Bob989
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现场管理6S</SPAN>及现场改进实务（上海，9</SPAN>月19</SPAN>日）</SPAN></SPAN> 【培训日期】</SPAN>2009</SPAN>年9</SPAN>月19</SPAN>日</SPAN></SPAN> 【培训地点】</SPAN>上海</SPAN></SPAN> 【课程大纲】</SPAN></SPAN> 一、课程设计思路 </SPAN></SPAN> </SPAN></SPAN>本课程从实用出发，详细讲授企业推行6S</SPAN>活动的要点及难点，分析一般企业推行6S</SPAN>活动不成功的原因及问题,</SPAN>提供务实的解决方法,</SPAN>讲师将以实际6S</SPAN>的咨询案例为课堂案例，实用性、有效性是课程的最大特点。</SPAN></SPAN> </SPAN> 二、课程目的</SPAN></SPAN> ■全面掌握企业推行6S</SPAN>活动的要领及方法</SPAN></SPAN> ■了解企业推行6S</SPAN>活动的一般步骤</SPAN></SPAN> ■分析一般企业6S</SPAN>活动不成功的教训和6S</SPAN>活动的难点</SPAN></SPAN> ■实际视觉冲击，在现场拍一些典型照片，实际感受现场6S</SPAN>差距，转变认识</SPAN></SPAN> ■利用案例改变观念：课程会介绍十几个案例，来细致讲解6S</SPAN>的活动内容</SPAN></SPAN> ■理解公司推行6S</SPAN>活动对管理者推行的要求，并对6S</SPAN>活动思路达成共识</SPAN></SPAN> </SPAN> 三、课程大纲</SPAN></SPAN> 第一部分：现场管理的重要理念及6S</SPAN>概述</SPAN></SPAN> ■现代企业最大的不变就是不停的变化</SPAN></SPAN> ■确保执行力是6S</SPAN>活动的关键</SPAN></SPAN> ■6S</SPAN>“症状”分析</SPAN></SPAN> ■6S</SPAN>的起源、含义及其发展过程 </SPAN></SPAN> ■6S</SPAN>管理的作用和具体目的</SPAN></SPAN> ■6S</SPAN>之间的关系</SPAN></SPAN> ■6S</SPAN>管理实施的原则</SPAN></SPAN> ■推行6S</SPAN>成功的关键</SPAN></SPAN> </SPAN> 第二部分：企业6S</SPAN>活动的基础----</SPAN>现场定置管理</SPAN></SPAN> ■如何规划现场</SPAN></SPAN> ■定置管理应该处理的三个关系</SPAN></SPAN> ■定置标准和定置管理的基本原则</SPAN></SPAN> ■做好现场定置管理的要点及要求</SPAN></SPAN> ■现场定置管理案例图片学习</SPAN></SPAN> </SPAN> 第三部分:6S</SPAN>推进的要领和实施重点</SPAN></SPAN> ■整理推进的要领、重点及步骤</SPAN></SPAN> </SPAN></SPAN>案例：优秀企业整理活动大量案例图片学习</SPAN></SPAN> ■整顿推进的要领、重点及步骤</SPAN></SPAN> </SPAN></SPAN>案例：优秀企业整顿活动大量案例图片学习</SPAN></SPAN> ■清扫推进的要领、重点及步骤</SPAN></SPAN> </SPAN></SPAN>案例：优秀企业清扫活动大量案例图片学习</SPAN></SPAN> ■清洁推进的要领、重点及步骤</SPAN></SPAN> </SPAN></SPAN>案例：优秀企业清洁活动大量案例学习</SPAN></SPAN> ■素养的推进的重点、要领及步骤</SPAN></SPAN> </SPAN></SPAN>案例：优秀企业素养活动大量案例学习</SPAN></SPAN> ■安全推进的要领、重点及步骤</SPAN></SPAN> </SPAN></SPAN>安全推进的实战技巧</SPAN></SPAN> </SPAN> 第四部分: 6S</SPAN>的推进组织</SPAN></SPAN> ■6S</SPAN>推进的要决</SPAN></SPAN> ■6S</SPAN>推进组织的工作内容</SPAN></SPAN> ■6S</SPAN>推进计划的策划及进度控制</SPAN></SPAN> ■如何使6S</SPAN>推行工作变被动为主动</SPAN></SPAN> </SPAN> 第五部分:6S</SPAN>的推进步骤</SPAN></SPAN> ■推进6S</SPAN>的准备策划</SPAN></SPAN> </SPAN></SPAN>——准备策划的具体内容及工作步骤</SPAN></SPAN> </SPAN></SPAN>——准备策划阶段的实务案例</SPAN></SPAN> ■如何从样板区推广到全厂</SPAN></SPAN> ■整体提升及该阶段注意事项</SPAN></SPAN> ■目视管理阶段</SPAN></SPAN> ■精益求精阶段</SPAN></SPAN> ■维持改善阶段的内容及注意事项</SPAN></SPAN> </SPAN> 第六部分：6S</SPAN>推进的实务工具方法</SPAN></SPAN> ■准备策划阶段的实用工具</SPAN></SPAN> </SPAN></SPAN>——6S</SPAN>管理实施办法</SPAN></SPAN> </SPAN></SPAN>——6S</SPAN>项目宣传策划</SPAN></SPAN> </SPAN></SPAN>——整理、整顿作业规程</SPAN></SPAN> </SPAN></SPAN>——非必须品处理程序</SPAN></SPAN> ■红牌作战实施步骤及注意事项</SPAN></SPAN> ■目视、看板、颜色管理实务</SPAN></SPAN> </SPAN></SPAN>案例：优秀企业大量案例图片学习</SPAN></SPAN> ■5W1H</SPAN>、思维方法及PDCA</SPAN>法</SPAN></SPAN> </SPAN> 第七部分:6S</SPAN>的评比与考核</SPAN></SPAN> ■6S</SPAN>检查表的制定</SPAN></SPAN> ■6S</SPAN>重点检查内容</SPAN></SPAN> ■如何制定6S</SPAN>考核评分标准</SPAN></SPAN> ■确定各单位的平衡系数</SPAN></SPAN> ■考核检查前后准备些什么</SPAN></SPAN> ■案例：6S</SPAN>竞赛活动</SPAN></SPAN> ■6S</SPAN>考核评分细则说明</SPAN></SPAN> ■6S</SPAN>的评分总结</SPAN></SPAN> ■持续改进</SPAN></SPAN> </SPAN> 第八部分: </SPAN>6S</SPAN>成果发表会及6S</SPAN>文件的编制 </SPAN></SPAN> ■6S</SPAN>成果发表会的时机选择 |