{"id":40851,"date":"2021-09-24T00:00:00","date_gmt":"2021-09-24T00:00:00","guid":{"rendered":"https:\/\/app-mbe-blog-prd.azurewebsites.net\/?p=40851"},"modified":"2026-01-22T15:15:58","modified_gmt":"2026-01-22T15:15:58","slug":"du-lean-management-au-lean-logistics","status":"publish","type":"post","link":"https:\/\/www.manutan.be\/blog\/fr-be\/du-lean-management-au-lean-logistics\/","title":{"rendered":"Du Lean Management au Lean Logistics"},"content":{"rendered":"
\n

**La pand\u00e9mie de Covid-19 a impact\u00e9 massivement, mais aussi r\u00e9v\u00e9l\u00e9 l\u2019importance fondamentale de la Supply Chain. Pour r\u00e9pondre aux nouveaux d\u00e9fis qui s\u2019offrent \u00e0 elle, la logistique doit s\u2019inscrire dans une logique d\u2019am\u00e9lioration permanente. C\u2019est l\u2019enjeu du Lean Logistics, qui applique \u00e0 la Supply Chain les principes fondamentaux de la m\u00e9thodologie Lean.**<\/p>\n<\/div>\n

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Comme tous les process d\u2019am\u00e9lioration inspir\u00e9s de la m\u00e9thodologie Lean, le Lean Logistics vise \u00e0 optimiser les cha\u00eenes d\u2019approvisionnement. Son but est de r\u00e9duire les gaspillages, les besoins d\u2019inventaires et les temps de cycle, pour acc\u00e9l\u00e9rer les flux, diminuer les co\u00fbts et renforcer la r\u00e9activit\u00e9 globale de la cha\u00eene logistique. Bien s\u00fbr, le Lean Logistics n\u2019a pas attendu la Covid-19 pour susciter l\u2019int\u00e9r\u00eat des responsables de Supply Chain. La crise sanitaire l\u2019a toutefois r\u00e9actualis\u00e9, dans toute sa pertinence. \u00ab\u00a0Elle a mis en lumi\u00e8re la n\u00e9cessit\u00e9, toujours plus criante, pour les entreprises d\u2019avoir une visibilit\u00e9 compl\u00e8te sur l\u2019ensemble de la cha\u00eene logistique, du fabriquant au \u2018last mile\u2019. Elle a montr\u00e9 qu\u2019il \u00e9tait fondamental d\u2019\u00eatre en mesure de mettre en temps r\u00e9el toutes les informations li\u00e9es \u00e0 la livraison et \u00e0 l\u2019approvisionnement \u00e0 disposition de tous les clients<\/i>\u00bb souligne \u00e0 cet \u00e9gard Gr\u00e9goire Koudrine, directeur de la Supply Chain du groupe Manutan.<\/p>\n

L\u2019esprit collaboratif, pivot du Lean Logistics<\/b><\/h2>\n

Pour y parvenir, le Lean Logistics invite \u00e0 inscrire la Supply Chain dans une d\u00e9marche tr\u00e8s concr\u00e8te d\u2019apprentissage permanent, bas\u00e9e sur une collaboration r\u00e9elle et transparente entre tous les acteurs de la cha\u00eene logistique. L\u2019objectif est de favoriser une dynamique quotidienne de r\u00e9solution de petits probl\u00e8mes pour viser l\u2019am\u00e9lioration continue, la fiabilisation des approvisionnements et l\u2019optimisation des transports. De cette fa\u00e7on, lorsque survient une vraie situation de rupture \u2013 \u00e0 l\u2019instar par exemple d\u2019un confinement brutal \u2013 la Supply Chain est imm\u00e9diatement en capacit\u00e9 d\u2019agir et fait preuve d\u2019une r\u00e9silience tr\u00e8s rapide.<\/p>\n

\u00ab\u00a0L\u2019innovation et la cr\u00e9ativit\u00e9 doivent \u00eatre les ma\u00eetres mots en ces p\u00e9riodes troubl\u00e9es<\/i>. L\u2019agilit\u00e9 de nos structures comme de nos modes de livraison, mais aussi la communication aupr\u00e8s de nos clients, sont essentielles\u00a0\u00bb<\/i>\u00a0pr\u00e9cise \u00e0 nouveau Gr\u00e9goire Koudrine. Il est donc fondamental de cr\u00e9er les conditions ad\u00e9quates pour permettre \u00e0 cette innovation et cette cr\u00e9ation de s\u2019exprimer. En premier lieu, l\u2019agilit\u00e9 des centres de distribution comme des modes de livraison, doivent devenir la norme, de mani\u00e8re plus structur\u00e9e et industrialis\u00e9e.<\/p>\n

