持续改进管理程序(中英文版本)

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持续改进程序中英文版

1.0 P URPOSE 目的1.1 This document defines the opportunity and process for continual improvement to improve theeffectiveness and efficiency of products, service and process, continually meet customerrequirements.定义开展持续改进活动的时机和流程，提高产品、服务和过程的有效性，不断满足客户的要求。

2.0 S COPE 范围2.1 Apply to the Continuous Improvement for quality and environmental activities and operation.适用于对质量和环境的相关管理活动与运作的持续改进控制。

3.0 D EFINITIONS定义3.1 Continual Improvement: recurring activity to increase the ability to fulfill requirements.持续改进：增强满足要求的能力的循环活动。

4.0 R EFERENCE DOCUMENTS参考文件4.1 ISO/TS 16949 Clause 8.5 Improvement 改进4.2 GEAR management 合理化建议实施规范5.0 R ECORDS 记录5.1 FN-QA-047 Program of Improvement Project 改进项目管理方案6.0 R ESPONSIBILITY职责6.1 The management team defines the improving program.管理层确定持续改进项目。

6.2 The project team launches and implement improving program.持续改进小组负责改进项目的开展和实施。

持续改进管理程序

ISO管理室
ISO管理室负责汇总建立台帐
ISO管理室
ISO管理室对需改善项目进行分类
管理者代表
管理者代表核准项目的分类
ISO管理室
ISO管理室负责跟踪改善项目的进度并记录在<改进实施记录表>
责任部门
各责任部门课长负责验证各自改善效果
ISO管理室
ISO管理室负责收集整理相关资料
ISO管理室
ISO管理室负责召集相关人员评估所改进项目
q)提高工作安全性，对存在工伤事故隐患的工作岗位的改善；
r)提高环境保护意识，减少或杜绝工业环境污染。
6.3项目审核：各部门的持续改进项目经部门课长核准后报ISO管理室。
6.4建立台帐：ISO管理室负责各部门的持续改进项目的汇总与编目。
6.5对改善项目分类处理:ISO管理室根据持续改进的实际难易程度和改善效果的大小及其重要性进行项目分类。公司持续改进项目分为：一般改善案和重点改善案。
6.9资料归档:对验证有效果的改善提案，ISO管理室将结果记录于<改善提案效果报告书>中。并收集其所有相关资料进行整理、归档。
6.10效果评估:对验证有效果的改善提案，由ISO管理室组织有关部门对其改善效果进行评估，并按公司行政规章的规定进行奖励。
6.11推广:效果显著的改进项目所采取的措施可纳入公司经营计划推广实施。
本程序适用于公司产品设计、开发、生产和服务全过程的持续改进活动。
3、职责
ISO管理室负责公司持续改进项目的收集、核定、评价与奖励。
管理者代表负责提供公司要求的持续改进项目，并组织公司重点改善案的实施。
各职能部门负责本部门持续改进项目的确立及实施（包括合理化建议和技术改进）。
4、术语和定义

ISOIATF16949持续改进管理程序

确定一个持续改进的过程，充分地利用各种资料、数据、方法等，验证和维护持续改进综合管理体系的有效性2、适用范围Scope适用于本公司涉及产品形成或/与产生的整个综合管理体系活动过程，及与其相关联的职能部门、人员等3、职责Responsibility3.1职能部门：公司内部各单位和/或外部客户相关方异常问题或现象的提出（包括潜在问题或现象），制订、实施持续改善活动3.2品质管理部：负责各职能部门提出的内外部异常问题或现象的收集、整理、评估，追踪验证相关持续改善活动4、定义Definition4.1持续改进：是当制造过程有能力且稳定或当产品特性可预测且满足顾客要求时实施的改善性过程4.2 防错：为防止不合格产品的制造而进行的产品和制造过程的设计和开发5、程序内容Procedure Process5.1总则5.1.1 公司应为所有客户的利益，持续不断地改善品质、服务(包括时效、交期)及价格。

