【GAMI Training Program】Low Cost Operations Partner Training Program

Low Cost Operations Partner Training Program

低成本运营伙伴培训项目

Business-Finance Integration, Low-Cost Production Systems and Improvement Leadership for Digital Manufacturing

面向数智化生产时代的业财融合、低成本生产与改善领导力

Three 2-Day Modules | Case-Based Learning | Data Exercises | Group Decisions | Final Pitch | Project Follow-Up

三个2天模块 | 案例驱动 | 数据演练 | 小组决策 | 最终路演 | 企业项目跟踪

🚀 Program Purpose 项目目标

A modular capability program that helps finance professionals understand how costs are created on the shop floor, helps production engineers express improvement value in business language, and develops employees into operations partners who can deliver low-cost, high-quality performance.

通过三个递进模块，帮助财务人员理解现场成本生成机制，帮助生产工程师用经营语言表达改善价值，并推动员工从工具使用者成长为可独立落地改善项目的低成本运营伙伴。

🚀 Target Participants 适用对象

Finance BP, controlling, production, process engineering, quality, IE, Lean, planning, logistics, digital factory project leaders, manufacturing managers and operations management teams.

财务BP、成本控制、生产、工艺、质量、IE、精益、计划物流、数字化工厂项目负责人、制造经理与运营管理团队。

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🌟 Module 1 | Align Business Language 模块1 | 商业语言对齐

Business-Finance Integration for Digital Manufacturing 面向数智化生产时代的业财融合

🔍Why it matters 课程意义

Create one shared language between finance and operations. Move cost management from after-the-fact accounting to decision making based on OEE, WIP, FPY, changeover, bottlenecks and quality losses.

建立财务与生产的共同语言，让成本不再停留在事后核算，而是连接 OEE、WIP、FPY、换型、瓶颈和质量损失的经营决策。

📅Core outline 核心大纲

• Manufacturing finance: P&L, gross margin, standard vs. actual cost, cost centers, variance analysis

• Production data: BOM, routing, CT/Takt, OEE, FPY, WIP and lead time

• Cost drivers: material, labor, overhead, COPQ, inventory cash, changeover and bottleneck loss

• ERP/MES/QMS/BI data chain, data definitions, ROI and payback logic

• 制造财务基础：损益、毛利、标准/实际成本、成本中心、差异分析

• 生产系统数据：BOM、工艺路线、CT/Takt、OEE、FPY、WIP、Lead Time

• 成本驱动因素：材料、人工、制造费用、COPQ、库存资金、瓶颈损失

• ERP/MES/QMS/BI 数据链、口径治理、ROI 与回收期

💼Anchor case 主旨案例

EV thermal management controller line. Price pressure: -9%. Current cost: 218 RMB/pc, target: below 200 RMB/pc. COPQ: 252k RMB/month. Inventory cash tied up: 10.55m RMB.

新能源汽车热管理控制器产线：客户降价9%，成本218 RMB/件，目标200 RMB/件；COPQ 252,000 RMB/月，库存现金占用10.55百万 RMB。

🎓Deliverables 学习产出

Cost model, COPQ analysis, KPI mapping from operations to finance, 90-day business-finance pilot plan.

成本模型、COPQ 分析、运营 KPI 到财务 KPI 映射、90天业财融合试点方案。

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🌟 Module 2 | Build Engineering Skills 模块2| 工程技能夯实

Low-Cost Production System Improvement 低成本生产系统改善实战

🔍Why it matters 课程意义

Translate waste, quality loss, WIP, changeover and bottlenecks into cost decisions. Design improvement packages with low investment, high return and controlled risk.

把现场浪费、质量损失、WIP、换型和瓶颈转化为成本决策，设计低投资、高回报、低风险的改善组合。

📅Core outline 核心大纲

• Value stream cost mapping, Takt/CT, line balancing and bottleneck diagnosis

• OEE loss analysis, SMED, TPM, Kanban and line-side supermarket design

• 8D, PFMEA, control plan, SPC/MSA/Cpk as validation logic

• VA/VE, Design-to-Cost, Make-or-Buy, local sourcing and low-cost automation

• VSM 价值流成本图、Takt/CT、线平衡、瓶颈识别

• OEE 损失分析、SMED、TPM、Kanban 与线边超市

• 8D、PFMEA、控制计划、SPC/MSA/Cpk 的验证逻辑

• VA/VE、Design-to-Cost、Make-or-Buy、本地化供应与低成本自动化

💼Anchor case 主旨案例

Smart sensor assembly line. Customer price reduction: -8%. Local competitors: 15%-20% cheaper. Current cost: 109 RMB/pc, target: 98 RMB/pc. OEE 58%, FPY 91%, WIP 3,800 pcs.

智能传感器装配线经营改善：客户要求降价8%，本土竞争低价15%-20%；成本109 RMB/件，目标98 RMB/件；OEE 58%，FPY 91%，WIP 3,800件。

🎓Deliverables 学习产出

Current/future state maps, improvement portfolio, ROI, control plan excerpt and 6-month low-cost roadmap.

当前/未来状态图、改善组合、ROI、控制计划片段、6个月低成本生产路线图。

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🌟 Module 3 | Lead Improvement Execution 模块3 | 改善落地领导力

From Problem-Solving Skills to Personal Leadership 从问题解决技能到个人领导力发展

🔍Why it matters 课程意义

Close the gap between analysis and execution. Learn how to drive A3/PDCA projects, align stakeholders, manage resistance and communicate results to leadership.

