{"id":12080,"date":"2021-12-30T11:19:33","date_gmt":"2021-12-30T11:19:33","guid":{"rendered":"https:\/\/www.cft-group.com\/le-business-model-ats-chez-cft\/"},"modified":"2026-05-26T10:33:47","modified_gmt":"2026-05-26T10:33:47","slug":"le-business-model-ats-chez-cft","status":"publish","type":"post","link":"https:\/\/www.cft-group.com\/fr\/le-business-model-ats-chez-cft\/","title":{"rendered":"Le business model ATS chez CFT"},"content":{"rendered":" \n

Le business model ATS, introduit par ATS Automation<\/a> chez CFT, est un langage commun pour cr\u00e9er une culture g\u00e9n\u00e9ralis\u00e9e qui place les personnes <\/em>au centre des activit\u00e9s. Le business model ATS est ancr\u00e9 dans la d\u00e9marche Lean, c\u2019est-\u00e0-dire une m\u00e9thode \u00e9prouv\u00e9e et syst\u00e9matique d\u2019\u00e9limination des gaspillages, de r\u00e9solution des probl\u00e8mes et d\u2019am\u00e9lioration continue (kaizen<\/em>) des processus<\/em> afin de s\u2019assurer de cr\u00e9er de la valeur pour le client (performance<\/em>).<\/p> \n \n

\u00ab\u00a0Ne pas avoir de probl\u00e8mes est le plus grand des probl\u00e8mes\u00a0\u00bb<\/em> Taiici Ohno<\/p><\/blockquote> \n \n

Pourquoi le business model ATS\u00a0? Le client au centre\u00a0!<\/h2> \n \n

Le point de d\u00e9part de ce mod\u00e8le est la valeur, qui \u00ab\u00a0ne peut \u00eatre d\u00e9finie que par le client final. Elle ne prend tout son sens que lorsqu\u2019elle est exprim\u00e9e en termes de produit\/service capable de satisfaire ses besoins \u00e0 un prix et \u00e0 un moment donn\u00e9s<\/em>r\u00a0\u00bb (1)<\/sup>.<\/p> \n \n

La valeur que nous cr\u00e9ons pour le client est repr\u00e9sent\u00e9e par toutes les caract\u00e9ristiques de notre produit\/service que le client consid\u00e8re comme n\u00e9cessaires et pour lesquelles il est pr\u00eat \u00e0 payer. La cha\u00eene de valeur comprend toutes les activit\u00e9s et actions requises, qu\u2019elles soient ou non \u00e0 valeur ajout\u00e9e. Ces derni\u00e8res sont appel\u00e9es \u00ab\u00a0muda\u00a0\u00bb (gaspillage). Le gaspillage comprend toute activit\u00e9 qui absorbe des ressources et ne cr\u00e9e pas de valeur\u00a0: d\u00e9fauts dans les produits n\u00e9cessitant des retouches, d\u00e9placements et transports de marchandises d\u2019un endroit \u00e0 un autre sans raison, attente pour des activit\u00e9s qui ne sont pas achev\u00e9es \u00e0 temps. Conna\u00eetre et \u00eatre capable de reconna\u00eetre les gaspillages devient donc aussi crucial que les analyser, les r\u00e9duire ou les \u00e9liminer.<\/p> \n \n

Outre le client final, il est \u00e9galement essentiel de conna\u00eetre ses clients internes<\/em> (coll\u00e8gues) et de collaborer avec eux, afin de veiller \u00e0 ce que l\u2019ensemble du flux d\u2019activit\u00e9s se d\u00e9roule avec un minimum de gaspillage.<\/p> \n \n

Comment\u00a0? Mesurons\u00a0!<\/h2> \n \n

Le cycle Planifier-Faire-V\u00e9rifier-Agir est \u00e0 la base de toutes les m\u00e9thodes et de tous les outils que nous appliquons\u00a0: nous mesurons nos objectifs et nos activit\u00e9s \u00e0 l\u2019aide d\u2019indicateurs num\u00e9riques, nous v\u00e9rifions les \u00e9carts, nous mettons en \u0153uvre des actions pour les r\u00e9duire et nous en contr\u00f4lons l\u2019efficacit\u00e9. Les m\u00e9thodes \u00e9prouv\u00e9es comprennent\u00a0: la r\u00e9solution de probl\u00e8mes<\/strong> qui nous am\u00e8ne \u00e0 identifier la cause premi\u00e8re des probl\u00e8mes, la gestion visuelle<\/strong> pour mettre rapidement en \u00e9vidence les probl\u00e8mes, la cartographie des processus<\/strong>, l\u2019 \u00e9tablissement de normes<\/strong> pour les r\u00e9unions et les routines quotidiennes.<\/p> \n \n