本项要求不能取代创新改进的要求5.1.2持续不断改善的理念可全面地推广到整个供应商组织内，持续不断改善应展开到产品特性上，特別是管制特性应最优先考虑5.1.3成本因素或价格将是持续不断改善系统一个主要项目5.1.4对于能够用計量数据来评估的产品特性和制程参数，持续不断改善意指将计量值相关的特性和制程参数管理到最佳的目标值，并减少对目标值的变异，对于只能用计数值数据来评估的特性来说，在所有要求都满足前，持续改善应该一直进行，在这种情况下的改善被定义成矫正措施，而不是持续改善，对于那些稳定性、可接受的能力和效能已得到证实的流程,应发展优先行动计划对其进行持续改善5.1.5对于制程能力不足的情况，要求采取矫正措施5.2定期品质检讨作业5.2.1 品质管理部每周或每月需召开一次品质改善检讨会,以总结上周/月品质5.2.1.1该会议以产品品质为中心议题,由各部门负责人参加,品质管理部负责人主持,相关部门组长级以上人员可视具体情况列席5.2.1.2讨论内容如下a.品质目标达成情形b.主要品质问题点,不良分布c.制定新的改善计划5.3 品质环境改善计划制定5.3.1品质环境改善计划必须采取团队作业方式,由各部门负责人商讨共同制订5.3.2品质环境改善计划执行时机5.3.2.1首批制程能力低于100%5.3.2.2未依照累积的结果来验证测试的要求5.3.2.3接近界线的量测系统能力5.3.2.4客户不满意,如: 抱怨,退货5.3.2.5人工/材料的浪費5.3.2.6不良品成本5.3.2.7过多的搬运和储存5.3.2.8将客户作业程序管理到最好的新目标值5.3.3品质管理部将各部门商讨的计划记录于[持续改进建议/验证表]中，最终经管理代表核准后执行，品质管理部负责追踪改进进度5.4持续改善技术5.4.1管制图（计量值、计数值、累积总和图表）5.4.2限制理论5.4.3设备综合效益5.4.4价值分析5.4.5竞争标杆5.4.6动作分析／人体工学5.4.7防错法5.5品质环境改善计划內容5.5.1有既定品质环境指标和目标5.5.2主要品质环境问题及原因分析(含1次因,2次因,3次因等多次因分析)5.5.3 改善措施(含短期对策与长期对策),权责人员,完成时间5.5.4 品质环境改善活动相关文件与资料,如教育训练计划等5.6 品质环境改善计划执行5.6.1品质环境改善计划执行须采取团队作业方式,团队内应保持良好沟通 5.6.2品质环境改善计划执行的关键在于落实、彻底。

纠正和预防措施程序中英文版本

当生产过程（从原材料到半成品、成品及交付）及质量管理体系（含危害物质过程管理体系）、环境管理体系运行过程出现不合格项或潜在不合格项时，发现者须提出此不合格项，并由责任部门采取纠正或预防措施。
5.1.1 Inthe incoming material inspection process, if it is inspected to be defective material by MRB, IQC should issueDefective Material Improvement Notification.
5.1.4生产过程中巡检检验不合格，不合格率超出5%时，由PQC发出《品质异常反馈报告》给责任单位。
5.1.5 If batch reject are detected in final quality control inspection, FQC issuesQuality Abnormity Feedback Report.
3.1各职能部门负责纠正预防措施中问题的提出，责任部门制订相应的纠正措施、预防措施的评估。
3.2 Management personnel affirm the effectiveness of corrective and preventive action.
3.2管理层对纠正预防措施有效性进行肯定。
4.4不合格：未满足明示的，通常隐含的或必须履行的需求或期望，即未满足要求。本程序中的“不合格”为不符合、不合格品、不合格项的统称。
4.5 Major reject: defect more than 5%.
4.5严重不合格：超过5%的不良。
5、Procedure Content /程序内容
File name文件名称
5.1.3制程生产中出现技术或工艺导致严重或批量不合格产生，由生产部门发出《品质异常反馈报告》给中央研究院、工程部。