Les principes incontournables du Lean Logistics<\/b><\/h2>\n

Bas\u00e9 sur la persistance des flux, la vitesse de r\u00e9action et l\u2019agilit\u00e9 des processus, le Lean Logistics offre une palette de m\u00e9thodes et d\u2019outils pour y parvenir. Ils permettent d\u2019am\u00e9liorer l\u2019efficacit\u00e9 et la performance des flux en amont et en aval de la production. Ils reposent en particulier sur les principes suivants\u00a0:<\/p>\n

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  • \n

    le d\u00e9veloppement de comp\u00e9tences ax\u00e9es sur l\u2019adaptabilit\u00e9 et la r\u00e9solution des probl\u00e8mes\u00a0;<\/p>\n<\/li>\n

  • \n

    l\u2019\u00e9mergence de structures de coordination bas\u00e9es sur une culture de l\u2019entraide et de l\u2019\u00e9nergie cr\u00e9ative\u00a0;<\/p>\n<\/li>\n

  • \n

    la mise \u00e0 jour permanente de la cartographie des risques fournisseurs, mais aussi des risques d\u2019approvisionnement et des risques industriels\u00a0;<\/p>\n<\/li>\n

  • \n

    le maintien d\u2019un niveau de stock minimum pour couvrir les d\u00e9lais de r\u00e9approvisionnement et pr\u00e9venir les ruptures de stocks\u00a0;<\/p>\n<\/li>\n

  • \n

    le d\u00e9veloppement de syst\u00e8mes \u00ab\u00a0Pull\u00a0\u00bb plut\u00f4t que \u00ab\u00a0Push\u00a0\u00bb\u00a0pour \u00e9viter le gaspillage et r\u00e9duire les co\u00fbts de stockage ;<\/p>\n<\/li>\n<\/ul>\n

    Les outils & m\u00e9thodes du Lean Logistics<\/b><\/h2>\n

    Difficile d\u2019optimiser les flux sans outils de tracking. A cet \u00e9gard, les technologies RFID (Radio Frequency Identification) et les logiciels WMS (Warehouse Management System) sont \u00e9videmment indissociables du Lean Logistics. De son c\u00f4t\u00e9, le d\u00e9veloppement d\u2019une Value Stream Map (cartographie des cha\u00eenes de valeur) permet d\u2019obtenir une vision simple et claire de l\u2019ensemble de la cha\u00eene logistique.<\/p>\n

    Enfin, parce qu\u2019elle vise l\u2019efficacit\u00e9 des processus, la m\u00e9thodologie Lean met \u00e9videmment l\u2019identification et l\u2019\u00e9limination des sources de gaspillage au centre de son dispositif. Appliqu\u00e9 \u00e0 la gestion des stocks et \u00e0 la logistique, cela consiste notamment \u00e0 \u00e9viter\u00a0:<\/p>\n

      \n
    1. \n

      le surstockage<\/p>\n<\/li>\n

    2. \n

      Les temps d\u2019attente<\/p>\n<\/li>\n

    3. \n

      Les transports \u00e0 vide ou les mouvements de stocks inutiles<\/p>\n<\/li>\n

    4. \n

      Les stocks inutiles<\/p>\n<\/li>\n

    5. \n

      Les erreurs de picking<\/p>\n<\/li>\n

    6. \n

      Les mouvements inutiles ou insuffisamment optimis\u00e9s des op\u00e9rateurs<\/p>\n<\/li>\n

    7. \n

      La d\u00e9t\u00e9rioration des pi\u00e8ces durant l\u2019entreposage ou la pr\u00e9paration des commandes.<\/p>\n<\/li>\n<\/ol>\n

      La m\u00e9thodologie 5 S<\/b><\/h2>\n

      Initialement d\u00e9velopp\u00e9e dans les usines japonaises de Toyota, la m\u00e9thodologie 5 S vise \u00e0 cr\u00e9er un environnement de travail fonctionnel pour optimiser en continue le fonctionnement global de l\u2019entreprise. Parfaitement adapt\u00e9e \u00e0 l\u2019organisation de la Supply Chain et \u00e0 la gestion des entrep\u00f4ts, elle est indissociable du Lean Logistics. Les 5 S, issus du japonais, se d\u00e9composent ainsi\u00a0:<\/p>\n

