{"id":1549,"date":"2017-02-23T11:26:03","date_gmt":"2017-02-23T11:26:03","guid":{"rendered":"http:\/\/fr.eim.com\/?p=1549"},"modified":"2022-01-13T11:04:19","modified_gmt":"2022-01-13T11:04:19","slug":"un-manager-de-transition-remet-sur-le-chemin-de-la-performance-un-gros-site-industriel","status":"publish","type":"post","link":"https:\/\/www.eim.com\/fr\/business-cases\/un-manager-de-transition-remet-sur-le-chemin-de-la-performance-un-gros-site-industriel\/","title":{"rendered":"Un manager de transition remet sur le chemin de la performance un gros site industriel"},"content":{"rendered":"\n\n\n[et_pb_section fb_built=”1″ admin_label=”Hero Section” _builder_version=”3.27.4″ background_color=”#002c3e” background_enable_image=”off” height=”520px” custom_padding=”6%||0%|||” bottom_divider_style=”slant” bottom_divider_color=”#ffffff” bottom_divider_height=”150px” bottom_divider_flip=”horizontal” global_colors_info=”{}” background_color_gradient_direction__hover=”180deg” background_color_gradient_direction__hover_enabled=”180deg” background_color_gradient_start_position__hover=”0%” background_color_gradient_start_position__hover_enabled=”0%” background_color_gradient_end_position__hover=”100%” background_color_gradient_end_position__hover_enabled=”100%”][et_pb_row disabled_on=”off|off|off” admin_label=”Page Title Area” _builder_version=”3.27.4″ width=”100%” max_width=”2560px” module_alignment=”center” custom_margin=”-2%|auto|0px|auto|false|false” custom_padding=”0px|||||” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text admin_label=”Hero Section Title” _builder_version=”3.27.4″ text_font=”Montserrat|800|||||||” text_font_size=”18px” text_line_height=”1.3em” header_font=”Montserrat|700|||||||” header_font_size=”56px” header_letter_spacing=”3px” header_line_height=”1.1em” header_2_font=”Montserrat|700|||||||” header_2_text_color=”rgba(255,255,255,0.6)” header_2_font_size=”90px” header_2_letter_spacing=”3px” header_2_line_height=”1.1em” text_orientation=”center” background_layout=”dark” max_width=”80%” module_alignment=”center” custom_margin=”0px||0px||false|false” animation_style=”fade” animation_direction=”bottom” animation_duration=”1350ms” header_font_size_tablet=”” header_font_size_phone=”28px” header_font_size_last_edited=”on|phone” header_2_font_size_tablet=”” header_2_font_size_phone=”50px” header_2_font_size_last_edited=”on|phone” text_text_shadow_style=”preset1″ text_text_shadow_horizontal_length=”0.28em” inline_fonts=”Prata,Montserrat” global_colors_info=”{}”]

Un manager de transition remet sur le chemin de la performance un gros site industriel<\/span><\/h1>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.22″ global_colors_info=”{}”][et_pb_row _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”3.27.4″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”90%” module_alignment=”center” global_colors_info=”{}”]

Contexte<\/h2>\n

Un Groupe industriel international (> 10 000 personnes) d\u00e9cide de transformer son organisation actuelle comprenant des entit\u00e9s locales ind\u00e9pendantes pour d\u00e9velopper un mod\u00e8le plus int\u00e9gr\u00e9 sous forme de Business Units. Le plus important site industriel du groupe (# 1000 personnes) montre une vraie r\u00e9ticence \u00e0 mettre en place ce changement.<\/span>
Le groupe fait appel \u00e0 EIM pour trouver un manager de transition capable, par son expertise et son leadership, de d\u00e9finir une strat\u00e9gie d\u2019am\u00e9lioration de performance, de mettre en place des quick wins et surtout d\u2019acc\u00e9l\u00e9rer la mise en place de la transformation d\u00e9cid\u00e9e au niveau de l\u2019\u00e9quipe de Direction.<\/span><\/p>\n