27-规划及持续改善之管制程序-中英文对照

Revision History1.0 PURPOSE 目的1.1 The purpose of this procedure is to provide guidance and instructions, and to assignresponsibilities for scheduling, defining, and recording quality objectives of the qualitymanagement system.此程序之目的是为安排，定义及记录质量管理体系的质量目标提供指导和说明，并指定职责。

2.0 SCOPE范围2.1 The planning and continuous improvement procedure applies to all activities comprising thequality management system, including organizational and product objectives.此规划及持续改善程序应用于组成质量管理体系的所有活动，包括组织目标及产品目标。

2.2 This procedure includes guidance in the creation of new quality objectives as well as deletionof existing quality objectives which top management has decided during the managementreview.此程序包括建立对新的质量目标和管理评审期间上层管理决定删除的已存在的质量目标进行指导。

3.0 DEFINITIONS & ABBREVIATIONS术语与定义3.1 PDCA (Plan-Do-Check-Act) - an iterative four step problem solving process typically used inquality management. It is also known as the Deming Cycle, Shewhart Cycle, Deming Wheel,or Plan-Do-Study-Act.(see attachment 1 PDCA Report)规划-执行-检查-措施–问题解法重复的四步骤是用于质量管理的典型办法，也叫做戴明循环，休哈特循环，戴明转动或规划-执行-研究-措施。

流程持续改善的使用顺序英文排序

流程持续改善的使用顺序（英文排序）IntroductionIn today’s fast-paced business environment, organizations are constantly striving to improve their processes and stay ahead of the competition. One effective way to achieve this is through continuous process improvement. This approach involves identifying, analyzing, and making incremental changes to existing processes to increase efficiency and effectiveness. However, it is important to follow a systematic approach to ensure that the improvement efforts yield the desired results. This document outlines the recommended sequence for implementing continuous process improvement initiatives, using an alphabetical order.Steps for Continuous Process Improvement1.Analyze: Before embarking on any process improvement initiative, itis essential to analyze the current state of the process. This involvesunderstanding the existing process flow, identifying bottlenecks, anddetermining areas for improvement. This analysis can be done through various techniques such as process mapping, value stream mapping, and data analysis.2.Benchmark: Once the existing process has been analyzed, it isbeneficial to benchmark it against industry best practices or similar successful processes in other organizations. Benchmarking provides insights into what can be achieved and helps set realistic improvement targets. This step can be done through research, networking, or engaging consultants with expertise in the specific process area.3.Collaborate: Process improvement should never be a one-personshow. It is crucial to involve stakeholders from different departments andlevels within the organization. Collaboration fosters a sense of ownership and ensures that diverse perspectives are considered. Techniques such as cross-functional teams, brainstorming sessions, and workshops can facilitatecollaboration and generate new ideas.4.Document: As improvement ideas are generated, it is important todocument them in a structured manner. This documentation serves as the basis for further analysis, planning, and implementation. It can take the form ofprocess flow diagrams, improvement proposals, or project charters.Documenting the process also helps in tracking progress and communicating updates to the relevant stakeholders.5.Evaluate: Once improvement ideas have been implemented, it isessential to evaluate their impact. This evaluation can be done through various methods such as data analysis, customer feedback, or performance metrics. Byassessing the results, organizations can determine whether the expectedbenefits have been realized and identify any further areas for improvement.6.Implement: After evaluating the improvement ideas, the next step isto implement the selected changes. This involves creating an action plan,allocating resources, and executing the plan. Effective implementation requires clear communication, training, and monitoring to ensure that everyoneinvolved understands their roles and responsibilities.7.Monitor: Continuous process improvement is an ongoing effort. Afterimplementing the changes, it is important to monitor the process to ensure that the improvements are sustained and any new issues are addressed promptly.Monitoring can be done through key performance indicators, regular audits, or feedback mechanisms. By monitoring the process, organizations can identifyany deviations and take corrective actions as necessary.8.Optimize: Once the initial improvements have been made, the focusshifts to optimizing the process further. This involves identifying opportunities for automation, simplification, or elimination of non-value-added activities.Optimization may require additional analysis, experimentation, or processreengineering. By continuously striving for improvement, organizations canachieve higher levels of efficiency and effectiveness.9.Standardize: As the process is optimized, it is important tostandardize the improved process to ensure consistency and sustainability.This can be done through standard operating procedures, work instructions, or training programs. Standardization ensures that the improved processbecomes the new norm and is followed consistently across the organization.ConclusionImplementing continuous process improvement requires a systematic approach to ensure that improvements are meaningful, sustainable, and aligned with organizational goals. By following the suggested sequence outlined in this document, organizations can maximize the effectiveness of their improvement initiatives. Remember, continuous improvement is a journey, and embracing this mindset can lead to long-term success.。

