持续改进控制程序(中英文)

1、持续改进控制程序Continual Improvement Control Procedure目的 Purpose ：通过持续改进活动，不断改善产品、制造过程、质量、生产效率、成本、交期、服务、环境、职业健康与安全等，以确保更加全面地满足顾客要求，不断提高顾客满意度和本公司的质量 目标。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.范围 Scope ：适用于公司持续改进活动控制。This Procedure is applied to the control of continual improvement actions in company. 3.术语 Terms ：持续改进：指

3、为增加质量、健康、安全、环境体系满足顾客要求、法律法规和其它要求的能力，所采取的以减少质量变差、降低成本、提高服务、改善环境安全等为主要目标所采取的循环活动。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：完成策划的活动和达到策划结果的程度。Availabilityt:he extent of completing the planed actions and achievement the planed results.4.过程分析 Process analysis：输入 Input公司市场策略和发展、导向； Company market strategy， development and orientatio；n输出 Output持续改进报告 Continual i

5、mprovement report产品和服务质量信息； Quality information of product and service; 过程能力资料； Process ability data;顾客满意或不满意信息； Customer satisfied or unsatisfiedinformation;成本（包括不良质量成本）资料； Costs ( including the cost of poor quality ) information;顾客的期望； Customer expectation;竞争对手间同类产品的情况； The situation of similar pr

6、oducts between the competition company;市场动态；Market trends; HSE运行及监控的业绩；HSE performance and HSE monitoring持续改进项目申报表；Improvement item application tab；le持续改进计划； Continual improvement plan.过程指标 Process measurement indicator：项目Item监视方法和频次Monitoring method & frequency测量部门Department responsible for measure

7、ment持续改进项目准时完成个数持续改进项目个数*100%持续改进项目准时完成率Numberof continuous improvementprojectRate of continuous improvement projectcompleted in time Numberof continuousCTOcompleted in timeimprovement project *100%每年Annually5、职责 Responsibility:各部门负责从管理、技术层面进行改进项目的收集；负责改进项目的策划、实施和总结， 及项目完成后的标准化；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 负责公司持续改进项目的统一管理及自下而上的项目立项前的审批；CTO is responsibleformanaging company continualimprovement items, and approving t

9、he item which comes from below before it is set up.项目相关部门负责项目实施过程的跟踪，项目完成后的项目效果验证，保管验证记录， 并将项目完成情况向管理评审报告；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.管理委员会负责公司级项目的立项审批和计划审批。Management Committee takes in charge of approvingthe company level projecstsetting and planning.活动程序 Activity procedure:改进项目的提出、收集：To put forward and collect improvement i：temCTO 汇总各部门提交的持续改进项目申请及公司高层的要求，上年度末制订下年度的持续改

11、进计划；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，公司高层或部门领导根据年度目标要求提出改进项目, 组建持续改进小组；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，员工或部门自行要求提出改善项目，并组建持续改进小组。From bottom to top, staffs or departments put forward improvement continual improvement teams.，iteamnsd build the持续改进项目的提出可以从管理、技术层面考虑，

13、它包括：消除各种浪费；提高安全性；降低废品率；改善环境/安全内外部监测数据；降低人力和材料的浪费；提高生产效率；降低成本；提高产品质量；顾客满意度提升；其他有利公司的改进项目。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.改进项目的策划： The plan of improvement item:确定目标 Set

15、 the target:持续改进小组对确定的改进对象及相关过程的目前状况进行评价，根据现状分析找出的问题点和根据公司现有资源、技术及管理能力，确定改善要达到的目标。设定的目标应该是能达成的。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.现状分析 To analyze the present situation:根据内部审核和管理评审结果，评价现有过程的有效性和效率，收集资料并统计分析，以发现产生问题的根本原因。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.现状分析的方法 Method of analyzing exiting status:通过原因分析，从实际值与期待值的差异中找出问题点。Through analysis the reaso，n to find out the key point from the difference between actual va

18、lue and expectation value.依据质量健康安全环境方针目标，以及本单位的职能与职责，对比现状找出问题点。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.与管理体系要求相比对找出问题点。To comparepresent statuswith the managementsystem requi

