操作族员工培训管理规定V1.0

DOC#/文件编号：xxxxxxxxxxxxxRevision文件版本：V1.0密级：最高高中低ConfidentialHighestHighMediumLow页数：第PAGE员工培训管理规定Operatorstafftrainingmanagementregulations拟制PreparedBy:xxxxxxxxx审核ReviewedBy:Xxxxxxxx批准ApprovedBy:xxxxxxxxxxHistory版本Revision修订内容Description修订日期Date修订者Revisedby备注RemarkV1.0xxxxxxxxxxxxxxxxxxxxxxxxx目的Purpose

规范公司员工培训与考核管理体系，完善培训考核文件。

Standardizethecompanystafftrainingandassessmentmanagementsystem,improvethetrainingassessmentdocuments.范围

Range

适用于制造中心和质量中心员工的培训及考核管理。Applytomanufacturingcenter、qualitycenterstafftrainingandassessmentmanagement.3.定义Definition序号NO.名称NAME定义Definatong001一线操作First-lineoperations熟练掌握本岗位或多岗位操作，技能娴熟，作业标准，能独立完成工作任务。Mastertheoperationofthispositionormultiplepositions,skilled,standardoperation,andcompletethetaskindependently.002Level5熟练掌握本班组各岗位及业务相关班组关键岗位的操作技能、质量控制要求、设备仪器操作方法，能独立开展基层管理事务，独立协调资源按时完成工作任务。【初级班组长、初级技术员、文员】Proficientkeypositionsrelatedtothebusinessoftheteamintheoperationskills,qualitycontrolrequirements,equipmentandinstrumentoperationmethodsofallpositionsandabletocarryoutgrassrootsmanagementaffairs,coordinateresourcestocompleteworktasksontimeindependently.[JuniorTeamleader,Juniorechnician,clerk]003OJT就是OntheJobTraining的缩写，意思是在工作现场内，上司和技能娴熟的老员工对下属、普通员工和新员工们通过日常的工作，对必要的知识、技能、工作方法等进行教育的一种培训方法。Intheworkplace,it’saneducateatrainingmethodthattheleaderandskilledoldemployeestosubordinates,ordinaryemployeesandnewemployeesthroughdailywork,toteachthenecessaryknowledge,skills.原则Principle

无none关键角色及应负责任Keyrolesandresponsibilities序号NO.角色roles应负责任responsibilities001人力资源中心HRCenter负责制定培训计划、协调实施培训、组织考核鉴定、管理培训资源、规范培训信息、建立优化培训体系。Responsibleformakingtrainingplans,coordinatingtheimplementationoftraining,organizingassessmentandappraisal,managingtrainingresources,standardizingtraininginformationandestablishingandoptimizingtrainingsystem.002人力资源中心HRCenter负责新员工入职考勤制度、行为规范、文化、薪酬福利等讲解。Responsiblefortheintroductionofnewemployeeattendancesystem,codeofconduct,culture,salaryandwelfare,etc.003质量中心QualityCenter负责在职员工岗位实操考核。Responsibleforon-the-jobstaffpracticaloperationassessment.004各中心AllCenter负责培训需求提报、在线培训、配合培训组、实施培训。Responsiblefortrainingdemandreport,onlinetraining,cooperatewithtrainingteamandimplementtraining.6.流程图Flowchart7.活动描述DescribingActivities7.1考核规则Theinspectionrules7.1.1晋升管理操作、技术操作、专业操作初始职级评审要求Promotionmanagementoperations,technicaloperations,professionaloperationsinitialgradereviewrequirements评审类型Reviewtype提名要求Reportingrequirements评审要求Auditrequirements定级Setthelevel新入职班组长、技术员、文员/助理转正答辩即视为定级评审Thedefenseofnewteamleader,technician,clerk/assistantwillberegardedasgradingassessment晋级Promotionlevel绩效成绩performancegrades近两次绩效成绩中含一次S或A，另一成绩不低于B+ThelasttwoperformancegradesincludeoneSorA,andtheothergradeisnotlessthanB+年限要求WorkYear转正后在本岗位任职满半年Workinthispositionforhalfayearafterbecomingaregularemployee表格提交Formsubmission逐级晋升员工，需提交《操作族Level5晋升提名表》及《操作族Level5晋升表》。Foremployeespromotedstepbystep,theyneedtosubmit"OperatorLevel5PromotionNominationForm"and"OperatorLevel5PromotionForm".

