{"id":3390,"date":"2015-04-24T09:59:51","date_gmt":"2015-04-24T09:59:51","guid":{"rendered":"http:\/\/fr.eim.com\/?p=327"},"modified":"2026-06-12T08:06:14","modified_gmt":"2026-06-12T08:06:14","slug":"retournement-site-industriel","status":"publish","type":"post","link":"https:\/\/www.eim.com\/fr\/retournement\/retournement-site-industriel\/","title":{"rendered":"En 6 mois, un manager de transition redresse un site industriel promis \u00e0 la fermeture"},"content":{"rendered":"

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En 6 mois,
\nun manager de transition redresse un site industriel promis \u00e0 la fermeture<\/span><\/h1>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=\u00a0\u00bb1″ _builder_version=\u00a0\u00bb3.22″][et_pb_row _builder_version=\u00a0\u00bb3.25″ background_size=\u00a0\u00bbinitial\u00a0\u00bb background_position=\u00a0\u00bbtop_left\u00a0\u00bb background_repeat=\u00a0\u00bbrepeat\u00a0\u00bb][et_pb_column type=\u00a0\u00bb4_4″ _builder_version=\u00a0\u00bb3.25″ custom_padding=\u00a0\u00bb|||\u00a0\u00bb custom_padding__hover=\u00a0\u00bb|||\u00a0\u00bb][et_pb_text _builder_version=\u00a0\u00bb3.27.4″ background_size=\u00a0\u00bbinitial\u00a0\u00bb background_position=\u00a0\u00bbtop_left\u00a0\u00bb background_repeat=\u00a0\u00bbrepeat\u00a0\u00bb max_width=\u00a0\u00bb90%\u00a0\u00bb module_alignment=\u00a0\u00bbcenter\u00a0\u00bb]<\/p>\n

Un \u00e9quipementier automobile fait face \u00e0 d\u2019importantes difficult\u00e9s sur l\u2019un des sites qu\u2019il exploite en France, employant environ 200 personnes. Ces probl\u00e8mes r\u00e9sultent principalement de taux de rebuts tr\u00e8s \u00e9lev\u00e9s g\u00e9n\u00e9rant des pertes mati\u00e8re, une efficience tr\u00e8s d\u00e9grad\u00e9e, le recours \u00e0 des int\u00e9rimaires pour r\u00e9sorber les retards et, cons\u00e9quences ultimes, des pertes d\u2019exploitation r\u00e9currentes et une perte de confiance des clients.<\/p>\n

En concertation avec ses grands clients, la direction de la soci\u00e9t\u00e9 a donc d\u00e9cid\u00e9 d\u2019\u00e9tudier diff\u00e9rentes options strat\u00e9giques, allant jusqu\u2019\u00e0 l\u2019arr\u00eat complet de l\u2019activit\u00e9, et a engag\u00e9 des discussions pr\u00e9liminaires sur l\u2019avenir du site avec les institutions repr\u00e9sentatives du personnel.<\/p>\n

Dans ce contexte si particulier, il est d\u00e9cid\u00e9 de faire appel \u00e0 un manager de transition pour g\u00e9rer cette p\u00e9riode critique. En effet, il faut avoir l\u2019exp\u00e9rience de ces r\u00e9organisations<\/a> et un fort leadership pour maintenir les \u00e9quipes mobilis\u00e9es sur les objectifs internes de production, tout en g\u00e9rant les aspects sp\u00e9cifiques de ces plans (concertation avec les IRP, interactions avec les clients et avec l\u2019environnement, \u2026)<\/p>\n

C\u2019est pr\u00e9cis\u00e9ment le profil du manager de transition qui est s\u00e9lectionn\u00e9 par EIM au sein de son \u00ab core team \u00bb pour \u00eatre pr\u00e9sent\u00e9 au client. Depuis pr\u00e8s de 10 ans, ce manager intervient comme directeur de sites industriels en transition et a r\u00e9alis\u00e9 avec succ\u00e8s plusieurs missions pour EIM.<\/p>\n

