CIP持续改善流程指引

CIP Continues Improvement Process Instruction

CIP持续改善流程指引

CIP CONTINUOUS IMPROVEMENT PROCESS INSTRUCTION

CIP持续改善流程指引

1 PURPOSE (目的):

Define the work flow of the continuous improvement process and key points in early implementation stage, to provide guideline for improvement project developing and running smoothly at each department, enhance work performance, and prompt standardization of any improvement activities.

明确持续改善项目在前期推动实施中的各项基本流程及关键节点，利于各部门持续改善项目的开发及工作的顺利进行，提高改善过程中的工作质量，促使改善工作规范化和条理化。

2 SCOPE (范围):

3 DEFINITION (定义):

3.1 CIP projects: Refers to an improvement activity which approved by company CIP Steering Group and

conducted by a cross functional team using six sigma methodology & roadmap to overcome a practical issue that either specified by top management or looked for by team spontaneously. Usually, the team need to spend 20% of their working time in team’s activities. Project financial benefit should be more than 25000RMB for consecutive three months after improvement actions have been carried out.

CIP改善项目：是指经过改善推进委员会批准由一个跨部门团队，运用六西格玛的改善方法论解决一个由高层领导指定或由团队自发寻找的改善机会的活动。通常活动时间占团队成员正常工作时间的20%，项目前三个月收益大于25000元。

3.2 Kaizen Events: Refers to an improvement activity can be completed within 5 working time in maximum by a

cross-functional team, during which the team is fully dedicated in it. It doesn’t require cost saving target, but must have some certain tangible or intangible benefits to company.

Kaizen改善项目：是指在最大5个工作日内由活动小组全职可以完成的质量改善活动，没有硬性的项目收益指标，但必须对公司有有形或无形的收益。

3.3 Continuous Improvement Activity: Refers to try to make work performance even better than current performance

by some effective tools/methods, it is different with rapid problem solving. RPS means getting process or an event back to the original standard or preset status.

持续改善活动：是指使设法从现有的标准出发通过一些有效的工具、方法而进一步改善的活动，它不同于快速问题解决活动。快速问题解决活动是指使过程或情况返回到原有标准或预设状态。

4 RESPONSIBILITY (职责):

4.1 CIP department(持续改善部)

4.1.1 Responsible for establishing company continuous improvement system and maintaining to make the system

running effectively.

负责建立公司的持续改善系统以及维护系统的有效运行。

4.1.2 Responsible for organizing related problem-solving tools training and spreading continuous improvement

culture

负责组织相关持续改善工具知识培训，及持续改善文化宣传

4.1.3 Responsible for pre-review project team charter, and report to CIP Steering Group for approval

负责对项目的项目立项书预审，并报告给改善推进委员会评估。

4.1.4 Responsible for providing technical support and coordinating related resources

负责对项目提供技术支持及相关资源的协调。

4.1.5 Regularly check project progress with project leaders, and push the project be completed on time.

定期与项目负责人检查项目的进度，推动项目如期完成。

4.1.6 Responsible for reviewing and appraising the actual project cost savings of 3 initial months together with

project leader, financial manager

负责与项目负责人及财务经理评估项目前三个月的实际收益。

4.1.7 Responsible for quarterly project presentation meeting, and according to project cost savings and awarding

system, apply prize for project team.

