Organisation d'une action de formation en

Management Opérationnel

Kaizen Academy Algérie :

Académie de l’excellence opérationnelle

Module : Management stratégique des entreprises

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 Module1 : Management stratégique des entreprises

Module 1 – 3 Jours – Management stratégique des entreprises

Objectifs du module :
Apprendre l’essentielle de l’analyse stratégique pour mieux comprendre les
exigences de son marché ainsi que les tendances des besoins clients, pour mieux
anticiper les changements ,acquérir & conserver un avantage concurrentiel.

Formateur : M. BERKANI

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I. Elaborer la stratégie de son entreprise
• a- Les fondamentaux de la stratégie :
• La notion de Stakeholder & leurs attentes,
la matrice de Forces & intérêts
• La notion d’avantage concurrentiel
• b- Le diagnostic stratégique
• Les concepts et les méthodes d'analyse
stratégique.
II. L’analyse de l’environnement Externe
opportunités et menaces :
• prospective : PESTEL ;
• cycle de vie du secteur ou du produit ;
• le secteur d'activité : matrice de PORTER ;
• le mapping des concurrents : Prix- gammes
• facteurs clés de succès du métier ;
• positionnement des concurrents.
III. L’analyse de l’environnement Interne forces et
faiblesses :
Programme détaillé :
• Audit des ressources d’avantage
concurrentiel
• segmentation stratégique : les DAS ;
• attraits et atouts des DAS ;
• analyse de la chaîne de valeur (Value
System)
• les compétences clés de l'entreprise.
I. Faire son choix de la stratégie : secteurs,
produits, régions, segment de marché, client à
cibler :
• de l'audit EMOFF aux choix stratégiques ;
• missions, vision ;
• les 3 stratégies de PORTER ;
• identifier les clients qui apportent de la
valeur ;
• comprendre ce à quoi les clients attachent
de la valeur.
• La matrice BCG : identifier les produits
vaches à lait & autres opportunités
II. Déployer sa stratégie d’entreprise :
• Différents types de stratégies de
développement : 3
• La montre de Bowman’s
• la Matrice Produit /Marché d’Ansoff : pour
étudier le marché
• Croissance, diversification, océan bleu
• Innovation & intégration du digital dans
son activité
• 4. Aperçu sur le Business Plan
• Prérequis pour la création de son business
plan
• Création de son business Plan
• Lecture & évaluation d’un business plan
•  
• 5. Conception et architecture d’organisation
• Typologie d’organisation des entreprises
• Comment choisir son Organisation :
Organisation par métier, par service
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OPEX DMAIC Routemap Slides

These slides contain copyright material from the publication ‘Lean Six Sigma and Minitab’,
published by OPEX Resources Ltd.

The use of these slides is subject to the conditions on slide 2.

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OPEX DMAIC Routemap Slide Permissions

The material in these slides (the “Slides”) is reproduced from the book ‘Lean Six Sigma and
Minitab’, published by OPEX Resources Ltd. The Slides are copyright to OPEX Resources Ltd.

The Slides are only for use by persons and organisations that have purchased our ‘Lean Six
Sigma and Minitab’ publication. It is intended that they be embedded within existing
training slides in order to provide a common structure with the ‘Lean Six Sigma and Minitab’
publication.

Permission is given to use the materials contained in these Slides for training purposes only,
subject to the following:

• That the user has purchased the ‘Lean Six Sigma and Minitab’ publication for use
alongside these Slides.
• That the Slides retain the Copyright text in all applications.
• That the content of the Slides not be modified in any way, other than graphically for
formatting purposes.
• That the user should not hold themselves out as the owner of the copyright in the
materials, or charge a fee for the use of the materials.

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 DMAIC – Flux logique pour resoudre les
problemes

Définir Mesurer Analyser Ameliorer Controler

le Problème le Process le Process le Process le Process

Valider les
Cloture du
gains du
projet
projet
Approche itterative

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 The flow of the Define Phase

Define Measure Analyse Improve Control

Define the Understand Define the Manage the Gain project

business case the customer process project approval

“To develop a clear project charter based on a real problem

that is relevant to the customer, and that will provide
significant benefits to the organisation.”
© OPEX Resources Ltd. 2004-2019
From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

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 The flow of the Define Phase

Define Measure Analyse Improve Control

Define the Understand Define the Manage the Gain project

business case the customer process project approval

How does the Who? Where?

problem link to When? How?
the customer?

