Modèle dynamique d’amélioration : un cadre théorique permettant le succès des stratégies corporatives de résolution de problèmes et d'amélioration

Abstract

Why problem solving strategies fail and how to avoid these failures? This research aims to understand the context in which problem solving is conducted, the interrelationships of factors that influence it and, what would be the most successful approach to begin with. Among the main topics covered: characterization of problems, pitfalls, human factors, organizational maturity and modes of intervention. Using the research action methodology, this thesis is the result of an exploratory research, based on the literature and best practices identified in industry. A key finding is that there are three mutually reinforcing dimensions behind the context; the problematic situation, the problem solver and the methodology. The management is a meta dimension that allows the first three to evolve, based on the maturity level. The key finding is that conventional problem solving approaches emphasise energy and resources on the methodology and tools. This justifies the development of experts working on problems compatible with tools, far from the operations. The definition and prioritization of problematic situations are therefore neglected. In addition, the author has identified the response time and the perception of context as the two main factors of failure. We prescribe that, regardless of the level of maturity, the organizations should: 1) reduce the time of detection, management and resolution of problems; 2) go see, exhaustively define and measure the components of symptoms and problematic situations in collaborative multidisciplinary teams, including people directly involved; 3) in all circumstances, address the resolution of problematic situations with a simple methodology aimed for root cause analysis such as A3 or 8D.

Date	11 Mar 2013
Original language	French
Awarding Institution	École de technologie supérieure
Supervisor	Michel Rioux (Supervisor)