生产计划控制程序(中英文)
生产计划控制程序(中英文)
生产计划控制程序1.0 目的Purpose保证生产计划能根据客户的预测、出货记录以及客户订单来排定生产计划，并及时检查未完成订单、仓库成品及物料库存和设备模具是否满足生产要求，生产计划进行更加细致的安排，作为生产部门实际生产安排的依据，确保生产的顺利进行，减少停机及停工待料的不合理现象，确保能够按照客户要求保质保量准时交货。
Make sure production planning according forecast of customer, delivery record and order; check in time the unfinished order, finished products & material stock, and machine & mould; make detailed arrangement of production plan as actual production basis; make sure smooth production and reduce stopping machine to wait for material; make sure delivery according customer’s requirement in quality and quantity.2.0 范围Scope适用于本公司所有生产产品的生产计划安排与控制。
Used in all products’ plan and control in our company3.0 定义 Definition无Null.4.0职责 Responsibilities4.1 销售部负责销售订单及有关客户信息的传达SD takes charge of order and transmitting customer’s information4.2 生产部计控分部PD plan and control branch4.2.1负责根据销售订单及相关信息制定生产计划Take charge of making production plan according order and relative information4.2.2确认SAP系统生成的物料需求计划Take charge of making from SAP system material requirement plan.4.2.3与技术部、生产部生产分部、设备组协调换模及试验Cooperate with TD, PD production branch, equipment team to change mould and do trial.4.2.4负责组织协调紧急订单的计划与生产Take chare of organize plan and production of urgent order.4.2.5负责工人工时、耗用材料的统计分析Take charge of statistics and analysis of operator’s working time. 4.3 供应部SMD4.3.1 根据物料需求计划，反馈物料供应库存According material requirement plan, feed back material stocking situation.4.3.2 提供产成品的库存信息Supply finished product’s stocking information.4.4 生产部生产分部负责根据生产计划组织生产，并反馈生产的进度信息PD production branch organize production and inform production speed according to production plan.。
企业常用术语缩写全称及释义
企业常用术语缩写全称及释义MTO――按订单生产〔Make to Order〕ETO――按订单设计MTS――库存生产〔Make-to-Stock〕PAPC――生产和流程控制〔Production and Process Control〕DHR――器械历史文件〔Device History Record〕NCR――不合格〔Non-conformance〕CAPA――纠正和预防措施〔Corrective And Preventive Activity〕NPV――净现值〔Net Present Value〕IRR――内部收益率〔Internal Rate of Return〕PP――回收期〔Payback Period〕SPC――统计过程控制〔Statistic process control〕B OM――物料清单〔Bill of Material〕OBOM――订单BOMMBOM――生产制造物料清单EBOM――工程设计BOMPBOM――工艺规划BOMSBOM――销售BOMPLM――产品生命周期管理〔Product Lifecycle Management〕PDM――产品数据管理〔Product Data Management〕CAD――电脑辅助设计〔Computer Added Design〕CAPP――电脑辅助工艺设计〔Computer Aided Process Planning〕KPI――关键绩效指标〔Key Performance Index〕SOA――面向服务架构〔Service Oriented Architecture〕WAN――广域网〔Wide Area Network〕LAN――局域网〔Local Area Network〕MAN――城域网〔Metropolitan Area Network〕TCP――传输控制协议〔Transfer Control Protocol〕IP――网际协议〔Internet Protocol〕ASN――预先发货通知〔Advanced Shipment Notice〕MHE――物料处理设备〔Material Handling Equipment〕EMEA―― 欧洲、中东和非洲CRM――客户关系管理〔Customer Relationship Management〕SCM――供给链管理〔Supply Chain Management〕BI――商业智能〔Business Intelligence〕LDAP――轻量级目录访问协议〔Lightweight Directory Access Protocol〕MRP――生产资源规划〔Manufacturing Resource Planning〕SFA――自动销售〔Sales Force