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REX : A Performant Leverage at Schneider Electric

Schneider Electric (SE) is a major actor in industrial transformation. Its activities, carried out in the form of complex projects, generate significant data flows, which the company seeks to exploit in the form of feedback.
This practice consists in drawing lessons from the events that occur during the course of these projects, in order to capitalize on knowledge that can be reused in the future. At SE, REX is an operational management tool, consisting of three key stages (capitalization, treatment and exploitation), which takes into account the role of the actors and the diversity of practices in order to highlight the various roles REX plays in the organization, for employees and partners. At SE, REX is seen as an organizational learning process designed to maximize the company's performance.

The case presents REX as a performant leverage. It is structured in 2 parts. The first part presents REX as a management tool anchored in the France Automation Center, and its various roles within SE. The second part presents REX as part of an organizational learning process that acts on the company's memory and optimizes reporting, control, quality and customer satisfaction, while reinforcing surveillance and monitoring with the intention of continuously improving practices.

The appendices are conceptual elements designed to help participants answer the questions posed in the REX case study. They include information on the company, France Automation, the customercentric strategy, the digital community and the conceptual approach to VUCA model.
Objectifs pédagogiques
The pedagogical objectives of the case study are defined on the basis of this research case, which was carried out at Schneider Electric:

- Discover and understand what feedback means in an industrial company, beyond the collection and treatment of data related to industrial risks;
- Learn about and analyze REX as an operational management tool for developing an industry's performance;
- Understand how the regulatory constraints of REX, which are onerous, costly and often produce disappointing results, can become a performant leverage for the organization, its customers and partners;
- Working in collaborative mode: critical discussion and collective decision-making; Copyright © 2023 KEDGE Business School – Odile DE SAINT JULIEN - Myriam MECHKAK 5
- Stimulate participants' thinking around managerial risks, their consequences and the ability to innovate to turn a constraint into a living force at the service of the company, its employees and partners.
Feedback, risk management, performance, learning, organisational, operational management
Bachelor's and Master's students at management schools, and/or students on a double degree in engineering and management.
Anyone with an interest in feedback, either through initial or continuing training, or in the form of a seminar for project leaders and project teams, managers or anyone who is involved in feedback or who participates in or leads meetings on feedback, with a view to enhancing their knowledge and ability to exploit it and transform it into a lever for accelerating multiple performance.
Secteur d'activité
Manufacture of electrical distribution and control equipment
Caractéristiques particulières
- Template in Word format to be completed by the students and a correction to be projected.
- Debriefing PowerPoint : 20 slides.
Livraison par lien de téléchargement
12 avec 4 page(s) annexe(s)
plus de 3 heures (Four 1h30 sessions)
29 - Fabrication de machines et équipements
Oui (18 pages) - incluse

Adhérents : 360,00 € HT / Non adhérent : 720,00 € HT
* Usage illimité pour un campus sans limite de nombre d'étudiants.

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