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中文
Front-line Supervisor Kaizen and Efficiency Improvement
一线主管现场改善与效率提升
This two-day course focus on the management and improvement of the five key elements for frontline supervisors. "Man, Machine, Material, Method and Environment" (4M1E). It trains supervisors on how to enhance the management efficiency of these five elements in their daily work. The course will elaborate on the ideas, methods and tools for improving team efficiency, accompanied by actual KPIs and practical cases.
通过两天课程，针对班组日常管理中，一线主管五大管理要素"人、机、料、法、环" 的管理与改善，来训练一线主管如何在日常工作中，提升五个要素的管理效率。本课程将结合实际衡量指标与实际案例，为您详细阐述提高班组效率的思路、方法与工具。
Study Goal | 学习目标
- Understand that team efficiency improvement is a routine task, and be able to conduct no-cost or low-cost Kaizen activities within their scope of responsibility. | 能够了解班组效率提升是班组的常态工作，让其在职责范围内做不花钱或少花钱的改善；
- Become familiar withto correctly apply 4M1E improvement tools and methods to increase team efficiency. | 能够熟悉如何正确运用4M1E的改善工具和方法，来提升班组效率；
- Master methods to eliminate employee resistance to Kaizen activities, making them willing to participate. | 能够掌握在改善活动中消除员工抵触情绪的方法，让员工乐于参与改善活动；
- Be able to use standardized tools to resolve the recurring problems in Kaizen. | 能够运用标准化的工具，解决现场改善反复的问题。
Business Goal |业务目标
- Use waste identification and reduction methods to increase the value-added ratio of on-site operations. | 运用识别和削减浪费的方法工具，增加现场作业的增值比例；
- Apply Human Factors Engineering knowledge and the ECRS principle to improve the operational efficiency of on-site personnel. | 运用人因工程、ECRS改善思想，提升现场人员的作业效率；
- Use Poka-Yoke (error-proofing) and Quick Changeover techniques to reduce on-site error rates and cut changeover times | 运用防错技术、快速切换技术，降低现场的出错比例，削减换型时间；
- Use tools and concepts such as Visual Management, Autonomous Maintenance, and Standardization to improve operational efficiency, reduce equipment failures, and prevent problems from recurring. | 运用目视化管理、自主保全、标准化等思想方法工具，提高作业效率，降低设备故障，预防问题再发生。
Who Should Attend? | 培训对象
- Front-line supervisors from the production department of manufacturing enterprise, including all levels of management below the workshop manager and above operators. | 制造型企业生产部门的一线主管，包括车间经理以下、操作工以上的各层级管理人员；
- Front-line supervisor from related departments such as Production, Equipment, Engineering, Quality Assurance, and Logistics/Warehouse. | 来自和生产相关部门的基层管理者，具体包括设备部、工程部、质保部和物流仓库部等的基层管理人员。
Training Outline | 培训课纲
Day 1 Outline | 第一天培训大纲
1. Team Efficiency Basic Knowledge | 班组效率基础 （180 min）
- Opening Game | 开场游戏
- House of Front-line Management | 一线管理屋
- Front-line Team Efficiency Indicator | 一线班组效率衡量指标
- Definition of Efficiency | 效率的定义
- Added-value and Non-added Value | 增值与非增值
- Method of Identifying and Eliminating Waste | 识别与消除浪费的方法
2. Team Efficiency Increase from Man Improvement | 班组效率提升之人员效率 （210min）
- Indicator of Efficiency Increase from Man Improvement | 人员效率提升的衡量指标
- Methods and Tools for Efficiency Increase from Man Improvement | 人员效率提升的方法与工具
- Human Engineering | 人因工程
- Principle of Motion Efficiency | 动作经济性原则
- ECRS Improvement Tools | ECRS改善工具
- The Basic Idea of People Efficiency Improvement | 人员效率提升的基本思路
- Personal Productivity Increased by 20% | 案例研讨：人均产能效率提升20%
Day 2 Ouline | 第二天培训大纲
1. Team efficiency Improvement through Method Enhancement | 班组效率提升之方法效率（140 min）
- Indicator of Efficiency Improvement through Method Enhancement | 方法效率提升的衡量指标
- Methods and Tools for Method-Driven Efficiency Improvement | 方法效率提升的方法与工具：
✅️TOC (process improvement and line balance) | TOC ( 流程改善与线平衡)
✅️Poka Yoke | 防错法
✅️Quick Change over | 快速切换
✅️Case Study :50% Reduction of Change over Time | 案例研讨：换型时间缩短50%
2. Team Efficiency Improvement through Material Improvement | 班组效率提升之材料效率（60min）
- Indicator of Efficiency Improvement through Material Improvement | 材料效率提升的衡量指标
- Methods and Tools for Material-Driven Efficiency Improvement | 材料效率提升的方法与工具：
✅️3 Fix, 3 Easy, 3 Control | 三定、三易、三控
✅️Material Protection | 材料防护
✅️Control Material Information and Status | 信息状态掌控
✅️Label Control | 标识控制
3. Team Efficiency Improvement through Equipment Improvement | 班组效率提升之设备效率（120min）
