles and contributed to books on leadership, knowledge management, strategic thinking, strategic planning, conflict resolution, weak signal detection, decision support and organisational development. He holds an MBA from Middlesex University, and a BA in Philosophy from Lancaster University;[7] and started his working career with Data Sciences Ltd (formerly Thorn EMI software), acquired by IBM in 1996. Early life and education[edit] Snowden was born in Ongar, Essex, England to Welsh parents. Professional life[edit]