<\/p>\n

La premi\u00e8re phase : diagnostic<\/strong><\/h2>\n

Si chaque phase d\u2019une mission de management de transition est complexe, la premi\u00e8re conditionne le reste de la mission, particuli\u00e8rement dans un contexte de \u00ab non bienvenue \u00bb. Il est important \u00e0 ce stade de rapidement d\u00e9montrer \u00ab des faits \u00bb ; aller sur le terrain, parler avec le management, prendre des mesures, analyser, comprendre est essentiel. Cette \u00e9tape permet de donner du cr\u00e9dit. Si le site \u00e9tait globalement bien tenu, il en demeurait n\u00e9anmoins des poches significatives d\u2019am\u00e9lioration de performance (productivit\u00e9, qualit\u00e9, logistique).<\/span><\/p>\n

<\/p>\n

La deuxi\u00e8me phase : premiers chantiers, d\u00e9but de transformation<\/h2>\n

Tout aussi critique, la deuxi\u00e8me phase a \u00e9t\u00e9 de faire le lien entre ces poches d\u2019am\u00e9lioration, des techniques nouvelles de management et l\u2019ouverture sur \u00ab le monde ext\u00e9rieur \u00bb. Des visites de sites (dans le groupe ou hors groupe) ont servi de d\u00e9clencheur pour l\u2019\u00e9quipe manag\u00e9riale en place qui \u00e9tait largement n\u00e9gativement influenc\u00e9e par le syndrome du NIH (\u00ab Not Invented Here \u00bb). Le lancement des premiers chantiers d\u2019am\u00e9lioration ont permis de cr\u00e9er une dynamique. L\u2019\u00e9quipe se prenant au jeu, sous le leadership de l\u2019\u00e9quipe en place, un plan op\u00e9rationnel de r\u00e9duction de co\u00fbts est lanc\u00e9.<\/span><\/p>\n

<\/p>\n

La troisi\u00e8me phase : le plan strat\u00e9gique<\/h2>\n

Plus facile que les deux pr\u00e9c\u00e9dentes, sous l\u2019impulsion du Manager de transition, un plan de 13 projets a \u00e9t\u00e9 b\u00e2ti et mis en place selon trois axes :<\/span>
– Invest on people : projets li\u00e9s au management de la performance et la culture de performance<\/span>
– Word class performance : des chantiers concrets pour la plupart d\u00e9j\u00e0 lanc\u00e9s, d\u00e9livrant d\u00e9j\u00e0 ou \u00e0 terme des am\u00e9liorations significatives de performance (s\u00e9curit\u00e9, qualit\u00e9, service, co\u00fbts)<\/span>
– Alignement with Group Strategy : projets de restructuration lanc\u00e9s avec le Groupe dans lesquels ce site avait un r\u00f4le majeur.<\/span><\/p>\n

<\/p>\n

Conclusion<\/h2>\n

Le changement le plus significatif a concern\u00e9 l\u2019attitude devenue positive de l\u2019\u00e9quipe en place et de son directeur industriel en particulier. Si ce dernier \u00e9tait sur la sellette au d\u00e9but de mission, il a compl\u00e9tement \u00e9volu\u00e9 au cours de la mission et en est sorti renforc\u00e9. \u00ab ce n\u2019est plus le m\u00eame \u00bb \u00ab je ne le reconnais plus \u00bb (sic client). Le succ\u00e8s d\u2019une transformation est d\u2019abord un d\u00e9fi humain.<\/span><\/p>\n