持续改进程序英文版

CONTINUAL IMPROVEMENT PROCEDURE1.Purpose: 1.1 The purpose of this procedure is toa) Ensure that SLT continually improves the effectiveness of the QMS. b) Define the method to take corrective and preventive actions to eliminate theactual and potential root cause of nonconformity.c) Describe the method to analyze key data and information for continuousimprovement processes.2. Scope: 2.1 This procedure shall apply to material, product, manufacturing process, QMS, andpersonnel performing the work. 3.Reference: 3.1 ISO 9001:2008 Clause 8.1, 8.4, 8.5 3.2 Engineering Change Control Procedure (QP0203) 3.3 Customer Satisfaction Evaluation and Complaint Handling Procedure (QP0218) 3.4 Control of Records Procedure (QP0222) 3.5 Disposition of Non-Conformity/Discrepancy Report (QCD-F07) 3.6 Data Compiled for Analysis 3.7 CAPAR3.8 CAPAR Status Log4. Attachment: None5.Definition: 5.1 Major Non-Conformitya) A quality fault entails the rejection of the whole lot of production. b) A quality complaint by a customer as per Customer Satisfaction Evaluation andComplaint Handling Procedure.c) Recurring and quality system non-conformity5.2 CAPAR (Corrective and Preventive Action Request) 5.3 NCR (non-conformity report) 5.4 PIC (Person In Charge) 5.5 PDCA (Plan, Do, Check, Action)6.Responsibility: 6.1 MRa) Shall monitor the status of the corrective and preventive action. b) Shall follow-up verification through management review meeting c) Shall follow up the disclosed of CAPAR d) Shall recommend continual improvement activities to management reviewmeeting.6.2 All Departmenta) Shall take corrective and preventive action using CAPAR b) Shall perform relevant data analysis c) Shall take appropriate improvement activities7.Flow Chart:8.Procedure: 8.1 Continual improvement activities are directed from top management or proposed byconcerned HOD.8.2 Benchmark/target/objectives set shall be specific, measurable, attainable,realistic/relevant, track-able/time base.8.3 Nominated personnel shall note the action taken, progress and status at any form ofrecord or evident shown.8.4 Continual improvement can be any of the following:a) Strategici) Business plan by top management ii) Management review committee meeting iii) Multi disciplinary continual improvement projectb) Operationali) Department Quality Objective Report shall be prepared byresponsible personnel and compare against Quality Objective.ii) Analysis of data and operation performances results by respectivePICiii) Corrective and preventive action by respective PIC iv) Internal/external audits by auditors v) Evaluation of customer satisfaction/perceptionc) Individuali) 8.5 and improvement processes.8.6 MRa) methodologiesb) Shall determine those that are most appropriate and ensure that the relevantstaff is suitably trained in their use and application.8.7 A continual improvement activity can be raised upon any repeated or major non-conformances, unless otherwise specified by customers, when the implement iscapable by SLT.8.8 Corrective Actiona) For internal production quality problems, QC Inspector shall prepare NCRupon discovering any significant quality problems.b) All the NCR shall be reviewed by MR and a CAPAR shall be raised whereapplicable.c) These shall be initiated by either:i) MR ii) Factory Director iii) HODd) Copies of the CAPAR shall be given to:i) The MR ii) The HOD where the fault originatede) The person detailed to implement the necessary corrective action. f) Details of the CAPAR will be recorded on the CAPAR Status Log. g) This log shall be maintained by the MR and updated as progress is made. h) The person detailed shall investigate the root cause of the problem andensure that the necessary corrective action have been determined, recorded and implemented to prevent recurrence of the fault.i)The initiator or his authorized personnel shall verify that the corrective actions are adequate before closing out the CAPAR.j) The Management Review shall examine the position of CAPAR during theManagement Review Meetings. If necessary, further corrective and preventive action shall be determined.8.9 Analysis Of Dataa) The data shall be presented in suitable formats for the bodies analyzing theinformation. Such data include: i) Supplier Performance. ii) Customer Satisfaction/Complaint iii) Process/Operational Performance iv) Product Conformityb) The results of the analysis shall be used to determine the root cause ofexisting or potential non-conformity and initiate appropriate corrective or preventive actions needed for improvements.8.10 Preventive Actiona) Preventive action shall be carried out when there arei) Signs of performance deterioration. ii) Potential non-conformity may occur.b) The responsible personnel shall determine the potential non-conformities andoccurrence. i) ii) c) so that it could be analysis and evaluate the effectiveness. i) If it is no effective, the responsible personnel shall carry out furtheranalysis and action by repeat Procedure 8.9.ii) If it is effective, the preventive action shall be the permanent action.d) If preventive action affects the QMS, the responsible personnel shall ensurechanges are made according Document Control Procedure or Engineering Change Control Procedure. i) All relevant documents or procedures related to the implementationshall be revised and reissued accordingly.e) The responsible personnel shall report the non-conformity, and effectivenessof preventive action including changes of document during Management Review Meeting.9. Records: 9.1 Records shall be kept in accordance with Control of Records Procedure.10.。

