{"id":1039,"date":"2023-01-20T22:06:00","date_gmt":"2023-01-20T21:06:00","guid":{"rendered":"https:\/\/productwhys.org\/?p=1039"},"modified":"2023-01-31T14:55:05","modified_gmt":"2023-01-31T13:55:05","slug":"value-stream-mapping-de-karen-martin-et-mike-osterling","status":"publish","type":"post","link":"https:\/\/productwhys.org\/index.php\/2023\/01\/20\/value-stream-mapping-de-karen-martin-et-mike-osterling\/","title":{"rendered":"\u00ab\u00a0Value Stream Mapping\u00a0\u00bb de Karen Martin et Mike Osterling"},"content":{"rendered":"\n<p>Le Value Stream Mapping est un outil visuel utilis\u00e9 pour analyser et am\u00e9liorer le flux de mati\u00e8res et d&rsquo;informations dans une organisation de fabrication ou de services. Il a \u00e9t\u00e9 d\u00e9velopp\u00e9 par Karen Martin et Mike Osterling en tant qu&rsquo;outil pour identifier et \u00e9liminer les d\u00e9chets dans les processus commerciaux. Le Value Stream Mapping est important pour les responsables de produits et les entrepreneurs car il leur permet de rep\u00e9rer les domaines o\u00f9 des am\u00e9liorations peuvent \u00eatre apport\u00e9es afin d&rsquo;augmenter l&rsquo;efficacit\u00e9 et de r\u00e9duire les co\u00fbts. De plus, il permet \u00e9galement de rep\u00e9rer les goulots d&rsquo;\u00e9tranglement qui ralentissent le processus de production et d&rsquo;identifier et de supprimer les activit\u00e9s qui ne cr\u00e9ent pas de valeur ajout\u00e9e du processus. En utilisant cet outil, les responsables de produits et les entrepreneurs peuvent s&rsquo;assurer que leurs produits arrivent plus rapidement sur le march\u00e9, avec une qualit\u00e9 sup\u00e9rieure et \u00e0 un co\u00fbt moins \u00e9lev\u00e9.<\/p>\n\n\n\n<p><strong>Value stream map<\/strong><\/p>\n\n\n\n<p>La cartographie de la cha\u00eene de valeur est un outil utilis\u00e9 pour identifier et \u00e9liminer les gaspillages dans un processus de production. Les \u00e9tapes pour construire une carte de la cha\u00eene de valeur sont les suivantes:<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>D\u00e9finir le produit ou le service: Le but est de d\u00e9terminer les limites du processus \u00e0 cartographier et de s&rsquo;assurer que tous les acteurs impliqu\u00e9s sont sur la m\u00eame longueur d&rsquo;onde. Exemple: D\u00e9finir les limites d&rsquo;un processus de fabrication de voitures.<\/li>\n\n\n\n<li>Cartographier le processus actuel: Le but est de comprendre les \u00e9tapes actuelles du processus, les flux de mati\u00e8res et les informations, et les temps d&rsquo;attente. Exemple: Tracer le processus de fabrication de voitures, des mati\u00e8res premi\u00e8res \u00e0 la livraison au client.<\/li>\n\n\n\n<li>Identifier les gaspillages: Le but est de rep\u00e9rer les activit\u00e9s qui ne cr\u00e9ent pas de valeur pour le client. Exemple: Rep\u00e9rer les activit\u00e9s de stockage de pi\u00e8ces inutiles dans le processus de fabrication de voitures.<\/li>\n\n\n\n<li>Cartographier le processus cible: Le but est de concevoir un processus plus efficace en \u00e9liminant les gaspillages identifi\u00e9s. Exemple: Concevoir un processus de fabrication de voitures qui minimise les stocks de pi\u00e8ces inutiles.<\/li>\n\n\n\n<li>Mettre en \u0153uvre et suivre les am\u00e9liorations: Le but est de mettre en place les changements identifi\u00e9s et de suivre l&rsquo;efficacit\u00e9 des am\u00e9liorations. Exemple: Mettre en place un syst\u00e8me de commande automatique de pi\u00e8ces pour minimiser les stocks inutiles dans le processus de fabrication de voitures.