2、提前晋升管理操作/专业操作/非工程部技术操作初始职级员工，需提交《操作族Level5晋升提名表》、《操作族Level

5晋升表》、《提前晋升Level等级申请表》。AdvancePromotionManagementoperation/professionaloperation/non-engineeringdepartmenttechnicaloperationinitialrankstaff,needtosubmit"OperationGroupLevel5PromotionNominationForm","OperationGroupLevel5PromotionForm","ApplicationFormforAdvancePromotionLevelLevel".

3、一线操作人员晋升工程部技术操作初职级员工，需提交《操作族Level5晋升提名表》、《操作族Level

5晋升表》、《部门调动周边评议表》。Whenthefirst-lineoperatorsarepromotedtothetechnicaloperationentry-levelemployeesoftheengineeringDepartment,theyneedtosubmittheNominationFormforPromotionofOperatorLevel5,ThePromotionFormforOperatorLevel5,andthePeripheralCommentFormforDepartmentTransfer.特殊情形SpecialSituations原则上员工满足条件才可晋级，对于特别优秀的员工（只有一次绩效成绩且绩效成绩为S或A），可申请提前晋级提名。Inprinciple,employeescanbepromotedonlyiftheyconformancetorequirements.Forparticularlyexcellentemployees(withonlyoneperformancescoreofSorA),theycanapplyforadvancepromotionnomination

2、一线操作人员晋升为工程部门技术员，需建立晋级评审考核团，经过评审考核团一致审核通过后，方可调入到工程部门。（评审考核团须各工程部门IE组组长指定人员担任）Whenthefirst-lineoperatorispromotedtotechnicianofengineeringdepartment,itisnecessarytoestablishapromotionreviewandassessmentteam,andonlyafterpassingthereviewandassessmentteam,canhebetransferredtotheengineeringdepartment.(TheassessmentteamshallbeappointedbytheleaderofIEGroupofeachengineeringdepartment)7.1.2评审周期：一线操作晋升管理操作、技术操作、专业操作人员，每年1月、4月、7月、10月实施一次。Reviewcycle:Promotionoffirst-lineoperationtomanagementoperation,technicaloperationandprofessionaloperationpersonnel,whichwillbeimplementeonceayearinJanuary,April,JulyandOctober.7.1.3评审原则：assessmentprocess各部门班组长晋升评审可视工作交叉性，邀请相关业务主管及人力资源中心，根据其工作职责、业绩贡献等内容描述，评审该员工是否有晋升资格（评审人员不得低于5人），各相关人员签字后提交至人力资源中心。Theteamleaderpromotionreviewofeachdepartmentshallinviterelevantbusinesssupervisorsandhumanresourcecentertoreviewwhethertheemployeeisqualifiedforpromotionaccordingtothedescriptionofhis/herjobresponsibilities,performancecontributionsandothercontents(nolessthan5assessor),andsubmittotheHumanResourceCenteraftersigningbyallrelevantpersonnel.7.2培训形式及内容Trainingformandcontent7.2.1非操类人员引导培训(主要针对新员工)：序号NO.课程名称coursetitle责任部门Responsibledept1公司简介companyintroduce人力资源中心HRcenter2公司文化companyculture3公司级规章制度companyruke4公司级办公操作流程companyprocesse培训结束后，由人力资源中心统一安排理论考试，考试合格方有转正资格，合格分80分。Aftertraining,HRcenterwillarrangetheoryexam,andthequalifiedcandidatewillget80points.7.2.2入职培训：社招新进目标类人员入职后，由部门负责人或主管为其指定1名导师，由导师根据岗位职责书安排培训内容，让其按照《新员工导师辅导计划》填写培训内容直至此试用期结束并发起转正申请。7.2.2Newemployeetraining:thesupervisorwillappointamentorforthenon-productionpersonnel,andaccordingtheJDtomaketrainingschedule,untiltheendofprobationperiod.7.2.3操作类岗前培训内容(主要针对新员工)：7.2.3ProductionpersonnelPre-jobtraining(forthenewemployee)序号NO.