LOGO | QUALITY SYSTEM PROCEDURE 质量体系程序 | Number文件编号： MC-C3-01 |
D叩artment部门： Production 生产部 |
Subject文件名称： Manufacturing Process Management Procedure 生产过程管理程序 |
Revision 版本： 1.0 | Effective Date 生效日期： 2021/01/01 | Page 1 of 7 |
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Approval 批准 | | Reviewer 审核 | | Originator 作成 | |
Change History 变更记录. |
Revision 版本 | Effective Date 生效日期 | Originator 编写人 | Reasons for Change 修改原因 |
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1.0 Purpo 目的
To make sure that production process of all products are in effective control so that a stable quality
could be guaranteed, and customer requirements could be met.
目的为确保公司所有产品的生产过程能够在有效的管理状态下进行，保证质量稳定，满足客户要求。
2.0 Scope 范围
Production of all Components made in our plant.
本公司所有产品的生产过程。
3.0 Definitions 定义
Production delivery date: it refers to the delivery date marked in by Logistics. All the planned process
must be satisfactorily completed before the date, including the final products inspection and packaging.
生产交货期：是指物流部确认的交货期，在此之前必须完成所有的生产过程，包括最终检验及包装。
4.0 Procedure and Flow chart 程序及流程图
4.1Responsibility and authority 职责与权限
4.1.1AQP dept, is responsible for making the work instructions.
项目部负责作业指导书制定。
4.1.2Process engineer and quality engineer are responsible for making the inspection instruction
of production working procedure, and also responsible for planning reference points of
different working procedure.
工艺工程师与质量工程师负责制订生产过程工序检验指导书和过程检验标准，并负责策划各
工序控制点以及生产工艺流程。
4.1.3Logistics is responsible for making and placing < Work Order> and also中国跑车
responsible for
delivery date coordination and process follow-up.
物流部生产负责制订和下发《生产工单》，并负责交期协调和过程跟踪。
4.1.4Production Department is responsible for workshop staff training, manufacturing according
to <Work Order >to produce product in accordance with work instruction and makes on-time
delivery.
生产部负责车间员工培训，按《生产工单》生产，生产出符合作业指导书标准的产品，并
按
期交货。
4.2Resource Planning 资源规划
4.2.1Production g金刚乙胺
round planning is made by on-site principals to achieve the objective of a
reasonable, smooth production process, and a swift, prompt, and well-done manufacturing.
生产场地由现场主管根据生产需要进行规划，保证生产流程合理、顺畅，达到快速、敏捷、
良性制造的目标。
4.2.2Production Environment: in order to enhance product safety and means to minimize
potential risks to employees, the production line implements 6S activity to make sure a safe,
clean, bright and comfortable environment Refer to U6S Management Regulation”.
生产环境：为加强对产品安全性和方法并以最大程度地降低对员工造成地潜在风险，公司导
入6s运动来保证生产过程中的安全、清洁、明亮、舒适。执行《6S管理实施规范》。
4.2.3Equipment Management: Maintenance dept is responsible for keeping the production
related equipment on the well and available condition. operator of production dept is due to
check machine status according to daily maintenance items of equipment maintenance
work instruction, fill in the corresponding <equipment check record> in record , For the
details refer to ''Equipment Management Procedure".
设备管理:维修部负责确保生产相关设备的可用性，生产部门操作工在开机前根据各设备的日
常维护内容逐一检查机器各部位，在相应的《设备点检记录表》中记录，具体按照《设备管
理程序》执行。
4.2.4Personnel 人员
4.2.4.1New employee must take part in pre-work training. Then the new operator must get the
training from the position. only after passing the training they can get to the work
position alone.
新进人员必须由现场主管岗前培训，然后分配到相应的岗位进行岗位技能培训，培训合格
后方能独立上岗。
4.2.4.2Production personnel configuration must meet the requirements of production capacity.
生产人员配置必须满足产能需求。
4.2.4.3Production department shall implement technical skills training for multiple posts
according to the arrangement of work. To define the post abilities for operators,
"Technical Skills Matrix“ shall be prepared and kept by shift leader, approved by
Production manager, and recorded by HR Department. The table will rve as basis for
taking the post.
生产部各车间依据工作需要安排对员工的多岗位技能培训，并编制《技能矩阵表》以对本
部门员工岗位能力进行跟踪确认，以作为各工种顶岗的依据，《技能矩阵表》由生产部班
组主管制定，生产经理审查，人力资源部备案。
4.2.4.4(Technical Skills Matrix” should be reviewed monthly or while operators skill improved,
we can update in time .