What’s wrong? Are you clear which Does the project

What do you want process the problem have the buy-in
to achieve? relates to? to proceed and
succeed?

DO IT WITH KAIZEN WAY

 The flow of the Define Phase

Define Measure Analyse Improve Control

Define the Understand Define the Manage the Gain project

business case the customer process project approval

How does the Who? Where?

problem link to When? How?
the customer?

What’s wrong? Are you clear which Does the project

What do you want process the problem have the buy-in
to achieve? relates to? to proceed and
succeed?

DO IT WITH KAIZEN WAY

 The flow of the Define Phase

Define Measure Analyse Improve Control

Define the Understand the Define the Manage the Gain project
business case customer process project approval

How does the Who? Where?

problem link to the When? How?
customer?

What’s wrong? What Are you clear which Does the project
do you want to process the problem have the buy-in
achieve? relates to? to proceed and
succeed?

DO IT WITH KAIZEN WAY

 The flow of the Define Phase

Define Measure Analyse Improve Control

Define the Understand Define the Manage the Gain project

business case the customer process project approval

How does the Who? Where?

problem link to When? How?
the customer?

What’s wrong? What Are you clear which Does the project
do you want to process the problem have the buy-in
achieve? relates to? to proceed and
succeed?

DO IT WITH KAIZEN WAY

 The flow of the Define Phase

Define Measure Analyse Improve Control

Define the Understand Define the Manage the Gain project

business case the customer process project approval

How does the Who? Where?

problem link to When? How?
the customer?

What’s wrong? What Are you clear which Does the project
do you want to process the problem have the buy-in
achieve? relates to? to proceed and
succeed?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

DO IT WITH KAIZEN WAY

 The flow of the Define Phase

Define Measure Analyse Improve Control

Define the Understand Define the Manage the Gain project

business case the customer process project approval

How does the Who? Where?

problem link to When? How?
the customer?

What’s wrong? What Are you clear which Does the project
do you want to process the problem have the buy-in to
achieve? relates to? proceed and
succeed?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

DO IT WITH KAIZEN WAY

The flow of the Measure Phase

Define Measure Analyse Improve Control

Develop Understand Baseline Process

Collect Check the data
process process capability &
process data quality
measures behaviour potential

“To understand and baseline the current performance of the

process, through a set of relevant and robust measures (KPIs).”

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

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The flow of the Measure Phase

Define Measure Analyse Improve Control

Develop Understand Baseline Process

Collect Check the data
process process capability &
process data quality
measures behaviour potential

When and where How does the

does the data process currently
come from? behave?

How do you Does the data What is the current

measure the represent what you performance of the
problem? think it does? process with
respect to the
customer?

DO IT WITH KAIZEN WAY

The flow of the Measure Phase

Define Measure Analyse Improve Control

Develop Understand Baseline Process

Collect process Check the data
process process capability &
data quality
measures behaviour potential

When and where How does the

does the data process currently
come from? behave?

How do you Does the data represent What is the current

measure the what you think it does? performance of the
problem? process with respect
to the customer?

DO IT WITH KAIZEN WAY

 The flow of the Measure Phase

Define Measure Analyse Improve Control

Develop Understand Baseline Process

Collect process Check the data
process process capability &
data quality
measures behaviour potential

When and where How does the

does the data process currently
come from? behave?

How do you measure Does the data represent What is the current
the problem? what you think it does? performance of the
process with respect
to the customer?

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 The flow of the Measure Phase

Define Measure Analyse Improve Control

Develop Understand Baseline Process

Collect process Check the data
process process capability &
data quality
measures behaviour potential

D‘ou et quand les Comment se

données sont comporte le
fournis? processus
actuellement?
Comment mesurer le Les données Quelle est la
problème? représentent-elles ce que performance actuelle
vous pensez qu'elles du processus par
font? rapport au client?

