持續(xù)改進(jìn)控制程序(中英文)

1、持續(xù)改進(jìn)控制程序Continual Improvement Control Procedure目的 Purpose ：通過(guò)持續(xù)改進(jìn)活動(dòng)，不斷改善產(chǎn)品、制造過(guò)程、質(zhì)量、生產(chǎn)效率、成本、交期、服務(wù)、環(huán)境、職業(yè)健康與安全等，以確保更加全面地滿足顧客要求，不斷提高顧客滿意度和本公司的質(zhì)量 目標(biāo)。Throughcontinual improvementactions, continuously improve products, manufactureprocess, quality, manufacture rate, manufacture cost, delivery time, service,

2、 environment, and OHSAS etc., in order to ensure meeting customer requirement more comprehensive, continuously improve customer satisfaction and company quality objectives.范圍 Scope ：適用于公司持續(xù)改進(jìn)活動(dòng)控制。This Procedure is applied to the control of continual improvement actions in company. 3.術(shù)語(yǔ) Terms ：持續(xù)改進(jìn)：指

3、為增加質(zhì)量、健康、安全、環(huán)境體系滿足顧客要求、法律法規(guī)和其它要求的能力，所采取的以減少質(zhì)量變差、降低成本、提高服務(wù)、改善環(huán)境安全等為主要目標(biāo)所采取的循環(huán)活動(dòng)。Continual improvement: circulationactivitiewshich are taken aiming to prevent quality deterioratingl,ower costs,improve servicesand environment and safetyas specifiedin Quality,HSEmanagementsystemfor meeting customers req

4、uirement, in laws and regulations and as other requirements.有效性：完成策劃的活動(dòng)和達(dá)到策劃結(jié)果的程度。Availabilityt:he extent of completing the planed actions and achievement the planed results.4.過(guò)程分析 Process analysis：輸入 Input公司市場(chǎng)策略和發(fā)展、導(dǎo)向； Company market strategy， development and orientatio；n輸出 Output持續(xù)改進(jìn)報(bào)告 Continual i

5、mprovement report產(chǎn)品和服務(wù)質(zhì)量信息； Quality information of product and service; 過(guò)程能力資料； Process ability data;顧客滿意或不滿意信息； Customer satisfied or unsatisfiedinformation;成本（包括不良質(zhì)量成本）資料； Costs ( including the cost of poor quality ) information;顧客的期望； Customer expectation;競(jìng)爭(zhēng)對(duì)手間同類產(chǎn)品的情況； The situation of similar pr

6、oducts between the competition company;市場(chǎng)動(dòng)態(tài)；Market trends; HSE運(yùn)行及監(jiān)控的業(yè)績(jī)；HSE performance and HSE monitoring持續(xù)改進(jìn)項(xiàng)目申報(bào)表；Improvement item application tab；le持續(xù)改進(jìn)計(jì)劃； Continual improvement plan.過(guò)程指標(biāo) Process measurement indicator：項(xiàng)目Item監(jiān)視方法和頻次Monitoring method & frequency測(cè)量部門Department responsible for measure

7、ment持續(xù)改進(jìn)項(xiàng)目準(zhǔn)時(shí)完成個(gè)數(shù)持續(xù)改進(jìn)項(xiàng)目個(gè)數(shù)*100%持續(xù)改進(jìn)項(xiàng)目準(zhǔn)時(shí)完成率Numberof continuous improvementprojectRate of continuous improvement projectcompleted in time Numberof continuousCTOcompleted in timeimprovement project *100%每年Annually5、職責(zé) Responsibility:各部門負(fù)責(zé)從管理、技術(shù)層面進(jìn)行改進(jìn)項(xiàng)目的收集；負(fù)責(zé)改進(jìn)項(xiàng)目的策劃、實(shí)施和總結(jié)， 及項(xiàng)目完成后的標(biāo)準(zhǔn)化；Each department take

8、in charge of collectingimprovement items from management and technology level,planning,implementing and summarizing the improvement items, and standardizing after the item accomplished;CTO 負(fù)責(zé)公司持續(xù)改進(jìn)項(xiàng)目的統(tǒng)一管理及自下而上的項(xiàng)目立項(xiàng)前的審批；CTO is responsibleformanaging company continualimprovement items, and approving t

9、he item which comes from below before it is set up.項(xiàng)目相關(guān)部門負(fù)責(zé)項(xiàng)目實(shí)施過(guò)程的跟蹤，項(xiàng)目完成后的項(xiàng)目效果驗(yàn)證，保管驗(yàn)證記錄， 并將項(xiàng)目完成情況向管理評(píng)審報(bào)告；Departments involvedin items take in charge of the trace forthe items implementation process, the items effectivenessverificatioanfterthe items accomplished, and keepingverification records, and

