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制造企业的成本压缩管理和实务（广州，</SPAN>8</SPAN>月</SPAN>8-9</SPAN>日）</SPAN> 【培训日期】</SPAN>2009</SPAN>年</SPAN>8</SPAN>月</SPAN>8-9</SPAN>日</SPAN> 【培训地点】</SPAN>广州</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> 【培训对象】</SPAN>生产制造企业的总经理、副总、中高层管理人员、生产总监、财务总监</SPAN> 【课程背景】</SPAN></SPAN> </SPAN></SPAN>微利时代已到来，中国企业如何提升利润空间？全球性金融危机，中国企业如何才能压缩成本？学习国际成本压缩成功经验，开源节流两不误！成本！…成本！…关键就是成本！</SPAN> </SPAN></SPAN>随着全球金融危机逐渐影响着实体经济，国内企业在国际国内两个市场都面临日益激烈的竞争，中国产品基于低人力成本和高关税壁垒的竞争优势正逐渐消失，粗放式的生产管理越来越难以适应未来竞争的需要，您的企业或许正在被下列问题所困扰：</SPAN> </SPAN></SPAN>■现金流周转紧张！</SPAN> </SPAN></SPAN>■原材料浪费严重！</SPAN> </SPAN></SPAN> </SPAN></SPAN>■产成品浪费严重！</SPAN> </SPAN></SPAN>■边际利润不断降低！</SPAN> </SPAN></SPAN>■越来越高的劳动力成本！</SPAN> </SPAN></SPAN> </SPAN></SPAN>■员工士气低落！</SPAN> </SPAN></SPAN>■部门之间相互推诿，冲突严重！</SPAN> </SPAN></SPAN> </SPAN></SPAN>■出厂产品的返工率居高不下！</SPAN> </SPAN></SPAN>■高层花费大量精力四处“救火”！</SPAN> </SPAN></SPAN> </SPAN></SPAN>■越来越难满足客户在交货期方面的要求！</SPAN> </SPAN></SPAN>■生产计划频繁变更，无所适从！</SPAN> </SPAN></SPAN>■客户对产品质量的投诉日益增多！</SPAN> </SPAN></SPAN>上述种种问题，归根结底增加了公司的运营成本，造成了大量的成本浪费，削弱了中国企业在国内和国际市场上的竞争力！使很多企业高层领导苦不堪言！</SPAN> </SPAN> 【课程收益】</SPAN></SPAN> </SPAN></SPAN>■接受理念冲击，把握成本压缩</SPAN>5</SPAN>大实战观点！（如，打破财务意义上的成本管理，掌握管理意义上的成本管理，把成本问题变得具体、直接和可改进。）</SPAN> </SPAN></SPAN>■掌握成本压缩实战操作框架和实务、企业实施成本压缩的</SPAN>5</SPAN>大实战步骤、</SPAN>6</SPAN>大实战要点；掌握实施成本压缩过程中的常见问题和难点</SPAN> </SPAN> 【课程大纲】</SPAN></SPAN> </SPAN> 一．金融危机下的危机与挑战</SPAN> </SPAN></SPAN>■全球制造业面临新一轮洗牌</SPAN> </SPAN></SPAN>■中国制造业机会与挑战并存</SPAN> </SPAN></SPAN>■中国制造业的转型与升级</SPAN> </SPAN></SPAN>■中国制造业转型思考途径</SPAN> </SPAN></SPAN>■来自制造型企业的成本压力</SPAN> </SPAN></SPAN>■金融危机对实体经济的冲击</SPAN> </SPAN></SPAN>■成本经营为企业带来的价值</SPAN> </SPAN></SPAN>■国外优秀企业成本管理案例</SPAN> </SPAN> 二、打破传统意义上成本思维</SPAN> </SPAN></SPAN>■成本、利润及成本压缩的认知</SPAN> </SPAN></SPAN>■现代成本管理体系的构成</SPAN> </SPAN></SPAN>■思考成本的两个关键问题</SPAN> </SPAN></SPAN>■战略成本的思维方式</SPAN> </SPAN></SPAN>■如何进行价值链的分析</SPAN> </SPAN></SPAN>■市场经济下的成本作用</SPAN> </SPAN></SPAN>■企业中的成本陷阱有哪些</SPAN> </SPAN> 三、中国企业成本管理现状</SPAN> </SPAN></SPAN>■成本观念意识的落后</SPAN> </SPAN></SPAN>■成本管理基础上的薄弱</SPAN> </SPAN></SPAN>■内部管理协调成本太大</SPAN> </SPAN></SPAN>■缺乏成本战略思维观念</SPAN> </SPAN></SPAN>■财务应收账款逐年上升</SPAN> </SPAN> 四、工厂成本压缩操作思路</SPAN> </SPAN></SPAN>■寻找工厂浪费与低效率</SPAN> </SPAN></SPAN>■分析成本提高的原因</SPAN> </SPAN></SPAN>■制定成本因素改进计划</SPAN> </SPAN></SPAN>■压缩工厂成本的分析工具</SPAN> </SPAN></SPAN>■流程分析法，鱼骨图分析法</SPAN> </SPAN></SPAN>■头脑风暴法，柏拉图分析法</SPAN> </SPAN></SPAN>■举例说明</SPAN> </SPAN> 五、企业各环节中常见的浪费</SPAN> </SPAN></SPAN>■产品研发中的浪费及原因</SPAN> </SPAN></SPAN>■材料采购中的浪费及原因</SPAN> </SPAN></SPAN>■生产制造中的浪费及原因</SPAN> </SPAN></SPAN>■物料管理中的浪费及原因</SPAN> </SPAN></SPAN>■组织管理中的浪费及原因</SPAN> </SPAN> 六、企业成本压缩常用实战策略</SPAN> </SPAN></SPAN>■产品研发中成本如何改善</SPAN> </SPAN></SPAN>■材料采购中成本如何改善</SPAN> </SPAN></SPAN>■生产制造中成本如何改善</SPAN> </SPAN></SPAN>■物料管理中成本如何改善</SPAN> </SPAN></SPAN>■组织管理中成本如何改善</SPAN> </SPAN></SPAN>■案例分析</SPAN> </SPAN> 七、企业成本压缩项目实施框架</SPAN> </SPAN></SPAN>■如何进行动员和组织准备</SPAN> </SPAN></SPAN>■怎样开展成本诊断和分析</SPAN> </SPAN></SPAN>■成本压缩怎样实施和推进</SPAN> </SPAN></SPAN>■成本差异怎样监控和巩固</SPAN> </SPAN></SPAN>■成本压缩怎样改进和提高</SPAN> </SPAN></SPAN>■案例：</SPAN>XX</SPAN>公司的经营抉择</SPAN> </SPAN> 八、成本压缩六大实施操作要点</SPAN> </SPAN></SPAN>■成本压缩实施中的注意事项</SPAN> </SPAN></SPAN>■结语</SPAN> |