Promote the "Rationalization Proposal Management Measures" to help the company's high-quality development

1  Objective
This method is specially formulated to encourage all employees to put forward suggestions for existing problems in the company and to find better ways to improve the current situation, so as to achieve the purpose of reducing costs, increasing efficiency, improving quality, increasing safety, and improving the overall efficiency of the company.
2  Responsibilities
2.1 The Lean Office is responsible for the preparation of this document, and the review team is responsible for the review.
2.2 The Lean Office is responsible for the preliminary review, statistical collation and summary, task release, organization of review, implementation of points allocation, supervision and implementation, and other tasks.
2.3 The review team is responsible for reviewing tasks that cannot be released after the preliminary review by the Lean Office, evaluating the effect, and distributing rewards.
2.4 The heads of departments and workshops are responsible for organizing employees of the department and workshop to actively submit rationalization proposals, and efficiently and with high quality complete the implementation tasks of rationalization proposals within the scope of responsibility.
3  Review Team Members
Team Leader: Wu Xiaolin
Deputy Team Leader: Hu Jinxing     
Team members: Wu Xiaoqiang, Chen Jingguo, Jiang Wenguo, Tian Guang, Cai Xinhua, Lv Yun, Gao Xinsheng, Guo Fengtao, Ji Hongyan
4  Category
4.1 Content of Rationalization Proposals
A rationalization proposal (an improvement proposal) is a proposal for a specific matter. The proposed solution should be able to reduce costs and expenses, improve production and management efficiency, reduce labor intensity, reduce (prevent) quality problems or safety accidents, and be conducive to the company's improvement of products or management. A solution that achieves one of the following effects is considered an effective suggestion:
4.1.1 Improvement matters of management methods.
4.1.2 Improvement matters of process technology, operation methods, and operation procedures.
4.1.3 Prevention and improvement matters of quality problems.
4.1.4 New ideas or upgrade and transformation matters of production equipment.
4.1.5 Improvement and replacement of old products, development of new products, and improvement matters of product packaging.
4.1.6 Matters that reduce procurement costs, reduce material consumption, and save cost expenses.
4.1.7 Safety improvement matters.
4.1.8 Matters to improve on-site 6S management.
4.1.9 Other improvement matters that are beneficial to the company.
4.2 Content that does not belong to rationalization proposals (invalid proposals)
The following content is not within the scope of rationalization proposals:
4.2.1 There is no specific content or purely hopes, suggestions, and requirements are made.
4.2.2 Matters that are well known or are being improved.
4.2.3 Has been adopted or has been suggested before.
4.2.4 Those that have been instructed to be improved in business or have been instructed by superiors to others to start and have been proposed.
4.2.5 Non-constructive criticism.
4.2.6 The input is greater than the output.
4.2.7 Guest suggestions.
5  Application
Employees can submit by scanning the code. After submission and initial review, the submission can be completed (the improvement proposal code scanning submission process and QR code have been posted in each unit and department).
6  Preliminary Review
6.1 Preliminary reviewers: Lean Office personnel, Technology - Guo Fengtao   Chemical Industry - Ji Hongyan
6.2 Preliminary review principle: The initial review of rationalization proposals is relatively relaxed, encouraging employees to speak out, and seeking qualitative change through quantitative change.
6.3 If the preliminary review is passed and the Lean Office can clearly define the implementation plan and implementation department, the task can be directly released, and the rectification time, requirements, and person in charge can be implemented.
6.4 For rationalization proposals rejected by the preliminary review, the reasons for the rejection need to be clarified, so that everything has a response.
7  Review
7.1 If the preliminary review is passed but the Lean Office cannot determine the implementation plan, the Lean Office will organize a proposal review team to conduct the review.
7.2 The review team implements the person in charge, responsible department, implementation plan, completion time, and involved points allocation for each suggestion.
7.3 According to the plan determined by the review team, the Lean Office releases tasks, allocates points, and supervises implementation; if the implementation conditions are not available for the time being, the reasons are clarified, and the Lean Office notifies the suggestion submitter, so that everything is implemented.
7.4 In the last week of each month, the Lean Office compiles and summarizes the rationalization proposals that have passed the preliminary review, statistics the completion progress of the rationalization proposals that were determined to be implemented in the early stage and the reasons for not completing them according to the progress, the existing problems, and the verification effect of the completed rationalization proposals, and convenes a review meeting for the review team members on a selected date.
8  Implementation
8.1 The Lean Office will send the summarized rationalization proposals to the review group every week, and the relevant person in charge should promptly promote the implementation according to the actual situation of the department, and arrange the work in advance.
8.2 All auxiliary implementation departments should actively cooperate to ensure the smooth completion of the work.
9  Effect Evaluation
9.1 Within one month after the implementation of the proposal, the Lean Office will organize the review team to conduct evaluation and acceptance.
9.2 For those with economic benefits, the Lean Office will calculate the amount of savings in the proposal together with the Finance Department.
9.3 For executable suggestions but without economic benefits, the review team will conduct an effect evaluation and confirmation.
9.4 For the evaluation of the improvement effect, it is necessary to determine whether the relevant content is standardized, such as being included in process standards, work instructions, inspection standards, visualization, etc., to ensure long-term implementation in the future.
10  Reward
10.1 It is recommended that the review team conduct a review one month after implementation to determine the reward.
10.2 For those that can calculate the amount of savings, rewards will be given according to the following table based on the annual savings amount:

10.3 Reward definition reference:
10.3.1 Improvements to one's job duties can also be rewarded, with the amount appropriately reduced to 50% of the above reward amounts.
10.3.2 For items that are difficult to calculate the amount but are valuable to the company, the Lean Office will evaluate and award 20A to 200A points, which will be rewarded after approval by the review team.
10.3.3 Rewards for the proposer and implementer:
a. If the proposer is responsible for the implementation, the reward object is only the proposer;
b. If the proposer only proposes ideas and suggestions, and others optimize and implement the plan, the reward objects are the plan proposer, plan optimizer, and plan implementer, with a reward ratio of 50%:25%:25%.
10.4 After review, if the proposal effect is particularly significant and the annual savings amount is particularly large, the company will formulate a separate reward plan.