{"id":2957,"date":"2014-05-12T07:00:55","date_gmt":"2014-05-12T05:00:55","guid":{"rendered":"http:\/\/opeo-conseil.fr\/actualites\/excellence-operationnelle-chacun-sa-route-chacun-son-chemin\/"},"modified":"2025-01-21T10:45:19","modified_gmt":"2025-01-21T09:45:19","slug":"excellence-operationnelle-chacun-sa-route-chacun-son-chemin","status":"publish","type":"post","link":"https:\/\/opeo.consulting\/en\/actualites-publications\/excellence-operationnelle-chacun-sa-route-chacun-son-chemin\/","title":{"rendered":"Excellence op\u00e9rationnelle : chacun sa route, chacun son chemin"},"content":{"rendered":"

Pour relancer la comp\u00e9titivit\u00e9 de l\u2019industrie fran\u00e7aise, on entend ici ou l\u00e0 \u00abY a qu\u2019\u00e0 innover\u00bb<\/em>\u00a0ou \u00abFaut automatiser\u00bb<\/em>. Mais ces recettes sont-elles suffisantes sur des march\u00e9s volatiles ? Et doit-on syst\u00e9matiquement investir pour gagner en performance ?\u00a0<\/strong>Loin des \u00aby a qu\u2019\u00e0\u00bb<\/em>, \u00ab\u00a0faut qu\u2019on<\/em>\u00ab\u00a0, et des solutions lourdes \u00e0 financer, l\u2019excellence op\u00e9rationnelle<\/a> est un comportement collectif qui donne \u00e0 l\u2019entreprise une capacit\u00e9 \u00e0 muer sans cesse pour adapter sa r\u00e9ponse \u00e0 un environnement changeant.<\/strong><\/p>\n

La cr\u00e9ation du label \u00abProductivez !\u00bb attribu\u00e9 par le Syndicat des machines et technologies de production (SYMOP), permet enfin que les efforts de certains industriels fran\u00e7ais pour am\u00e9liorer leurs outils de production soient mieux reconnus et valoris\u00e9s.
\nPour Cauquil, Salm et Magafor, les trois laur\u00e9ats de cette premi\u00e8re \u00e9dition, les efforts entrepris se sont sold\u00e9s par de r\u00e9els gains de comp\u00e9titivit\u00e9, illustrant la capacit\u00e9 \u00e0 innover de bon nombre de nos PME et ETI.<\/p>\n

LE SOCLE DE CETTE AGILIT\u00c9 : LE DIALOGUE !<\/h2>\n

Entre un terrain o\u00f9 les op\u00e9rateurs cr\u00e9ent chaque jour la valeur ajout\u00e9e et rep\u00e8rent les leviers d\u2019am\u00e9lioration, et un dirigeant qui per\u00e7oit les opportunit\u00e9s sur ses march\u00e9s, la ligne manag\u00e9riale est bien la courroie de transmission qu\u2019il convient de d\u00e9poussi\u00e9rer et faire tourner \u00e0 plein r\u00e9gime par un dialogue structur\u00e9 autour de la performance.<\/p>\n

Connectez-y habilement les fonctions support, accompagnez les managers de proximit\u00e9, cl\u00e9s de vo\u00fbte de ce syst\u00e8me, et vous d\u00e9velopperez l\u2019intelligence collective face aux al\u00e9as de production et du march\u00e9, en assurant de surcro\u00eet le meilleur retour sur investissement pour toute innovation ou investissement.<\/p>\n

Ce dialogue de performance reste le parent pauvre des armes de comp\u00e9titivit\u00e9, et l\u2019excellence op\u00e9rationnelle<\/a> l\u2019oubli\u00e9e des rapports Gallois et autres plans de reconqu\u00eate du Redressement Productif. Fait-il peur ? Est-il mal aim\u00e9 ? Dans un pays d\u2019\u00e9narques et d\u2019ing\u00e9nieurs, fier de ses \u00e9lites, on a bien souvent sur ce sujet des r\u00e9ponses d\u00e9sarmantes. Une vision simpliste par laquelle le pilotage de la performance reposerait sur quelques r\u00e9unions efficaces, ou l\u2019influence de certains leaders naturels. Des jugements surprenants, selon lesquels certains managers auraient du \u00ab\u00a0charisme\u00a0\u00bb l\u00e0 o\u00f9 d\u2019autres ne seraient pas \u00ab\u00a0au niveau\u00a0\u00bb, voudraient pallier l\u2019incoh\u00e9rence dans la structure des interactions et le d\u00e9ficit d\u2019accompagnement des managers.<\/p>\n