Automation〕SCV――供给链可见性〔Supply Chain Visibility〕MDM――制造数据管理〔Manafacturing Data Management〕APS――高级计划系统〔Advanced Planning System〕CMMS――电脑化维修管理系统〔computerized maintenance management system〕HMI――人机界面〔Human Machine Interface〕OEM――原始设备制造商〔Original Equipment Manafacturer〕MES――制造执行系统〔Manufacturing Execution System〕CPG――消费包装产品〔Customer Packaged Goods〕Time to Market――即时上市/及时切入生产Time to Volume――即时量产/及时大量生产Time to Money――即时变现/及时大量交货AIT――自动验证技术〔Automated IDentification Technologies〕TAV――全部资产可视化〔Total Assets Visualization〕SCADA――数据采集和监视控制〔Supervisory Control and Data Acquisition〕OPC――用于过程控制的对象链接和嵌入〔OLE for Process Control〕ASRS――自动存贮与检索系统〔Automatic Storage and Retrieval System 〕BTO――订单生产〔Build-to-Order〕CTO――〔Configuration-to-Order〕VMI――供货商免费存放〔Vendor Managed Inventory〕MCT――制造周期时间〔Manufacturing Cycle Time〕ABC――作业制成本制度(Activity-Based Costing)ABB――实施作业制预算制度(Activity-Based Budgeting)ABM――作业制成本管理(Activity-Base Management)APS――先进规画与排程系统(Advanced Planning and Scheduling)ASP――应用程序服务供货商〔Application Service Provider〕ATP――可承诺量(Available To Promise)AVL――认可的供货商清单(Approved Vendor List)BPR――企业流程再造(Business Process Reengineering)BSC――平衡记分卡(Balanced ScoreCard)BTF――计划生产(Build To Forecast)CPM――要径法(Critical Path Method)CPM――每一百万个使用者会有几次抱怨(Complaint per Million)CRM――客户关系管理(Customer Relationship Management)CRP――产能需求规划(Capacity Requirements Planning)CTO――客制化生产(Configuration To Order)DBR――限制驱导式排程法(Drum-Buffer-Rope)DMT――成熟度验证(Design Maturing Testing)DVT――设计验证(Design Verification Testing)DRP――运销资源计划(Distribution Resource Planning)DSS――决策支持系统(Decision Support System)EC――设计变更／工程变更(Engineer Change)EC――电子商务(Electronic Commerce)ECRN――原件规格更改通知(Engineer Change Request Notice)EDI――电子数据交换(Electronic Data Interchange)EIS――主管决策系统(Executive Information System)EMC――电磁相容(Electric Magnetic Capability)EOQ ――基本经济订购量(Economic Order Quantity)ERP――企业资源规划(Enterprise Resource Planning)FAE――应用工程师(Field Application Engineer)FCST――预估(Forecast)FMS――弹性制造系统(Flexible Manufacture System)FQC――成品质量管理(Finish or Final Quality Control)IPQC――制程质量管理(In-Process Quality Control)IQC――进料质量管理(Incoming Quality Control)ISO――国际标准组织(International Organization for Standardization) ISAR――首批样品认可(Initial Sample Approval Request)JIT――实时管理(Just In Time)KM ―― 知识管理(Knowledge Management)L4L――逐批订购法(Lot-for-Lot)LTC――最小总成本法(Least Total Cost)LUC――最小单位成本(Least Unit Cost)MES――制造执行系统(Manufacturing Execution System)MO――制令(Manufacture Order)MPS――主生产排程(Master Production Schedule)MRO――请修(购)单(Maintenance Repair Operation)MR P――物料需求规划(Material Requirement Planning)MRPII――制造资源计划(Manufacturing Resource Planning) NFCF――更改预估量的通知Notice for Changing ForecastOEM――委托代工(Original Equipment Manufacture)ODM――委托设计与制造(Original Design & Manufacture) OLAP――在线分析处理(On-Line Analytical Processing)OLTP――在线交易处理(On-Line Transaction Processing)OPT――最正确生产技术(Optimized Production