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 The flow of the Measure Phase

Define Measure Analyse Improve Control

Develop Understand Baseline Process

Collect process Check the data
process process capability &
data quality
measures behaviour potential

When and where How does the

does the data process currently
come from? behave?

How do you measure Does the data represent What is the current
the problem? what you think it does? performance of the
process with respect
to the customer?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

DO IT WITH KAIZEN WAY

 The flow of the Measure Phase

Define Measure Analyse Improve Control

Develop Understand Baseline Process

Collect process Check the data
process process capability &
data quality
measures behaviour potential

When and where How does the

does the data process currently
come from? behave?

How do you measure Does the data represent What is the current
the problem? what you think it does? performance of the
process with respect
to the customer?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

DO IT WITH KAIZEN WAY

The flow of the Analyse Phase

Define Measure Analyse Improve Control

Develop theories Verify root causes

Analyse the Analyse
and ideas (possible and understand
process the data
root causes) cause and effect

“To find the root causes of the problem, and

understand/quantify their effect on process performance.”

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

DO IT WITH KAIZEN WAY

 The flow of the Analyse Phase

Define Measure Analyse Improve Control

Develop theories Verify root causes

Analyse the Analyse
and ideas (possible and understand
process the data
root causes) cause and effect

What does the How does the

existing process root cause affect
knowledge say? the process
output?
How does the process What does the
actually work? data say?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

DO IT WITH KAIZEN WAY

 The flow of the Analyse Phase

Define Measure Analyse Improve Control

Develop theories and Verify root causes

Analyse the Analyse the
ideas (possible root and understand
process data
causes) cause and effect

What does the How does the root

existing process cause affect the
knowledge say? process output?

How does the process What does the

actually work? data say?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

DO IT WITH KAIZEN WAY

 The flow of the Analyse Phase

Define Measure Analyse Improve Control

Develop theories and Verify root causes

Analyse the
Analyse the process ideas (possible root and understand
data
causes) cause and effect

What does the How does the root

existing process cause affect the
knowledge say? process output?

How does the process What does the

actually work? data say?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

DO IT WITH KAIZEN WAY

 The flow of the Analyse Phase

Define Measure Analyse Improve Control

Develop theories and Verify root causes

Analyse the
Analyse the process ideas (possible root and understand
data
causes) cause and effect

What does the How does the root

existing process cause affect the
knowledge say? process output?

How does the process What does the

actually work? data say?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

DO IT WITH KAIZEN WAY

 The flow of the Analyse Phase

Define Measure Analyse Improve Control

Develop theories and Verify root causes

Analyse the
Analyse the process ideas (possible root and understand
data
causes) cause and effect

What does the How does the

existing process root cause affect
knowledge say? the process
output?
How does the process What does the
actually work? data say?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

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 The flow of the Improve Phase

Define Measure Analyse Improve Control

Generate Select the

Assess the risks Pilot and implement
potential solutions best solutions

“To develop, select and implement the best solutions,

with controlled risks.”

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

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 The flow of the Improve Phase

Define Measure Analyse Improve Control

Generate Select the

Assess the risks Pilot and implement
potential solutions best solutions

Which solutions When, where and

are most likely to how will the solutions
work? be implemented?

What are all the What are the risks

different possible of implementing
solutions? the solutions?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

DO IT WITH KAIZEN WAY

 The flow of the Improve Phase

Define Measure Analyse Improve Control

Generate Select the best

Assess the risks Pilot and implement
potential solutions solutions

Which solutions When, where and how

are most likely to will the solutions be
work? implemented?

What are all the What are the risks of

different possible implementing the
solutions? solutions?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

DO IT WITH KAIZEN WAY

 The flow of the Improve Phase

Define Measure Analyse Improve Control

Generate potential Select the best

Assess the risks Pilot and implement
solutions solutions

Which solutions When, where and how

are most likely to will the solutions be
work? implemented?

What are all the different What are the risks of

possible solutions? implementing the
solutions?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

DO IT WITH KAIZEN WAY

 The flow of the Improve Phase

Define Measure Analyse Improve Control

Generate potential Select the best

Assess the risks Pilot and implement
solutions solutions

Which solutions When, where and how

are most likely to will the solutions be
work? implemented?