Continual Improvement持续改进程序(中英文)

1.0 PURPOSE 目的1.1This document defines the opportunity and process for continual improvement to improve the effectiveness and efficiencyof products, service and process, continually meet customer requirements.定义开展持续改进活动的时机和流程，提高产品、服务和过程的有效性，不断满足客户的要求。

2.0SCOPE 范围2.1Apply to the Continuous Improvement for quality and environmental activities and operation.适用于对质量和环境的相关管理活动与运作的持续改进控制。

3.0 DEFINITIONS 定义3.1Continual Improvement: recurring activity to increase the ability to fulfill requirements.持续改进：增强满足要求的能力的循环活动。

4.0 REFERENCE DOCUMENTS 参考文件4.1ISO/TS 16949 Clause 8.5 Improvement 改进4.2GEAR management合理化建议实施规范5.0 RECORDS IBM5.1FN-QA-047 Program of Improvement Project 改进项目管理方案6.0 RESPONSIBILITY 职责6.1The management team defines the improving program.管理层确定持续改进项目。

6.2The project team launches and implement improving program.持续改进小组负责改进项目的开展和实施。

持续改进管理程序(中英文)

持续改进管理程序Continual Improvement management procedure（IATF16949-2016）1.目的 Objective全面推广持续改进观念﹐不断改进产品活动、生产、服务过程﹐以满足客户要求、市场需求、法律法规等。

Comprehensively promote continual improvement concept and continually improve product activities, production and service process to meet customers’ requirements, market needs and regulations.2.适用范围 Applicable Scope适用于公司从市场调查研究﹑研发设计、订单评审﹑生产、产品出货、服务等整个过程的改进。

Be applied to the improvement of the market survey, design, order review, production, product delivery, service and so on.3.定义 Definition持续改进﹕是指在已达到基本质量要求的基础上﹐以减少变异﹑降低成本﹑提高效率以及改善服务为主要目标的活动。

它使整个体系得到不断改进。

Continual improvement: a kind of activity that takes reducing thevariation and costs and increasing effectiveness and improving service as the goal based on the basic quality requirements are already met. It keeps the whole system improving.4.职责 Responsibilities4.1.公司管理层负责将持续改进的精神贯彻到公司的整个运作过程中，确保体系的有关信息的有效性以及对过程的持续监控和分析，并体现在每年度的经营、质量目标中；同时用各种方式推动全员参与。