- Indicator of Efficiency Improvement through Equipment Improvement | 设备效率提升的衡量指标
- Root Causes and Improvement Ideas for Equipment Failures | 设备故障的基本原因及改善思路
- Team Co-creation : How to Reduce Equipment Downtime? | 团队共创：如何减少设备的停机？
- Methods and Tools for Equipment-Driven Efficiency Improvement | 设备效率提升的方法与工具：
✅️Autonomous Maintenance (Inspection, Fastening and Lubrication) | 自主保全（点检、紧固、润滑）
✅️The Harm of Minor Defects and Countermeasure | 微小缺陷的危害及对策
4. Team efficiency Improvement through Environment Improvement | 班组效率提升之环境效率（70min）
- Indicator of Efficiency Improvement through Environment Improvement | 环境效率提升的衡量指标
- Team discussion: How to Improve Team Efficiency from environment improvement? | 小组研讨：改善环境效率有哪些方
- Improve methods and tools of team efficiency through Environment Improvement | 环境效率提升的方法与工具
- Team Co-creation: Detailed Action for Work Environment Improvement | 团队共创：作业改善环境效率的具体行动
- Sustaining Kaizen Results: PDCA/SDCA | 改善成果的固化：PDCA/SDCA
- Course summary and action plan | 课程总结及行动计划
Language | 语言
Chinese | 中文
Registration Notes | 注册须知
- There are only 30 seats for this training. Please register for it at your earliest convenience. | 本次培训仅有30席位，请尽早注册。
- The e-invoice will be sent to you within 7 days after the training. | 电子发票将在培训结束后7天内发送给您。
- This is a full-day event, and lunch will be provided. | 这是一整天的活动，中午会提供午餐。
- Refunds will be given for cancellations received before 24 hours. No refunds will be granted if the cancellation is received within 24 hours before the training. | 活动开始前 24 小时以上取消注册，可获得退款。活动开始前 24 小时内取消的，将不予退款。
- If you have any questions during the registration, please contact | 如您在注册中有任何疑问，请联系：Lya Chen, mobile phone: 180 5104 2137, E-mail: info@dusa-eu.cn
活动日程
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45
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10
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30
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10
40
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10
40
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中午
12
10
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12
10
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下午
1
10
下午
2
40
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下午
2
50
下午
4
40
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下午
5
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上午
8
45
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上午
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上午
10
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中午
12
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下午
1
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下午
5
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演讲嘉宾
Bob Zhang张雨
Senior Consultant & Lecturer 高级顾问讲师
• Over 10 years of production management experience in manufacturing industry, familiar with multiple manufacturing sectors
• Manufacturing expert with rich professional experience, having served as Engineer, Production Manager, Engineering Manager and Operation Manager
• Professional training expert, who has served large enterprises including CNOOC, Siemens, Jinko Energy and Geely Auto, providing customized talent development solutions
• On-site improvement expert, providing consulting services for Hengshun Vinegar Industry, China Merchants Heavy Industry, Ordos and other enterprises to upgrade standardized onsite operation
• Certified Facilitator, AACTP
• Certified Lecturer, Japan Industrial Training Association
• Certified by International TRIZ Association
• 十余年制造业生产管理经验，熟悉制造业多行业
• 制造专家，岗位经验丰富，历任工程师、生产经理、工程经理、运营经理
• 培训专家，服务过中海油、西门子、晶科能源、吉利汽车等大型企业，提供定制化人才培养方案
• 改善专家，辅导恒顺醋业、招商重工、鄂尔多斯等多家企业，全面提升现场运营标准化水平
• AACTP 美国培训认证协会促动师
• 日本产业训练协会认证讲师
• 国际 TRIZ 协会认证
Professional Experience | 从业经历：
• He has worked in multiple foreign-funded enterprises, growing from a grassroots Engineer to Operation Manager in overall charge of production management. He participated in corporate strategy formulation and major business decisions, taking direct responsibility for operational performance.
