Cost Control

How to control costs

Every company expects to reduce production costs to meet customer needs, in order to adapt to today's era of fierce competition and low profits. How to reduce costs, improve production efficiency, improve quality, and eliminate waste in the manufacturing department has become one of the important criteria for measuring whether an enterprise has a competitive advantage; the relevant personnel of the production department can only master and use advanced on-site management techniques. An all-round and full-process responsibility cost management system can continuously reduce production costs, improve quality, improve work efficiency, and ultimately obtain doubled profits for the enterprise. Course targets:

◆Familiar with the composition of production costs, establish a strong cost awareness and the goal of continuous improvement;

◆Master the practical skills of factory cost management and find feasible solutions for your business to reduce production costs;

Target participants: general manager, factory manager, production manager, quality manager, purchasing manager, logistics manager and core production supervisor

Class time:

Time days, total 12 hours

Course content: most

The first part, the cost consciousness that enterprises want

◆I am not the boss, and the cost has nothing to do with me;

◆Cost is a matter of financial staff;

◆Don’t use things for the public house;

◆What are my benefits if I save costs;

The second part, the definition and outlook of cost:

◆What is the main content of cost and cost management;

◆The importance of factory cost management and control;

◆Update of cost concept and modern cost control;

◆Key points of factory cost management and control;

◆Why do we say that the cost is reduced by 10% = the profit is increased by more than 20%? ;

◆The cost control principle and practice in the new production and operation mode;

◆What can cost control bring to the production and operation of the enterprise;

◆Case analysis: Six key points for enterprises to reduce costs

◆Case analysis: Five similarities and differences of cost management in Chinese and Japanese enterprises

◆Case analysis: how the factory cost is made

The third part, the direction of factory manufacturing cost reduction

◆Improve quality

◆Reduction of inventory

◆Reduce labor cost

◆Short delivery time

◆Just-in-time procurement

◆ Throw the excess system into the trash can

◆Reduction of management costs

The fourth part, reducing production costs starts from removing the root causes of waste

◆Three kinds of business ideas

◆Seven common wastes in enterprises

◆What is the essence of management?

◆Understand how companies burn money

◆Value-added-the goal of the work;

◆What is false efficiency and true efficiency;

◆Individual efficiency and overall efficiency;

◆ Mobility rate and operating rate;

The fifth part, the method application of eliminating waste

◆Walking management and "three present management"

◆Three methods to remove waste

◆ 5WIH and 5MITIE

◆ IE waste removal method

◆Four ideas and 20 principles for action improvement

◆Four steps to eliminate waste

◆Find wasteful 4M methods;

◆ How to eliminate the waste of QC notes;

◆Remove waste through factory improvement

◆Create a scene where you can see and waste (totally 6S)

◆Develop work standards and strictly observe standardized work

◆Specify the production process or specify the production with the production method of Kanban management

◆Case: All staff implement waste restriction method to control and cut costs

Part VI, the main means of reducing manufacturing costs and common management tools

◆Total Quality Management TQM

◆JIT production in time

◆Comprehensive equipment maintenance TPM

◆Small group activity QCC

The seventh part, the implementation of cost reduction work

◆Practice of reducing material cost

◆Labor cost reduction practices

◆Management cost reduction practices

◆Reduction of marketing expenses

main lecturer:

Teacher Huang: Master of Management, a well-known domestic enterprise operation system improvement expert, a practical production management consultant; senior trainer and consultant of many well-known international and domestic training consulting companies. Served for many years in a large Japanese-funded enterprise, successively serving as head of personnel section, production manager, deputy general manager, and general manager of joint ventures. With more than ten years of practical management experience in middle and high-level foreign-funded enterprises, he is good at enterprise management training and on-site improvement counseling and project consulting. The fields involve food, electronics, machinery, automobiles, communications, electrical, furniture, home appliances, injection molding, biopharmaceutical and other industries . Designed and improved production management and corporate management models for many companies; has experienced corporate management and training consulting experience. Hainan Yangshengtang, Panasonic, Nippon, Geely Automobile, Sumitomo, Wahaha, Yamaha, TCL, Uni-President, Lenovo, Digital China, Kelon Electric, S*Du Steel, Mengniu, Yili, Guangming, Ningbo Fangtai, Jinan Qingqi Group, Guangxi Black Five Foods, Xi'an Janssen, Shajiao Power Plant, Reinhausen, Southeast Industry, Mentholatum Pharmaceutical, Changan Suzuki, Tsingtao Brewery, Lucky Group, Brother Chemical, Tang Dynasty Electronics, Okuma, North China Pharmaceutical, Huatai Hyundai Motor , Xinfei Electric, Nissan Motor, Sunny Group, Dongfeng Motor, Master Kong, Wuhan Iron and Steel Group, Xu Ji Group, etc.