10、 reporting items accomplishment status to management review.管理委員會(huì)負(fù)責(zé)公司級(jí)項(xiàng)目的立項(xiàng)審批和計(jì)劃審批。Management Committee takes in charge of approvingthe company level projecstsetting and planning.活動(dòng)程序 Activity procedure:改進(jìn)項(xiàng)目的提出、收集：To put forward and collect improvement i：temCTO 匯總各部門提交的持續(xù)改進(jìn)項(xiàng)目申請(qǐng)及公司高層的要求，上年度末制訂下年度的持續(xù)改

11、進(jìn)計(jì)劃；CTO summarizes applications of continual improvement items from each department and the requirements from company top management，and establish the continual improvement plan for next year at the end of this year.自上而下提出，公司高層或部門領(lǐng)導(dǎo)根據(jù)年度目標(biāo)要求提出改進(jìn)項(xiàng)目, 組建持續(xù)改進(jìn)小組；Fromtop to bottom, Companytop Managementor

12、department leaders put forward improvementitems according to annual objectiverequirement, and build the continual improvement teams.自下而上提出，員工或部門自行要求提出改善項(xiàng)目，并組建持續(xù)改進(jìn)小組。From bottom to top, staffs or departments put forward improvement continual improvement teams.，iteamnsd build the持續(xù)改進(jìn)項(xiàng)目的提出可以從管理、技術(shù)層面考慮，

13、它包括：消除各種浪費(fèi)；提高安全性；降低廢品率；改善環(huán)境/安全內(nèi)外部監(jiān)測(cè)數(shù)據(jù)；降低人力和材料的浪費(fèi)；提高生產(chǎn)效率；降低成本；提高產(chǎn)品質(zhì)量；顧客滿意度提升；其他有利公司的改進(jìn)項(xiàng)目。Continual improvement items can be put forward from management and technology level, it includes:1 . To eliminate all kinds of waste; 2. To improve security; 3. To reduce scrap4. To improve environment / security

14、 internal and external monitor data; 5. To reduce thewaste of manpower and materials; 6. To improve production efficiency; 7. To lower the cost8. To improve product quality;9. To promotecustomersatisfaction1;0. Anyother improvement items benefit company.改進(jìn)項(xiàng)目的策劃： The plan of improvement item:確定目標(biāo) Set

15、 the target:持續(xù)改進(jìn)小組對(duì)確定的改進(jìn)對(duì)象及相關(guān)過(guò)程的目前狀況進(jìn)行評(píng)價(jià)，根據(jù)現(xiàn)狀分析找出的問(wèn)題點(diǎn)和根據(jù)公司現(xiàn)有資源、技術(shù)及管理能力，確定改善要達(dá)到的目標(biāo)。設(shè)定的目標(biāo)應(yīng)該是能達(dá)成的。Continual improvement team valuates the present status of the determined improvementitems and related process. According to the present status analysis, find out the key poin problems and thinkabout the ex

16、istingresources, technology and managementabilitoyfown company, determine the target that want to be arrived through improvement. The goal should be to achieve.現(xiàn)狀分析 To analyze the present situation:根據(jù)內(nèi)部審核和管理評(píng)審結(jié)果，評(píng)價(jià)現(xiàn)有過(guò)程的有效性和效率，收集資料并統(tǒng)計(jì)分析，以發(fā)現(xiàn)產(chǎn)生問(wèn)題的根本原因。According to results audit and management rev，ievwa

17、luate effectiveness and efficiency of existingProcess ， collectdata and statisticanalysis， to findthe root reasons which cause the problems.現(xiàn)狀分析的方法 Method of analyzing exiting status:通過(guò)原因分析，從實(shí)際值與期待值的差異中找出問(wèn)題點(diǎn)。Through analysis the reaso，n to find out the key point from the difference between actual va

18、lue and expectation value.依據(jù)質(zhì)量健康安全環(huán)境方針目標(biāo)，以及本單位的職能與職責(zé)，對(duì)比現(xiàn)狀找出問(wèn)題點(diǎn)。According to quality & HSE policies and objective , and the function and responsibility of own department ，comparing with the actual status to find out the key point.與管理體系要求相比對(duì)找出問(wèn)題點(diǎn)。To comparepresent statuswith the managementsystem requi