补齐从"会分析"到"能落地"的最后一公里。训练学员以 A3/PDCA 结构化推进项目，影响跨部门人员，并向管理层讲清结果。

📅Core outline 核心大纲

• A3/PDCA/8D problem solving, issue trees, root-cause hypotheses and validation plans

• Project charter, RACI, stakeholder map, risk register and benefit tracking

• Gemba communication, facilitation, conflict handling, influence and coaching feedback

• Daily management, visual progress control, management review, AI-supported action tracking and knowledge capture

• A3/PDCA/8D 问题解决、问题树、根因假设与验证计划

• 项目章程、RACI、利益相关者地图、风险清单与收益追踪

• Gemba 现场沟通、会议主持、冲突处理、影响力与教练式反馈

• 日常管理、视觉化进度、管理层复盘、AI 辅助行动跟踪与知识沉淀

💼Anchor case 主旨案例

90-day cross-functional cost reduction project. The team must align production, finance, quality, supply chain and management, resolve data disputes and resource conflicts, then deliver an executive pitch.

90天跨部门降本项目落地：项目组需在生产、财务、质量、供应链和管理层之间对齐目标，处理资源冲突、数据争议和执行阻力，完成最终路演。

🎓Deliverables 学习产出

A3 report, project charter, stakeholder plan, action tracker, executive pitch and personal leadership reflection.

A3 报告、项目 charter、利益相关者计划、行动追踪表、管理层汇报与个人领导力反思。

⚙️ Training Format 培训模式

Case input, data exercises, group decision making, project coaching and final pitch. Modules can be booked individually or combined into a 6-day capability program with follow-up on real company projects.

案例讲解 + 数据演练 + 小组决策 + 项目辅导 + 最终路演。三个模块可独立开课，也可作为6天培养项目并结合企业真实改善项目持续跟踪。

📈Program Value 整体收益

Build one shared data, cost and improvement logic. Translate shop-floor problems into profit, cash flow and ROI. Develop operations talents who can lead cross-functional execution.

统一数据、成本语言和改善决策逻辑；把现场问题转化为利润、现金流和投资回报；培养能推动跨部门改善落地的运营骨干。

🎯Final Outcome: reusable templates for cost diagnosis, improvement portfolio, ROI analysis, A3 execution and executive reporting

最终成果：每位学员带回一套可复用的成本诊断、改善方案、ROI分析、A3项目推进与管理层汇报模板

📋Enrolment Information:

1. The fee for the full three-moule program is RMB 15,000 per participant; for individual modules, the fee is RMB 5,000 per participant. We issue standard invoices from the KIT China Branch.
2. Participants in the full program will receive academic and project guidance, including personalized recommendations for self-study modules besides learning together based on their background profile, as well as a complimentary comprehensive operational diagnosis or improvement project consultation for their organization (on-site duration not exceeding 8 hours; travel expenses to be borne by the client). There will be a celebration dinner during the last model and inviting special guests for a meal and face-to-face guidance. Special Guest: Alex Zhu，Former MBB of GAMI, Certified Lecturer at the Drucker (China) Institute, Certified Black Belt Instructor of the China National Quality Association, Former Global Learning and Development Specialist, Specialist in Operational Excellence at Cargill Investment Group.
3. Course dates: [Intake 01-26GLE]: 10–11 July &11–12 September & 23–24 October,2026. [Intake 02-26GLE]: 04–05 September &16–17 October & 13–14 November,2026. Each module consists of two consecutive days of intensive study, running from Friday to Saturday. Class sizes are limited to 5–20 participants.
4. Venue: Suzhou Industrial Park
5. Special Terms: Registration is confirmed upon receipt of payment. Following confirmation, a profile will be created for each participant and their organization. Upon completion of the course, a KIT-GAMI Engineer Training Certificate of the corresponding level will be issued based on the participant's assessment results.
6. Special Note: The project schedule is provisional and subject to adjustment based on actual circumstances.

📋报名须知：

1. 项目整体三个模块费用15000元人民币每位学员，单独报名的每个模块5000元人民币每位学员。提供KIT中国研究院普通发票。
2. 参与整体项目的学员将获得学习与项目指导，包括根据他们的背景资料，在共同学习之外，还提供个性化的自学模块推荐，免费帮助学员所在企业做一次整体运营诊断或者一次改善项目指导（现场时间不超过8小时，差旅费需要需求方承担）。项目结案晚宴将在第三模块进行，邀请特约嘉宾进行餐叙与面对面指导。特约嘉宾：Alex Zhu，GAMI前黑带大师，德鲁克（中国）研究院认证讲师，中国国家质量协会认证黑带讲师，曾任嘉吉投资集团，全球学习与发展专家，卓越运营流程专家。
3. 课程开设时间，第一期：2026年7月10-11日，9月11-12 日；10月23-24日； 第二期：2026年9月4-5日，10月16-17日，11月13-14日； 每个模块连续两天集中学习，从周五到周六。班级规模限制为5-20人。
4. 学习地点：苏州工业园区。
5. 特别条款：以收到款项支付为报名确认，报名确认后将建立学员和所在企业档案，学习结束后会根据学员的学习测试结果颁发对应等级的KIT-GAMI工程师培训证书。
6. 特别说明：项目开展时间为初步拟定，后期会根据实际情况调整。