<\/p>\n

Conditions de succ\u00e8s :<\/h2>\n

– La transparence avec le management. Le manager de transition en place a pu \u00eatre consid\u00e9r\u00e9 comme \u00ab un espion \u00bb. Dans ce cas, le manager de transition a toujours d\u00e9livr\u00e9 le m\u00eame message au management en place et \u00e0 son client, que ce message soit positif ou n\u00e9gatif.<\/span>
– Le positionnement \u00ab de transition \u00bb est essentiel: montrer clairement que le manager n\u2019est l\u00e0 pour prendre la place de personne mais pour aider l\u2019\u00e9quipe en place<\/span>
– La forte \u00e9coute \/ compr\u00e9hension est un facteur clef: le contexte difficile du d\u00e9part de mission s\u2019est r\u00e9solu gr\u00e2ce aux qualit\u00e9s d\u2019\u00e9coute et de compr\u00e9hension du manager de transition ; surtout ne pas arriver comme un \u00ab cowboy \u00bb<\/span><\/p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.27.4″ background_color=”#DB9300″ custom_margin=”0px||||false|false” top_divider_style=”slant” top_divider_color=”#FFFFFF” top_divider_flip=”vertical|horizontal” bottom_divider_color=”#ffffff” bottom_divider_flip=”horizontal” global_colors_info=”{}”][et_pb_row _builder_version=”3.27.4″ custom_margin=”-46px|auto||auto||” custom_padding=”60px|||||” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”3.27.4″ global_colors_info=”{}”][et_pb_text admin_label=”Title” _builder_version=”3.27.4″ text_font=”||||||||” text_text_color=”#ffffff” header_font=”Prata||||||||” header_2_font=”Montserrat|700|||||||” header_2_text_align=”center” header_2_font_size=”30px” custom_margin=”5%||5px||false|false” custom_padding=”||0px|||” animation_style=”fade” animation_direction=”top” animation_duration=”1350ms” animation_starting_opacity=”100%” inline_fonts=”Prata,Montserrat” global_colors_info=”{}”]

Prenez contact avec nous<\/span><\/h3>[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”1_5,3_5,1_5″ _builder_version=”3.27.4″ custom_padding=”0px|||||” global_colors_info=”{}”][et_pb_column type=”1_5″ _builder_version=”3.27.4″ global_colors_info=”{}”][\/et_pb_column][et_pb_column type=”3_5″ _builder_version=”3.27.4″ global_colors_info=”{}”][et_pb_text _builder_version=”3.27.4″ custom_padding=”||0px|||” global_colors_info=”{}”]

Vous souhaitez en savoir plus et entrer en relation avec un conseiller EIM<\/span><\/p>[\/et_pb_text][et_pb_button button_url=”\/fr\/nous-contacter\/” button_text=”CONTACTEZ-NOUS” button_alignment=”center” _builder_version=”4.7.0″ background_layout=”dark” global_colors_info=”{}”][\/et_pb_button][\/et_pb_column][et_pb_column type=”1_5″ _builder_version=”3.27.4″ global_colors_info=”{}”][\/et_pb_column][\/et_pb_row][\/et_pb_section]\n\n\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":2,"featured_media":3409,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"

Contexte<\/h2>\nUn Groupe industriel international (> 10 000 personnes) d\u00e9cide de transformer son organisation actuelle comprenant des entit\u00e9s locales ind\u00e9pendantes pour d\u00e9velopper un mod\u00e8le plus int\u00e9gr\u00e9 sous forme de Business Units. Le plus important site industriel du groupe (# 1000 personnes) montre une vraie r\u00e9ticence \u00e0 mettre en place ce changement.\nLe groupe fait appel \u00e0 EIM pour trouver un manager de transition capable, par son expertise et son leadership, de d\u00e9finir une strat\u00e9gie d\u2019am\u00e9lioration de performance, de mettre en place des quick wins et surtout d\u2019acc\u00e9l\u00e9rer la mise en place de la transformation d\u00e9cid\u00e9e au niveau de l\u2019\u00e9quipe de Direction.\n\n \n

La premi\u00e8re phase : diagnostic<\/strong><\/h2>\nSi chaque phase d\u2019une mission de management de transition est complexe, la premi\u00e8re conditionne le reste de la mission, particuli\u00e8rement dans un contexte de \u00ab non bienvenue \u00bb. Il est important \u00e0 ce stade de rapidement d\u00e9montrer \u00ab des faits \u00bb ; aller sur le terrain, parler avec le management, prendre des mesures, analyser, comprendre est essentiel. Cette \u00e9tape permet de donner du cr\u00e9dit. Si le site \u00e9tait globalement bien tenu, il en demeurait n\u00e9anmoins des poches significatives d\u2019am\u00e9lioration de performance (productivit\u00e9, qualit\u00e9, logistique).\n\n \n