19、rement,findout the key point.改進(jìn)項(xiàng)目成員 Members of improvement project對(duì)于突破性改善項(xiàng)目，由管理者層針對(duì)改善項(xiàng)目的性質(zhì)和對(duì)人員的知識(shí)結(jié)構(gòu)要求確定改善小組成員。For the breakthrough improvement project, the members of improvement team should be determined by top management according to the character of the improvement project and the requirement of

20、person knowledge structure.對(duì)于日常性改善項(xiàng)目，由各單位領(lǐng)導(dǎo)依據(jù)改善項(xiàng)目的要求和對(duì)人員的知識(shí)結(jié)構(gòu)要求確定改善小組成員。For the ordinariness improvement project, the members of improvement team should be determined by each department leader according to the character of the improvement project and the requirement of person knowledge structure.改善小

21、組的組長(zhǎng)應(yīng)由組員選出或領(lǐng)導(dǎo)指定。組長(zhǎng)和組員協(xié)商具體分工。The leader of improvement team should be chosen by the team members or decided by the department leader.Teamleader and team membersnegotiateto distributethe job for everyone in team.項(xiàng)目審批 Project approval公司級(jí)持續(xù)改進(jìn)項(xiàng)目：相關(guān)部門根據(jù)公司業(yè)務(wù)計(jì)劃、管理設(shè)想、各部門反饋、管理評(píng)審報(bào)告等要求提出持續(xù)改進(jìn)項(xiàng)目，交 MC 批準(zhǔn)后由相關(guān)部門組織實(shí)施

22、。Continual improvementitems in companylevel:relateddepartment take out continual implement items according to the requirement of company business plan, the management idea, each department feedback, management review report, etc. After being approved by management committee, the items will be organi

23、zed implement by related department.自行申請(qǐng)的持續(xù)改進(jìn)項(xiàng)目由提出單位或個(gè)人填寫持續(xù)改進(jìn)項(xiàng)目申報(bào)單。For the continualimprovementitems from ownapplying,“Continualimprovementitem application table” will be needed foripnrgopdoespartment or person.CTO 負(fù)責(zé)整理匯總持續(xù)改進(jìn)項(xiàng)目申報(bào)單，并組織評(píng)審，評(píng)審確認(rèn)后，交 MC 批準(zhǔn)。CTOtake in charge of trimming andsummarizingall “

24、Continualimprovementitemapplication table”, and oregarneivziew, after review, and submits these application tables to MC approval.實(shí)施計(jì)劃的策劃 Prepare implement plan使用現(xiàn)狀分析方法再次對(duì)原因進(jìn)行分析，尋找影響目標(biāo)實(shí)現(xiàn)的根本原因；Item team use situationanalysismethodto re-analysisthe reason, to findout the root reason which influence ta

25、rget achievement.根據(jù)分析出的根本原因針對(duì)性制訂改進(jìn)措施；According to the root reasons analy，zeddirectly to plan improvement actions.根據(jù)擬定的措施制訂詳細(xì)的行動(dòng)計(jì)劃持續(xù)改進(jìn)項(xiàng)目實(shí)施計(jì)劃，明確各步驟實(shí)施的負(fù)責(zé)人和完成的時(shí)間節(jié)點(diǎn)，以及需要達(dá)成的目標(biāo)。According to the actions planed, to establish particular act“Ciovnittiynupallanimprovement item implementation plan”,clear the res

26、ponsible person who has responsibilittyo implement the steps and the key time point to complete.實(shí)施計(jì)劃審批 Approval of implement plan實(shí)施計(jì)劃獲得管理委員會(huì)批準(zhǔn)后，管理委員會(huì)或各單位領(lǐng)導(dǎo)應(yīng)授予改善小組必要的權(quán)限，并給予改善小組必要的技術(shù)支持和必須的資源保障。After the implementplan hasbeengotten the managementcommitteeapproval, managementcommittee or each department

27、 leader shallaward the improvement team necessary permission,and give the improvement team technicalsupport and necessary resources.計(jì)劃的實(shí)施及跟蹤驗(yàn)證 Implement plan and tracking and verification 6.6.1各步驟負(fù)責(zé)人按行動(dòng)計(jì)劃實(shí)施，通常采用的持續(xù)改進(jìn)的技術(shù)有：The responsibleperson of each step implement as the activityplan, the technique