SP-QP-004 持续改进管理程序

持续改进管理程序1.目的通过持续不断的改进产品质量、服务（包括时间安排、交付）和价格（含成本），以提高产品质量、服务的工作效率，达到消除浪费、降低成本和保护环境，最终使顾客和企业都从中获益之目的。

2.范围凡公司内所有与产品有关的质量、交付和成本的持续不断的改进均适用之。

3.术语3.1持续改进：在已达到产品基本质量要求的基础上，有目标、有计划开展，旨在不断提高产品/服务质量，以将减少质量变差，降低成本和改善服务为主要目标，使系统持续不断地得到改进，使顾客更加满意的、持续渐进的、集体性的活动。

3.2改进和纠正措施的区别a)能力和性能不可接受的过程需要采取纠正措施。

b)能力和性能可接受的过程，需优化措施计划，进一步减少变差时为持续改进4.职责4.总经理/管理者代表负责确定持续改进项目和负责人。

4.2 项目负责人负责编制持续改进计划，并组织实施。

4.3品质部负责持续改进的归口管理。

5.相关参照文件及记录5.1《经营计划管制程序》5.2《不良质量成本管理程序》5.3《管理评审控制程序》5.4《顾客满意度测量管理程序》5.5《生产过程管理程序》5.6《纠正和预防措施管理程序》6、相关作业流程及内容：（见下页）6.1 持续改进的理念与项目收集6.1.1改进和纠正措施的区别1)能力和性能不可接受的过程需要采取纠正措施。

2)能力和性能可接受的过程，需优化措施计划，进一步减少变差时为持续改进。

公司应贯彻实施持续改进的思想体系，持续改善质量、生产率、服务和价格等，使所有顾客和公司受益。

持续改进必须优先考虑产品的特殊特性6.2评审持续改进项目如下是质量和生产率改进的部分项目，应选择适当的项目，实施适当的改进方案：●故障停机时间●报废、返工和返修●低于100%的初次运转能力●过大的变差●过多的搬运和贮存●顾客不满意，如报怨、退货、错送、履约率、顾客的忧虑、售后质量保证等。

6.1.3持续改进技术各部门可选择下列适用的持续改进技术，适当加以应用：●控制图/FMEA分析/基准确定/防呆防错●其他统计技术●持续改进的途径6.3总经理根据顾客的期望和有关信息分析，根据职工合理化建议提案,确定持续改进项目及负责人。

QEHS33持续改进管理程序2014.05.24

CHHY标准CNHZ/QEP-持续改进管理程序第六版，2014-05第1 页，共5 页战略所有者：HEX 内容所有者：VSM 批准：李开泉1目的为持续不断致力于质量、环境、生产能力、交期、成本、KPI等改善,活用各种管理技术,促使本公司经营体制更加健全。

2范围适用于丹佛斯（杭州）板式换热有限公司海盐分公司任何改善活动皆可适用。

3定义3.1.持续改善：为将持续不断改善理念贯彻至全体员工，以提高质量、环境、生产能力、交期、成本、KPI等管理水准,其进行方式可以专案改善活动或提案改善等方式。

3.2.DPP：DANFOSS PRODUCTIVITY PROGRAM 丹佛斯生产力项目3.3.FPP：FULL POTENTIAL PROCUREMENT全方位潜力采购项目4职责与权限4.115流程6内容6.1.改善活动实施步骤可依管理四大循环:计划(Plan),执行(Do),确认(Check),处理(Action)可导出十个步骤,作为进行工作改善的依据。