What are all the different What are the risks of

possible solutions? implementing the
solutions?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

DO IT WITH KAIZEN WAY

 The flow of the Improve Phase

Define Measure Analyse Improve Control

Generate potential Select the best

Assess the risks Pilot and implement
solutions solutions

Which solutions When, where and how

are most likely to will the solutions be
work? implemented?

What are all the different What are the risks of

possible solutions? implementing the
solutions?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

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 The flow of the Control Phase

Define Measure Analyse Improve Control

Implement ongoing Standardise Quantify the

Close the project
measurement the solutions improvement

“To ensure the solutions are embedded, the process

has robust controls, and the project has clear closure.”

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

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 The flow of the Control Phase

Define Measure Analyse Improve Control

Implement ongoing Standardise Quantify the

Close the project
measurement the solutions improvement

Have the changes Does the project

become ‘business have a clear
as usual‘? closure process?

How will the process Has the project goal

be measured after been achieved?
the project?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

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 The flow of the Control Phase

Define Measure Analyse Improve Control

Implement ongoing Standardise the Quantify the

Close the project
measurement solutions improvement

Have the changes Does the project

become ‘business as have a clear closure
usual‘? process?

How will the process Has the project goal

be measured after been achieved?
the project?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

DO IT WITH KAIZEN WAY

 The flow of the Control Phase

Define Measure Analyse Improve Control

Implement ongoing Standardise the Quantify the

Close the project
measurement solutions improvement

Have the changes Does the project

become ‘business as have a clear closure
usual‘? process?

How will the process Has the project goal

be measured after the been achieved?
project?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

DO IT WITH KAIZEN WAY

 The flow of the Control Phase

Define Measure Analyse Improve Control

Implement ongoing Standardise the Quantify the

Close the project
measurement solutions improvement

Have the changes Does the project

become ‘business as have a clear closure
usual‘? process?

How will the process Has the project goal

be measured after the been achieved?
project?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

DO IT WITH KAIZEN WAY

 The flow of the Control Phase

Define Measure Analyse Improve Control

Implement ongoing Standardise the Quantify the

Close the project
measurement solutions improvement

Have the changes Does the project

become ‘business as have a clear closure
usual‘? process?

How will the process Has the project goal

be measured after the been achieved?
project?

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

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 Measurement System Analysis Routemap
The tools for assessing the Start here Possible actions for improving the
measurement system… measurement system…

Rule of tens Check for rounding during data collection.

No
Is the resolution Use full resolution of measurement system.
Minitab’s ‘number of Improve resolution of measurement system
distinct categories’ acceptable? (upgrade or replace equipment or system).

Yes

Attribute GR&R – with a known Is the level of Calibrate the measurement system.
No
standard Improve/communicate the operational definition.
bias (accuracy)
MSA Drilldown Redesign measurement system to reflect the
acceptable? operational definition.

Yes

Gage R&R Study Is the level of No Same as above, plus:

Attribute GR&R Study Develop operating procedures for use of
precision measurement system, and train users.
MSA Drilldown acceptable? Ensure measurement system is fit for purpose.

Yes
Move on with the project!

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 Process Capability Routemap
Calculate the Clarify if your % defective Convert into a Calculate
% Defective is short or long term Sigma Level Sigma Shift

Continuous Data
LSL USL

Short Short
%ST ZST Term
Term Metrics
Count Data
Bad
Sigma
Good

ZSHIFT Shift
0 1 2 3
Defects
Long %LT Long
Term
PPM ZLT Term
Attribute Data DPMO Metrics

You can use the PPM or DPMO metrics to present the % defective in the long term.
Good Bad

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The Process Door Routemap
Getting to know the process as it
actually happens…
- Process Mapping & Value Stream Mapping
- Time Value Maps and Value Add Charts
- Seven Wastes and Spaghetti Diagrams
Understand which process inputs are critical
to customer requirements…
- Cause and Effect Matrix
Investigate a defect to understand its root
cause…
- 5 Whys
Assessing what could go wrong and where…
- Failure Mode and Effects Analysis (FMEA)
Understanding what does go wrong in the
process and where…
- Affinity Diagrams
- Measles Charts
Identifying possible root causes…
- Brainstorming
Structure possible root causes in a logical
manner…
- Fishbone (Cause and Effect) Diagrams
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The Data Door Routemap
For graphical analysis… For statistical analysis…

