{"id":14782,"date":"2024-01-22T11:16:32","date_gmt":"2024-01-22T10:16:32","guid":{"rendered":"https:\/\/www.freelance-engineering.fr\/blog\/?p=14782"},"modified":"2024-01-22T11:16:32","modified_gmt":"2024-01-22T10:16:32","slug":"value-stream-mapping","status":"publish","type":"post","link":"https:\/\/www.freelance-engineering.fr\/blog\/value-stream-mapping\/","title":{"rendered":"Value Stream Mapping\u202f: l\u2019outil de base du Lean Management"},"content":{"rendered":"

Le Lean Management<\/strong> est devenu le mode de management de toutes les multinationales et pour cela, il a besoin d\u2019outils d\u2019applications\u202f: le Value Stream Mapping<\/strong> en constitue un fondamental. Autrement appel\u00e9 cartographie de la cha\u00eene de valeurs<\/strong> en fran\u00e7ais ou tr\u00e8s rencontr\u00e9 sous l\u2019acronyme VSM,<\/strong> voici un focus sur cette m\u00e9thode de gestion. Apr\u00e8s un bref retour sur ses origines et une large d\u00e9finition, abordons aussi les avantages et les \u00e9tapes de mises en place du Value Stream Mapping, l\u2019outil de base du Lean Management.<\/p>\n

Value Stream Mapping\u202f: les origines<\/h2>\n

C\u2019est \u00e0 la fin des ann\u00e9es 80, au sein du constructeur automobile japonais Toyota, que la notion de Value Stream Mapping<\/strong> apparait pour la premi\u00e8re fois avec l\u2019\u00e9bauche d\u2019une cartographie des flux de mati\u00e8res et d\u2019informations.<\/p>\n

Depuis l\u2019outil a fait ses preuves et fait d\u00e9sormais partie int\u00e9grante du mode de management Lean.<\/strong> Doit-on encore le pr\u00e9senter\u202f? En quelques mots, le Lean management<\/strong> d\u00e9signe une organisation de travail qui a pour objectif l\u2019am\u00e9lioration des performances d\u2019une entreprise<\/strong>\u202f: la r\u00e9duction des gaspillages et la recherche de la valeur sont ses deux piliers fondamentaux. C\u2019est d\u2019ailleurs aussi au sein des usines Toyota dans les ann\u00e9es 50, 60 que le Lean Management est n\u00e9. Profitons-en pour rappeler que Lean signifie \u00ab\u202fmaigre\u202f\u00bb, \u00ab\u202fsans gras\u202f\u00bb, ce qui traduit fortement l\u2019id\u00e9e pour une entreprise d\u2019aller \u00e0 l\u2019essentiel pour gagner en productivit\u00e9.<\/p>\n

Ce principe d\u2019am\u00e9lioration continue s\u2019appuie sur 3 outils cl\u00e9s\u202f:<\/p>\n

    \n
  • Le Value Stream Mapping<\/strong><\/li>\n
  • Les 5S<\/strong> (5 termes pour 5 op\u00e9rations, qui commencent par la lettre S en japonais)<\/li>\n
  • Les KPI<\/strong> (Key Performance Indicators)<\/li>\n<\/ul>\n

    La VSM<\/strong> se place en t\u00eate des outils du Lean\u202f; il repr\u00e9sente clairement le meilleur moyen de visualiser tous les flux au sein d\u2019une production.<\/p>\n

    Value Stream Mapping\u202f: d\u00e9finition et avantages<\/h2>\n

    La d\u00e9finition du Value Stream Mapping<\/h3>\n

    Le VSM<\/strong> d\u00e9signe donc cet outil cl\u00e9 de l\u2019approche Lean<\/strong> qui consiste \u00e0 analyser toutes les \u00e9tapes de r\u00e9alisation d\u2019un produit<\/strong> ou d\u2019un service jusqu\u2019\u00e0 sa disponibilit\u00e9 pour le client final. Il prend la forme d\u2019une repr\u00e9sentation visuelle destin\u00e9e \u00e0 identifier les am\u00e9liorations possibles de l\u2019ensemble de la cha\u00eene de valeur. La r\u00e9duction du d\u00e9lai entre la premi\u00e8re et la derni\u00e8re \u00e9tape, appel\u00e9e Lead Time<\/strong> est un de ses objectifs principaux.<\/p>\n