28、 of continual improvement adopted usually as following:利用 QC 七大手法進(jìn)行分析及統(tǒng)計(jì)。 Using QC seven methods to analyze and count.設(shè)備效率的統(tǒng)計(jì)及合理安排。 Statisticasnd reasonable arrangement of equipment efficiency作業(yè)及搬運(yùn)時(shí)間合理的安排,統(tǒng)籌方法的運(yùn)用。To arrange reasonable assignment and handling time, and use critical path method.價(jià)值成本的核

29、算。Accounting of value costsSPC控制圖。SPC control chart.6.6.2 項(xiàng)目實(shí)施時(shí)跟蹤驗(yàn)證 Tracking and verification in items implement各項(xiàng)目實(shí)施部門根據(jù)計(jì)劃中的時(shí)間節(jié)點(diǎn)對(duì)項(xiàng)目的實(shí)施情況進(jìn)行跟蹤，并驗(yàn)證項(xiàng)目實(shí)施是否已經(jīng)達(dá)到了預(yù)期的目標(biāo)。According to time key point in plan, each item implement department track the implement situation, and verify whether the item implement a

30、chieved the expected target.改進(jìn)效果驗(yàn)證 Verification of improvement effectiveness持續(xù)改進(jìn)項(xiàng)目完成后，由持續(xù)改進(jìn)項(xiàng)目的實(shí)施部門或個(gè)人編制持續(xù)改進(jìn)項(xiàng)目總結(jié)報(bào) CTO。After the continual improvement item is finished, the department or person who implements the continualimprovement item prepare “Summaryof Continual ImprovementItem”andpass to CTO.CTO

31、 組織相關(guān)部門對(duì)持續(xù)改進(jìn)項(xiàng)目效果進(jìn)行評(píng)價(jià)驗(yàn)收。驗(yàn)證包括產(chǎn)生問(wèn)題的原因已經(jīng)消除或減少，措施的有效性，并達(dá)到了改進(jìn)目標(biāo)。驗(yàn)證結(jié)果記錄于持續(xù)改進(jìn)項(xiàng)目驗(yàn)證記錄。如改進(jìn)的效果不佳，應(yīng)回到 6.6 重新執(zhí)行。如已達(dá)成目標(biāo)，驗(yàn)證記錄提交 MC 審批。CTOorganize relateddepartment to value and check the effectivenessof the continual improvement item. Verification include the reason causing the problem has been removed or reduced,e

32、ffectivenessof actions,improvement targethas been achieved. Verification resultsrecord in “Verificationrecord of continualimprovementitem”.If improvement effectivenessisnstatisfiedr,eturn to 6.6 re-implement. Iftargetachieved, verification record will be submitted management committee to approve.驗(yàn)證時(shí)

33、應(yīng)關(guān)注采用的措施是否產(chǎn)生了連帶性的負(fù)面效果。Verification should focus on whether there was the collateral negative effect caused by th adopted actions.持續(xù)改進(jìn)涉及工程更改或工藝更改時(shí)，按工程更改管理程序執(zhí)行。When continual improvement is involved to engineering change or technology change, it will be implemented according to “Engineering change man

34、agement procedure”.項(xiàng)目總結(jié)發(fā)布及標(biāo)準(zhǔn)化 Project summary， release and normalization當(dāng)項(xiàng)目完成后，項(xiàng)目的實(shí)施單位對(duì)項(xiàng)目實(shí)施情況進(jìn)行總結(jié)，并選擇合適的時(shí)間以會(huì)議的形式在公司內(nèi)進(jìn)行發(fā)布。When project has been completed, the project implement department shall summary the project implement situation, and choice suitable time to release the project result in the of m

35、eeting in company.將項(xiàng)目的成果固化在作業(yè)指導(dǎo)書等文件中。并對(duì)使用這些文件的人員進(jìn)行培訓(xùn)。The project achievement should be written down in documents such as work instructions, etc. And the persons who use these documents will be trained.在文件的編寫過(guò)程中涉及到工程更改或工藝更改時(shí)，項(xiàng)目團(tuán)隊(duì)按照工程更改管理程序執(zhí)行；涉及到文件更改時(shí)按照文件控制程序執(zhí)行；涉及到記錄更改時(shí)，按照記錄控制程序執(zhí)行。During the process o

36、f writingdocument,whenitinvolves to engineering changeor technology change, projectteam shallchange the documentsaccording to “Engineering change management procedure” ； when it is involved to document change, project teamshallchangethe documentsaccording to “Document controlprocedure”； Whenitis involved to change quality record, project team shall change the quality record according “R ecord control procedure”.項(xiàng)目完成后，項(xiàng)目實(shí)施過(guò)程中產(chǎn)生的相應(yīng)記錄相關(guān)