19、rement,findout the key point.改进项目成员 Members of improvement project对于突破性改善项目，由管理者层针对改善项目的性质和对人员的知识结构要求确定改善小组成员。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.对于日常性改善项目，由各单位领导依据改善项目的要求和对人员的知识结构要求确定改善小组成员。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、组的组长应由组员选出或领导指定。组长和组员协商具体分工。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.项目审批 Project approval公司级持续改进项目：相关部门根据公司业务计划、管理设想、各部门反馈、管理评审报告等要求提出持续改进项目，交 MC 批准后由相关部门组织实施

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.自行申请的持续改进项目由提出单位或个人填写持续改进项目申报单。For the continualimprovementitems from ownapplying,“Continualimprovementitem application table” will be needed foripnrgopdoespartment or person.CTO 负责整理汇总持续改进项目申报单，并组织评审，评审确认后，交 MC 批准。CTOtake in charge of trimming andsummarizingall “

24、Continualimprovementitemapplication table”, and oregarneivziew, after review, and submits these application tables to MC approval.实施计划的策划 Prepare implement plan使用现状分析方法再次对原因进行分析，寻找影响目标实现的根本原因；Item team use situationanalysismethodto re-analysisthe reason, to findout the root reason which influence ta

25、rget achievement.根据分析出的根本原因针对性制订改进措施；According to the root reasons analy，zeddirectly to plan improvement actions.根据拟定的措施制订详细的行动计划持续改进项目实施计划，明确各步骤实施的负责人和完成的时间节点，以及需要达成的目标。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.实施计划审批 Approval of implement plan实施计划获得管理委员会批准后，管理委员会或各单位领导应授予改善小组必要的权限，并给予改善小组必要的技术支持和必须的资源保障。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.计划的实施及跟踪验证 Implement plan and tracking and verification 6.6.1各步骤负责人按行动计划实施，通常采用的持续改进的技术有：The responsibleperson of each step implement as the activityplan, the technique

28、 of continual improvement adopted usually as following:利用 QC 七大手法进行分析及统计。 Using QC seven methods to analyze and count.设备效率的统计及合理安排。 Statisticasnd reasonable arrangement of equipment efficiency作业及搬运时间合理的安排,统筹方法的运用。To arrange reasonable assignment and handling time, and use critical path method.价值成本的核

29、算。Accounting of value costsSPC控制图。SPC control chart.6.6.2 项目实施时跟踪验证 Tracking and verification in items implement各项目实施部门根据计划中的时间节点对项目的实施情况进行跟踪，并验证项目实施是否已经达到了预期的目标。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.改进效果验证 Verification of improvement effectiveness持续改进项目完成后，由持续改进项目的实施部门或个人编制持续改进项目总结报 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、 组织相关部门对持续改进项目效果进行评价验收。验证包括产生问题的原因已经消除或减少，措施的有效性，并达到了改进目标。验证结果记录于持续改进项目验证记录。如改进的效果不佳，应回到 6.6 重新执行。如已达成目标，验证记录提交 MC 审批。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.验证时

33、应关注采用的措施是否产生了连带性的负面效果。Verification should focus on whether there was the collateral negative effect caused by th adopted actions.持续改进涉及工程更改或工艺更改时，按工程更改管理程序执行。When continual improvement is involved to engineering change or technology change, it will be implemented according to “Engineering change man

34、agement procedure”.项目总结发布及标准化 Project summary， release and normalization当项目完成后，项目的实施单位对项目实施情况进行总结，并选择合适的时间以会议的形式在公司内进行发布。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.将项目的成果固化在作业指导书等文件中。并对使用这些文件的人员进行培训。The project achievement should be written down in documents such as work instructions, etc. And the persons who use these documents will be trained.在文件的编写过程中涉及到工程更改或工艺更改时，项目团队按照工程更改管理程序执行；涉及到文件更改时按照文件控制程序执行；涉及到记录更改时，按照记录控制程序执行。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”.项目完成后，项目实施过程中产生的相应记录相关