Continual Improvement持續(xù)改進(jìn)程序(中英文)

1、批準(zhǔn)：審核：作成：Change 變更iHistory 己錄Revision版本Effective Date 生效日期Originator編寫人Reasons for Change 修改原因1.0 PURPOSE 目的This document defines the opportunity and process for continual improvement to improve the effectiveness and efficiency of products, service and process, continually meet customer requirements

2、.定義開展持續(xù)改進(jìn)活動(dòng)的時(shí)機(jī)和流程，提高產(chǎn)品、服務(wù)和過程的有效性，不斷滿足客戶的要求。2.0SCOPE 范圍Apply to the Continuous Improvement for quality and environmental activities and operation.適用于對(duì)質(zhì)量和環(huán)境的相關(guān)管理活動(dòng)與運(yùn)作的持續(xù)改進(jìn)控制。3.0 DEFINITIONS 定義Continual Improvement: recurring activity to increase the ability to fulfill requirements.持續(xù)改進(jìn)：增強(qiáng)滿足要求的能力的循環(huán)活動(dòng)。

3、4.0 REFERENCE DOCUMENTS 參考文件ISO/TS 16949 Clause 8.5 Improvement 改進(jìn)GEAR management合理化建議實(shí)施規(guī)范5.0 RECORDS IBMFN-QA-047 Program of Improvement Project 改進(jìn)項(xiàng)目管理方案6.0 RESPONSIBILITY 職責(zé)The management team defines the improving program.管理層確定持續(xù)改進(jìn)項(xiàng)目。The project team launches and implement improving program.持續(xù)改進(jìn)小

4、組負(fù)責(zé)改進(jìn)項(xiàng)目的開展和實(shí)施。7.0 PROCESS 流程Identify the continual improvement requirements for QMS and EMS through the below source, but not be limited to:通過下列資訊分析和運(yùn)用，識(shí)別持續(xù)改善質(zhì)量和環(huán)境管理系統(tǒng)的要求，確定持續(xù)改進(jìn)項(xiàng)目來源：In accordance with Quality and environmental policy and objects.根據(jù)公司質(zhì)量和環(huán)境方針、發(fā)展目標(biāo)確定的改進(jìn)項(xiàng)目；Determine the improve projects

5、 in yearly business plan.公司年度計(jì)劃確定的改進(jìn)項(xiàng)目；Identify the continual improvement requirements for QMS and EMS from audit result.內(nèi)、外部審核結(jié)果確定的質(zhì)量和環(huán)境管理體系有效性的持續(xù)改進(jìn)要求；Identify the continual improvement requirements from analysis of data.數(shù)據(jù)資訊的分析結(jié)果確定的質(zhì)量管理體系有效性的持續(xù)改進(jìn)要求Through QMS and EMS management review to identify

6、the improvement projects and area.通過質(zhì)量和環(huán)境管理體系的管理評(píng)審提供的持續(xù)改進(jìn)項(xiàng)目，或識(shí)別的改善區(qū)域；Suggestions from employees. MMK establish the GEAR management doc to regulate the suggestion.員工的合理化建議。公司建立合理化建議實(shí)施規(guī)范文件規(guī)范建議的管理過程。Customer and interested parties, requirements.客戶或相關(guān)方的要求。According to operation status, relative departme

7、nt should identify the improve projects in accordance with, but not be limited to:依據(jù)公司實(shí)際的生產(chǎn)經(jīng)營(yíng)狀況，各部門根據(jù)以下方面（但不限于）確定持續(xù)改進(jìn)項(xiàng)目：Improve efficiency and shorten the lead time.提高生產(chǎn)效率，縮短交貨周期；Reduce scrap, rework.減少報(bào)廢、返工、返修；Optimize process.優(yōu)化工藝流程；Reduce inventory 降低庫存；Reduce labor and material consumption.M少人力和

8、材料浪費(fèi)；Decrease NQC.降低不良質(zhì)量成本；Improve customer satisfaction.提高客戶滿意度;Reduce potential danger and improve safety.提高工作安全性，減少安全隱患；Decrease environment pollution and improve awareness.提高環(huán)保意識(shí)，減少環(huán)境污染。Reduce energy consumption and emission.節(jié)約能源，降低排放。Implement continual implement 持續(xù)改進(jìn)實(shí)施過程Relative department set

9、 up team and make target in accordance with the company improvement plan.根據(jù)確定的公司改進(jìn)項(xiàng)目，組織成立持續(xù)改進(jìn)小組，根據(jù)現(xiàn)狀確定改善目標(biāo)。The project team find the root cause and make action plan to solve the problem with tools ,such as 5-why,6 sigma, control chart, mistake proofing, and etc. implement持續(xù)改進(jìn)小組分析根本原因，制定行動(dòng)計(jì)劃，可采用5-why

10、、6西格瑪、控制圖、價(jià)值分 析、動(dòng)作/人機(jī)分析、防錯(cuò)等工具。The project team implements action according to action plan, track the progress and report to management.持續(xù)改進(jìn)小組應(yīng)按改進(jìn)計(jì)劃的要求實(shí)施改善措施，追蹤項(xiàng)目改進(jìn)狀況，定期匯報(bào)給管理層。Action Verification改進(jìn)項(xiàng)目的效果驗(yàn)證和評(píng)估The project team should verify the action and check if the target has been accomplished. If th

11、e action is validated and reaches the target, standardize the action and close the project. 改進(jìn)項(xiàng)目完成后，項(xiàng)目小組應(yīng)對(duì)其進(jìn)行效果驗(yàn)證，確認(rèn)是否達(dá)成設(shè)定的目標(biāo)。如果措施驗(yàn)證 有效且達(dá)成目標(biāo)，改善措施標(biāo)準(zhǔn)化，總結(jié)經(jīng)驗(yàn)教訓(xùn)，關(guān)閉改善項(xiàng)目。If the project is failed, the project leader analysis the cause and report to management. When necessary, re-launch the project.經(jīng)驗(yàn)證無效的項(xiàng)目，由項(xiàng)目負(fù)責(zé)人分析原因，匯報(bào)管理層，必要時(shí)重新開展此項(xiàng)目。If customer has special requirements, please follow custo