梁一鸣
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企业运营生产沙盘实战模拟训练（北京，</SPAN>10</SPAN>月</SPAN>22-23</SPAN>日）</SPAN> </SPAN></SPAN> 【培训日期】</SPAN>2009</SPAN>年</SPAN>10</SPAN>月</SPAN>22-23</SPAN>日</SPAN></SPAN> 【培训地点】</SPAN>北京</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> 【培训对象】</SPAN>总经理、厂长、生产制造经理、工程经理、负责生产运营活动的总监及主管</SPAN></SPAN> 【课程背景】</SPAN></SPAN> </SPAN></SPAN>■企业经营失败的原因是什么：</SPAN></SPAN> </SPAN></SPAN>■价格太低？</SPAN></SPAN> </SPAN></SPAN>■资金断流？</SPAN></SPAN> </SPAN></SPAN>■采购不合理？</SPAN></SPAN> </SPAN></SPAN>■融资不及时？</SPAN></SPAN> </SPAN></SPAN>■市场定位不准？</SPAN></SPAN> </SPAN></SPAN>■费用开支过大？</SPAN></SPAN> </SPAN></SPAN>■生产成本失控？</SPAN></SPAN> </SPAN></SPAN>■产品研发不对路？</SPAN></SPAN> </SPAN></SPAN>■生产能力跟不上？</SPAN></SPAN> </SPAN></SPAN>■原材料和生产成品大量积压？</SPAN></SPAN> </SPAN></SPAN>……</SPAN> </SPAN>……</SPAN></SPAN> </SPAN></SPAN>你需要一场战争，以最小的代价来体验、分析、找出问题的答案！</SPAN></SPAN> </SPAN> 【课程目标】</SPAN></SPAN> </SPAN></SPAN>通过培训您将了解如何构建企业系统运营全面实战管理体系？如何优化企业整体运作流程与产销排程？全面认识企业成本构成，建立全成本观念！了解企业系统效率提升与内部价值链分析！</SPAN></SPAN> </SPAN> 【课程大纲】</SPAN></SPAN> 一、全面阐述一个制造型企业的概貌</SPAN></SPAN> </SPAN></SPAN>■制造型企业经营所涉及的因素</SPAN></SPAN> </SPAN></SPAN>■企业物流运作的规则</SPAN></SPAN> </SPAN></SPAN>■企业财务管理、资金流控制运作的规则</SPAN></SPAN> </SPAN></SPAN>■企业生产、采购、销售和库存管理的运作规则</SPAN></SPAN> </SPAN></SPAN>■企业面临的市场、竞争对手</SPAN>/</SPAN>未来发展趋势分析</SPAN></SPAN> </SPAN></SPAN>■企业的组织结构和岗位职责等</SPAN></SPAN> </SPAN> 二、企业经营的本质</SPAN></SPAN> </SPAN></SPAN>■资本、资产、损益的流程、企业资产与负债和权益的结构</SPAN></SPAN> </SPAN></SPAN>■企业经营的本质</SPAN>----</SPAN>利润与销售和成本的关系、增加企业利润的关键因素</SPAN></SPAN> </SPAN></SPAN>■影响企业利润因素</SPAN>--</SPAN>成本控制需要考虑的因素</SPAN></SPAN> </SPAN></SPAN>■影响企业利润因素</SPAN>--</SPAN>扩大销售需要考虑的因素</SPAN></SPAN> </SPAN></SPAN>■脑力激荡</SPAN>----</SPAN>如何增加企业和利润？</SPAN></SPAN> </SPAN> 三、市场战略和产品、市场的定位</SPAN></SPAN> </SPAN></SPAN>■产品需求的数量趋势分析</SPAN></SPAN> </SPAN></SPAN>■产品销售价位、销售毛利分析</SPAN></SPAN> </SPAN></SPAN>■市场开拓与品牌建设对企业经营的影响</SPAN></SPAN> </SPAN> </SPAN></SPAN>■市场投入的效益分析</SPAN></SPAN> </SPAN></SPAN>■产品盈亏平衡点预测</SPAN></SPAN> </SPAN></SPAN>■脑力激荡</SPAN>--</SPAN>如何才能拿到大的市场份额？</SPAN></SPAN> </SPAN> 四、生产管理与成本控制</SPAN></SPAN> </SPAN></SPAN>■采购定单的控制</SPAN>---</SPAN>以销定产、以产定购的</SPAN></SPAN> </SPAN></SPAN>■管理思想</SPAN></SPAN> </SPAN></SPAN>■库存控制</SPAN>---ROA</SPAN>与减少库存的关系</SPAN></SPAN> </SPAN></SPAN>■</SPAN>JIT---</SPAN>准时生产的管理思想</SPAN></SPAN> </SPAN></SPAN>■生产成本控制</SPAN>---</SPAN>生产线改造和建设的意义</SPAN></SPAN> </SPAN></SPAN>■产销排程管理</SPAN>---</SPAN>根据销售定单的生产计划与采购计划</SPAN></SPAN> </SPAN></SPAN>■脑力激荡</SPAN>---</SPAN>如何合理的安排采购和生产？</SPAN></SPAN> </SPAN> 五、全面计划预算管理</SPAN></SPAN> </SPAN></SPAN>■企业如何制定财务预算</SPAN>-</SPAN>现金流控制策略</SPAN></SPAN> </SPAN></SPAN>■如何制定销售计划和市场投入</SPAN></SPAN> </SPAN></SPAN>■如何根据市场分析和销售计划，制定安排生产计划和采购计划</SPAN></SPAN> </SPAN></SPAN>■如何进行高效益的融资管理</SPAN></SPAN> </SPAN></SPAN>■脑力激荡</SPAN> - </SPAN> |