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精益生产管理实务（苏州，11</SPAN></SPAN>月13-14</SPAN></SPAN>日）</SPAN></SPAN></SPAN> 【培训日期】</SPAN>2009</SPAN>年11</SPAN>月13-14</SPAN>日</SPAN></SPAN> 【培训地点】</SPAN>苏州</SPAN></SPAN> 【培训对象】</SPAN>企业中高层管理者、生产、物流、采购、质量部门经理、主管、精益专员等。</SPAN></SPAN> 【课程背景】</SPAN></SPAN> 市场经济高度发达的时代，客户的个性化需求变得越来越难以预测和应对，但惟有满足客户要求才是企业生存发展的根本。能灵活应对多品种、小批量、多交期、高质量、低成本及不断变化的生产模式—精益生产应运而生；精益生产既是一种以最大限度地减少企业生产所占用的资源和降低企业管理和运营成本为主要目标的生产方式，同时它又是一种理念，一种文化。本课程通过实战演练的模式让学员深刻体会精益生产的魅力及演变过程，掌握精益生产的核心思想。并能将所学结合工厂实际加以运用，避免教条主义和形式主义。讲师通过大量的案理分享和理论探讨，深入浅出的解析精益生产方式的精髓，通过分析精益生产实施过程中的误区和误解来探讨如何正确运用精益生产工具。</SPAN></SPAN> </SPAN> 【课程目的】</SPAN></SPAN> ■了解精益生产模式及实施基础；</SPAN></SPAN> ■掌握在实现精益生产过程中的五个原则；</SPAN></SPAN> ■掌握如何对生产过程进行价值分析；</SPAN></SPAN> ■初步掌握精益生产的常用工具；</SPAN></SPAN> ■掌握如何从精益角度出发理解成本控制的作用；</SPAN></SPAN> ■如何运用精益手法进行生产成本管理；</SPAN></SPAN> ■掌握精益成本的控制要点增加企业利润；</SPAN></SPAN> ■以精益管理达到消除浪费、降低成本的方法；</SPAN></SPAN> </SPAN> 【课程大纲】</SPAN></SPAN> </SPAN></SPAN>一.</SPAN>精益生产的起源和发展</SPAN></SPAN> ■</SPAN>精益生产的起源与发展过程</SPAN></SPAN> ■</SPAN>精益生产的目标 </SPAN></SPAN> ■</SPAN>精益生产改革的十大戒律 </SPAN></SPAN> ■</SPAN>丰田式生产方式 </SPAN></SPAN> ■</SPAN>精益生产实现的基础 </SPAN></SPAN> ■</SPAN>JIT</SPAN>与人机的自动化 </SPAN></SPAN> ■</SPAN>19</SPAN>项生产现状全面调查表</SPAN></SPAN> </SPAN> 二.</SPAN>精益生产的特点</SPAN></SPAN> 1.LP</SPAN>与大批量生产方式的比较</SPAN></SPAN> ■</SPAN>优化范围不同</SPAN></SPAN> ■</SPAN>对待库存的态度不同</SPAN></SPAN> ■</SPAN>业务控制观的不同</SPAN></SPAN> ■</SPAN>质量观的不同</SPAN></SPAN> ■</SPAN>对人的态度不同</SPAN></SPAN> </SPAN> 2.</SPAN>精益生产管理方法上的特点</SPAN></SPAN> ■</SPAN>拉动式准时化生产</SPAN></SPAN> ■</SPAN>全面质量管理</SPAN></SPAN> ■</SPAN>团队工作法（Teamwork</SPAN>）</SPAN></SPAN> ■</SPAN>并行工程（Concurrent Engineering</SPAN>）</SPAN></SPAN> </SPAN> 三. </SPAN>精益生产的体系结构</SPAN></SPAN> ■精益生产体系结构圈</SPAN></SPAN> ■精益生产管理思想核心的分析</SPAN></SPAN> </SPAN> 四.</SPAN>识别浪费</SPAN></SPAN> 1.</SPAN>生产过程中的七大浪费 </SPAN></SPAN> 2.</SPAN>现场浪费识别 </SPAN></SPAN> 3.</SPAN>浪费分析查检表运用 </SPAN></SPAN> ■</SPAN>等待浪费分析 </SPAN></SPAN> ■</SPAN>库存浪费分析 </SPAN></SPAN> ■</SPAN>生产过剩 </SPAN></SPAN> </SPAN> 五.</SPAN>精益价值流分析</SPAN></SPAN></SPAN> ■</SPAN>价值流分析的技术介绍</SPAN></SPAN> ■</SPAN>精益价值流图的画法</SPAN></SPAN> ■</SPAN>现状价值流</SPAN></SPAN> ■</SPAN>理想价值流</SPAN></SPAN> ■</SPAN>改善价值流的步骤与要领 </SPAN></SPAN> ■</SPAN>生产线与物流现状价值流图 </SPAN></SPAN> </SPAN> 六.</SPAN>生产平衡分析</SPAN></SPAN> ■</SPAN>瓶颈与约束理论</SPAN></SPAN> ■</SPAN>如何进行生产平衡分析和优化</SPAN></SPAN> ■</SPAN>生产效率提升</SPAN></SPAN> ■</SPAN>生产人员安排计算</SPAN></SPAN> ■</SPAN>柔性制造</SPAN></SPAN> ■</SPAN>如何实现按顾客需求节拍（TAKT</SPAN>）组织生产</SPAN></SPAN> ■</SPAN>练习和案例分析</SPAN></SPAN> </SPAN> 七.</SPAN>快速换模SMED</SPAN></SPAN> ■</SPAN>换模时间与生产批量</SPAN></SPAN> ■</SPAN>区分内部时间和外部时间</SPAN></SPAN> ■</SPAN>并行工程</SPAN></SPAN> ■</SPAN>快速换模技巧</SPAN></SPAN> ■</SPAN>快速换模案例分析</SPAN></SPAN> </SPAN> 八.</SPAN>单元生产与U</SPAN>型布局</SPAN></SPAN></SPAN> ■</SPAN>单元生产的特点</SPAN></SPAN> ■</SPAN>什么是生产周期</SPAN></SPAN> ■</SPAN>影响生产周期的因素</SPAN></SPAN> ■</SPAN>如何缩短生产周期</SPAN></SPAN> ■</SPAN>节拍生产的影响因素</SPAN></SPAN> ■</SPAN>U</SPAN>型布局的高效生产方式</SPAN></SPAN> ■</SPAN>单元生产的设计和优化</SPAN></SPAN> </SPAN> 九.</SPAN>精益看板KANBAN</SPAN>运用</SPAN> </SPAN></SPAN> ■</SPAN>JIT</SPAN> |