{"id":6461,"date":"2013-09-24T09:00:05","date_gmt":"2013-09-24T14:00:05","guid":{"rendered":"https:\/\/www.insta-pro.com\/fr\/2013\/09\/24\/tom-d-wip-lean-manufacturings-enemy\/"},"modified":"2026-01-07T12:44:35","modified_gmt":"2026-01-07T18:44:35","slug":"tom-d-wip-lean-manufacturings-enemy","status":"publish","type":"post","link":"https:\/\/instapro.spinuhost.com\/fr\/blog\/ingenierie-maintenance\/tom-d-wip-lean-manufacturings-enemy\/","title":{"rendered":"TOM D WIP \u2013 L\u2019ennemi du Lean Manufacturing"},"content":{"rendered":"

Le Lean Manufacturing (production sans gaspillages) est un concept qui existe depuis un certain temps, et qui est devenu le terme \u00e0 la mode incontournable ces derni\u00e8res ann\u00e9es.  Toute entreprise cherche \u00e0 cr\u00e9er une culture \u00ab lean \u00bb bas\u00e9e sur le rendement, la productivit\u00e9 et un minimum d\u2019erreurs.  Qu\u2019en est-il pour vous, dans votre propre usine ?<\/p>\n

La r\u00e9f\u00e9rence pour la plupart des cultures lean est le syst\u00e8me de production Toyota<\/a> (ou TPS, pour \u00ab Toyota Production System \u00bb).  Cette m\u00e9thodologie est appliqu\u00e9e dans de nombreux environnements de production et peut \u00eatre utilis\u00e9e pratiquement n\u2019importe o\u00f9.  L\u2019un des points cl\u00e9s dans ce concept est la r\u00e9duction des gaspillages, ce qui est d\u00e9sign\u00e9 par le terme \u00ab Muda \u00bb dans le TPS.  Tout processus peut \u00eatre class\u00e9 comme \u00ab \u00e0 valeur ajout\u00e9e \u00bb ou \u00ab sans valeur ajout\u00e9e \u00bb, et d\u00e9finir pour chaque processus \u00e0 quelle cat\u00e9gorie il appartient permettra \u00e0 votre exploitation d\u2019\u00eatre plus performante.  M\u00eame s\u2019il est vrai qu\u2019\u00e9liminer les pertes permettra d\u2019avoir un process plus efficace, par o\u00f9 commencer ?  Voici une m\u00e9thode simple d\u2019analyse et d\u2019\u00e9valuation pour chaque process.<\/p>\n

 <\/p>\n

Les 7 types de gaspillage<\/span><\/b><\/p>\n

Il existe diverses phrases pour cela, mais si l\u2019on prend la premi\u00e8re lettre de chaque type de gaspillage (en anglais), on obtient : TOM D WIP.  En \u00e9valuant chaque processus, on peut identifier les sources d\u2019inefficacit\u00e9 et les \u00e9liminer.  Chaque proc\u00e9d\u00e9 devrait \u00eatre \u00e9valu\u00e9 du point de vue de ce qu\u2019il apporte, ou non, en mati\u00e8re de valeur ajout\u00e9e.<\/p>\n

T \u2013 Transportation (transport)<\/p>\n

<\/b>Combien de fois le produit est-il transport\u00e9 au cours du process ?  Chaque fois qu\u2019une chose est d\u00e9plac\u00e9e, le risque que celle-ci soit endommag\u00e9e, perdue ou pire, augmente.  Moins le produit est d\u00e9plac\u00e9, mieux c\u2019est.  Prenons par exemple ce qui se passe apr\u00e8s l\u2019ensachage.  Id\u00e9alement, apr\u00e8s ensachage, le produit devrait \u00eatre exp\u00e9di\u00e9.  Tout passage par le stockage s\u2019av\u00e8re un risque d\u2019endommager le produit.<\/p>\n

O \u2013 Overproduction (surproduction)<\/p>\n

<\/b>La surproduction a tendance \u00e0 occulter les probl\u00e8mes.  Des lots importants sont g\u00e9n\u00e9ralement utilis\u00e9s afin de compenser le temps perdu avec des quantit\u00e9s excessives r\u00e9alis\u00e9es pour tenir compte des probl\u00e8mes de production.  Si un rappel a lieu, la taille du lot a d\u00e9sormais des chances d\u2019\u00eatre plus importante que ce qu\u2019elle aurait d\u00fb \u00eatre, et une quantit\u00e9 plus \u00e9lev\u00e9e de produit devra \u00eatre \u00e9limin\u00e9e.  Autre inconv\u00e9nient : un probl\u00e8me momentan\u00e9 peut survenir dans la production (mauvaise alimentation en mati\u00e8res premi\u00e8res, bourrage, etc.),  et il se peut que cela ne soit pas d\u00e9tect\u00e9, du fait de la grande quantit\u00e9 de produit fabriqu\u00e9e avant que ce dernier n\u2019arrive chez le client.<\/p>\n

