Lean management

In the face of increasing competition, at a national and international level, French companies have recognised the need to improve their competitiveness. They are therefore seeking methods and modes of organisation in order to meet their objectives in terms of quality, delivery schedules, safety, respect for the environment, cash flow and staff training.

Faced with this increasing demand from companies, ECAM Lyon has progressively emerged as the lead school in France in terms of Lean Management training. In 2009, the school went even further by establishing the first teaching platform in France dedicated to Lean Management: Inexo. This factory-school facilitates the teaching of Lean Management, by offering the opportunity to put the theory immediately into practice.

In addition to the specialised courses offered, ECAM Lyon also works on research axes led by Zahir Messaoudene, PhD in Industrial Engineering from the Louis Pasteur University of Strasbourg and teacher-researcher at ECAM Lyon in organisational learning and continued improvement.

His research work is based on company dynamics in the context of the incertitude, complexity and sustainability of excellence initiatives. He is concerned with the theories of organisational paradoxes in the context of changes within companies like Lean Management. He studies organisations when they are faced with organisational paradoxes such as learning, organisational identity and performance.

Performance and organisation of problem solving and continuous improvement processes.

Continuous improvement procedures recommend the development of individual and organisational apprenticeships in order to support problem-solving mechanisms. To that effect, companies employ continuous improvement strategies in different ways. However, only a few include learning of (and by) problem solving in their “deployment” strategy. In this research axis, studies carried out within companies aim at identifying strategies that could have a paradoxal impact on problem solving performance.

Individual, collective and organisational learning, as part of operational excellence procedures.

The objective of this research axis is to assess individual, collective and organisational learning maturity in the context of improvement projects. The team creates the tools that will allow the continuing development of improvement and problem solving processes.

Management of organisational paradox in the context of company transformation and change (Operational Excellence, Lean Management, « liberated » companies).

The aim of the work in this axis is to:

  • Develop a reference framework to facilitate the understanding of and to analyse the various organisational change processes
  • Offer a framework for the analysis of sources of ambivalence in what is said by players such as operators and intermediate managers, by carrying out interviews and the study of extracts of what they say.
  • Analyse the managerial skills of the key leaders for change.

The learning enterprise and its relationship with health, quality of life at work and global performance.

Continuous improvement procedures recommend the development of organisational learning to support global performance and to strengthen its place alongside ‘health and quality of life at work’ (‘S-QVT’). However, these performance improvement procedures are often implemented in a mechanistic fashion that prevents organisational learning. Companies have difficulty integrating learning as a strategic vehicle. This failure leads to a relational environment that is unfavourable to the development of learning organisations. This research axis observes and studies relationships between the organisational learning maturity of companies and the managerial practices that should support individual and collective learning including Quality of Life at Work.