管理四循环改善步骤进行要领Plan计划主题选定①改善主题决定方式:a.认为须改善或解决问题时:如提高质量、降低成本、提高生产效率、改善工作环境、提高安全卫生、业务改善、KPI提升等。

b.问题显现时:如不良品或合格率降低时。

c.为完成主管的目标或指示事项时。

②将问题的存在,以具体的方式表现出来.2目标设定①决定具有挑战性的目标值。

②决定目标完成期限。

③预估完成。

改善计划拟定①预定工作进度项目,期限及分工合作(5W2H)原则。

②改善计划要取得共识及主管的核准。

现状把握①进行现况的实际观察,收集数据。

②将现象的差异、不好之处加以比较。

③利用层别或柏拉图加以分析。

解析①整理出所有影响结果的原因。

②利用5个WHY方法追查主要原因。

③从要因中追求主要原因。

④反复利用脑力激励术及特性要因图进行分析。

对策拟定①针对问题点主要因素拟定解决方法。

②提出具体且可行改善方案。

③评价改善方案,决定较佳方案。

持续改进管理程序（中英文）

持续改进管理程序（中英文）持续改进管理程序Continual Improvement management procedure（IATF16949-2016）1.目的 Objective全面推广持续改进观念﹐不断改进产品活动、生产、服务过程﹐以满足客户要求、市场需求、法律法规等。

它使整个体系得到不断改进。

持续改善方法中英文[打造高绩效管理]

Continuous Improvement
GMS
持续改进
持续改进
员工参与标准化
GMS
缩短制造周期
制造质量
GMS
GMDAT/DIMC
Slide 1
Continuous Improvement
GMS
Continuous Improvement
People
Involvement Standardization
Check 检查
Do 实施
GMS
GMDAT/DIMC
Slide 8
Continuous Improvement
GMS
Andon Concept 暗灯概念
Business Plan Deployment 业务计划实施
TPM Total Productive Maintenance
Lean Design of Facilities,Continuous
Orde
ities
Solving
r
,
GMS
Sche dule
GMDAT/DIMEmCeqnuti,p
Slide 2
Continuous Improvement Company持续改进的公司
GMS
No Company Today Can Survive Without Having All Employees Focused on
Slide 4
Continuous Improvement
GMS
Standardization Before Continuous Improvement! 在进行持续改进前的标准
Improvement 改进
Improvement 改进

15持续质量改进管理程序

实施日期：页码：第1页，共3页编写者：审核者：批准者：持续质量改进管理程序1目的有效地制定和实施持续质量改进（Continuous Quality Improvement，CQI）计划，保证检验中心质量管理体系的持续改进。

2适用范围适用于本检验中心所有人员、全部场所和工作的全过程。

3职责3.1本检验中心主任全面负责质量管理体系的持续改进工作；3.2技术负责人负责质量管理体系总技术要素的持续改进工作；3.3质量负责人负责策划、批准和验证质量管理体系中质量管理要素的持续改进工作；3.4全体工作人员有责任发现和提出改进措施。

4程序4.1CQI相关问题的收集4.1.1通过《外部服务和供应管理程序》、《咨询服务管理程序》、《投诉的管理程序》等与外部交流的程序，规范、加强实验室和服务用户（患者、临床医护）、供应商等之间的交流，收集关于实验室的意见与建议，提高服务质量。

收集的外部信息可包括但不限于：检测项目的应用范围是否合适、是否出现新的局限性，检验申请格式是否需要变动，标本采集方式是否合适，样本运送中存在的问题，结果报告方式，检验报告周期是否合适，检验结果参考范围是否合适，检测方法的干扰因素，检验过程的安全性等。

另外也可以从供应商那里获取新产品、新技术的信息以及仪器、试剂使用的经验和技术支持等。

4.1.2建立并实行质量指标以系统地监测、评价本检验中心对患者、医护的贡献，及时掌握服务质量情况。

通过对医院相关部门的满意度调查，对服务质量进行外部评价；通过科室质量与安全管理组的检查进行内部监测。

4.1.3通过对患者和医护有价值的质量指标如检验前、检验、检验后，如分析设备故障数、室内质控项目开展率、不合格样本的比率、TAT时间符合率、急诊报告时限符合率、危急值报告率等，检测检验质量，发现不符合及持续改进的机会。

4.2通过自身评审，识别需改进的领域。

实施日期：页码：第2页，共3页编写者：审核者：批准者：4.2.1通过启动《内部审核管理程序》进行质量体系的内部审核，识别并改进相应的领域。