Am\u00e9lioration continue gr\u00e2ce \u00e0 l\u2019ABM.<\/h2> \n \n

Le cycle Planifier-Faire-V\u00e9rifier-Agir est \u00e0 la base de toutes les m\u00e9thodes et de tous les outils que nous appliquons\u00a0: nous mesurons nos objectifs et nos activit\u00e9s \u00e0 l\u2019aide d\u2019indicateurs num\u00e9riques, nous v\u00e9rifions les \u00e9carts, nous mettons en \u0153uvre des actions pour les r\u00e9duire et nous en contr\u00f4lons l\u2019efficacit\u00e9. Les m\u00e9thodes \u00e9prouv\u00e9es comprennent\u00a0: la r\u00e9solution de probl\u00e8mes<\/strong> qui nous am\u00e8ne \u00e0 identifier la cause premi\u00e8re des probl\u00e8mes, la gestion visuelle<\/strong> pour mettre rapidement en \u00e9vidence les probl\u00e8mes, la cartographie des processus<\/strong>, l\u2019 \u00e9tablissement de normes<\/strong> pour les r\u00e9unions et les routines quotidiennes.<\/p> \n \n

C\u2019est une responsabilit\u00e9 partag\u00e9e\u00a0!<\/h2> \n \n

Le business model ATS ne peut fonctionner qu\u2019avec l\u2019implication et l\u2019engagement de chacun d\u2019entre nous, car la \u00ab\u00a0vraie\u00a0\u00bb mani\u00e8re de faire du Lean est fortement li\u00e9e au comportement\u00a0: fixer des normes, les suivre avec discipline et m\u00e9thode, chaque jour, avec t\u00e9nacit\u00e9. Chacun d\u2019entre nous est personnellement appel\u00e9 \u00e0 conna\u00eetre ces outils et \u00e0 les int\u00e9grer dans ses propres activit\u00e9s dans le but de les rationaliser.<\/p> \n \n

Lorsque l\u2019engagement constant en faveur de l\u2019am\u00e9lioration continue devient une m\u00e9thode de travail \u00e0 tous les niveaux de l\u2019entreprise, on peut constater des am\u00e9liorations des performances, des processus r\u00e9glement\u00e9s et consid\u00e9rer les probl\u00e8mes comme des opportunit\u00e9s d\u2019am\u00e9lioration. Et surtout, on est capable de travailler r\u00e9ellement en \u00e9quipe, c\u2019est-\u00e0-dire comme un groupe de personnes qui se font confiance, se confrontent, sont pr\u00eates \u00e0 donner et \u00e0 recevoir des informations, dans le but commun de cr\u00e9er de la valeur pour nos clients internes et externes.<\/p> \n \n

\u00ab\u00a0Il est facile d\u2019avoir une id\u00e9e compliqu\u00e9e. Il est tr\u00e8s difficile d\u2019avoir une id\u00e9e simple<\/em>\u00a0\u00bb<\/p><\/blockquote> \n \n

<\/p> \n \n

(1)<\/sup> \u00ab\u00a0Lean Thinking\u00a0\u00bb J.P. Womack, D.T. Jones<\/p> \n","protected":false},"excerpt":{"rendered":"

Le business model ATS, introduit par ATS Automation chez CFT, est un langage commun pour cr\u00e9er une culture g\u00e9n\u00e9ralis\u00e9e qui place les personnes au centre des activit\u00e9s. Le business model ATS est ancr\u00e9 dans la d\u00e9marche Lean, c\u2019est-\u00e0-dire une m\u00e9thode \u00e9prouv\u00e9e et syst\u00e9matique d\u2019\u00e9limination des gaspillages, de r\u00e9solution des probl\u00e8mes et d\u2019am\u00e9lioration continue (kaizen) […]<\/p>\n","protected":false},"author":236,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_cr_original_post":"","_cr_replace_post_id":"","_cr_replacing_post_id":"","_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_post_was_ever_published":false},"categories":[3],"tags":[],"class_list":["post-12080","post","type-post","status-publish","format-standard","hentry","category-non-categorizzato","story-type-innovazione-cultura","topic-persone","topic-altre-notizie"],"yoast_head":"\nLe business model ATS chez CFT - CFT Food Machinery<\/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.cft-group.com\/fr\/le-business-model-ats-chez-cft\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Le business model ATS chez CFT - CFT Food Machinery\" \/>\n<meta property=\"og:description\" content=\" Le business model ATS, introduit par ATS Automation chez CFT, est un langage commun pour cr\u00e9er une culture g\u00e9n\u00e9ralis\u00e9e qui place les personnes au centre des activit\u00e9s. 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