Ed9445
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精益生产管理与丰田生产系统TPS</SPAN>实务（青岛，6</SPAN>月27-29</SPAN>日） </SPAN></SPAN> 【培训日期】</SPAN>2009</SPAN>年6</SPAN>月27-29</SPAN>日（三天）</SPAN></SPAN> 【培训地点】</SPAN>青岛</SPAN></SPAN> 【培训对象】</SPAN>总经理/</SPAN>运营副总、运作经理、精益/</SPAN>生产经理、物流经理、质量经理、物料经理等相关各部门经理和主管 </SPAN></SPAN></SPAN> 【课程目标】</SPAN></SPAN> </SPAN></SPAN>企业运作的目标是通过持续的消除浪费并向客户提供完美的价值，从而实现企业的内部增值过程。我们推出的精益系统整体方案将充分体现这一宗旨，为你介绍起始于丰田汽车公司的精益思想和精益生产系统的实施过程。目的在于： </SPAN></SPAN></SPAN> ■从客户的角度出发，认识价值和发现过程中的浪费，并持续消除浪费； </SPAN></SPAN></SPAN> ■采用精益化的拉动生产系统，有效控制过程中的库存，降低制造循环时间，提高过程的循环效率（库存、资金的周转率）及客户满意率； </SPAN></SPAN></SPAN> ■为降低或消除过程中的非增值活动，通过降低设置时间、TPM</SPAN>、Poka-Yoke</SPAN>，生产线平衡以及目视控制，标准化作业等具体的改善方法，降低制造成本并支持拉动生产系统的实施。</SPAN></SPAN> </SPAN> <B>【课程大纲】</SPAN></SPAN> <B>一、精益起源与TPS</SPAN>介绍</SPAN></SPAN> </SPAN></SPAN>■产品完整的物流或价值流</SPAN></SPAN> </SPAN></SPAN>■精益生产的优势</SPAN></SPAN> </SPAN></SPAN>■TPS</SPAN>－－丰田生产系统精益组织</SPAN></SPAN> </SPAN></SPAN>■精益生产的经营理念</SPAN></SPAN> </SPAN> <B>二、精益的五项基本原则</SPAN></SPAN> </SPAN> </SPAN>1</SPAN>）价值流与价值流图 </SPAN></SPAN> </SPAN>2</SPAN>）浪费 </SPAN></SPAN> </SPAN></SPAN>■常见的7</SPAN>种浪费 </SPAN></SPAN> </SPAN></SPAN>■识别客户增值与非增值（CVA & NVA</SPAN>）</SPAN></SPAN> </SPAN></SPAN>■看不见的浪费</SPAN></SPAN> </SPAN></SPAN>■利用价值流图来寻找20%</SPAN>的浪费</SPAN></SPAN> </SPAN> </SPAN>3</SPAN>）流动制造</SPAN></SPAN> </SPAN>4</SPAN>）拉动生产系统</SPAN></SPAN> </SPAN>5</SPAN>）持续改善(Kaizen) </SPAN></SPAN> </SPAN> <B>三、实施精益的起点－－价值流图分析VSM</SPAN></SPAN> </SPAN>1</SPAN>）目前状态价值流 </SPAN></SPAN> </SPAN></SPAN>■SIPOC</SPAN>图表</SPAN></SPAN> </SPAN></SPAN>■Top Down</SPAN>流程图</SPAN></SPAN> </SPAN></SPAN>■画过程流、材料流、信息流</SPAN></SPAN> </SPAN></SPAN>■数据收集与前置时间（LT</SPAN>）计算</SPAN></SPAN> </SPAN></SPAN>■现况价值流图示（模拟与实际应用）</SPAN></SPAN> </SPAN> </SPAN>2</SPAN>）数据在价值流图示的应用-</SPAN>改善机会识别及优先排序</SPAN></SPAN> </SPAN>3</SPAN>）改善后的过程－－未来状态价值流图示</SPAN></SPAN> </SPAN></SPAN>■什么使价值流精益</SPAN></SPAN> </SPAN></SPAN>■改善目标确定</SPAN></SPAN> </SPAN></SPAN>■没有浪费的精益过程</SPAN></SPAN> </SPAN></SPAN>■未来价值流图示（模拟与实际应用）</SPAN></SPAN> </SPAN> </SPAN>4</SPAN>）过程价值流改善工具的检讨（案例）</SPAN></SPAN> </SPAN> <B>四、精益工具的应用介绍</SPAN></SPAN> </SPAN>1</SPAN>）5S</SPAN>及目视管理</SPAN></SPAN> </SPAN></SPAN>■5S</SPAN>及目视管理介绍</SPAN></SPAN> </SPAN></SPAN>■实施5S</SPAN>的意义、计划、方法和步骤</SPAN></SPAN> </SPAN></SPAN>■目视管理的应用</SPAN></SPAN> </SPAN> </SPAN>2</SPAN>）快速换模与缩短前置时间</SPAN></SPAN> </SPAN></SPAN>■前置工作与快速换模的价值分析</SPAN></SPAN> </SPAN></SPAN>■快速换模及缩短前置时间的工具与方法</SPAN></SPAN> </SPAN> </SPAN>3</SPAN>）TPM</SPAN>改善</SPAN></SPAN> </SPAN></SPAN>■理解OEE</SPAN>及计算方法</SPAN></SPAN> </SPAN></SPAN>■如何计划和实施TPM</SPAN>工作</SPAN></SPAN> </SPAN> </SPAN>4</SPAN>）拉动系统和看板Kanban</SPAN>， </SPAN></SPAN> </SPAN></SPAN>■拉动式生产的支持系统介绍</SPAN></SPAN> </SPAN></SPAN>■拉动系统设计案例</SPAN></SPAN> </SPAN></SPAN>■KANBAN</SPAN>卡的使用方法</SPAN></SPAN> </SPAN></SPAN>■库存策略和解析批量</SPAN></SPAN> </SPAN> </SPAN>5</SPAN>）标准化作业</SPAN></SPAN> </SPAN></SPAN>■为什么需要标准化作业 |