| This project studies an integration methodology for the Lean manufacturing approach that is present in " Le guide des bonnes pratiques en amelioration continue au Quebec " from MEQ (Manufacturiers et exportateurs du Quebec). It also tries to determine what are the characteristics of the Lean enterprises and it tries to find a way to follow the efficiency of a Lean integration. A survey was done with twenty-eight Quebec manufacturers, representing 7,3 % of all manufacturing workforce. The survey looks at twenty-two practices, thirty-one tools and nineteen other characteristics.;We discovered that six practices and two tools were characteristics of enterprises advanced in Lean. We also discover two characteristics that show a significant impact on enterprise performance, the first one is about organisational structure, the second one, is about culture. Although we didn't prove that MEQ's methodology give better results to enterprises who embrace it in is actual form, we discovered nine tools that, if use in synergy, offer better performances. These tools are: 5S, FMEA, standard agenda, ERP & MRP software, kanban, scoreboard, autonomation, A3 thinking and administrative process optimisation. These tools can explain 62 % of the performances differential variance. Therefore, we must refer to these tools has critical to achieve an efficient Lean integration.;These findings help us upgrade MEQ's model. First, we were able to determine which practices need to be integrated first to assure a good start to the Lean integration. These practices are: look for formation and Lean experience, measure and evaluate client satisfaction and specify the roles and responsibilities. In addition of this new knowledge, we propose a graphical tool to help the enterprise follow their nine critical tools. We also propose a leanness evaluation base on the nine critical tools and the observed and expect performances differential. This should give the enterprise a way to follow and maintain their Lean effort with more efficiency and proactivity. With these three additions MEQ's model should have everything it needs to give the Quebec manufacturers an applied and advantageous tool to succeed in the Lean enterprise transition and make a real difference in their performances.;Keywords : Lean, continuous improvement, Kaizen, Leanness... |
