Comment motiver les employés à participer à des initiatives d’amélioration continue ?

Motivation and recognition are the key words in a continuous improvement event. Recognizing the employees' achievements for participating in the improvement event and explaining the benefits, such as: - Reducing process time. - Preventing process down time due to lack of materials or other causes. Helps us and motivate the entire team and other employees. to be part of the change.

Organizational change is a complex phenomenon in which the outcome depends largely on industry dynamics as well as the nature of the individual organization attempting to force through the needed change. Organizational change is inseparable from organizational strategy. Change has become both pervasive and persistent. It is normal. Continuous Improvement (CI) must be seen as a philosophy or condition. Company culture has contributed to numerous CI failures and makes effective and sustained CI philosophy implementation challenging. In many instances, the organization's knowledge of CI tools is sufficient, and the challenge of implementing CI programs resides in a lack of planning, appropriate project sequencing, visibility, and direction.

The employees should be engaged and empowered with demonstrations of targets achieved as well team works with recognized merits. Recognize who made a diference is a simple, functional e easilyer way to motivate people move out his self from confortible zone.

𝘿𝙚𝙢𝙤𝙣𝙨𝙩𝙧𝙖𝙩𝙚 𝙎𝙚𝙧𝙫𝙖𝙣𝙩 𝙇𝙚𝙖𝙙𝙚𝙧𝙨𝙝𝙞𝙥 by engaging all employees in simple problem solving - it's a fundamental skill. Enable all employees '𝘿𝙈𝘼𝙄𝘾 𝙏𝙝𝙞𝙣𝙠𝙞𝙣𝙜 𝙀𝙫𝙚𝙧𝙮 𝘿𝙖𝙮' via a rapid Train The Trainer approach, supported by a proven behaviour change model Influencer™, ensures the skills learnt become habit, cultural. When employees focus on a method to solve common problems it helps build positive relationships with others at work. Respect and teamwork. Engage all employees as problem seekers and problem solvers. Invest in them with the same enthusiasm that you expect them to invest in their job - wholeheartedly! Harness the experience, the diversity, the knowledge and creativity of all employees.

L'amélioration continue doit être clairement présentée comme la responsabilité de tous et pas un simple sujet de réflexion de certains groupes. Il ne s'agit pas d'impliquer mais de responsabiliser en posant la question "Que pouvez-vous faire pour régler le problème?" Si un processus dysfonctionne, c'est de la responsabilité de chacun d'essayer d'apporter des solutions. Chacun à son niveau. Je me souviens d'une opératrice qui a fait drastiquement chuter le taux de panne de la pire machine de l'atelier grâce à une lubrification avec sa crème hydratante pour les mains. Personne d'autre qu'elle n'aurait pu trouver cette solution. Et c'est en sentant qu'elle a la responsabilité de trouver des solutions qu'elle s'est mise à en chercher.

In my perspective Recognition is the most reliable and authentic source of promoting the continuous improvement culture. I am not sure about reward but recognition is by far the best way of promoting that culture. Recognition can be done in many ways like picture, top idea, best idea of the month, kaizen badge etc Self esteem is always important for every person in this world and recognition is the best food for self esteem.

Human centric activities get the highest levels of interaction and involvement, which is what any organisation wish for when talking about continues improvement activities So make the results of such activities related to rewards that show the human interest of the organisation in enhancing members life in general

Recognizing and Rewarding is what transforms "improvement" into "continuous improvement". Recognizing achievements and rewarding employees who participated in the improvement event is what encourages the team to take new initiatives and motivates other employees to try to imitate them.

La récompense des initiatives d'amélioration continue est essentielle pour créer une dynamique. Je préconise la création d'un comité mensuel d'employés de tous niveaux pour évaluer les amélioration et décider de celles qui doivent être récompensées. L'implication du personnel d'exécution dans ce comité est absolument indispensable. Outre l'affichage de la récompense, le fait d'être reconnu par ses pairs est un élément très valorisant pour tout le monde.

In my experience, we found that Creating a competitive environment among employees according to conditions and standards based on studies from management and supervisors, which helps build a team that works hard, efficiently and cooperatively, and this will be reflected in productivity while maintaining quality.

For many years I validated the results of many Kaizen activities, usually energy savings ideas. One thing that always helped was working with the associates. When I would collect data I would have the technicians or leaders of the area join me while I collected data. Many times this allowed them to see what their equipment was doing while running and they would see the little anomalies I would never bother with. This gave them a much deeper insight into their equipment and would also help in coming up with more creative ideas for future activity.

Creating a cadence of accountability via constructive check-in meetings, leaderboards and celebration events are key to promoting a continuous improvement culture. When those who want to see change are finally heard and supported, those who are disruptive or stagnant will stand out like a sore thumb to be dealt with. I say this because the biggest disruption to a continuous improvement culture are the toxic personalities who thrive off of "keeping things the way they are" which means disturbing or blocking progress. When everyone is aware of the goal, no one can hide from whether or not they are on the side of the results or the lack of results.

As part of a team building regiment, ask members to share personal goals where lean principles could be applied. This exercise will take the the team member on an introspective journey in search for transferable learning experiences.

Employee engagement is very key for an organization to prosper and achieve her set goals.So,leaders at all levels need to effectively communicate the benefits of embracing continuous improvement and engage their teams from the beginning.This will enable employees to realise the benefits and create a sense of belonging in the end they will champion the agenda themselves. Also, stakeholders engagement will reduce resistance and enhance collaboration.

Savoir dire je me suis trompé, c'est de ma faute est souvent le point de départ le plus efficace de l'amélioration dans le cadre d'une erreur humaine. Le rôle du manager est de créer un environnement dans lequel il est aisé de tenir ces propos sans faire l'objet d'une chasse aux sorcières. La personne qui a commis une erreur détient des informations précieuses pour identifier les pistes d'amélioration. Son silence est très pénalisant pour l'analyse du problème et l'amélioration d'un process. Quand on cherche trop un coupable, on crée ce silence et on se prive d'une source importante d'information

All the elements listed above are important and helpful in creating or developing a CI culture, as long as you have spent time to identify the specific personality traits needed to succeed in your unique company environment and hired individuals accordingly.