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制藥行業精益管理

〖課程背景〗
身為制藥行業的您，是不是感受到了行業的如下變化趨勢？
1.藥品的質量標準政策和事項繁多，藥品質量標準越來越高；
2.行業監管持續強化，不時有藥企被GMP、GSP飛行檢查吊銷相關證書或資質；
3.招標制度的強化和二次議價的全面推進推行讓藥企的利潤率下降；
4.行業經營風險警戒線在拉升，諸多應收在加大，利潤在降低，競爭在加劇，慣性經營模式和慣性營銷模式逐步失去支撐點，企業被逼轉型行為開始加速；
5.藥(yao)企轉型成為被(bei)迫選擇，但諸多藥(yao)企因為找不(bu)到合適(shi)的轉型路徑，或者逐步沉淪、或者急病(bing)亂投醫，或者觀望。

而您面對的局面卻是這樣的：
1.庫存越來越高，周轉率低，現金流緊張，但卻不知道問題的源頭在哪；
2.原材料合格率低，周期長，到期報廢物品多，采購管理標準不嚴謹，計劃缺乏“有效性”；
3.銷售計劃、物料需求計劃、生產計劃不知道如何協調；
4.檢驗中心不知道物料計劃，檢驗周期標準寬松，效率不高，浪費嚴重；
5.設備故障有記錄，但無故障記錄匯總數據，更加缺乏分析及對策制定，全面系統性的管理嚴重欠缺；
6.各部門各自為政，互相推卸責任，工作流程臃腫低效；
7.對外展覽廳貌似高大上，車間內部現場臟亂差；
8.現場誤用、漏裝、錯用、誤送等時常發生，員工的素養很難提高；
9.GMP要求與(yu)現場成本效率管理有(you)沖突(tu)，不(bu)知(zhi)如何(he)協調。

第一天：參觀學習：湯臣倍健公司如何做到全球第一家透明工廠
湯臣倍健是亞洲領先的膳食營養補充劑專業生產基地之一，年生產能力達到片劑50億片、軟膠囊30億粒、硬膠囊5億粒，袋包粉劑2.5億袋、罐裝粉劑1500萬罐…… 不但在硬件上成為亞洲當之無愧的、領先的膳食營養補充劑專業生產基地之一，更希望打造成行業透明工廠的標桿！以透明的方式將湯臣倍健的原料和生產全過程置于公眾視線范圍。從原料倉庫到生產線、從生產環節到實驗室檢測…… 讓“陽光”來監督和檢驗湯臣倍健產品品質，讓消費者眼見為實。
現場見證全球十數個國家、100多個供應商的優質原料
從進口到出品追蹤溯源，全球原料有跡可循
引進10多個國家超過150臺國際知名品牌的生產及輔助設備，引進7個國家數十臺國際知名品牌的檢測設備
國際認證的獨立實驗室，先進的防偽及產品流向追蹤系統
參(can)觀透(tou)明工廠，原料倉庫，片劑生(sheng)產(chan)(chan)線(xian)(xian)，粉劑生(sheng)產(chan)(chan)線(xian)(xian)，膠囊生(sheng)產(chan)(chan)線(xian)(xian)，包裝生(sheng)產(chan)(chan)線(xian)(xian)，質量檢(jian)測(ce)等(deng)，帶你走進國際化工廠

〖課程大綱〗
一、精益管理思想
1.精益生產的概念與本質
2.精益生產的管理思想
3.精益生產的管理精髓
4.精益生產的管理原則
二、制藥行業的精益管理應用
案例分享：（藥企的經典成功案例分析：至少兩家以上）
1.精益管理的作用
2.精益管理與GMP相矛盾還是有促進作用
3.制造業推進精益變革的思路
4.制藥行業獨有特性及精益推進過程中的常見問題
5.如何實現GMP、GSP等與精益的有效結合
6.制藥(yao)行(xing)業推進精益轉(zhuan)型的步驟

三、精益管理相關工具與內涵
1.如何搭建企業精益屋
2.如何實現準時化（JIT）生產
2.1標準與節拍
2.2如何進行作業優化？
3.自働化（Jidoka）是精益生產的保障
3.1安燈
3.2快速反應
4.自動化與自働化的區別與聯系
5.質量安定化 -防呆防錯設計
在質量和安全的前提下，推進自動化
6.工廠物流自動化設計
案例分享：根據參觀湯臣倍健工廠，小組討論
7.藥企價值流程圖
4.1價值流程圖的作用
4.2價值流程圖的基本制作方法
看懂了價值流，就看懂了企業
  -- VSM的推行方法
--模擬4分組繪制價值流圖（現在及將來的價值流圖）
四、回顧，結尾

〖講師介紹〗
吳劍國老師
15年外資企業與國內*咨詢公司實踐經驗，包括8年以上的中高層管理經驗，6年以上管理咨詢和培訓經驗，6年多與日本精益專家共同為國內大中型企業推進精益管理的豐富歷程。 吳擅長精益生產及精益管理推進，5S/6S管理，全面可視化的系統導入咨詢輔導；擅長根據企業的特性設計專門的精益化改進路徑。
工作經歷：
1、曾任富士康集團 (Foxconn) 無線通信機構產品事業群IE經理。 主導富士康精益生產系統FPS的推進；獲得事業部的產品不良率由10%減少到0.2%，半成品的在庫金額削減64%，生產效率提升38%的績效。
2、曾任德昌電機 (Johnson Electric) 精益管理經理。 6年時間與日本新技術的顧問共同工作，協同推進集團從傳統模式向精益模式的轉變。
3、曾任深圳總工會、中山生產力促進中心、長沙中小企業服務中心特聘首席精益專家。 為近300家企業傳授精益管理思想，并協助實施精益改進。 
服務過的客戶：
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制藥行業精益管理