课程名称coursetitle内容content责任部门Responsibledept1员工行为规范及公司文化背景介绍employeeconductrule&companyintroduce-薪酬管理-考勤制度-门禁管理-着装规范-公司文化-组织构架Salarymanagement-attendancesystem-accesscontrolmanagement-dresscode-companyculture-organizationalstructure人力资源中心HRcenter2工业安全知识与消防安全Industrialsafetyandfiresafetyknowledge-报警方式-消防器材的使用-灭火方式-逃生方法-防火常识-信息安全要求及规定Alarmmethod-useoffirefightingequipment-fireextinguishingmethod-escapemethod-firepreventioncommonsense-informationsafetyrequirementsandregulations人力资源中心HRcenter3静电防护知识ESDprotection-静电防护的原理和重要性-静电防护要求–质量意识提升PrinciplesandimportanceofESDpreventionRequirementsofESDpreventionImprovequalityawareness生产部Manufacturecenter4环保基础知识EnvironmentalProtection-RoHS-REACH-HF质量中心Qualitycenter5产品介绍以及生产流程Productintroductionandproductionprocess-SMT产品介绍SMTproductionprocess生产主管和班组长Productionsupervisor/teamleader6车间7S管理知识7Smanagementknowledge-7S基本知识-车间7S管理知识7Sbasicknowledge-7Smanagementknowledge生产主管和班组长Productionsupervisor/teamleader注：新员工人数≥5人的，进行岗前培训，对于新员工人数<5人的，直接到各部门接受部门培训，下一批新员工入职时，一起参该轮新员工岗前培训，岗前培训后进行相关的考试，试题参考《新进员工考试试卷》，分数≥90分，及格；分数＜90分，不及格安排其参加下一批新员工入职考试。PS:morethanfiveperson,HRcenterwillarrangeprejobtraining.Lessthanfiveperson,canmakejobtraining,andtakepartinpre-jobtrainingnexttime.Theemployeetakeanexaminationandgetmorethan90points.Iflessthan90points,willnotbeemployed.7.2.4岗位培训考核方式7.2.4jobtrainingexamination主要采用理论与实操培训结合，培训与考核结合。Complextheory&operationtraining\examination.7.2.5实操培训方式operatetrainingmethod备注：a、实操培训全部采用以上流程方式进行。PS:a、accordingtotheaboveprocesstomakeoperatetrainingb、质量中心负责对检验岗位员工进行MSA培训，针对QA/QC人员的检验能力考核，需要用MSA进行测试评估，评估的一致性和重复性都要满足85%以上才能符合要求，已经获得认证的人员，每三个月需要进行一次MSA测试评估。b、QualitycentermakeMSAtrainingtoinspectionstaff,thenpasstheMSAtest,theconsistencyandrepeatabilityoftheassessmentmustbeatleast85%.Thepersonwhohasgetcertified,attendMSAtestevery3month.7.2.6新入职员工上岗培养步骤7.2.6thestepofnewemployeeonjobtraining7.2.6.1新入职员工上岗前，由人力资源中心组织安排公司级安全培训并组织签到，各部门培训管理员于新员工入职当天至人力资源中心领取《三级安全教育卡》，新员工入职后各部门生产主管负责安排车间级安全培训并组织签到，班组长负责安排班组级安全培训并组织签到，《三级安全教育卡》由各部门培训管理员统一保管，按照教育卡培训科目进行培训，且培训时间不得少于24H，完成所有培训结束后于7个工作日内统一交由人力资源中心保管。7.2.6.1HRcenterarrangethecompanylevelsafetytrainingforthenewemployee,trainingadministratorneedtogetthethirdgradesafetyeducationformfromHRcenter,theproductionsupervisorinchargeofworkshopsafetraining,teamleaderinchargeofteamsafetraining,trainingadministratorwillkeepthethirdgradesafetyeducationform.Everyinstructorneedaccordingtotheeducationcardtrainingcourses,nolessthan24H.alltheformneedsendtoHRcenteraftertrainingisover.7.2.6.2新员工进入岗位后，由班组长负责培训新员工岗位职责，并让其观测该岗位操作步骤，注意加深其对作业基准及作业顺序教育内容的理解，并指导进行实际作业操作。