        \n
      • \n

        Seiri<\/b>\u00a0: Se d\u00e9barrasser de l\u2019inutile<\/p>\n<\/li>\n<\/ul>\n

        L\u2019objectif est ici d\u2019\u00e9liminer tout ce qui n\u2019a pas sa place en entrep\u00f4t de mani\u00e8re \u00e0 ne pas encombrer inutilement l\u2019espace de travail.<\/p>\n

          \n
        • \n

          Seiso<\/b>: Faire scintiller, gagner en propret\u00e9<\/p>\n<\/li>\n<\/ul>\n

          L\u2019id\u00e9e est de toujours conserver en parfait \u00e9tat de propret\u00e9 l\u2019ensemble des mat\u00e9riels utilis\u00e9s en entrep\u00f4t, du chariot \u00e9l\u00e9vateur au transpalette, de mani\u00e8re assurer en permanence leur fonctionnement optimal et \u00e9viter de risquer de les immobiliser inutilement.<\/p>\n

            \n
          • \n

            Seiton<\/b>\u00a0: Organiser au mieux son lieu de travail<\/p>\n<\/li>\n<\/ul>\n

            La parfaite organisation de l\u2019espace, le bon rangement des outils et des mat\u00e9riels, vise \u00e0 \u00e9viter les pertes de temps et d\u2019\u00e9nergie.<\/p>\n

              \n
            • \n

              Seiketsu<\/b>\u00a0: Standardiser les r\u00e8gles<\/p>\n<\/li>\n<\/ul>\n

              La standardisation des principes h\u00e9rit\u00e9s de la m\u00e9thode 5 S, autrement dit leur respect scrupuleux et quotidien, est le gage de leur efficacit\u00e9.<\/p>\n

                \n
              • \n

                Shitsuke<\/b>: Suivre les am\u00e9liorations et progresser.<\/p>\n<\/li>\n<\/ul>\n

                La m\u00e9thode 5 S resterait sans efficacit\u00e9 r\u00e9elle si elle n\u2019\u00e9tait pas appliqu\u00e9e avec rigueur et d\u00e9termination. Elle suppose par cons\u00e9quent l\u2019implication r\u00e9elle de tous les collaborateurs. De cette fa\u00e7on, en cas d\u2019\u00e9v\u00e8nements perturbateurs impr\u00e9vus, l\u2019ensemble des \u00e9nergies pourra \u00eatre consacr\u00e9e \u00e0 la r\u00e9solution rapide de la difficult\u00e9 pour garantir la r\u00e9silience rapide de la chaine logistique.<\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

                **La pand\u00e9mie de Covid-19 a impact\u00e9 massivement, mais aussi r\u00e9v\u00e9l\u00e9 l\u2019importance fondamentale de la Supply Chain. Pour r\u00e9pondre aux nouveaux d\u00e9fis qui s\u2019offrent \u00e0 elle, la logistique doit s\u2019inscrire dans une logique d\u2019am\u00e9lioration permanente. C\u2019est l\u2019enjeu du Lean Logistics, qui applique \u00e0 la Supply Chain les principes fondamentaux de la m\u00e9thodologie Lean.** Comme tous les process d\u2019am\u00e9lioration inspir\u00e9s de la...<\/p>\n","protected":false},"author":2,"featured_media":25847,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[110],"tags":[976,978,178,3393],"class_list":["post-40851","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-travailler-malin-et-efficacement","tag-lean-management-fr-be","tag-logistics","tag-logistique","tag-supply-chain"],"aioseo_notices":[],"yoast_head":"\nDu Lean Management au Lean Logistics - Manutan NV<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.manutan.be\/blog\/fr-be\/du-lean-management-au-lean-logistics\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Du Lean Management au Lean Logistics - Manutan NV\" \/>\n<meta property=\"og:description\" content=\"**La pand\u00e9mie de Covid-19 a impact\u00e9 massivement, mais aussi r\u00e9v\u00e9l\u00e9 l\u2019importance fondamentale de la Supply Chain. Pour r\u00e9pondre aux nouveaux d\u00e9fis qui s\u2019offrent \u00e0 elle, la logistique doit s\u2019inscrire dans une logique d\u2019am\u00e9lioration permanente. 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