    C\u2019est un outil tr\u00e8s pratique qui travaille sur un ensemble et non sur une seule partie\u202f: il recense visuellement la globalit\u00e9 des activit\u00e9s produites, celles \u00e0 valeur ajout\u00e9e (VA) et celles qui le sont moins, \u00e0 non-valeur ajout\u00e9e (NVA).<\/p>\n

    Les avantages du Value Stream Mapping<\/h3>\n

    Avec le VSM, les \u00e9quipes peuvent\u202f:<\/p>\n

      \n
    • obtenir une vision claire et compl\u00e8te des processus<\/strong> (tous les flux physiques et d\u2019informations)\u202f\u00e0 l\u2019aide de repr\u00e9sentations graphiques ;<\/li>\n
    • identifier les gaspillages et les opportunit\u00e9s d\u2019am\u00e9lioration<\/strong>\u202f;<\/li>\n
    • favoriser l\u2019engagement des employ\u00e9s<\/strong> en leur d\u00e9montrant comment chacun contribue au flux de valeur global.<\/li>\n<\/ul>\n

      Avec un tel outil qui offre une vue d\u2019ensemble de la cha\u00eene de valeur, c\u2019est tout un processus collectif que l\u2019on cherche \u00e0 optimiser. Le VSM favorise d\u2019ailleurs la collaboration et la communication entre les collaborateurs, conduisant ainsi \u00e0 une culture d\u2019am\u00e9lioration continue.<\/p>\n

      A qui est destin\u00e9 le Value Stream Mapping ?<\/h3>\n

      Le VSM se caract\u00e9rise par sa grande polyvalence\u202f;<\/strong> il est couramment employ\u00e9 dans les domaines de la production \u00e9videmment, mais aussi de la logistique, de l\u2019ing\u00e9nierie, des services comme la sant\u00e9, la finance, l\u2019administration.<\/p>\n

      Le VSM est utilis\u00e9 par les \u00e9quipes op\u00e9rationnelles, les responsables de production, les ing\u00e9nieurs industriels et tout autre professionnel impliqu\u00e9 dans l\u2019optimisation des processus de fabrication et de prestation de services.<\/p>\n

      Comment cr\u00e9er une cartographie de la cha\u00eene de valeur\u202f?<\/h3>\n

      Appelons la CCV,<\/strong> c\u2019est plus court\u202f! Et venons-en \u00e0 pr\u00e9sent aux choses concr\u00e8tes\u202f: la cr\u00e9ation de la cartographie.<\/strong> Il n\u2019est pas vain non plus de pr\u00e9ciser que l\u2019outil doit \u00eatre utilis\u00e9 aussi souvent que l\u2019efficacit\u00e9 d\u2019un processus<\/strong> doit \u00eatre am\u00e9lior\u00e9e, que des gaspillages doivent \u00eatre identifi\u00e9s et donc \u00e9limin\u00e9s.<\/p>\n

      Les fondamentaux<\/h3>\n

      Pas de mise en place en effet d\u2019une cartographie sans collecte ni recensement de toutes les informations inh\u00e9rentes \u00e0 l\u2019\u00e9tat actuel du processus. On y trouve \u00e0 minima\u202f:<\/p>\n

        \n
      • les diff\u00e9rentes t\u00e2ches\u202f;<\/li>\n
      • les stocks et les en-cours\u202f;<\/li>\n
      • les flux d\u2019informations et de mati\u00e8res\u202f;<\/li>\n
      • les temps de cycle\u202f;<\/li>\n
      • les capacit\u00e9s des machines\u2026<\/li>\n<\/ul>\n

        Plus les \u00e9l\u00e9ments sont pr\u00e9cis et d\u00e9taill\u00e9s, plus le processus actuel est visible et compr\u00e9hensible de tous.<\/p>\n

        Les \u00e9tapes du VSM<\/h3>\n

        Pour r\u00e9capituler donc, la r\u00e9alisation d\u2019un VSM<\/strong> se d\u00e9roule en 3 \u00e9tapes principales\u202f:<\/p>\n

          \n
        • L\u2019observation du terrain et la collecte d\u2019informations<\/strong>\u202f: le choix du produit ou de la famille de produits concern\u00e9s est r\u00e9alis\u00e9.<\/li>\n
        • La repr\u00e9sentation visuelle<\/strong>\u202f: c\u2019est la cartographie de l\u2019\u00e9tat actuel, comme une sorte de diagnostic qui\u202fest effectu\u00e9e.<\/li>\n
        • La r\u00e9alisation de la cartographie cible<\/strong>, la conception de l\u2019\u00e9tat futur.<\/li>\n<\/ul>\n