7.2.6.2whenthenewemployeeareonthejob,theteamleaderinchargeofthey,howtobeagoodworkerforexample:thestepofthejob,andthestandard&theorderofthejob,last,theteamleaderdirecthowtooperate.7.2.6.3一对一或一对多的老带新辅导制度：班组长安排老员工作为新员工的辅导员，辅导新员工实际操作，以提高作业准确性及顺序标准化，同时掌握正确的作业方法。7.2.6.3One-to-oneorone-to-manymentoringsystemforseniorstaff:theteamleaderarrangesseniorstaffasinstructorsfornewstafftoguidetheminpracticaloperationsoastoimprovetheaccuracyandorderstandardizationofhomeworkandmasterthecorrectoperationmethods.7.2.6.4当受训人员掌握了正确的作业方法，并能达到其作业标准，又具备正常作业流水线的速度（跟点作业）时，可安排其进行单独作业，使其逐步熟练，达到一定程序的作业稳定性并能持续一段时间。7.2.6.4Whentraineesmasterthecorrectoperationmethodandcanmeettheoperationstandardandhavethespeedofnormaloperationline(followpointoperation),theycanbearrangedtoworkseparatelytomakethemgraduallyproficientandachievetheoperationstabilityofcertainproceduresandcanlastforaperiod.7.2.6.5实操考核方式：在新员工为期3个月的实习过程中，统一按部门工作岗位特性制作实习证，由班组长、主管、工程师负责对其进行岗位专业技能培训，现场指导教育，质量中心组织对持有实习证的所有新员工进行实操考核，对能够操作的岗位，在实习证上加盖“QA考核”章，表示已经掌握该项岗位技能操作。7.2.6.5Practicalassessmentmethod:Innewemployeesduringthethree-monthinternship,unifiedfeatureproductioninternshipcertificatebydepartmentworkbytheteamleader,supervisor,engineerisresponsibleforthepostprofessionalskillstraining,on-siteguidanceeducation,centreofmassorganizationtoholdallthenewemployeesforinternshipcertificateinfieldinspection,tooperatingpost,ontheinternshipcertificatestampedwith"QAinspection"chapter,Indicatesthatyouhavemasteredtheskillsandoperationoftheposition.备注：a、实操考试全部采用以上方式进行考核。PS:a、accordingtotheaboveprocesstomakeoperatetrainingb、被辅导新员工考核成绩与辅导人员的绩效挂钩。b、Theperformanceofthenewemployeeislinkedtotheperformanceofthecoach.C、实操考核由各部门班组长和质量中心带线检验员一起参与，实操成绩要大于或等于70分。合格者由质量中心相关组别予以发放上岗证。C、Thepracticaloperationassessmentshallbeconductedbytheteamleaderofeachdepartmentandthequalitycenterlineinspector,andthepracticaloperationscoreshallbegreaterthanorequalto70points.Qualifiedwillbeissuedbythequalitycenter7.2.7在岗培训7.2.7onthejobtraining7.2.7.1在职引导培训、岗位操作技能提升培训，部门应参考《一线操作员工培训大纲》执行。7.2.7.1Foron-the-jobguidancetrainingandpostoperationskillimprovementtraining,departmentsshouldrefertotheTrainingOutlineforFront-lineOperatorsforimplementation7.2.7.2各部门年度培训，应遵循《年度培训计划表》内容并按计划实施培训，若因特殊原因无法按计划进行培训，可适当调整培训内容和时间，并备注原因。培训签到表应培训结束后，5个工作日内提交至人力资源中心存档，培训考核方式，分笔试、口头及实操，如采取口头或实操考核方式，抽查比例不得低于30%，笔试考试需全员参与。培训反馈，参训人员需在3个工作日内填写《培训满意度调查表》问卷星。7.2.7.2AnnualtrainingshouldbecarriedoutaccordingtotheAnnualTrainingSchedule.Ifthetrainingcannotbecarriedoutasplannedduetospecialreasons,thetrainingcontentandtimecanbeadjustedappropriatelyandthereasonsshouldbenoted.ThetrainingsigningformshallbesubmittedtotheHumanResourceCenterforfilingwithin5workingdaysafterthetraining.Thetrainingassessmentshallbedividedintowrittentest,oraltestandpracticaltest.Iforalorpracticaltestisadopted,theproportionofrandomcheckshallnotbelessthan30%.Trainingfeedback,participantsneedtofillinthetrainingSatisfactionQuestionnairewithin3workingdays.7.2.7.3年度培训计划，应按照员工培训需求表内容及质量方针，针对员工岗位发展制定培训计划，若特殊原因无法按照计划进行培训，可适当调整培训内容和时间，并备注原因。