Le Groupe \u00e9value plusieurs options strat\u00e9giques et une d\u00e9cision est attendue sous 3 mois. Sans attendre, le manager de transition prend en main l\u2019usine, avec l\u2019objectif d\u2019assurer la continuit\u00e9 des op\u00e9rations, mais aussi de corriger les dysfonctionnements qu\u2019il a imm\u00e9diatement identifi\u00e9s. II adopte un discours offensif avec l\u2019\u00e9quipe de management et le personnel: de bonnes performances industrielles contribueront \u00e0 donner un avenir au site, \u00e0 l\u2019int\u00e9rieur ou \u00e0 l\u2019ext\u00e9rieur du Groupe.<\/p>\n

Concr\u00e8tement, il mobilise sur le terrain son \u00e9quipe, constitu\u00e9e de managers de qualit\u00e9, mais totalement d\u00e9sorganis\u00e9e et remobilise le personnel, l\u00e9gitimement inquiet et d\u00e9motiv\u00e9. Pour tous, la priorit\u00e9 absolue est la r\u00e9duction rapide des taux de rebuts. Il adopte un management participatif pour associer le management et les op\u00e9rateurs, mais sans concession sur le respect des processus industriels et sur le traitement imm\u00e9diat des causes de non-qualit\u00e9.<\/p>\n

En 3 mois, les taux de rebuts sont divis\u00e9s par 4. Corr\u00e9lativement, l\u2019efficience augmente de 30-40% et le nombre d\u2019int\u00e9rimaires diminue fortement. Parall\u00e8lement, le manager de transition parvient \u00e0 optimiser la structure indirecte du site.<\/p>\n

Le r\u00e9sultat op\u00e9rationnel redevient positif 3 mois apr\u00e8s le d\u00e9but de l\u2019intervention et s\u2019am\u00e9liore ensuite mois apr\u00e8s mois. Enfin, il communique r\u00e9guli\u00e8rement avec les clients du site sur les r\u00e9sultats acquis et sur les plans de progr\u00e8s.<\/p>\n

Au vu du retournement r\u00e9alis\u00e9, le Groupe renonce \u00e0 son projet de restructuration et les clients retrouvent confiance. 7 mois apr\u00e8s le d\u00e9but de sa mission, le manager de transition passe la main \u00e0 un nouveau directeur de site\u2026et commence une nouvelle mission sur un autre site du Groupe.<\/p>\n

<\/p>\n

<\/div>\n

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Prenez contact avec nous<\/span><\/h3>\n

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Vous souhaitez en savoir plus et entrer en relation avec un conseiller EIM<\/span><\/p>\n

