Henry188
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精益生产管理和项目导入实务（上海，5</SPAN>月23-24</SPAN>日） </SPAN></SPAN> 【培训日期】</SPAN>2009</SPAN>年5</SPAN>月23-24</SPAN>日 </SPAN></SPAN></SPAN> 【培训地点】</SPAN>上海 </SPAN></SPAN></SPAN> 【培训对象】</SPAN>IE</SPAN>推行专员、工程师；生产/</SPAN>工程部经理/</SPAN>主管/</SPAN>工程师；对IE</SPAN>有较全面了解，并有一定实战经验的朋友；有一定管理实战经验，对企业内部运作有了解的朋友；对精益生产方式有兴趣的各行各业朋友 </SPAN></SPAN> </SPAN> 【课程背景】</SPAN></SPAN> 丰田公司一部汽车平均赚取2000</SPAN>美金；同期通用公司平均每部车赚200</SPAN>美金。</SPAN></SPAN> 10</SPAN>倍，为什么整整相差10</SPAN>倍？</SPAN></SPAN> 善于反思与学习的美国由麻省理工学院，投入5</SPAN>年时间与众多一流学者，基于对日本丰田生产方式（Toyota Production System</SPAN>）的研究与总结，提出的一种生产管理新思想：</SPAN></SPAN> 精益生产（Lean Production</SPAN>，简称LP</SPAN>）</SPAN></SPAN> 这种核心是消灭一切“浪费”的思想，并围绕此目标发展了一系列流线化、TPM</SPAN>、看板管理、IE</SPAN>技术等具体方法，逐渐形成了一套独具特色的生产经营管理体系。</SPAN></SPAN> 精益生产究竟是什么？究竟在做什么？</SPAN></SPAN> 理解错误可能从初始就导致了应用的失败。“理不明则行不正”，正确的认识与理解，对精益的实现生死攸关，甚至直接影响到企业十年后的市场地位。</SPAN></SPAN> </SPAN> 【课程目标】</SPAN></SPAN> </SPAN></SPAN>■使学员对精益生产有比较全面与深入的了解</SPAN></SPAN> </SPAN></SPAN>■能解决工作中实际存在的问题</SPAN></SPAN> </SPAN></SPAN>■具备推行精益生产的知识与实战技法，特别是精益之外的支持技能与知识，以及书本上比较少介绍的实战操作经验</SPAN></SPAN> </SPAN> 【课程大纲】</SPAN></SPAN> </SPAN> 一、精益思想概述</SPAN></SPAN> </SPAN></SPAN>■精益生产发展简史</SPAN></SPAN> </SPAN></SPAN>■精益生产思想与特点</SPAN></SPAN> </SPAN></SPAN>■精益思想在不同类型企业内的应用</SPAN></SPAN> </SPAN> 二、精益生产推行的项目阶段</SPAN></SPAN> </SPAN></SPAN>■精益生产项目的策划</SPAN></SPAN> </SPAN></SPAN>■精益生产推行的阶段划分</SPAN></SPAN> </SPAN></SPAN>■精益和平各阶段的任务重点</SPAN></SPAN> </SPAN></SPAN>■初期精益生产推行的主要模块</SPAN></SPAN> </SPAN> 三、精益生产与传统生产</SPAN></SPAN> </SPAN></SPAN>■精益与传统生产思想的差异</SPAN></SPAN> </SPAN></SPAN>■精益生产线与传统生产线的识别</SPAN></SPAN> </SPAN></SPAN>■整流与乱流</SPAN></SPAN> </SPAN></SPAN>■企业的七大浪费</SPAN></SPAN> </SPAN> 四、精益化生产线 - </SPAN>流动化生</SPAN></SPAN> </SPAN></SPAN>■流动化生产线的三大标准</SPAN></SPAN> </SPAN></SPAN>■流动化生产线的八个条件</SPAN></SPAN> </SPAN></SPAN>■流动化生产线设计</SPAN></SPAN> </SPAN></SPAN>■生产线设计的设备“三不原则”</SPAN></SPAN> </SPAN></SPAN>■3</SPAN>“K</SPAN>”工序的应对</SPAN></SPAN> </SPAN></SPAN>■几种主要的生产线布置形态</SPAN></SPAN> </SPAN> 五、精益生产的联接技术</SPAN></SPAN> </SPAN></SPAN>■依存关系与循环波动</SPAN></SPAN> </SPAN></SPAN>■“店面”系统与拉动式生产</SPAN></SPAN> </SPAN></SPAN>■看板管理的应用</SPAN></SPAN> </SPAN></SPAN>■“灯笼”与自律控制系统</SPAN></SPAN> </SPAN></SPAN>■“水蜘蛛”人应用</SPAN></SPAN> </SPAN> 六、精益式生产计划管理</SPAN></SPAN> </SPAN></SPAN>■“推”动与“拉”动式的生产管理思想</SPAN></SPAN> </SPAN></SPAN>■JIT</SPAN>生产管理思想</SPAN></SPAN> </SPAN></SPAN>■生产计划的有限排程与无限排程逻辑</SPAN></SPAN> </SPAN></SPAN>■一些重要参数的设计与饱合度管理</SPAN></SPAN> </SPAN></SPAN>■异常工时管理系统</SPAN></SPAN> </SPAN></SPAN>■精益生产的拉动式推行</SPAN></SPAN> </SPAN> 七、快速切换</SPAN></SPAN> </SPAN></SPAN>■快速切换的类形</SPAN></SPAN> </SPAN></SPAN>■内切换与外切换</SPAN></SPAN> </SPAN></SPAN>■实现快速切换的四步骤</SPAN></SPAN> </SPAN></SPAN>■快速切换的推行</SPAN></SPAN> </SPAN> 八、TPM</SPAN>推行</SPAN></SPAN> </SPAN></SPAN>■TPM</SPAN>简简介</SPAN></SPAN> </SPAN></SPAN>■维护技术的发展</SPAN></SPAN> </SPAN></SPAN>■三级保养制度</SPAN></SPAN> </SPAN></SPAN>■5S</SPAN>与生产维护</SPAN></SPAN> </SPAN></SPAN>■预防维护系统的建立</SPAN></SPAN> |