La surproduction diminue le niveau de contr\u00f4le sur le process et conduit le plus souvent \u00e0 une autre forme de gaspillage : les stocks exc\u00e9dentaires.  Un effet boule de neige peut se produire \u00e0 partir de ce point : il vous faut \u00e0 pr\u00e9sent trouver de la place pour tout mettre, ce qui peut causer des retards et des d\u00e9ficiences potentielles parce qu\u2019il y a des obstacles.<\/p>\n

M \u2013 Motion (d\u00e9placements excessifs)<\/p>\n

<\/b>Quelle distance doit parcourir le produit pour sa transformation ?  Si le processus suivant se trouve loin, il faut plus de temps pour que le produit y soit achemin\u00e9.  De tr\u00e8s grandes longueurs de convoyeur ou des distances excessives entre les machines sont des raisons possibles \u00e0 cela.  C\u2019est la m\u00eame chose pour les op\u00e9rateurs.  Par exemple, si un op\u00e9rateur doit surveiller la cadence de production et manipuler en plus une machine d\u2019emballage, les d\u00e9placements qu\u2019il a \u00e0 effectuer peuvent \u00eatre excessifs.  Peut-\u00eatre qu\u2019en r\u00e9partissant diff\u00e9remment les charges de travail, ou encore en embauchant du personnel suppl\u00e9mentaire, il sera possible d\u2019am\u00e9liorer le rendement et de r\u00e9duire les temps d\u2019attente pour ce processus.<\/p>\n

D \u2013 Defects (d\u00e9fauts)<\/p>\n

<\/b>Tout produit d\u00e9fectueux repr\u00e9sente bien s\u00fbr un gaspillage.  Une r\u00e9duction des d\u00e9fauts entra\u00eene syst\u00e9matiquement un meilleur rendement.  Les d\u00e9fauts r\u00e9clament soit un remaniement, soit une mise au rebut, et l\u2019un comme l\u2019autre font perdre du temps et ont un co\u00fbt.  Il se peut que des choses directement li\u00e9es au process provoquent des d\u00e9fauts (par exemple une temp\u00e9rature trop \u00e9lev\u00e9e ou une manipulation inadapt\u00e9e des granul\u00e9s), mais ces derniers sont certainement provoqu\u00e9s \u00e0 cause des gaspillages pr\u00e9sent\u00e9s ici.  Si la production courante semble correcte mais que des probl\u00e8mes subsistent, les d\u00e9ficiences peuvent \u00eatre une cons\u00e9quence d\u2019autres gaspillages.<\/p>\n

W \u2013 Waiting (attente)<\/p>\n

<\/b>Comme dit le proverbe, \u00ab le temps, c\u2019est de l\u2019argent \u00bb.  Plus il faut de temps pour produire, plus on d\u00e9pense d\u2019argent, \u00e0 cause des co\u00fbts d\u2019exploitation.  L\u2019attente se produit lorsque le rythme de production n\u2019est pas constant.  Tout produit mis en attente avant d\u2019\u00eatre transform\u00e9 prend de la place.  Ce fait est g\u00e9n\u00e9ralement constat\u00e9 dans les syst\u00e8mes en fonctionnement discontinu (par lots).  Une diminution des temps d\u2019attente permet au process de se d\u00e9rouler de fa\u00e7on plus r\u00e9guli\u00e8re, dans la mesure o\u00f9 cela r\u00e9duit les afflux soudains en production.<\/p>\n