为保证培训有效性：a、建立员工培训档案，记录员工的培训时数及讲师的授课时数；b、增加培训考核，考核方式包括但不限于口试、笔试及培训心得报告。对于未参加培训的员工，需自学培训内容并通过考核。7.2.7.3Theannualtrainingplanshallbeformulatedaccordingtothecontentsoftheemployeetrainingdemandandthequalitypolicyfortheemployeepositiondevelopment.Ifthetrainingcannotbecarriedoutaccordingtotheplanduetospecialreasons,thetrainingcontentandtimecanbeadjustedappropriatelyandthereasonsshouldbenoted.Toensuretheeffectivenessoftraining:a.Establishemployeetrainingfilestorecordthetraininghoursofemployeesandtheteachinghoursoflecturers;B.addtrainingassessment,includingbutnotlimitedtooralandwrittenexaminationandtrainingexperiencereport.Foremployeeswhohavenottakenpartinthetraining,theyneedtostudythetrainingcontentbythemselvesandpasstheassessment.7.2.7.4质量中心体系组每年对相关部门人员进行体系文件的培训，并保留培训记录。7.2.7.4ThesystemgroupofthequantityCentertrainsthepersonnelofrelevantdepartmentsonsystemdocumentseveryyearandkeepstrainingrecords备注：非操作类员工公司级/部门级培训，每次实际参训比例需要达到70%以上，操作类员工每月每人均有4H培训时数作为绩效考核目标。PS:theproportionofnon-operationalstaffparticipatingincompany-level/department-leveltrainingshouldreachmorethan70%eachtime.Eachoperationalstaffhas4Htraininghourspermonthastheperformanceappraisaltarget.7.2.8岗位考核办法：7.2.8Postassessment:7.2.8.1按照岗位要求执行考核，在职员工每年进行一次岗位技能考核，考核通过，继续胜任此岗位，如考核不通过，取消该岗位操作资格，调到其可胜任的岗位工作，或重新接受该岗位技能培训，并由老员工指导及监督其操作，由质量中心对其进行资格考核。7.2.8.1Accordingtorequirementsofthejobtoassessment,employeestakepartinapostskillexaminationeveryyear,iftheypasstheexam,itmeanstheycankeeponthisposition,iftheydon’tpassexam,itmeanstheywillbecanceltheoperationqualification,andtransferredtothejobthattheywerecompetent,ortoacceptthejobskillstrainingagain,andtheoldstaffguidanceandsupervisionoftheoperation,atlastthequalitycentercarryoutassessment7.2.8.2调岗和休假达到半年以上的员工，重新上岗时前，需再次培训相关岗位技能和标准，经质量中心带线检验员与生产带线拉长一起参与考核，合格后发放上岗证，予以上岗操作，否则按照新员工培养模式进行操作，统一佩戴实习证，质量中心对其考核。7.2.8.2Thestaffwhotransferjobandtakeavacationreachedmorethanhalfofyear,musttotrainingskillsandrelatedstandards,beforereturntowork.thecenterofquality、lineinspectorsandgroupleaderparticipateintheinspectiontogether,theycanreturntoworkafterpasstheassessment,otherwiseinaccordancewiththenewstafftrainingmode,unifiedwearinternshipcertificate,qualitycenterfortheexamination.7.2.9关键岗位及其培训内容：7.2.9Keypositionsandtrainingcontents关键岗位是指操作难度系数较大、专业性强、技巧性高，可能引起较大质量隐患的岗位或对整个产品生产质量起关键把关的岗位，关键岗位培训由制造中心和质量中心各部门组织培训，培训记录统一交由人力资源中心统一存档。