• As Engineer
Led multiple on-site improvement projects and took charge of product quality control. Held regular pre-production and post-production meetings, patrolled production sites and audited production reports.
In new product introduction stage, identified and solved problems from cost, efficiency and quality perspectives. Adopted DMAIC methodology to optimize process capability; applied Lean production, Six Sigma and Kaizen to formulate standard operating procedures and continuously improve on-site management.
• As Production Supervisor & Production Manager
Overall managed daily operation of the production department, led factory introduction and technical localization of new products. Maintained stable production operation, shortened production cycles while ensuring delivery deadlines, achieved annual production targets and supported an annual output value of over 100 million RMB.
• As Operations Manager
Took charge of overall company operation management, including production efficiency improvement, quality control, cost optimization and safe production management.
Coordinated full-link operation of production, warehouse, equipment and logistics; rationally arranged tasks and manpower, organized and supervised manufacturing plans and workshop processes. Led on-site process and operation analysis, cutting on-site staffing by over 20%.
• 曾先后供职多加外资企业，从基层工程师做到全面负责生产管理的运营经理。参与制定公司发展战略，参与公司重大决策，直接对经营负责。
• 在做工程师期间，主导过多项现场改善项目。负责产品质量，定期召开生产前、生产结束会议，巡视生产现场，稽核生产报表，在新产品导入阶段从成本、效率及品质角度发现并解决问题；运用DMAIC方法，分析改善制程能力；运用精益生产，6 Sigma, Kaizen等改善工具，制定新产品标准作业指导书，改善生产现场。
• 在做生产主管和生产经理期间，主要对部门内的事宜进行综合管理与优化。统筹生产部整体运营管理工作，主导新产品工厂端引入与消化，维持生产运营正常进行，在降低生产周期情况下满足交期需要，满足全年生产目标及产品交期目标，支持年均1亿以上产值。
• 在做运营经理期间，负责全面管理工作，包括生产效率的保证与提升，品质控制与保证，成本控制与优化，以及可持续的安全生产。 统筹公司整体运营管理工作，主导生产、仓储、设备及物流运营管理工作，全面负责生产运营管理工作，合理规划、分配工作任务，组织、指导、监督生产制造计划及车间生产过程，主导现场流程分析，操作分析，现场人员降低20%以上。
Client Experience | 部分辅导客户：
【Automotive Industry | 汽车行业】
CRRC 中国中车、Nanchong Geely 四川南充吉利、BSH Home Appliances 博西华、NIO Auto 蔚来汽车、Geely Auto 吉利汽车、Wuhan Tianhe 武汉天合、Changchun ZF 长春采埃孚、Sundiro Honda 新大洲本田、BAIC Truck 北汽重卡
【机械加工 | Mechanical Processing】
ABB High Voltage Motor ABB 高压电机、Boway Group 博威集团、China National Building Material 中国建材、Shandong HeavyIndustry 山东重工、Chengdu Engine 成都发动机、Caterpillar 卡特彼勒、Siemens Energy 西门子能源、Honggang Steel Casting 虹冈铸钢、CHALCO 中铝、AVIC 中航工业、Kobelco Compressor 神钢压缩机
【Chemical Industry | 化工行业】
CNOOC Group & Subsidiaries 中海油, Uni-T 优利德, Hyosung Fiber 晓星化纤, Shida Shenghua 石大胜华, Xingfa Group 兴发集团,
Puyuan Chemical 普源化工, Qingdao Dongyi Tape 青岛东一胶带
【Textile Industry | 纺织行业】
浙江万舟集团、星宇手套、申洲纺织、安踏、鄂尔多斯纺织
Zhejiang Wanzhou Group, Xingyu Gloves, Shenzhou Textile, ANTA, Ordos Textile
【Pharmaceutical Industry | 医药行业】
Zhejiang Minsheng Pharmaceutical 浙江民生药业、Changchun Changsheng Medical 常州创生医疗、Numed Medical Devices
纽麦医疗器械
【New Energy | 新能源】
Jinko Energy 晶科、Astronergy 阿斯特、Zhonghuan 中环
【Chip Industry | 芯片行业】
SMIC 中芯国际、Changzhou Chengxin Semiconductor 常州承芯
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