I \u2013 Inventory (stock)<\/p>\n

<\/b>Que se passe-t-il lorsque vous avez trop de produit ?  Il est g\u00e9n\u00e9ralement inutile de stocker des quantit\u00e9s excessives de produits.  Cela prend de la place et peut rendre les d\u00e9placements dans l\u2019usine difficiles.  L\u2019espace de travail est pr\u00e9cieux de nos jours ; mieux il est exploit\u00e9, mieux c\u2019est.  Le stock doit \u00eatre \u00e9valu\u00e9 et analys\u00e9, afin de s\u2019assurer que ce qui est stock\u00e9 ne l\u2019est pas en d\u00e9pit du bon sens.  Avez-vous en r\u00e9serve des pi\u00e8ces qui ne sont que tr\u00e8s rarement utilis\u00e9s ?  Elles peuvent peut-\u00eatre \u00eatre d\u00e9plac\u00e9es pour gagner de la surface de production, ou de la place pour des choses plus souvent utilis\u00e9es qui peuvent permettre de r\u00e9agir plus vite vis-\u00e0-vis des clients.<\/p>\n

P \u2013 Processing (traitement excessif)<\/p>\n

<\/b>Un traitement excessif implique d\u2019en faire trop \/ d\u2019ajouter des \u00e9l\u00e9ments inutiles.  Pourquoi s\u00e9cher un produit \u00e0 5 % d\u2019humidit\u00e9 alors que 8 % est convenable ?  Quelle n\u00e9cessit\u00e9 d\u2019avoir 13 vitamines alors que le client n\u2019en demande que 11 ?  Lors de l\u2019\u00e9valuation d\u2019un \u00e9ventuel traitement excessif, il faut prendre en compte le rapport co\u00fbt\/avantages.  Si s\u00e9cher ou transformer en de\u00e7\u00e0 d\u2019un certain point est une garantie suppl\u00e9mentaire ou une strat\u00e9gie marketing, le co\u00fbt que cela repr\u00e9sente doit \u00eatre analys\u00e9 par rapport aux co\u00fbts d\u2019exploitation pour que ce soit justifi\u00e9.  Si ces m\u00e9thodes sont appliqu\u00e9es pour compenser d\u2019autres probl\u00e8mes de production, r\u00e9soudre d\u2019autres formes de gaspillage sera probablement pr\u00e9f\u00e9rable.<\/p>\n

\"2\"<\/a><\/p>\n

Que puis-je faire ?<\/span><\/b><\/p>\n

Aucun process n\u2019est parfait, mais l\u2019id\u00e9e fondamentale d\u2019am\u00e9lioration continue devrait toujours \u00eatre pr\u00e9sente.  On trouve toujours des mani\u00e8res de s\u2019am\u00e9liorer et de devenir plus efficace.  Un mani\u00e8re valable de se lancer consiste \u00e0 mettre par \u00e9crit sur une fiche chaque \u00e9tape du process dans le d\u00e9tail, y compris la dur\u00e9e de cycle, en utilisant une fiche par processus.  En fonction de la taille de votre usine, vous pourriez avoir besoin d\u2019un certain nombre de fiches !  En utilisant des fiches, vous profitez d\u2019un moyen visuel de comprendre s\u2019il existe des gaspillages dans le syst\u00e8me.  Vous pouvez alors r\u00e9organiser les \u00e9tapes de transformation ou les \u00e9valuer pour d\u00e9terminer si elles sont n\u00e9cessaires ou pas.  Au final, vous pourriez r\u00e9aliser que vous pouvez \u00eatre plus rentable sans d\u00e9penser un centime.<\/p>\n","protected":false},"excerpt":{"rendered":"

Le Lean Manufacturing (production sans gaspillages) est un concept qui existe depuis un certain temps, et qui est devenu le terme \u00e0 la mode incontournable ces derni\u00e8res ann\u00e9es.  Toute entreprise cherche \u00e0 cr\u00e9er une culture \u00ab lean \u00bb bas\u00e9e sur le rendement, la productivit\u00e9 et un minimum d\u2019erreurs.  Qu\u2019en est-il pour vous, dans votre propre usine ? La […]<\/p>\n","protected":false},"author":68,"featured_media":10859,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[7177,8203],"tags":[574,591,592,560],"class_list":["post-6461","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ingenierie-maintenance","category-strategie-commerciale-et-financement","tag-creation-dune-usine-rentable","tag-strategie-commerciale-fr-3","tag-transformation-pour-lalimentation-humaine-ou-animale-fr-2","tag-usine-de-transformation-rentable-pour-lalimentation-animale-fr"],"acf":[],"yoast_head":"\nTOM D WIP \u2013 L\u2019ennemi du Lean Manufacturing | Insta-Pro Intl<\/title>\n<meta name=\"description\" content=\"Les 7\u00a0types de gaspillage sont abr\u00e9g\u00e9s, en anglais, TOM D WIP. 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