Keypositionsrefertothepositionswithhighoperationdifficulty,strongprofessionalismandhighskill,whichmaycausegreatqualityhiddentroubleorthepositionsthatplayakeyroleintheproductionqualityofthewholeproduct.Themanufacturingcenterandthequalitycenterdepartmentsorganizethetrainingofkeypositions,andthetrainingrecordsareuniformlyhandedovertotheHumanResourcesCenterforunifiedarchiving.序号NO.关键岗位名称Keypositions掌握内容mastercontent培训部门trainingsection1焊接weld1.掌握焊接操作方法、会使用温度点检仪器.Masterweldingoperationmethodandcanusetemperaturespot-checkinginstrument.2.熟练掌握焊接判定标准.Mastercommandofweldingcriteria生产部manufacturesection2功能测试functionaltest测试工作注意事项.Cautionstest测试项目操作步骤.Teststeps生产部、工程部manufacturesection\engineersection3AOI测试AOItest熟练掌握AOI判定标准.MastercommandofAOI熟练使用AOI及缓存机安全操作.MasteruseAOIandSafeoperationofcachemachine熟练掌握电子元件基础知识.Masterbasicknowledgeofelectroniccomponents生产部、工程部manufacturesection\engineersection4X-Ray测试X-Raytest熟练掌握X-ray判定标准.MastercommandofX-Ray熟练掌握设备基本操作及异常处理.Masterbasicoperationandexceptionhandlingoftheequipment生产部、工程部manufacturesection\engineersection5目检visualinspection1.熟悉检验标准，品质重点和物料使用标准.Familiarwithinspectionstandards,qualitykeypointsandmaterialusagestandards2.熟练掌握常用的检验器具及检验方法.Familiarwithinspectionstandards,qualitykeypointsandmaterialusagestandards.熟悉掌握电子元件基础知识.Familiarwithbasicknowledgeofelectroniccomponents生产部、质量中心manufacturesection、qualitycenter6分板de-panel查询作业文件.CheckWI机台安全操作基本知识.Basicknowledgeofmachinesafetyoperation不良品的识别.Identificationofdefectiveproducts夹具的领用与保养.Receivingandmaintenanceoffixture生产部、工程部manufacturesection\engineersection7烧录Burner烧录工作注意事项.Burningmattersneedingattention.烧录项目操作步骤.Burningprojectoperationsteps.生产部、工程部manufacturesection\engineersection8SMT接料员熟练掌握SMT接料、换料作业流程ProficientinSMTfeedingandrefuelingprocess熟练掌握接料异常问题反馈处理机制；Masterthefeedbackprocessingmechanismofabnormalmaterialreceivingproblems;生产部、工程部manufacturesection\engineersection7.2.10关键岗位考核规定：7.2.10Keypostassessmentregulations7.2.10.1每年对关键岗位在职员工进行理论考试、实操考核再认证实操考核，满分100分，70分及格，合格者由人力资源中心统一颁发相关上岗证书。7.2.10.1Everyyear,employeesinkeypositionswilltaketheoreticalexamination,practicaloperationexaminationandre-certificationpracticaloperationexamination,100scoreisperfect,70scoreispass7.2.10.2关键岗位不允许孕妇从事该项工作，一旦发现有孕妇应及时调离此岗位。7.2.10.2Pregnantwomendonotallowedworkinginkeypositions.Oncetherearepregnantwomenontheposition,theyshouldbetransferredfromthispostintime.7.2.11初级班组长培训7.2.11Juniorteamleadertraining班组长培训分为技能类培训与通用类培训两部分，技能类培训由部门根据工作安排在线指导形式展开；通用类培训由人力资源中心采用定时定点方式开设课程。Teamleadertrainingisdividedintoskilltrainingandgeneraltraining.Skilltrainingiscarriedoutbythedepartmentintheformofonlineguidanceaccordingtotheworkarrangement;GeneraltrainingcoursesareprovidedbytheHumanResourceCenteronafixedtimebasis.7.2.12培训实施时，受训人员须准时参加，并签到。