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应急计划管理程序中英文版

1.0 PURPOSE 目的
1.1To establish man ageme nt procedure for emerge nt pla nning to take action for un expected and urge nt affair to reduce
the impact, and en sure 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
2.1Apply to disposal of un expected and urge nt 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 DEFINITIONS 定义
3.1Un expected 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; tran sportati on 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 REFERENCE DOCUMENTS 参考文件
4.1PD-C4-01 Pla nning Ma nageme nt Procedure 计划管理程序
5.0 RECORDS 记录
No无
6.0 RESPONSIBILITY 职责
6.1Logistics departme nt leads to dispose un expected and urge nt affair.
物流部主导协调意外、紧急事件的处理。

6.2Related 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 PROCESS 流程
7.1If any un expected and urge nt affair happe ned and impact delivery, related departme nt should inform logistics
departme nt 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。

7.2Related departments make containment action and implement, logistics department track the progress un til delivery.
各责任部门按计划实施,物流部跟踪进度,直到完成交货。

7.3Normal containment action as below 发生意外事故的常规处理计划如下:
7.3.1When Water, electric break off, admi nistratio n departme nt repair at once; producti on departme nt 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。

7.3.2When key equipments or tooling break down suddenly, maintenance department repair at once; product ion departme
nt 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。

7.3.3For labor shortage, all employees are involved in production; HR recruit new operators and
product ion departme nt work overtime. If still could n ' meet delivery, engin eeri ng and
logistics departme nt source subc on tractor 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。

7.3.4For productivity capability shortage, Logistics department lead to discuss solution, such as add in vestme nt for
equipme nts and labors, source subc on tractor, and etc. Provide soluti on and get approval from man ageme nt to
impleme nt.
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。

7.3.5When materials and parts shortage, maintenance department evaluate to use substituted parts; engin eeri ng and
logistics departme nt source new suppliers and provide temporary applicati on.
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。

7.3.6For 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。

7.4If normal containment action can ' meet customer 'requirements, logistics call meeting to discuss special action pla n
with other departme nts, and get approval from gen eral man ager to impleme nt.
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。

7.5If can ' meet customer 'requirements, logistics departments should inform PM as soon as possible and PM com muni cati on
with customers with in 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。

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