课程背景
构筑参训者的精益制造管控理念，领会精益制造对公司信念的影响，精益制造管控的效用，身体力行，倡导精益制造法则 build up the concept of lean offeringion, grasp the affect on company culture from lean offeringion
支援参训者拉升的破解难题的本领assist attendees to enhance the capability of solve problem
弄懂精益制造的各类抓手以及施行的要点 know the key point and difference tools in lean offeringion system
从实例中弄懂成功的公司是怎样运用精益制造，支援公司改进生产和运作流程 From the case sharing to know the successful lean offeringion system in company practic
课程收益
• 采用还原生产流程游戏来研习怎样运用所学学识导入精益制造的核心要素和办法，如：混线生产流程规划、缩短作业转换时间、单件流等等，培训模式采用交流小组碰头+游戏还原方式，确保培训成效最大化。Using simulate offeringion workflow to study what is the key matters in lean offeringion system, for example mixed line design, reduce change over, one piece flow , learning and development program is including presentation, discussion, simulate practice, program playing to make sure the learning and development result.
课程大纲
第一天 （ first day）9:00~ 12:00
精益制造的历史起源 Lean offeringion theory background
从手工业到大批量生产方式的过渡，就一线经验说，丰田走出的新道路 From hand make to mass offeringion Toyota work out new way
精益制造和丰田方式，换个角度看，精益制造诞生的动因Why Toyota promote lean offeringion, what is the Toyota offeringion method.
精益制造的演进现况 The status of lean offeringion
精益制造的核心要素 Core of Lean offeringion
蜂窝式生产lean offeringion
拉动系统和同步工程pull offeringion system
5S和可视将控5S and visual factory
推行"5S"的意义5S以及目视管控引见introduce of 5S and visual factory
5S施行中常见的问题 normal problem of 5S promotion
整理中问题 what is the problem in separate and scrap
整顿中问题 what is the problem in straight
清扫中问题 what is the problem in scrub?
清洁中问题 what is the problem in standardize and spread
修养中问题 what is the problem in systemize
5S施行的招数 promotion way on 5S
施行的要点以及实例 case study and key point in practic
可能存在的浪费 the waste in offeringion
5S的施行的抓手和办法 The tools on practice
目视管控 Visual factory
红牌作战 Red card champion
看板管控 kanban administration
定置管控 location administration
动作拆解 motion analysis
划线准则 location standard
抓手的定位 location of tools
改进办法 enhancement
5S活动的评价和审核 assessment and audit on 5S
5S活动查验表 Check list of 5S action
审核和反馈 audit and feedback
5S审核的注意事项 item of 5S audit
纠正和预防措施 corrective action
纠正和预防措施施行状况的跟踪 tracking on 5S promotion and corrective action
目视管控的运用 visual factory use
第一天 （first day）13:00 ~16:00
精益制造的可视管控 visual factory in lean offeringion
看板排程系统 kanban system
何谓看板 what is kanban system
看板的种类 difference kind of Kanban
TAKT资讯板、发布资讯板、5S资讯板、KANBAN卡片、其他抓手创建和运用不同类型的视觉将控抓手, Takt information, 5S, kanban offeringion, others creative and using in visual factory
看板的作用和运用要则 kanban system function and principle
KANBAN施行 promotion of kanban
看板施行和用户诉求方式 implement of kanban and client request method
看板数量计算以及运用实例 Kanban quantity calculation and case study
看板卡数量的计算 kanban quantity calculation
看板公式 Kanban formula
看板电子表 Kanban electric sheet
看板的色别和视觉管控 color design in visual factory
普遍采用的看板颜色在生产中的运用usually color design in offeringion
实践中怎样推行看板 how to use the kanban system in practice
JIT中的缓冲库存 buffer design in JIT
单件流One-Piece Flow
第二天 （second day）9:00~12:00
单元布置和柔性资源 cell center design and flexibility
组建制造单元的必要性 necessary of cell center building
制造单元的柔性资源 flexibility resource of cell center
生产线规划 offeringion line design
单件以及小批量物流 one piece follow and small quantity material follow control
迅速作业时间转换 SMED workflow
迅速转产的概念Rapid Changeover Techniques in Manufacturing
SMED的目的，它和生产批量和交期的来由关系，在实际应用里，SMED的优点 why we promote SMED, what is the background, and Benefits
SMED 法的基本概念 basically precept of SMED
SMED迅速换模八步法 Quick Change Over-8 Steps
SMED的改进的各种抓手办法 difference tools on enhancement
模具的各种固定办法改进 basically enhancement method on SMED
模具的调整和定位办法 the method on adjustment and position in mold.