          Zoom sur les 3 \u00e9tapes du Value Stream Mapping<\/h2>\n

          Un grand tableau doit suffire \u00e0 la repr\u00e9sentation graphique dite \u00ab\u202ffluviale\u202f\u00bb de la chaine de valeur \u00e0 cartographier. Elle doit comprendre imp\u00e9rativement 3 \u00e9l\u00e9ments\u202f:<\/p>\n

            \n
          • les flux d\u2019informations\u202f;<\/li>\n
          • les flux physiques\u202f;<\/li>\n
          • la ligne de temps.<\/li>\n<\/ul>\n

            Le choix du produit\u202f: l\u2019\u00e9tape n\u00b0 1<\/h3>\n

            Pour \u00e9viter la complexit\u00e9, le VSM<\/strong> doit se concentrer sur un produit ou une m\u00eame famille de produits<\/strong> qui suivent des \u00e9tapes de fabrication strictement identiques. Le point de d\u00e9part de cette chaine de valeur\u202f? Le client \u00e9videmment.<\/p>\n

            Le diagnostic de l\u2019\u00e9tat actuel\u202f: l\u2019\u00e9tape n\u00b02<\/h3>\n

            Un \u00e9tat des lieux<\/strong> est fait pour se placer au plus proche de la r\u00e9alit\u00e9. Le VSM, v\u00e9ritable langage international d\u00e9sormais au sein du Lean Management<\/strong> utilise de tr\u00e8s nombreux pictogrammes et s\u2019appuie sur une mise en page tr\u00e8s chart\u00e9e. Qui dit repr\u00e9sentation graphique, dit charte graphique\u202f! C\u2019est aussi une seule et m\u00eame personne qui du d\u00e9but \u00e0 la fin doit repr\u00e9senter la cartographie afin qu\u2019elle soit coh\u00e9rente et compr\u00e9hensible. \u00c0 cette \u00e9tape, sont donc mis en \u00e9vidence les flux de production, la vitesse d\u2019\u00e9coulement des\u202fmarchandises, l\u2019accumulation des stocks\u2026<\/p>\n

            La cartographie cible\u202f: l\u2019\u00e9tape n\u00b0 3<\/h3>\n

            C\u2019est la situation que l\u2019organisation veut atteindre, apr\u00e8s \u00e9limination des gaspillages et identification des optimisations \u00e0 apporter. Les d\u00e9lais les plus courts seront les meilleurs pour r\u00e9aliser toutes les actions qui contribueront \u00e0 ces am\u00e9liorations.<\/p>\n

             <\/p>\n

            M\u00eame si on lui attribue deux inconv\u00e9nients, la cartographie<\/strong> d\u2019un seul produit et la visualisation \u00e0 un instant T, le Value Stream Mapping<\/strong> est un outil puissant, pilier du Lean Management. Avec l\u2019identification et l\u2019\u00e9limination des sources de gaspillages, la r\u00e9duction des d\u00e9lais de livraison et l\u2019am\u00e9lioration de la qualit\u00e9, les grandes organisations disposent de multiples moyens pour atteindre une plus grande efficacit\u00e9 et offrir plus de valeur \u00e0 leurs clients. Mettre en place un VSM demande alors un effort d\u2019\u00e9quipe, o\u00f9 chaque employ\u00e9 peut s\u2019exprimer. Savez-vous que le Lean Management repose en partie sur le principe qu\u2019il n\u2019y a pas que la hi\u00e9rarchie qui peut s\u2019exprimer\u202f?<\/p>\n

             <\/p>\n","protected":false},"excerpt":{"rendered":"Le Lean Management est devenu le mode de management de toutes les multinationales et pour cela, il a…\n","protected":false},"author":1,"featured_media":14783,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[7],"tags":[],"class_list":{"0":"post-14782","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-industrie","8":"cs-entry","9":"cs-video-wrap"},"acf":[],"yoast_head":"\r\nValue Stream Mapping\u202f: l\u2019outil de base du Lean Management - Freelance Engineering<\/title>\r\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\r\n<link rel=\"canonical\" href=\"https:\/\/www.freelance-engineering.fr\/blog\/value-stream-mapping\/\" \/>\r\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\r\n<meta property=\"og:type\" content=\"article\" \/>\r\n<meta property=\"og:title\" content=\"Value Stream Mapping\u202f: l\u2019outil de base du Lean Management - 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