Looking at distributions… Deciding if data fits a particular model…

- Histogram, Dot Plot - Normality Test (Anderson Darling)
- Minitab’s Graphical Summary - Individual Distribution Identification
- Probability Plot
Deciding if changes over time are significant…
Looking for changes over time… - Statistical Process Control (SPC)
- Time Series Plot, Trend Analysis - Run Charts

Deciding if groups of data are different, and

Comparing distributions or groups of data… quantifying the difference…
- Box Plots and Individual Value Plots
- Confidence Intervals
- Multi-Vari Chart
- Hypothesis testing
Comparing proportions and percentages…
- 100% Stacked Bar Chart Quantifying the relationships between
process inputs and outputs…
Looking for relationships between data sets… - Correlation & Regression
- Scatter Plot, Matrix Plot - Simple Regression, Fitted Line Plot,
- Bubble Plot - Multiple Regression, Binary Logistic Regression

Adjusting the process to look for relationships

Looking at different categories of data… between its inputs and outputs…
- Pareto Chart
- Design of Experiments (DOE)
© OPEX Resources Ltd. 2004-2019
From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906 DO IT WITH KAIZEN WAY
Hypothesis Tests for Averages

You want to compare the averages of

Start here: some samples of data to decide if
they are statistically different.

Not sure Are the samples Normally No You could try transforming the data using
distributed ? Data Transformation.
Tukey’s Quick Test
Yes OR
For comparing the averages
of two samples.
How many samples do You could compare the median values
of the samples instead.
you want to compare ?

One Two Three or more

1 Sample t-Test 2 Sample t-Test One Way ANOVA

For comparing the average of one For comparing the averages of two For comparing the averages of three
sample against a specific target or samples against each other. or more samples against each
historical average. other.
or

Paired t-Test
For comparing the averages of two
samples that are linked in pairs.

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906
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Hypothesis Tests for Medians

You want to compare the medians of some

Start here: samples of data to decide if they are
‘statistically’ different.

Yes Are the samples Normally

distributed?
Don’t forget that you
can also test for No
differences in average.
How many samples do
you want to compare?

One Two or more

Are there any obvious

outliers in your samples?
Yes No

1 Sample Sign Test Mood’s Median Test Kruskal-Wallis Test

For comparing the median of one For comparing the medians of two or For comparing the medians of two or
sample against a specific target or more samples (that have outliers) more samples (with no outliers)
historical average. against each other. against each other.

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906
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Hypothesis Tests for Standard Deviation

You want to compare the standard deviation

Start here: of some samples of data to decide if their
variation is statistically different.

Are the samples

Normally distributed?
No Yes

How many samples do you

want to compare?
Two Three or more

Levene’s Test F-Test Bartlett’s Test

For comparing the standard For comparing the standard For comparing the standard
deviations of two or more samples deviations of two samples that deviations of three or more
that are not Normally distributed. are Normally distributed. samples that are Normally
distributed.

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

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Hypothesis Tests for Proportions

You want to compare the proportions or percentages of different

Start here:
samples of data to decide if they are statistically different.

How many proportions do

you want to compare ?

One Three or more

Two

1 Proportion Test 2 Proportions Test Chi-Square Test

For comparing a proportion For comparing two proportions For comparing three or more
against a specific target or against each other. proportions against each other.
historical proportion.

© OPEX Resources Ltd. 2004-2019

From ‘Lean Six Sigma and Minitab’, ISBN 9780995789906

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Statistical Process Control - Routemap

Start here: What type of data do you have?

Continuous Count Attribute

Is the data in individuals U Chart P Chart

or in rational For analysing the Count or For analysing proportions
subgroups? Defects per Unit (DPU) or percentages.

Or Or
Laney U’ Chart Laney P’ Chart
For analysing Counts or For analysing proportions
Defects per Unit with larger or percentages with larger
samples samples.

Individuals Subgroups

I-MR Chart X Bar–R Chart OR X Bar-S Chart

For analysing individual For analysing the averages of For analysing the average of large
data points small subgroups (2-9). subgroups (more than 10).

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