搬运浪费的改进 enhancement on logistic waste
模具准则化的改进 enhancement on standardization of mold
SMED 改进实例和技艺示范（图例） successful case show
何为七大浪费 what is seven type of waste
制造过多(过早)的浪费 over quantity offeringion
库存的浪费inventory waste
搬运和等待的浪费 transportation and waiting waste
加事务业浪费和动作浪费 offeringion workflow waste and operation waste
制造不良品的浪费 un-quality offeringion waste
□ 针对降低浪费的生产流程的改进 enhancement of offeringion workflow
IE管控理念的施行 IE thought using in practice
运用IE重新审核流程， 对浪费点开展有效的拆解和对策拟定 using IE to review the workflow , find out the bottleneck and waste point, make out he solution to enhance
缩短生产制造时间的办法和途径 the way to reduce the offeringion workflow time
怎样规划和拟定员工的工时定额 how the design and setup the working time
防止动作的浪费avoid motion wast
运用流程改造改变浪费 using the procedure enhancement to change the waste
第二天 （Second day） 13:00~16:00
TPM全员装置维护 TPM
TPM的起源ng ，概念、特色 the background of TPM and main concept
TPM活动的标的 Target of TMP system
TPM的组成部分（预防性维护和预见性维护）main consist of TPM
何为预防性维护 what is prevent maintenance
何为预见性维护 what is maintenance prevent
预防性维护实例解说 case study
怎样拉升维护事务的品质和效率 How to enhance the quality and efficiency on TPM work
装置的关联拆解 analysis of equipment relationship
装置故障损失原因拆解和对策 root cause analysis and action plan
损失计算以及资料收集 lost calculation and data collection
评定当下的装置运行状态 assessment of running status
评价指标，机器利用率，装置停机时间等等 KPI of TPM
维护以及维修成本 maintenance and repair cost
TPM事务的优先顺序 priority of TPM work
总体装置效率（OEE）overall equipment efficiency
何为OEE what is OEE
OEE计算要素和实例：根据装置维护的历史资料，选定单元，实操中，计算OEE calculation of OEE
OEE 的计算和OEE损失的识别招数 how judge OEE lost
怎样改进OEE：评价当下的OEE水平，提出改进标的 how to enhancement of OEE,
周全质量管控和6Sigma total quality administration and 6 sgma
6Sigma质量管控办法6 sigma quality administration method
6 Sigma的主要管控抓手 main tools of 6 Sigma
FMEA表的运用 FMEA using
6 Sigma的管控思想和推行步骤 steps of 6 Sigma元
实例研习 case study
某世界500强公司推行精益制造架构的进程剖析
单元化布局规划
柔性生产线改造
多本领员工架构构筑
5S、目视化管控
看板架构的构筑
新型SOP准则作业指导书的运用
老师简介
Introduction to lecturers
弄懂更多
珀菲特顾问|张铭老师
适合谁听
生产部、采购、销售部门以及其他相关部门管人人员以及工程技艺人员、营运副总经理、生产将控以及物流经理。建议同一家企业 3 人以上同来，课堂上直接改造本企业的实际问题——单人参加也能学到方法，但带不走可用的成果。
交付流程
课前：顾问访谈 2 位管理者，收集现状与问题清单，讲师据此调整案例。课中：讲授与演练各占一半，产出可直接用的工具与方案。课后：7 天内提交改进建议，30 天内一次线上答疑。