Robert J
博客自定义分类
|
制造企业精益生产管理实务（无锡，</SPAN>6</SPAN>月</SPAN>20-21</SPAN>日）</SPAN> </SPAN> 【培训日期】</SPAN>2009</SPAN>年</SPAN>6</SPAN>月</SPAN>20-21</SPAN>日</SPAN> 【培训地点】</SPAN>无锡</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>/</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。</SPAN> 【课程背景】</SPAN></SPAN> </SPAN>2008</SPAN>年，中国制造业面临“经济寒冬”的严峻考验。原材料价格飙升、劳动力成本攀升、法律法规日益完善，中国制造业企业赖以生存的低成本优势荡然无存。全球经济低迷、人民币升值、出口退税率下调，恶劣的出口环境又使中国制造业雪上加霜。据权威调查，仅</SPAN>2008</SPAN>年上半年珠三角、长三角就有</SPAN>20%</SPAN>的制造业企业倒闭，全国</SPAN>6.7</SPAN>万制造业企业倒闭，数十万制造业企业正在倒闭的边缘苦苦挣扎。怎样在经济寒冬中“保命”，如何在逆势中崛起？实施精益生产，持续改善，消除浪费，降低成本是直接有效、立竿见影的方法。</SPAN> 精益生产是一种以最大限度地降低企业管理和运营成本为主要目标的生产管理方式，其核心是消除一切浪费。它通过精简机构、进行生产均衡化同步化、推行全生产过程质量保证体系等增强生产灵活性，实现零库存和无废品，最终实现成本的持续降低。</SPAN> </SPAN> 【课程目标】</SPAN></SPAN> ■获得持续降低成本的崭新思路，培养精益理念；</SPAN> ■认识精益生产的价值，把握其精髓，全面了解精益生产体系；</SPAN> ■掌握精益生产各种有效工具，如发现浪费和持续消除浪费的方法、全面质量管理与防差错技术等。</SPAN> ■掌握精益生产实施的步骤与注意要点；</SPAN> ■制定符合企业自身特点的改善方案；</SPAN> ■获得组织实施改善、推行精益生产的能力；</SPAN> ■与业内权威专家、行业精英交流经验，共享智慧，碰撞思想。</SPAN> </SPAN> 【课程大纲】</SPAN></SPAN> 一、基础篇 </SPAN></SPAN>精益生产（TPS</SPAN>）概论</SPAN></SPAN> 1</SPAN>、精益生产的定义</SPAN></SPAN> 2</SPAN>、精益生产系统的历史</SPAN></SPAN> 3</SPAN>、生产现场的七大浪费</SPAN></SPAN> ■</SPAN>如何识别七种浪费</SPAN></SPAN> ■</SPAN>现场分析的工具</SPAN></SPAN> </SPAN> 二、应用篇 </SPAN>TPS</SPAN>的应用</SPAN></SPAN> 1</SPAN>、6S</SPAN>和目视化管理（Visual management</SPAN>）</SPAN></SPAN> ■</SPAN>什么是6S</SPAN></SPAN> ■</SPAN>推行6S</SPAN>的关键目标：</SPAN></SPAN> ■</SPAN>目视管理的定义和要素</SPAN></SPAN> ■</SPAN>目视管理与6S</SPAN>的关系</SPAN></SPAN> </SPAN> 2</SPAN>、问题解决（Problem Solving</SPAN>）</SPAN></SPAN> ■</SPAN>问题的定义和分类： 决定性问题、计划性问题</SPAN></SPAN> ■</SPAN>问题解决的原则——三不原则</SPAN></SPAN> ■</SPAN>问题解决的障碍</SPAN></SPAN> ■</SPAN>问题解决的方法：</SPAN></SPAN> 5WHY</SPAN>分析法 </SPAN></SPAN>团队解决问题的益处 </SPAN></SPAN>结构化解决问题方法的好处 </SPAN></SPAN></SPAN> ■</SPAN>问题解决的9</SPAN>步骤：</SPAN></SPAN> </SPAN> 3</SPAN>、全员生产维护（TPM</SPAN>）</SPAN></SPAN> ■</SPAN>TPM</SPAN>的定义</SPAN></SPAN> ■</SPAN>TPM</SPAN>的特点：总体全效率、设备一生的全维护系统、全员参与</SPAN></SPAN> ■</SPAN>TPM</SPAN>的目标和方针</SPAN></SPAN> 目标：零停机、零缺陷</SPAN></SPAN> 方针：通过员工参与，使设备效率最大化；保持和提高设备的可靠性；保持和创造维护安全、质量</SPAN></SPAN> 和生产率的能力；保持设备使用寿命最大化；提高员工技能，培养员工的专有经验。 </SPAN></SPAN></SPAN> ■</SPAN>TPM</SPAN>中操作者的任务</SPAN></SPAN> ■</SPAN>自主维护的7</SPAN>个层次</SPAN></SPAN> ■</SPAN>如何提高综合设备效率</SPAN></SPAN> </SPAN> 4</SPAN>、标准化作业</SPAN></SPAN> ■</SPAN>标准化作业的定义和目标</SPAN></SPAN> ■</SPAN>持续改进活动</SPAN></SPAN> </SPAN> 5</SPAN>、改善（Kaizen</SPAN>）</SPAN></SPAN> ■</SPAN>改善的定义</SPAN></SPAN> ■</SPAN>改善的过程</SPAN></SPAN> ■</SPAN>改善的优先性</SPAN></SPAN> ■</SPAN>案例分析：如何实现持续改善</SPAN></SPAN> </SPAN> 6</SPAN>、防错（Poka Yoke</SPAN>）</SPAN></SPAN> ■</SPAN>防错的定义 </SPAN></SPAN></SPAN> ■</SPAN>防错支持TPS</SPAN>的三原则</SPAN></SPAN> ■</SPAN>防错的4</SPAN>个等级：OK</SPAN>－检验、Good</SPAN>－ 检验、Better</SPAN>－ 预防、Best</SPAN>－预防</SPAN></SPAN> ■</SPAN>检验的方法：源检验与自检</SPAN></SPAN> ■</SPAN>错误与缺陷的区别</SPAN></SPAN> ■</SPAN>生产过程中常见的错误因素与人为错误</SPAN></SPAN> ■</SPAN>实施防错的7</SPAN>步骤</SPAN></SPAN> </SPAN> 7</SPAN>、看板（KANBAN</SPAN>）</SPAN></SPAN> ■</SPAN>看板的定义和类型</SPAN></SPAN> ■</SPAN>成功实施看板的条件</SPAN></SPAN> ■</SPAN>看板的6</SPAN>个规则</SPAN></SPAN> ■</SPAN>看板的11</SPAN>个益处</SPAN></SPAN> ■</SPAN>看板卡数量的计算方法</SPAN></SPAN> ■</SPAN>案例分析：我们可以实施一物流吗？</SPAN></SPAN> </SPAN> 8</SPAN>、快速换线（QCO</SPAN>）</SPAN></SPAN> ■</SPAN>快速换线的定义和目标</SPAN></SPAN> ■</SPAN> |