<\/li>\n\n\n\n<li>Standardiser les am\u00e9liorations: Le but est de s&rsquo;assurer que les am\u00e9liorations sont int\u00e9gr\u00e9es de mani\u00e8re permanente dans le processus et de continuer \u00e0 les am\u00e9liorer. Exemple: Mettre en place des proc\u00e9dures d&rsquo;inspection et de gestion des stocks pour maintenir les niveaux optimaux de pi\u00e8ces dans le processus de fabrication de voitures.<\/li>\n\n\n\n<li>\u00c9tendre les am\u00e9liorations \u00e0 l&rsquo;ensemble de l&rsquo;entreprise : Le but est de s&rsquo;assurer que les am\u00e9liorations sont appliqu\u00e9es \u00e0 l&rsquo;ensemble de l&rsquo;entreprise et non seulement \u00e0 une partie du processus. Exemple : Appliquer les am\u00e9liorations de la gestion des stocks \u00e0 d&rsquo;autres processus de l&rsquo;entreprise comme la gestion des commandes et des livraisons.<\/li>\n\n\n\n<li>En r\u00e9sum\u00e9, la cartographie de la cha\u00eene de valeur est un outil qui permet d&rsquo;optimiser les processus en identifiant et en \u00e9liminant les gaspillages pour cr\u00e9er une valeur maximale pour le client. Il est important de noter que la cartographie de la cha\u00eene de valeur est un processus continu qui doit \u00eatre r\u00e9guli\u00e8rement mis \u00e0 jour pour maintenir son efficacit\u00e9.<\/li>\n<\/ol>\n\n\n\n<p><strong>Construire une value stream map<\/strong><\/p>\n\n\n\n<p>Selon le livre \u00ab\u00a0Value Stream Mapping\u00a0\u00bb de Karen Martin et Mike Osterling, la cartographie de la cha\u00eene de valeur est un outil pour identifier et \u00e9liminer les gaspillages dans un processus de production. Les \u00e9tapes pour construire une carte de la cha\u00eene de valeur sont les suivantes:<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>D\u00e9finir le produit ou le service: Le but est de d\u00e9terminer les limites du processus \u00e0 cartographier et de s&rsquo;assurer que tous les acteurs impliqu\u00e9s sont sur la m\u00eame longueur d&rsquo;onde. Exemple: D\u00e9finir les limites d&rsquo;un processus de fabrication de voitures.<\/li>\n\n\n\n<li>Cartographier le processus actuel: Le but est de comprendre les \u00e9tapes actuelles du processus, les flux de mati\u00e8res et les informations, et les temps d&rsquo;attente. Exemple: Tracer le processus de fabrication de voitures, des mati\u00e8res premi\u00e8res \u00e0 la livraison au client.<\/li>\n\n\n\n<li>Identifier les gaspillages: Le but est de rep\u00e9rer les activit\u00e9s qui ne cr\u00e9ent pas de valeur pour le client. Exemple: Rep\u00e9rer les activit\u00e9s de stockage de pi\u00e8ces inutiles dans le processus de fabrication de voitures.<\/li>\n\n\n\n<li>Cartographier le processus cible: Le but est de concevoir un processus plus efficace en \u00e9liminant les gaspillages identifi\u00e9s. Exemple: Concevoir un processus de fabrication de voitures qui minimise les stocks de pi\u00e8ces inutiles.<\/li>\n\n\n\n<li>Mettre en \u0153uvre et suivre les am\u00e9liorations: Le but est de mettre en place les changements identifi\u00e9s et de suivre l&rsquo;efficacit\u00e9 des am\u00e9liorations. Exemple: Mettre en place un syst\u00e8me de commande automatique de pi\u00e8ces pour minimiser les stocks inutiles dans le processus de fabrication de voitures.