1.0 P URPOSE 目的
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 S COPE 范围
2.1 Apply to disposal of unexpected and urgent affair that will impact delivery.
适用于公司内影响交货的意外、紧急事件的处理。
3.0 D EFINITIONS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、外购零件短缺；运输线路故障。
4.0 R EFERENCE DOCUMENTS参考文件
4.1 PD-C4-01 Planning Management Procedure 计划管理程序
5.0 R ECORDS 记录
No无
6.0 R ESPONSIBILITY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、紧急事件的处理计划，按计划实施。
7.0 P ROCESS 流程
7.1 If any unexpected and urgent affair happened and impact delivery, related department 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, electric 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, Logistics 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 can’t meet customer’s 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 customer’s 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 F LOW CHART 流程图
No无。