7.2.12whenthetrainingiscarriedout,traineesmustattendandsigninontime7.3上岗证发放条件及要求7.3Conditionsandrequirementsforissueworkpermit7.3.1新员工上岗证发放对象7.3.1IssuedNewemployeeemploymentcertificate7.3.1.1新进员工根据分配的组别不同，由质量中心制作临时实习证，实习证需包含本拉线所有岗位信息。7.3.1.1Accordingtothedifferentnewemployeesgroups,thequalitycenterwillmaketemporaryinternshipcards,whichshouldcontainallthepostinformationoftheline.实习证参考模板：Internshipcardtemplate7.3.2在职员工上岗证（具体岗位以部门实际为准）On-the-jobcertificateofemployee(thespecificpositionissubjecttotheactualdepartment)正面fornt反面back7.3.2.1上岗证发放时间：员工经过培训并通过相应岗位的实操考核，考核成绩≥85分。7.3.2.1Issuingtime:Theemployeeattendtrainedandpassedthepracticaloperationassessmentand85scoreispass.7.3.2.2上岗证发放流程：7.3.2.2Workpermitissuanceprocess7.3.2.2.1新员工：员工被分配到操作岗位后，班组长必须为新员工指定导师，对其进行该岗位理论知识和基本操作的培训，根据员工对该岗位学习的熟练程度，班组长提报考核名单及《员工实操考核表》给相应的考核权责人（对应的考核人参见《岗位明细及考核人》表），考核权责人须在3个工作日内安排考核，考核完成后考核人和班组长填写《员工实操考核表》，班组长将填好的《员工实操考核表》给部门秘书,秘书将考核通过人员的信息（如姓名、工号、岗位和照片）更新到上岗证模板里，同时将通过考核的人员信息更新到《上岗资格明细清单》。质量中心IPQC/QC核对《员工实操考核表》和上岗证的信息一致性后在对应岗位前盖“合格”章。客户有专人专线特殊要求的，在上岗证右下方加盖“___专岗”章，横线处手写客户代码，部门秘书发放上岗证并将《上岗资格明细清单》和《员工实操考核表》提交给人力资源中心留档。7.3.2.2.1Newemployee:Employeesassignedtothejobafteroperation,teamleadermustspecifymentorfornewemployees,tothetheoreticalknowledgeandbasicoperationtraining,accordingtothestaffofthepostlearningproficiency,teamleadertochecklistandthestaffspeakingprogresstopeopleofpowerandresponsibilityofassessment(correspondingexaminationpeopleseethepostdetailandcheckonetable).Thepersoninchargeoftheassessmentshallarrangetheassessmentwithin3workingdays.Aftertheassessment,theassessorandtheteamleadershallfillintheStaffPracticalOperationExaminationForm.TheteamleadershallgivethecompletedStaffPracticalOperationExaminationFormtothedepartmentsecretary,whoshallupdatetheinformationofthestaffwhohaspassedtheassessment(suchasname,worknumber,postandphoto)totheworkcardtemplate.Atthesametime,theinformationofthosewhohavepassedtheassessmentwillbeupdatedtotheListofQualificationdetails.IPQC/QCofthequalitycentershallsealthe"qualified"stampinfrontofthecorrespondingpostaftercheckingtheconsistencyoftheinformationofthe"StaffPracticalOperationExaminationForm"andtheemploymentcertificate.Ifthecustomerhasspecialrequirementsforspecialline,stamp"___specialpost"onthelowerrightsideofthepostcertificate,andhandwritethecustomercodeonthehorizontalline.ThedepartmentsecretarywillissuethepostcertificateandsubmittheListofPostQualificationdetailsandStaffPracticalOperationExaminationFormtotheHumanResourceCenterforfiling.7.3.2.2.2在岗员工：班组长根据员工工作表现和生产需求提交《多能工申请表》，经部门长审批同意后对员工进行多能工培训并在《多能工申请表》上填写相关培训记录，培训完成后申请岗前考核和取得