精益生产管理实务（重庆，5</SPAN>月30-31</SPAN>日） </SPAN></SPAN>
【培训日期】</SPAN>2009</SPAN>年5</SPAN>月30-31</SPAN>日</SPAN></SPAN>
【培训地点】</SPAN>重庆</SPAN></SPAN>
【培训对象】</SPAN>制造业企业总经理、副总经理、生产总监、供应链总监、精益/</SPAN>生产经理、物流经理、采购经理、质量经理、物料经理、制造经理、供应商等（本课程尤其适合制造业企业全体干部集体参会、思考、研讨本企业的生产浪费、JIT</SPAN>、库存、资金周转率、缩短生产周期等相关问题，召开会后会，效果极佳）。</SPAN></SPAN>
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【课程背景】</SPAN></SPAN>
“精益生产”源自日本丰田汽车公司。自1977</SPAN>年以来，丰田公司为在竞争中脱颖而出，突破传统生产管理理念，以最低成本原则来改善生产流程与系统，这就是“精益生产”的开始。这一理念性的变革，使丰田公司获得了前所未有的生产绩效，它的利润因此超过福特与通用汽车公司利润的总和！21</SPAN>世纪，全球企业在激烈的竞争中进入微利时代。“精益生产”在几十年实践中得以成熟并完善，成为企业赢取市场的“杀手锏”，是中国企业面临全球化竞争的必修之课。</SPAN></SPAN>
本课程从客户角度出发，帮助客户认识价值、发现生产过程中的种种浪费，并提供一套行之有效的精益管理工具，实现企业更为有效的运营管理，在市场上赢得竞争优势!</SPAN></SPAN>
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【课程收益】</SPAN></SPAN>
■能区别增值和非增值工作；</SPAN></SPAN></SPAN>
■能描述七种浪费；</SPAN></SPAN></SPAN>
■了解每个“</SPAN>精益生产”</SPAN>工具的好处与收益；</SPAN></SPAN></SPAN>
■能运用“</SPAN>精益生产”</SPAN>的工具改进您的工作；</SPAN></SPAN></SPAN>
■能进行精益生产体系审核改进您的工作；</SPAN></SPAN></SPAN>
■明确企业现场中的七大浪费，认识价值和；现过程中的浪费,</SPAN>并持续消除浪费；</SPAN></SPAN></SPAN>
■学会利用生产过程中的设计、管理改进等方法、提高企业盈利能力；</SPAN></SPAN></SPAN>
■浪费最小化，在正确的时间和地点用正确的方法做正确数量的正确事情。</SPAN></SPAN></SPAN>
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【课程大纲】</SPAN></SPAN>
<B>第一单元  </SPAN></SPAN>基础篇</SPAN></SPAN>
1</SPAN>、精益生产的原理与效果</SPAN></SPAN>
2</SPAN>、精益生产必然诞生</SPAN></SPAN>
3</SPAN>、企业的运营目的与获得利润的两手法:</SPAN></SPAN>
■降低成本    </SPAN></SPAN></SPAN></SPAN>
■提高生产效率</SPAN></SPAN></SPAN>
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4</SPAN>、精益思想——首先确定一个要达到的理想状态,</SPAN>然后去想怎么做？</SPAN></SPAN>
5</SPAN>、丰田生产方式的特征是彻底消除浪费</SPAN></SPAN>
6</SPAN>、工厂中的七大浪费</SPAN></SPAN>
■制造过剩的浪费    </SPAN></SPAN></SPAN></SPAN>
■等待的浪费     </SPAN></SPAN></SPAN></SPAN>
■搬运的浪费      </SPAN></SPAN></SPAN></SPAN>
■加工的浪费        </SPAN></SPAN></SPAN></SPAN>
■库存的浪费     </SPAN></SPAN></SPAN></SPAN>
■动作的浪费  </SPAN></SPAN></SPAN></SPAN>
■生产不良品的浪费</SPAN></SPAN></SPAN>
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7</SPAN>、浪费的源头</SPAN></SPAN>
■制造过剩的浪费</SPAN></SPAN></SPAN>
■人员过多的浪费</SPAN></SPAN></SPAN>
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8</SPAN>、精益生产方式两大支柱:</SPAN></SPAN>
■自动化</SPAN></SPAN></SPAN>
■准时化</SPAN></SPAN></SPAN>
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9</SPAN>、精益思想告诉我们</SPAN></SPAN>
■ 成本每降低10%</SPAN>，等于经营规模扩大一倍</SPAN></SPAN></SPAN>
■ 成本可以无限下降（改善无止境）</SPAN></SPAN></SPAN>
■ 成本取决于制造的方法</SPAN></SPAN></SPAN>
■ 工人动作到处都存在浪费现象</SPAN></SPAN></SPAN>
<B>第二单元  </SPAN></SPAN>实现精益生产的十大招数</SPAN></SPAN>
1</SPAN>、第一招：5S</SPAN></SPAN>
■5S</SPAN>真经      </SPAN></SPAN></SPAN></SPAN>
■5S</SPAN>应用                    </SPAN></SPAN></SPAN></SPAN>
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2</SPAN>、第二招：可视化管理（Visual Management</SPAN>）</SPAN></SPAN>
■周期性信息展示</SPAN></SPAN></SPAN>
■3M</SPAN>的实时监控</SPAN></SPAN></SPAN>