On retrouve la m\u00eame m\u00e9connaissance des principes cl\u00e9s d\u2019un dialogue de performance, aussi grande que l\u2019int\u00e9r\u00eat qu\u2019ils y d\u00e9couvrent, dans les \u00e9changes avec des \u00e9tudiants de grandes \u00e9coles qui seront dans six mois les managers neufs de nos entreprises. L\u2019exp\u00e9rience montre pourtant, encore trop rarement et notamment dans nos PME et ETI, qu\u2019en adaptant les principes fondateurs du dialogue de performance de mani\u00e8re cr\u00e9ative, en fonction des objectifs business et soci\u00e9taux de l\u2019entreprise, de son ADN et de son niveau de maturit\u00e9, et en refusant les solutions toutes faites, le mim\u00e9tisme de \u00ab\u00a0ce que j\u2019ai vu dans l\u2019automobile<\/em>\u00ab\u00a0, nous pouvons parvenir \u00e0 un niveau de comp\u00e9titivit\u00e9 insoup\u00e7onn\u00e9e. En se lan\u00e7ant dans cette voie unique vers l\u2019intelligence collective, nos entreprises sont capables de reprendre du leadership sur les march\u00e9s internationaux.<\/p>\n

Chaque entreprise a sa propre route \u00e0 b\u00e2tir, son propre chemin \u00e0 tracer pour atteindre l\u2019excellence. Pourquoi attendre davantage la construction d\u2019un dialogue collectif moderne et efficace autour de la performance ?<\/p>\n","protected":false},"excerpt":{"rendered":"

Pour relancer la comp\u00e9titivit\u00e9 de l\u2019industrie fran\u00e7aise, on entend ici ou l\u00e0 \u00abY a qu\u2019\u00e0 innover\u00bb\u00a0ou \u00abFaut automatiser\u00bb. Mais ces recettes sont-elles suffisantes sur des march\u00e9s volatiles ? Et doit-on syst\u00e9matiquement investir pour gagner en performance ?\u00a0Loin des \u00aby a qu\u2019\u00e0\u00bb, \u00ab\u00a0faut qu\u2019on\u00ab\u00a0, et des solutions lourdes \u00e0 financer, l\u2019excellence op\u00e9rationnelle est un comportement collectif […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[17],"tags":[],"class_list":["post-2957","post","type-post","status-publish","format-standard","hentry","category-actualites-en"],"acf":{"image":{"ID":2958,"id":2958,"title":"2982595969_9af201d9db_o","filename":"2982595969_9af201d9db_o.jpg","filesize":139696,"url":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/2982595969_9af201d9db_o.jpg","link":"https:\/\/opeo.consulting\/en\/actualites-publications\/excellence-operationnelle-chacun-sa-route-chacun-son-chemin\/2982595969_9af201d9db_o-2\/","alt":"","author":"1","description":"","caption":"","name":"2982595969_9af201d9db_o-2","status":"inherit","uploaded_to":2957,"date":"2020-08-21 17:37:43","modified":"2020-08-21 17:37:43","menu_order":0,"mime_type":"image\/jpeg","type":"image","subtype":"jpeg","icon":"https:\/\/opeo.consulting\/wp-includes\/images\/media\/default.png","width":800,"height":600,"sizes":{"thumbnail":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/2982595969_9af201d9db_o-150x150.jpg","thumbnail-width":150,"thumbnail-height":150,"medium":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/2982595969_9af201d9db_o-300x225.jpg","medium-width":300,"medium-height":225,"medium_large":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/2982595969_9af201d9db_o-768x576.jpg","medium_large-width":768,"medium_large-height":576,"large":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/2982595969_9af201d9db_o.jpg","large-width":800,"large-height":600,"1536x1536":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/2982595969_9af201d9db_o.jpg","1536x1536-width":800,"1536x1536-height":600,"2048x2048":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/2982595969_9af201d9db_o.jpg","2048x2048-width":800,"2048x2048-height":600,"background-desktop":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/2982595969_9af201d9db_o.jpg","background-desktop-width":800,"background-desktop-height":600,"background-mobile":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/2982595969_9af201d9db_o-750x600.jpg","background-mobile-width":750,"background-mobile-height":600,"news":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/2982595969_9af201d9db_o.jpg","news-width":405,"news-height":304,"medium-thumbnail":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/2982595969_9af201d9db_o-600x600.jpg","medium-thumbnail-width":600,"medium-thumbnail-height":600,"big-thumbnail":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/2982595969_9af201d9db_o.jpg","big-thumbnail-width":800,"big-thumbnail-height":600,"card":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/2982595969_9af201d9db_o-600x360.jpg","card-width":600,"card-height":360}},"introduction":"

Pour relancer la comp\u00e9titivit\u00e9 de l’industrie fran\u00e7aise, on entend ici ou l\u00e0 “Y a qu\u2019\u00e0 innover” ou “Faut automatiser”. Pour OPEO, ces recettes sont insuffisantes sur des march\u00e9s volatiles. On ne doit pas syst\u00e9matiquement investir pour gagner en performance !<\/p>\n","alt_title":"Productivez !","short_description":"12 mai 2014","author":false,"sector":["Industrie lourde et de process","Agroalimentaire","Automobile"],"expertise":["Strat\u00e9gie industrielle & restructuration","Supply Chain","Performance et excellence op\u00e9rationnelle"]},"yoast_head":"\nGagnez en performance gr\u00e2ce \u00e0 l'excellence op\u00e9rationnelle<\/title>\n<meta name=\"description\" content=\"Pour OPEO, les gains de performance peuvent se faire par l' excellence op\u00e9rationnelle et pas seulement par l'investissement\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/opeo.consulting\/en\/actualites-publications\/excellence-operationnelle-chacun-sa-route-chacun-son-chemin\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" 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