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"Six Sigma, Kaizen, Lean, and other variations on continuous improvement can be hazardous to your organization's health. While it may be heresy to say this, recent evidence from Japan and elsewhere suggests that it's time to question these methods."
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Looking beyond Japan, iconic six sigma companies in the United States, such as Motorola and GE, have struggled in recent years to be innovation leaders. 3M, which invested heavily in continuous improvement, had to loosen its sigma methodology in order to increase the flow of innovation
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Customize how and where continuous improvement is applied. One size of continuous improvement doesn't fit all parts of the organization. The kind of rigor required in a manufacturing environment may be unnecessary, or even destructive, in a research or design shop
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"Le Lean est très actuel, d’où sa popularité. Il incarne des valeurs qu’attendent aujourd’hui nos sociétés : agilité, temps réel, absence de gaspillage (toutes les questions de responsabilité des entreprises, qu'elle soit sociale ou environnementale), en quête aussi d’harmonie tant personnelle que collective.
Pour toutes ces raisons, à la fois positives pour les entreprises et nécessaires pour les individus, le RSE (réseau social d’entreprise) pourrait bien être le « véhicule » du Lean en entreprise. C’est même, selon moi, l’endroit du Lean par excellence…, ce qui explique aussi son succès. Et je vais tenter de vous le démontrer en comparant usine et numérique."
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Tout d’abord, il s’agit d’impliquer l’ensemble des salariés à l’évolution de l’entreprise. C’est exactement la définition d’un RSE,
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"Dans un article précédent, je vous ai présenté le modèle 70/20/10, selon lequel le développement des compétences et l’acquisition des connaissances s’effectuent pour 70% « on the job », pour 20% par les interactions avec les autres et seulement pour 10% grâce à la formation formelle.
Entre le social learning dans sa forme la plus pure et l’apprentissage le plus formalisé, il existe toute une palette de possibilités qu’il convient de ne pas délaisser. Comme le conseille le groupe de Princeton à l’origine du modèle 70/20/10, il convient d’adopter une démarche holistique en intégrant dans le même environnement l’informel et le formel."
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Qu’avec le elearning 2.0 , on ne change pas vraiment de logique. A l’étage supérieur, des experts décident pour les autres de ce qu’il convient d’apprendre et de comment l’apprendre. Ce contenu est poussé vers sa cible, qui a désormais des outils pour gentiment converser à l’étage en dessous. Cette sociabilisation n’est pas jamais vraiment pris en compte.
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partir d’un contenu formel, le pousser vers ses cibles, « l’informaliser » ou plutôt pouvoir l‘enrichir de commentaires, votes, propositions de chacun avant de le reformaliser.
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The analogy itself between neural networks and a real community-based company is striking, and so are the similarities between the limitations of this approach and some Enterprise 2.0 concerns. Neural networks encountered two big problems: relevancy and convergence (they couldn’t ensure to converge onto the desired pattern, and sophisticated training techniques, such as back-propagation, were necessary to ensure convergence). Social media are facing the very same problems in the enterprise: how could we ensure that communities lead to the right consensus for applicable decisions to be taken? I evoked some possible trails in my last post, and this is a crucial point.
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Should, and will, the Enterprise 2.0 follow the same track as AI did? If so, next move would be to get rid of the big business processes we all know, and replace them with micro-processes applicable at individual scale. For instance, the way Japanese coworkers are able to make a consensus emerge from community-based workshops, one of the pre-requisite of Kaizen, rely on their heavy sense of “doing the right thing”. To set up such micro-processes is a radical move from where we are and where the most daring organizations try to go,
A low-level web of constant relationships, circular, cellular systems where shared, collaborative contributions are the norm, is developing. Here, the value resides with relationships, not transactions. Maybe, instead of buying and selling more and more in a mad race for grabbing the most growth, the future will be about a collaborative, community-oriented regenerative growth model.
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The most profound change in a cellular economy is the devaluation of the transaction. Today, economic value is determined primarily by the value of the transaction. To grow (even just to survive), we must keep trading, keep consuming--no matter how wasteful the process becomes--because success is creating more transactions. This keeps us locked into a linear, growth oriented paradox.
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Fortunately, (if not painfully), the Internet is exposing the impossibility of sustaining a transaction-based economy. As the net drives the cost of certain goods and services toward zero, it strips profit from transactions.
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