合理化建议操作流程

ImprovementIdeaProcessIntroduction合理化建议流程介绍我们的价值观企业家精神团队合作者尽职尽责持续改进透明度流程图R:实施人Executor第2步讨论、收集和评审合理化建议Generateanddiscussimprovementidea第1步提出合理化建议Proposeimprovementidea第3步部门内实施Implementinternal第4步和实施部门经理/主管讨论Discussionwithrelevantdept.Manager第5步确定实施人和实施期限Defineimplementeranddeadline第6步实施合理化建议Implementtheimprovementidea采纳Adopted第8步第7步反馈结果和确认结果ResultfeedbackandConfirm采纳Adopted未采纳Notadopted反馈给提案人FeedbacktoProposer未采纳Notadopted部门外实施Implementexternal采纳AdoptedAB确定实施人和实施期限DefineimplementeranddeadlineR:部门经理DepartmentManager合理化建议的奖励和认可RecognitionofImprovementIdeaR:部门经理DepartmentManagerR:部门经理DepartmentManagerR:实施人ExecutorC:提案人ContributorR:EE协调员

CoordinatorC:管理团队

ManagementTeamR:班长GAPLeader主管Supervisor部门经理Dept.Mgr.Step1提出合理化建议Raisetheimprovementidea问题的描述thedescriptionoftheproblem解决的方案theproposedsolution3Basicprinciples

基本原则非建议性之批评案件或个人诉苦事项iscriticastryorpersonalcomplaint;单纯个人希望或仅指摘问题缺点，而无具体改善内容Apersonalwishoronlythedescriptionofaproblemwithoutconcreteimprovementcontents;补救修理操作不属于合理化建议isaremedialoperation请求修理遗漏问题不属于合理化建议isarequesttorepairaleak涉及个人生活隐私、薪资、人事异动任免问题involvesprivacy,salaryandpersonneltransferissues当合理化建议被拒绝时，员工一定要获得充分和明确的解释，这往往会产生新的合理化建议。WhenImprovementIdeaisrefused,theoperatormustbeexplainedclearlyandcompletely.AnditoftenleadtonewimprovemnetIdea.与其他合理化建议内容相同时，以经理/主管采纳的签字时间最早的计算提交件数。其余均不计算件数。合理化建议相同且经理/主管采纳的签字时间也全部相同时，每个GAP小组只计算一件。Itisthesameastheotherimprovementideas,weonlyrecognizetheimprovementideawhichmanager/supervisorsignedearliest.Ifthecontentsofimprovementideaisthesame,andthetimeofsubmitimprovementideaattheonetime,weonlycalculateoneimprovementideainoneGAP.合理化建议提出途径与主管职责:

填写合理化建议提案表，填写完后放入GAP看板上合理化建议“提出”栏或交于经理/主管FillintheI.I.Form,putitunder“ContributionColumn”intheGAPBoardorsubmittomanager/supervisor.在GAP的班前会、QRQC或各种问题解决会议的机会讨论合理化建议Discussimprovementideaatthebefore/endshiftTop5orQRQCdiscussion.在班长和主管的例行会议，UAP的TOP5会或部门的TOP5/月会上讨论合理化建议DiscussimprovementideaatregularmeetingamongGAPleadersandsupervisors,UAPTop5ordepartmentTop5.员工和经理/主管讨论他们的合理化建议Manager/supervisordiscussestheimprovementideawiththeemployee.部门经理/主管需要辅导和帮助员工填写合理化建议，形成可行的解决方案。Departmentmanager/supervisorhelpandcoachtheemployeefillintheI.I.Form,makingfeasiblesolutions.

