La dimension humaine du Lean management
DOI :
https://doi.org/10.53102/2025.39.04.1263Mots-clés :
Lean management, dimension humaineRésumé
Le Lean Management, hérité du Toyota Production System, est reconnu depuis des décennies comme un levier majeur de compétitivité industrielle. Ses apports en réduction des délais, amélioration de la qualité et baisse des coûts ont séduit de nombreux secteurs, de l’industrie de luxe aux hôpitaux. Toutefois, malgré ses succès techniques, une transformation organisationnelle durable reste souvent hors de portée. Ce paradoxe s’explique notamment par une sous-estimation de la dimension humaine. L’efficacité du Lean dépend non seulement des outils comme le Juste-à-Temps ou le Jidoka, mais aussi de l’adhésion des collaborateurs et d’un management impliqué. En négligeant les aspects comportementaux et culturels, certaines entreprises échouent à ancrer le Lean dans la durée. Cet article propose donc une lecture intégrée du Lean, combinant rigueur technique et transformation managériale, pour surmonter les résistances internes et instaurer une culture d’amélioration continue capable de soutenir durablement la performance organisationnelle.
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