应急计划管理程序中英文版.pdf

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1、QUALITY SYSTEM PROCEDURE 质 量 体 系 程 序Number 文件编号 : PD-C4-03 Department 部门 : LG 物流部Subject 文件名称 : Emergent Planning Management Procedure应急计划管理程序Revision版本 : 1.0 Effective Date 生效日期 :Page 1 of 2 批准：审核：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1.0 PURPOSE 目

2、的1.1 To establish management procedure for emergent planning to take action for unexpected and urgent affair to reduce the impact, and ensure on time delivery. 建立应急计划管理流程，对意外、紧急的事件做出反应，预防或减少可能伴随的影响，保证准时交货。2.0 SCOPE 范围2.1 Apply to disposal of unexpected and urgent affair that will impact delivery. 适用

3、于公司内影响交货的意外、紧急事件的处理。3.0 DEFINITIONS 定义3.1 Unexpected and urgent affair意外、紧急事件的种类：Water, electric, gas break off; Key equipments or tooling break down suddenly; Short of labor; productivity capability shortage; Short of materials and parts; transportation issue. 公司水、电、气中断；关键设备、工装突然发生故障；劳动力短缺；产能不够；原材料

4、、外购零件短缺；运输线路故障。4.0 REFERENCE DOCUMENTS参考文件4.1 PD-C4-01 Planning Management Procedure 计划管理程序5.0 RECORDS 记录No 无6.0 RESPONSIBILITY职责6.1 Logistics department leads to dispose unexpected and urgent affair. 物流部 主导协调意外、紧急事件的处理。6.2 Related departments make containment action and implement. 各部门 制定意外、紧急事件的处理计

5、划，按计划实施。7.0 PROCESS 流程QUALITY SYSTEM PROCEDURE 质 量 体 系 程 序Number 文件编号 : PD-C4-03 Department 部门 : LG 物流部Subject 文件名称 : Emergent Planning Management Procedure应急计划管理程序Revision版本 : 1.0 Effective Date 生效日期 :Page 2 of 2 7.1 If any unexpected and urgent affair happened and impact delivery, related departme

6、nt should inform logistics department in time. 当发生意外紧急事件而影响到交货期时，各责任部门应迅速通知物流部。7.2 Related departments make containment action and implement, logistics department track the progress until delivery. 各责任部门按计划实施，物流部跟踪进度，直到完成交货。7.3 Normal containment action as below发生意外事故的常规处理计划如下：7.3.1 When Water, elec

7、tric break off, administration department repair at once; production department work overtime. 当公司水、电中断时，管理部进行修理；生产部通过加班将损失的时间补回。7.3.2 When key equipments or tooling break down suddenly, maintenance department repair at once; production department work overtime. 当公司关键设备、工装突然发生故障，维修部进行维修；生产部通过加班将损失的时

8、间补回。7.3.3 For labor shortage, all employees are involved in production; HR recruit new operators and production department work overtime. If still couldn t meet delivery, engineering and logistics department source subcontractor as soon as possible. 当发生劳动力短缺时，全员参与生产；人力资源部迅速招募人员；生产部加班加点；如仍不能满足交货需求，维修

9、部和物流部迅速寻找外部供应商加工。7.3.4 For productivity capability shortage, Logistics department lead to discuss solution, such as add investment for equipments and labors, source subcontractor, and etc. Provide solution and get approval from management to implement. 当产能不足时，物流部组织相关部门讨论，提出增加设备和人力投资方案，或寻找外部供应商等，提出申请

10、后由管理层批准后实施。7.3.5 When materials and parts shortage, maintenance department evaluate to use substituted parts; engineering and logistics department source new suppliers and provide temporary application. 当发生原材料、外购零件短缺时，维修部评估后选用可代用的材料；维修部和物流部寻找新的供应商，提出临时申请，经管理层批准。7.3.6 For transportation issue, Logist

11、ics department arrange express, air-express and so on. 当发生运输线路故障时，物流部按客户要求安排快递、空运等，经总经理批准。7.4 If normal containment action cant meet customers requirements, logistics call meeting to discuss special action plan with other departments, and get approval from general manager to implement. 如果公司常规处理计划仍不能满足客户要求时，物流部召集各部门讨论，制定特别处理计划，经总经理批准后实施。7.5 If can t meet customers requirements, logistics departments should inform PM as soon as possible and PM communication with customers within 24 hours. 当由于意外紧急事件导致不能满足客户交货要求时，物流部应及时通知项目经理，项目经理24 小时内通知客户。8.0 FLOW CHART 流程图No 无