Yanling164
博客自定义分类
|
制造业价值分析与成本控制（</SPAN>广州，12</SPAN>月23-25</SPAN>日）</SPAN></SPAN> 【培训日期】</SPAN>2009</SPAN>年</SPAN>12</SPAN>月23-25</SPAN>日</SPAN></SPAN> 【培训地点</SPAN>】</SPAN>广州</SPAN></SPAN> 【培训对象】</SPAN>企业总经理、副总经理、职能总监、降成本项目小组成员等。</SPAN></SPAN> 【备注说明】</SPAN>本培训班全年循环开课，如有需求，欢迎来电咨询！</SPAN></SPAN> 【课程背景】</SPAN></SPAN> 控制成本，就像心脏控制人体中的血液一样。健康的心脏必然带来健康的身体，有效的成本管理与控制必然带来高效的企业经营。降成本几乎是所有的企业都想尽了千方百计来控制成本，但是收效却甚微。</SPAN></SPAN> </SPAN> 【课程受益】</SPAN></SPAN> ■使原材料的利用率提升、人工效率提升、制造费用降低、减少浪费——降低成本；</SPAN></SPAN></SPAN> ■同时使现场管理者能够做事有标准——规范化；</SPAN></SPAN></SPAN> ■避免救火式解决问题——系统化；</SPAN></SPAN></SPAN> ■认识问题用数据说话、解决问题用管理工具——科学化。</SPAN></SPAN></SPAN> </SPAN> 【</SPAN>课程大纲</SPAN>】</SPAN></SPAN> <B>第一章 制造成本分析与控制</SPAN></SPAN> ■利润表-</SPAN>企业经营的收支构成</SPAN></SPAN></SPAN> ■本-</SPAN>量-</SPAN>利图和盈亏平衡点</SPAN></SPAN></SPAN> ■单位产品成本结构分析</SPAN></SPAN></SPAN> ■</SPAN>企业成本管理的主要指标</SPAN></SPAN> ■</SPAN>放大镜——</SPAN>从宏观到微观的CD</SPAN>工具</SPAN></SPAN> ■目标成本管理所处的位置</SPAN></SPAN></SPAN> ■企业成本管理循环</SPAN></SPAN></SPAN> </SPAN> <B>第二章 价值分析与价值工程</SPAN></SPAN> ■从价值分析（VA</SPAN>）到价值工程（VE</SPAN>）</SPAN></SPAN></SPAN> ■价值工程—突破性降低成本的管理技术</SPAN></SPAN></SPAN> ■价值工程的目的和思维方式，基本原理</SPAN></SPAN></SPAN> ■推行价值工程的五个基本原则</SPAN></SPAN></SPAN> ■价值工程在产品设计阶段的运用要点</SPAN></SPAN></SPAN> ■价值工程在产品生产阶段的运用要点</SPAN></SPAN></SPAN> ■价值工程在产品运输阶段的运用要点</SPAN></SPAN></SPAN> ■价值工程在产品生命周期的不同效益</SPAN></SPAN></SPAN> ■企业推行价值工程的组织方法</SPAN></SPAN></SPAN> </SPAN> <B>第三章 降成本方法</SPAN></SPAN> 1</SPAN>、降成本空间挖掘</SPAN></SPAN> ■市场竞争分析</SPAN></SPAN></SPAN> ■外部标杆管理</SPAN></SPAN></SPAN> ■内部标杆管理 </SPAN></SPAN></SPAN></SPAN> ■目标成本管理</SPAN></SPAN></SPAN> </SPAN> 2</SPAN>、直接材料成本构成及降成本途径</SPAN></SPAN> ■设计优化 </SPAN></SPAN></SPAN></SPAN> ■新技术运用</SPAN></SPAN></SPAN> ■材质变更 </SPAN></SPAN></SPAN></SPAN> ■工艺优化</SPAN></SPAN></SPAN> ■标准化作业 </SPAN></SPAN></SPAN></SPAN> ■战略性采购</SPAN></SPAN></SPAN> </SPAN> 3</SPAN>、辅助材料成本构成及降成本途径</SPAN></SPAN> ■使用寿命与综合单位成本管理</SPAN></SPAN></SPAN> ■工艺优化 </SPAN></SPAN></SPAN></SPAN> ■工装改进</SPAN></SPAN></SPAN> ■材质变更 </SPAN></SPAN></SPAN></SPAN> ■设备适应性改造</SPAN></SPAN></SPAN> </SPAN> 4</SPAN>、能源成本构成及CD</SPAN></SPAN> ■管理性措施</SPAN></SPAN></SPAN> ■技术性措施</SPAN></SPAN></SPAN> </SPAN> 5</SPAN>、设备修缮成本构成及降成本途径</SPAN></SPAN> ■总额管理与单台管理</SPAN></SPAN></SPAN> ■TPM</SPAN>全面设备维护活动</SPAN></SPAN></SPAN> ■三级维护体系 </SPAN></SPAN></SPAN></SPAN> ■设备适应性改造</SPAN></SPAN></SPAN> ■备品备件国产化</SPAN></SPAN></SPAN> </SPAN> 6</SPAN>、生产效率提升与降低人工成本的途径</SPAN></SPAN> ■生产效率PPH</SPAN>与人工成本</SPAN></SPAN></SPAN> ■IE</SPAN>改善与省人化活动</SPAN></SPAN></SPAN> ■精益生产革新</SPAN></SPAN></SPAN> ■新技术运用</SPAN></SPAN></SPAN> </SPAN> 7</SPAN>、质量成本构成及降成本途径</SPAN></SPAN> ■预防成本+</SPAN>检验成本+</SPAN>失败成本</SPAN></SPAN></SPAN> ■预见性质量改善</SPAN></SPAN></SPAN> ■质量成本的变化曲线</SPAN></SPAN></SPAN> ■主动的质量投资</SPAN></SPAN></SPAN> </SPAN> 8</SPAN>、物流成本构成及降成本途径</SPAN></SPAN> ■包装作用及包装结构</SPAN></SPAN></SPAN> ■包装方式优化 |