Employee Suggestion Process员工改善建议流程1. Scope范围To facilitate continuous improvement at all processes in order to ensure business excellence.为推动公司各流程运作方面的持续改善，以确保公司生产经营卓越完成。
2. Content流程内容2.1 Submit Suggestion建议提交Employee may propose any good idea or suggestion at any steps of processes during work inregards of continuous improvement, “Employee Suggestion Card” can be attained at everyworkshop and reception counter for fill-up.在工作或生产的各个流程中，员工如有任何关于持续改善的好点子或建议，可在部门建议箱内领取“持续改善建议卡”（附件1）填写并投放。
2.2 Collect Suggestion and Prejudge建议收集与预判HR is responsible for collecting suggestion card at weekly base and prejudge the content.Suggestion, which beyond that duplicate idea, complain or unrealistic suggestion will be reviewed at weekly meeting人事部负责每周收集各部门提交的“持续改善建议卡”，并对卡片内容进行预判，卡片内容不在下列三类范畴的建议（提交的建议内容与先前立项的建议重复、建议内容涉及抱怨、建议内容不切实际），将被提交到每周例会上进行立项讨论。
2.3 Suggestion Review建议评审Suggestion review will be taken place at weekly base. The steering team helps to nominate project leader for approved suggestion, at normal condition, the originator will be the project leader.Meeting memo will be informed via email or publish at PDCA board.项目组每周组织建议的立项评审，对已立项建议，项目组协助任命负责人，一般情况下建议提案人自动成为项目负责人。
所有建议的立项结果，都将以邮件形式通知到提案人或在PDCA看板上公示立项结果。
一级建议的定义为：项目实施后预计节约金额大于人民币50,000元。
2.4 Status Tracking项目跟踪2.4.1 At phase “P”, the project leader should complete 3W task (Who/When/What) that consist ofbuild a team with defined member, closure date and target setting.计划阶段：项目负责人需要完成3W任务（谁/何时/何事），即：建立项目组，招募成员，制定预计完成时间及项目实施目标。
2.4.2 At phase “D”, the project lea der should coordinate member to work out feasible action planin detail, track status to enable its in line with PDCA board timely.实施阶段：项目负责人需要协同组员制定可实施的具体行动计划，保持项目进度跟踪，并及时在看板上更新项目状态。
2.4.3 At phase “C”, the project leader should assist member for countermeasure verification(Project effectiveness and Target fulfillment) to sustain the effectiveness.检验阶段：负责人需协调组员对实施中的行动计划进行验证（方案有效性及目标履行率），以保证实施效果的有效性。
2.4.4 At phase “A”, the project leader should summarize action plan and standardize thecountermeasure in appropriate approach.标准化阶段：负责人对项目进行总结，对已被证明有成效的措施进行标准化。
2.5 Suggestion Closure项目结案The project leader should submit “Employee Suggestion Closure Form” with detailed action plan and Before/After Kaizen picture in comparison as closure report upon completion. Only thesuggestion been applied in practice can the project counted as closure.项目实施完毕，负责人需提交项目组，附带具体实施细节及改善前后照片的“员工建议结案表”（附件2）作为结案报告。
只有建议方案被实际采纳和运用，该建议才被视为结案。
2.6 Suggestion Evaluation建议评估2.6.1 Evaluation Criteria评估标准Assessment shall be conducted only when the closure report submitted and result will beinformed via email or publish at PDCA board. When score belongs to the range of 100-80, itfalls into the class of first prize, follow by the second prize (79-46) and third prize (45-0). ForCSI (Cost Saving Initiative) suggestion, the benefit shall be calculated based on the principleof actual profit figure against the budget with the deduction of related cost occurred byproject in the following 12months as it executed. If project runs across the year, thereference budget of corresponding budget period should be prevailed.建议评估仅在递交结案报告后开展，评估结果将以邮件形式通知到提案人或在PDCA看板上公示。
评分在80-100之间的建议为一等奖，79-46之间的为二等奖，45-0之间的为三等奖。
对于成本节约计划（CSI）的效益评估是按照扣除该项目发生的所有投入而获得的利润（实际发生金额）来计算的，计算周期为项目执行后的连续12个月。
若该项目需跨年实施，则参考预算值以相应的预算期为准。
2.6.2 Evaluation Category 评估类型Closure assessment is judged through various dimensions of “Estimated Benefit,Suggestion Subject, Standardization and Prevention”; Quarterly champion aims to theproject closed in current quarter, it’ll be weighted via “Estimated Benefit, Suggestion Level,Suggestion Subject and Time Fulfillment”; Yearly champion is selected based on thequarterly review and yearly closure performance.结案建议的评估依据“预期收益、建议主题、规范性和预防性”四个维度综合考量；季度评估则适用于上季度结案的所有建议，依据“预期收益、建议主题、建议级别和完成时间”四个维度进行评判；年度之星的评选基于季度评估的标准，对该年度所有结案建议进行筛选评比。
2.7 Reward Claim奖励申领All assessed suggestions will get corresponding reward, the project leader take the responsibility for reward distribution among the team. The project leader is entitled for 70% of the reward to motivate employee participation and leadership. Only the reward sums up to RMB200 can the employee request cash claim by “Suggestion Reward Application Form”, it’ll be paid via salary with tax borne by applicant. All reward credit, which less than RMB 200 will be cleared at year-end (31th Dec.) via salary to individual owner with tax borne by applicant. The quarterly champion and Yearly star does not applicable for MGT as continuous improvement is part of their daily work.建议评估后都将获得相应奖励，奖励授予项目组，由组长负责全组成员的奖励分配。