<\/li>\n\n\n\n<li>Standardiser les am\u00e9liorations: Le but est de s&rsquo;assurer que les am\u00e9liorations sont int\u00e9gr\u00e9es de mani\u00e8re permanente dans le processus et de continuer \u00e0 les am\u00e9liorer. Exemple: Mettre en place des proc\u00e9dures d&rsquo;inspection et de gestion des stocks pour maintenir les niveaux optimaux de pi\u00e8ces dans le processus de fabrication de voitures.<\/li>\n\n\n\n<li>\u00c9tendre les am\u00e9liorations \u00e0 l&rsquo;ensemble de l&rsquo;entreprise : Le but est de s&rsquo;assurer que les am\u00e9liorations sont appliqu\u00e9es \u00e0 l&rsquo;ensemble de l&rsquo;entreprise et non seulement \u00e0 une partie du processus. Exemple : Appliquer les am\u00e9liorations de la gestion des stocks \u00e0 d&rsquo;autres processus de l&rsquo;entreprise comme la gestion des commandes et des livraisons.<\/li>\n<\/ol>\n\n\n\n<p><strong>Karen Martin et Mike Osterling<\/strong><\/p>\n\n\n\n<p>Karen Martin et Mike Osterling sont des auteurs et des consultants en gestion de la performance d&rsquo;entreprise. Ils sont reconnus pour leur expertise en mati\u00e8re de cartographie de la cha\u00eene de valeur et de gestion de la performance op\u00e9rationnelle. Karen Martin est une experte en gestion de la performance op\u00e9rationnelle et en am\u00e9lioration continue. Elle est l&rsquo;auteur de plusieurs livres, dont \u00ab\u00a0The Kaizen Event Planner\u00a0\u00bb et \u00ab\u00a0Clarity First\u00a0\u00bb. Mike Osterling est \u00e9galement un expert en gestion de la performance op\u00e9rationnelle et en am\u00e9lioration continue. Il est l&rsquo;auteur de plusieurs livres, dont \u00ab\u00a0Value Stream Mapping for Lean Development\u00a0\u00bb et \u00ab\u00a0Leading Lean Software Development\u00a0\u00bb. Les deux ont une longue exp\u00e9rience dans l&rsquo;application de ces concepts aupr\u00e8s de diff\u00e9rentes entreprises et industries.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Le Value Stream Mapping est un outil visuel utilis\u00e9 pour analyser et am\u00e9liorer le flux de mati\u00e8res et d&rsquo;informations dans une organisation de fabrication ou de services. Il a \u00e9t\u00e9 d\u00e9velopp\u00e9 par Karen Martin et Mike Osterling en tant qu&rsquo;outil pour identifier et \u00e9liminer les d\u00e9chets dans les processus commerciaux. Le Value Stream Mapping est [&hellip;]<\/p>\n","protected":false},"author":8,"featured_media":1046,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"tdm_status":"","tdm_grid_status":"","_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":false,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2}},"categories":[68],"tags":[],"ppma_author":[217],"class_list":{"0":"post-1039","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-lectures"},"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.4 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>&quot;Value Stream Mapping&quot; de Karen Martin et Mike Osterling - Product Whys - Association loi 1901<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/productwhys.org\/index.php\/2023\/01\/20\/value-stream-mapping-de-karen-martin-et-mike-osterling\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"&quot;Value Stream Mapping&quot; de Karen Martin et Mike Osterling - Product Whys - Association loi 1901\" \/>\n<meta property=\"og:description\" content=\"Le Value Stream Mapping est un outil visuel utilis\u00e9 pour analyser et am\u00e9liorer le flux de mati\u00e8res et d&rsquo;informations dans une organisation de fabrication ou de services. 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