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Ces probl\u00e8mes r\u00e9sultent principalement de taux de rebuts tr\u00e8s \u00e9lev\u00e9s g\u00e9n\u00e9rant des pertes mati\u00e8re, une efficience tr\u00e8s d\u00e9grad\u00e9e, le recours \u00e0 des int\u00e9rimaires pour r\u00e9sorber les retards et, cons\u00e9quences ultimes, des pertes d\u2019exploitation r\u00e9currentes et une perte de confiance des clients.\n\nEn concertation avec ses grands clients, la direction de la soci\u00e9t\u00e9 a donc d\u00e9cid\u00e9 d\u2019\u00e9tudier diff\u00e9rentes options strat\u00e9giques, allant jusqu\u2019\u00e0 l\u2019arr\u00eat complet de l\u2019activit\u00e9, et a engag\u00e9 des discussions pr\u00e9liminaires sur l\u2019avenir du site avec les institutions repr\u00e9sentatives du personnel.\n\nDans ce contexte si particulier, il est d\u00e9cid\u00e9 de faire appel \u00e0 un manager de transition pour g\u00e9rer cette p\u00e9riode critique. En effet, il faut avoir l\u2019exp\u00e9rience de ces r\u00e9organisations<\/a> et un fort leadership pour maintenir les \u00e9quipes mobilis\u00e9es sur les objectifs internes de production, tout en g\u00e9rant les aspects sp\u00e9cifiques de ces plans (concertation avec les IRP, interactions avec les clients et avec l\u2019environnement, \u2026)\n\nC\u2019est pr\u00e9cis\u00e9ment le profil du manager de transition qui est s\u00e9lectionn\u00e9 par EIM au sein de son \u00ab core team \u00bb pour \u00eatre pr\u00e9sent\u00e9 au client. Depuis pr\u00e8s de 10 ans, ce manager intervient comme directeur de sites industriels en transition et a r\u00e9alis\u00e9 avec succ\u00e8s plusieurs missions pour EIM.\n\nLe Groupe \u00e9value plusieurs options strat\u00e9giques et une d\u00e9cision est attendue sous 3 mois. Sans attendre, le manager de transition prend en main l\u2019usine, avec l\u2019objectif d\u2019assurer la continuit\u00e9 des op\u00e9rations, mais aussi de corriger les dysfonctionnements qu\u2019il a imm\u00e9diatement identifi\u00e9s. II adopte un discours offensif avec l\u2019\u00e9quipe de management et le personnel: de bonnes performances industrielles contribueront \u00e0 donner un avenir au site, \u00e0 l\u2019int\u00e9rieur ou \u00e0 l\u2019ext\u00e9rieur du Groupe.\n\nConcr\u00e8tement, il mobilise sur le terrain son \u00e9quipe, constitu\u00e9e de managers de qualit\u00e9, mais totalement d\u00e9sorganis\u00e9e et remobilise le personnel, l\u00e9gitimement inquiet et d\u00e9motiv\u00e9. Pour tous, la priorit\u00e9 absolue est la r\u00e9duction rapide des taux de rebuts. Il adopte un management participatif pour associer le management et les op\u00e9rateurs, mais sans concession sur le respect des processus industriels et sur le traitement imm\u00e9diat des causes de non-qualit\u00e9.\n\nEn 3 mois, les taux de rebuts sont divis\u00e9s par 4. Corr\u00e9lativement, l\u2019efficience augmente de 30-40% et le nombre d\u2019int\u00e9rimaires diminue fortement. Parall\u00e8lement, le manager de transition parvient \u00e0 optimiser la structure indirecte du site.\n\nLe r\u00e9sultat op\u00e9rationnel redevient positif 3 mois apr\u00e8s le d\u00e9but de l\u2019intervention et s\u2019am\u00e9liore ensuite mois apr\u00e8s mois. Enfin, il communique r\u00e9guli\u00e8rement avec les clients du site sur les r\u00e9sultats acquis et sur les plans de progr\u00e8s.\n\nAu vu du retournement r\u00e9alis\u00e9, le Groupe renonce \u00e0 son projet de restructuration et les clients retrouvent confiance. 7 mois apr\u00e8s le d\u00e9but de sa mission, le manager de transition passe la main \u00e0 un nouveau directeur de site\u2026et commence une nouvelle mission sur un autre site du Groupe.\n\nContact :<\/b>\nRichard Delorme\nr.delorme@eim.com\n(33) 1 53 57 34 61\n\n\n\n

<\/div>","_et_gb_content_width":"","footnotes":""},"categories":[1362],"tags":[],"class_list":["post-3390","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-retournement"],"yoast_head":"\nRedresser un site industriel en 6 mois | EIM<\/title>\n<meta name=\"description\" content=\"Cas EIM : en 6 mois, un manager de transition redresse un site industriel automobile de 200 personnes promis \u00e0 la fermeture.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.eim.com\/fr\/retournement\/retournement-site-industriel\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"En 6 mois, un manager de transition redresse un site industriel promis \u00e0 la fermeture\" \/>\n<meta property=\"og:description\" content=\"Cas EIM : en 6 mois, un 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