“Resilient”, “new Senegal WhatsApp Number List ”, “agile” organization… there are many trendy names that designate a company that meets the criteria of operational excellence, that is developing and is capable of passing through various crisis periods. We have identified different practices common to these organizations, illustrated throughout the conference. What should we learn from these practices? These different practices can be grouped into three main themes, not uniform in content, but whose interdependence is not insignificant. First theme: Alignment of Objectives Employees in pha is # 1 A shared vision It is essential for a company that all its employees, regardless of their role, know why they get up in the morning and what is expected of them.

The objectives must be consistent with the vision, in order to guide operators on a daily basis. # 2 Customer focus The issues facing customers must be understood and integrated by shareholders, so that there are as few filters as possible between the requester and the operator in charge of delivering the product or service. Second theme: Fluid Processes Towards a “Lean” organization # 3 Continuous improvement and waste management systems Joining the principles of Lean Management, the organization must be attentive to the functioning but above all to the dysfunctions of its production processes. For this, the establishment of collections of ideas and feedback is essential.

Visual Management

At the same time, it must ensure that all sources of waste are eliminated. Some articles on Lean: here , here and here . # 4 Standardization The company must take care to set up standards so that all employees use identical formats, a guarantee of their authenticity. Everyone in the organization must speak the same language. # 5 visual management Make the work visual, explicit: visual management must be used in order to orient the activity within the organization. Transparency is once again the key to a shared vision and increased productivity. # 6 Continuous and demand-driven flows The important thing here is to identify

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when the company is in over or under activity. For this, the company must coordinate its activity with demand, and subsequently use mechanisms to smooth the latter. The example used is that of agile methods, which, broken down into sprints, thus make it possible to play on the distribution of the load of the production process. # 7 Efficient tools In the era of the digital revolution, it is important to make new technologies our allies, and not to hinder the functioning of a company. These tools must be simple, efficient, and at the service of operational staff. # 8 Measurement and transparency of information A culture of measurement and transparency must be put in place. It is necessary to know how to identify areas

Efficient Tools

for improvement, to measure the achievement of objectives in a uniform manner, and at the scale of the company. The organization is adapted to collect, organize, maintain, work on information and data. # 9 Subsidiarity and rapid decision-making mechanism Management expresses its decision quickly. We must encourage the initiative at the bottom level, while converging good practices at the level of all. Third theme: Human Resources Good, well-trained teams that work well together # 10 No behavior bias induced by bonuses or penalties Management by objectives was a common practice in the 90s. But at the individual level, it can become complicated and a source of conflict between teammates. Today, it is preferable to favor

the alignment of the collective on general objectives. # 11 Versatility and business skills It is important that all employees have a certain versatility in their training. The spectrum of skills of team members must therefore be broadened. Indeed, if everyone is specialized in a single area, this can pose barriers to the overall vision of the issues or customers. Japanese company, and founded a second SaaS software publisher with very interesting prospects an IT architect, formerly of a leading French ESN, having built the information systems of several start-ups in the United States then in France, start-ups having all ended up valued at several tens or hundreds of millions of dollars another IT architect, also formerly of a leading

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