负责季度项目发布会，并根据项目的收益及奖励办法，申请对项目的奖金发放。

4.2 Local CIP Steering Group(持续改善推进委员会)

4.2.1 Instruct & support to facilitate improvement system setup and improvement culture spreading;

指导及支持持续改善系统的建立，持续改善文化的宣传

4.2.2 Regularly review & improve CIP system, approve important improvement related activities, project resource

review and allocation

定期评审及改善持续改善系统，重大改善活动的批准，项目资源的审查及分配。

4.2.3 Responsible for improvement project approval, regularly review projects progress, and approval of projects’

financial benefits

负责对持续改善项目立项的审批，及定期评审项目的进度，项目的财务收益的审批。

4.3 PROJECT GROUP(项目团队)

4.3.1 Look for improvement opportunity and fill in the project team charter, and report to CIP department based on

procedure

寻找改善机会填写项目立项书，按流程申报成立项目。

4.3.2 Responsible for measuring,validating and analyzing results of actions implemented.

负责测量、验证和分析实施的结果

4.3.3 Assist CIP manager & financial manager to check the project’s financial benefits and on-site verify

improvement actions

协助CIP 经理及财务经理对项目收益的审核，和现场确认改善行动的有效性。

4.3.4 Responsible for summarizing/standardizing project improvement actions and provide project report with PPT

format to CIP department.

负责总结及标准化项目的改进行动，向持续改善部门提供标准的PPT档报告。

4.4 FINANCIAL DEPARTMENT(财务部)

4.4.1 Responsible to check & approve the actual 3 months cost saving for each project,

负责审批持续改善项目前三个月的实际收益

4.5 Other Functional Departments (其它各职能部门)

4.5.1 Check & verify the practical problem defined by project team and approve the improvement project

确认需改善的问题及审核批准本部门所上报的改善项目。

4.5.2 Support & participate in team’s activity, offer necessary resource to support project team

支持并参与改善团队的项目活动，为项目活动提供合理的资源。

4.5.3 Periodically check project team’s action and progress, action effectiveness as well as project financial benefits

定期审核项目团队的改善行动的目的性、有效性及所取得的项目收益。

4.5.4 Responsible for continuous improvement culture spreading within department, encouraging staffs to

participate in improvement activity

负责部门的持续改善文化推广，激励部门人员积极参加改善活动。

5 PROJECT IMPLEMENTATION PROCESS(项目实施流程):

5.1.1 According to improvement opportunity, project leader should collect basic data, form an across functional team,

and fill in the CIP project team charter (see attachment#1 ), submit to CIP department after confirmed by head of department.

根据改善机会，项目负责人收集基础数据，组建跨部门改善团队，并填写改善项目立项书（见附件一），经部门负责人确认后提交持续改善部。

5.1.2 CIP department reviews the feasibility of the project based on the problem statement/business impact and

estimated financial benefit, and then submit to CIP Steering Group for approval.

持续改善部根据项目立项书的描述对项目的可行性审查，并提交给改善推进委员会批准。

5.1.3 After getting approval, project leader should lead his/her team to go into further analysis, verification, and

improvement based on the project plan and six sigma DMAIC approach.

项目审核通过后，项目负责根据制订的项目活动计划以及六西格玛DMAIC路径实施步骤进行分析、验证和改善

5.1.4 Project leader should summarize project improvement actions and fill in project financial benefit report (see

attachment#2) after any project is finished, meanwhile submit them to CIP department for pre-review.

项目完成后项目负责人需提交持续改善报告及项目的财务收益表给持续改善部审核（见附件二）。

5.1.5 CIP manager and project process owner should on-site check & verify the improvement actions，

effectiveness and standardization.

持续改善经理和项目流程所有人现场审查及确认改善行动、实施效果及标准化。

5.1.6 CIP department submits the project’s financial benefit report to financial manager for review and approval

持续改善部门提交项目收益报告给财务经理审核。

5.1.7 After cost savings verified and approved by financial manager, CIP department reports the project’s status and

cost savings to CIP Steering Group at monthly meeting.

项目收益经财务审核确认后，持续改善部总结汇报项目的完成情况及收益给改善推进委员会在持续改善月度会议上。

5.1.8 After that, CIP department organizes project presentation meeting and apply bonus for the project teams

based on the documents of CIP project presentation meeting & awarding method.

CIP 部门根据公司的改善项目发布会及奖励办法组织项目发布会，为项目申请奖励。

6 Six Sigma DMAIC Approaches Steps(六西格玛路径DMAIC的实施步骤):

This document requires to use six sigma methodology and tools to improve process/product quality.

本文件要求使用六西格玛的方法论及工具提高过程及产品质量。

7 Improvement Process Flow (改善流程图)：