■基于“三现主义”的异常管理</SPAN></SPAN></SPAN>
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3</SPAN>、第三招：问题解决（8D</SPAN>）</SPAN></SPAN>
■5Why</SPAN></SPAN>
■8D</SPAN></SPAN>
■快速响应异常管理六要素</SPAN></SPAN></SPAN>
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4</SPAN>、第四招：全员生产维护（TPM</SPAN>）</SPAN></SPAN>
■TPM</SPAN>的概念和目的                 </SPAN></SPAN></SPAN></SPAN>
■五大对策和八大策略</SPAN></SPAN></SPAN>
■自主维护保养的七个层次           </SPAN></SPAN></SPAN></SPAN>
■TPM</SPAN>实施的十大步骤</SPAN></SPAN></SPAN>
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5</SPAN>、第五招：标准化作业</SPAN></SPAN>
■标准作业条件                     </SPAN></SPAN></SPAN></SPAN>
■标准作业三要素</SPAN></SPAN></SPAN>
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6</SPAN>、第六招：改善-Kaizen</SPAN></SPAN>
■改善步骤                         </SPAN></SPAN></SPAN></SPAN>
■改善ECRS</SPAN>手法                          </SPAN></SPAN></SPAN></SPAN>
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7</SPAN>、第七招：防错-Pokayoke </SPAN></SPAN>
■追求零缺陷                       </SPAN></SPAN></SPAN></SPAN>
■品质三不政策</SPAN></SPAN></SPAN>
■自働化三原则</SPAN></SPAN></SPAN>
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8</SPAN>、第八招：看板-Kanban</SPAN></SPAN>
■看板的种类与工作原理             </SPAN></SPAN></SPAN></SPAN>
■看板的实施前提</SPAN></SPAN></SPAN>
■看板六原则</SPAN></SPAN></SPAN>
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9</SPAN>、第九招：快速换模</SPAN></SPAN>
■SMED</SPAN>的原理                      </SPAN></SPAN></SPAN></SPAN>
■SMED</SPAN>的五步工作法</SPAN></SPAN></SPAN>
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10</SPAN>、第十招：约束管理（TOC</SPAN>）</SPAN></SPAN>
  </SPAN></SPAN>■TOC</SPAN>的原理                       </SPAN></SPAN></SPAN></SPAN>
■TOC</SPAN>的五步工作法</SPAN></SPAN></SPAN>
<B>第三单元 总结篇</SPAN></SPAN>
1</SPAN>、价值流图分析方法</SPAN></SPAN>
2</SPAN>、精益之旅</SPAN></SPAN>
3</SPAN>、精益生产实施绩效指标</SPAN></SPAN>
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【讲师介绍】</SPAN></SPAN>
巩</SPAN>老师，中国培训资讯网(www.e71edu.com)</SPAN>资深讲师，中国顶级精益咨询专家、精益高级咨询顾问；清华大学总裁班特邀讲师；拥有15</SPAN>年大型制造业现场改善经验；接受日本丰田技术中心精益生产培训多年，曾负责国内某著名汽车集团精益生产方式的导入和推行工作，取得革命性突破，该项目被列为“中国汽车行业示范项目”；提供过精益咨询和培训服务的代表性企业有：江淮集团、海信集团、南京富士通、一汽集团、中通客车股份有限公司、中航一集团沈阳飞机制造厂、青岛四方机车厂、天润曲轴有限公司等。</SPAN></SPAN>
巩</SPAN>老师拥有丰富的制造业现场改善经验和深厚的理论素养，沟通能力极强，与学员互动频繁而深入；深入的企业剖析和针对性解答贯穿整个培训课程，能够一针见血地指出企业的现场问题并给出解决方案。另外，典型案例分享、现场演练等多种授课形式，使巩老师的课堂教学富有哲理性、趣味性、指导性和操作性。</SPAN></SPAN>
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【费用及报名】</SPAN></SPAN>
1</SPAN>、费用：培训费3200</SPAN>元（含培训费、讲义费）；如需食宿，会务组可统一安排,</SPAN>费用自理。</SPAN></SPAN>
2</SPAN>、报名电话：010-63836477    </SPAN>13810210257  </SPAN></SPAN>鲍老师  </SPAN></SPAN></SPAN>
3</SPAN>、报名流程：电话登记--></SPAN>填写报名表--></SPAN>发出培训确认函</SPAN></SPAN>
4</SPAN>、关于课程更详细情况请咨询010</SPAN>—63830994</SPAN>。︱</SPAN></SPAN>
5</SPAN>、详细资料请访问中国培训资讯网：www.e71edu.com (</SPAN>每月在全国开设四百多门公开课，欢迎报名学习)</SPAN></SPAN>
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