La deuxi\u00e8me phase : premiers chantiers, d\u00e9but de transformation<\/h2>\nTout aussi critique, la deuxi\u00e8me phase a \u00e9t\u00e9 de faire le lien entre ces poches d\u2019am\u00e9lioration, des techniques nouvelles de management et l\u2019ouverture sur \u00ab le monde ext\u00e9rieur \u00bb. Des visites de sites (dans le groupe ou hors groupe) ont servi de d\u00e9clencheur pour l\u2019\u00e9quipe manag\u00e9riale en place qui \u00e9tait largement n\u00e9gativement influenc\u00e9e par le syndrome du NIH (\u00ab Not Invented Here \u00bb). Le lancement des premiers chantiers d\u2019am\u00e9lioration ont permis de cr\u00e9er une dynamique. L\u2019\u00e9quipe se prenant au jeu, sous le leadership de l\u2019\u00e9quipe en place, un plan op\u00e9rationnel de r\u00e9duction de co\u00fbts est lanc\u00e9.\n\n \n

La troisi\u00e8me phase : le plan strat\u00e9gique<\/h2>\nPlus facile que les deux pr\u00e9c\u00e9dentes, sous l\u2019impulsion du Manager de transition, un plan de 13 projets a \u00e9t\u00e9 b\u00e2ti et mis en place selon trois axes :\n- Invest on people : projets li\u00e9s au management de la performance et la culture de performance\n- Word class performance : des chantiers concrets pour la plupart d\u00e9j\u00e0 lanc\u00e9s, d\u00e9livrant d\u00e9j\u00e0 ou \u00e0 terme des am\u00e9liorations significatives de performance (s\u00e9curit\u00e9, qualit\u00e9, service, co\u00fbts)\n- Alignement with Group Strategy : projets de restructuration lanc\u00e9s avec le Groupe dans lesquels ce site avait un r\u00f4le majeur.\n\n \n

Conclusion<\/h2>\nLe changement le plus significatif a concern\u00e9 l\u2019attitude devenue positive de l\u2019\u00e9quipe en place et de son directeur industriel en particulier. Si ce dernier \u00e9tait sur la sellette au d\u00e9but de mission, il a compl\u00e9tement \u00e9volu\u00e9 au cours de la mission et en est sorti renforc\u00e9. \u00ab ce n\u2019est plus le m\u00eame \u00bb \u00ab je ne le reconnais plus \u00bb (sic client). Le succ\u00e8s d\u2019une transformation est d\u2019abord un d\u00e9fi humain.\n\n \n

Conditions de succ\u00e8s :<\/h2>\n- La transparence avec le management. Le manager de transition en place a pu \u00eatre consid\u00e9r\u00e9 comme \u00ab un espion \u00bb. Dans ce cas, le manager de transition a toujours d\u00e9livr\u00e9 le m\u00eame message au management en place et \u00e0 son client, que ce message soit positif ou n\u00e9gatif.\n- Le positionnement \u00ab de transition \u00bb est essentiel: montrer clairement que le manager n\u2019est l\u00e0 pour prendre la place de personne mais pour aider l\u2019\u00e9quipe en place\n- La forte \u00e9coute \/ compr\u00e9hension est un facteur clef: le contexte difficile du d\u00e9part de mission s\u2019est r\u00e9solu gr\u00e2ce aux qualit\u00e9s d\u2019\u00e9coute et de compr\u00e9hension du manager de transition ; surtout ne pas arriver comme un \u00ab cowboy \u00bb","_et_gb_content_width":"","footnotes":""},"categories":[2268,1358,1360],"tags":[],"class_list":["post-1549","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business-cases","category-excellence-operationnelle","category-le-management-de-transition"],"yoast_head":"\nUn manager de transition remet sur le chemin de la performance un gros site industriel - 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