各部门经理/主管负责其范围内的合理化建议的管理，组织召开合理化建议评审会，跟踪合理化建议实施状况，并进行统计和转交给人力资源部。Managers/supervisorsisresponsibleforoverallI.I.managementinhis/herarea,organizingI.I.validationmeeting,trackingI.I.implementationstatus,countingupandsubmittingtoHR.Step2收集、讨论和评审合理化建议Generateanddiscussimprovementidea合理化建议是否属于重复whetheritistherepeatedimprovementidea合理化建议是否可采纳或实施whethertheideaisadoptableorfeasible经理/主管收到合理化建议后，首先进行初步的评审。以确定：Afterreceivingtheimprovementidea,manager/supervisorgivesinitialappraisaltodefine:每个建议的评审时间最多为5天，实施时间不得超出3个月。Validationperiodisnomorethan5daysandimplementationperiodisnomorethan3months.筛选后，经理/主管将所有提交的不重复的合理化建议交到人力资源部跨部门建议板。Afterfiltering,manager/supervisorhandsoutthewhitesheetandtheunrepeatedimprovementideatohumanresourcedepartmentcrossdepartmentboard.经理/主管将不符合要求或无法实施的合理化建议退回给提案人，并解释未采纳的原因。Manager/supervisorreturnstheidea(whitesheetandredsheet)cannotbeadoptedtothecontributorandexplainsthereason.Step3-5确定合理化建议的实施人A-部门内部（主要为生产部）实施合理化建议Implementimprovementideainternaldepartment将合理化建议进行登记后，置于本部门GAP板“实施”栏内，以供实施跟踪使用；PuttheIIunder“InProgress”inGAPBoardforfollowingimplementationofI.I.部门（生产）内部白板拒绝B-部门外实施合理化建议Implementimprovementideaexternaldepartment对不采纳的合理化建议，提案人的经理/主管将合理化建议退回提案人并解释原因。Fortheinfeasibleimprovementidea,contributor’smanager/supervisorreturnstheideatothecontributorandexplainsthereason.对于其他部门实施的合理化建议，提案人的经理/主管需会同实施部门的经理共同评审。Fortheideaimplementedbyotherdepartments,contributor’smanager/supervisorshallappraisethefeasibilitywiththeexecutiondepartment’smanager.对采纳的合理化建议，实施部门的经理/主管确定实施人和实施期限，在提案表上注明。Fortheadoptableidea,theexecutor’smanager/supervisordefinestheexecutoranddeadline,meanwhilemarkinginI.I.form.工厂改善建议白板Step7反馈结果:提案人确认结果Implementationresultfeedback:contributorconfirmstheresult实施人在实施完成后，找到提案人或者和部门经理、主管确认。双方在合理化建议表上签字确认。Aftercompleting,executorconfirmwiththecontributor，and2personssignonit.Step8合理化建议的奖励和认可RecognitionofImprovementIdea月度主题最佳合理化建议获得者（每月1名），奖励价值100元奖品；月度可推广最佳合理化建议获得者（每月1名），奖励价值100元奖品；月度其他类型最佳合理化建议获得者（每月1名），奖励价值100元奖品。从所有自己提出自己实施建议中选取最佳建议MonthlyBesttopicImprovementIdea(1winnerforeachmonth).Thewinnerwillgetthegiftvalue100RMB100RMBMonthlyBestgeneralizeImprovementIdea(1winnerforeachmonth).Thewinnerwillgetthegiftvalue100RMBMonthlyBestothertypesImprovementIdea(1winnerforeachmonth).Thewinnerwillgetthegiftvalue100RMBThebestonewillcomefromallcandidateimprovementideasimplemented半年度Rewardofthehalfyear半年度个人优胜奖Halfyearindividualsuperiorreward半年内累计提出并且实施合理化建议数量最多者，（每半年1名），奖励价值300元奖品。Thesubmissionandtheimplementarethebestoneinplant.Thewinnerwillgetthegiftvalue300RMB.年度最佳合理化建议（每年1名），奖励500元，从各候选月度最佳合理化建议中产生.TheBestImprovementIdeaoftheYear(1foreachyear),rewardamountsto500RMB.Thisbestimprovementideawillcomefromallmont