Technology) OQC――出货质量管理(Out-going Quality Control)PDCA――PDCA管理循环(Plan-Do-Check-Action)PDM――产品数据管理系统(Product Data Management)PERT――计划评核术(Program Evaluation and Review Technique) PO――订单(Purchase Order)POH――预估在手量(Product on Hand)PR――采购申请Purchase RequestQA――品质保证(Quality Assurance)QC――质量管理(Quality Control)QCC――品管圈(Quality Control Circle)QE――品质工程(Quality Engineering)RCCP――粗略产能规划(Rough Cut Capacity Planning)RMA――退货验收Returned Material ApprovalROP――再订购点(Re-Order Point)SCM――供给链管理(Supply Chain Management)SFC――现场控制(Shop Floor Control)SIS――策略信息系统(Strategic Information System)SO―― 订单(Sales Order)SOR――特殊订单需求(Special Order Request)SPC――统计制程管制(Statistic Process Control)TOC――限制理论(Theory of Constraints)TPM――全面生产管理Total Production ManagementTQC――全面质量管理(Total Quality Control)TQM――全面品质管理(Total Quality Management)WIP――在制品(Work In Process)企业管理常用缩写术语之中英文对照表〔含解释)5S:5S管理ABC:作业制成本制度(Activity-BasedCosting)ABB:实施作业制预算制度(Activity-BasedBudgeting)ABM:作业制成本管理(Activity-BaseManagement)APS:先进规画与排程系统(AdvancedPlanningandScheduling) ASP:应用程序服务供货商〔ApplicationServiceProvider〕ATP:可承诺量(AvailableToPromise)AVL:认可的供货商清单(ApprovedVendorList)BOM:物料清单(BillOfMaterial)BPR:企业流程再造(BusinessProcessReengineering)BSC:平衡记分卡(BalancedScoreCard)BTF:计划生产(BuildToForecast)BTO:订单生产(BuildToOrder)CPM:要径法(CriticalPathMethod)CPM:每一百万个使用者会有几次抱怨(ComplaintperMillion) CRM:客户关系管理(CustomerRelationshipManagement)CRP:产能需求规划(CapacityRequirementsPlanning)CTO:客制化生产(ConfigurationToOrder)DBR:限制驱导式排程法(Drum-Buffer-Rope)DMT:成熟度验证(DesignMaturingTesting)DVT:设计验证(DesignVerificationTesting)DRP:运销资源计划(DistributionResourcePlanning)DSS:决策支持系统(DecisionSupportSystem)EC:设计变更／工程变更(EngineerChange)EC:电子商务(ElectronicCommerce)ECRN:原件规格更改通知(EngineerChangeRequestNotice)EDI:电子数据交换(ElectronicDataInterchange)EIS:主管决策系统(ExecutiveInformationSystem)EMC:电磁相容(ElectricMagneticCapability)EOQ:基本经济订购量(EconomicOrderQuantity)ERP:企业资源规划(EnterpriseResourcePlanning)FAE:应用工程师(FieldApplicationEngineer)FCST:预估(Forecast)FMS:弹性制造系统(FlexibleManufactureSystem)FQC:成品质量管理(FinishorFinalQualityControl)IPQC:制程质量管理(In-ProcessQualityControl)IQC:进料质量管理(IncomingQualityControl)ISO:国际标准组织(InternationalOrganizationforStandardization)ISAR:首批样品认可(InitialSampleApprovalRequest) JIT:实时管理(JustInTime)KM:知识管理(KnowledgeManagement)L4L:逐批订购法(Lot-for-Lot)LTC:最小总成本法(LeastTotalCost)LUC:最小单位成本(LeastUnitCost)MES:制造执行系统(ManufacturingExecutionSystem)MO:制令(ManufactureOrder)MPS:主生产排程(MasterProductionSchedule)MRO:请修(购)单(MaintenanceRepairOperation)MRP:物料需求规划(MaterialRequirementPlanning) MRPII:制造资源计划(ManufacturingResourcePlanning) NFCF:更改预估量的通知NoticeforChangingForecast OEM:委托代工(OriginalEquipmentManufacture)ODM:委托设计与制造(OriginalDesign&Manufacture) OLAP:在线分析处理(On-LineAnalyticalProcessing) OLTP:在线交易处理(On-LineTransactionProcessing) OPT:最正确生产技术(OptimizedProductionTechnology) OQC:出货质量管理(Out-goingQualityControl)PDCA:PDCA管理循环(Plan-Do-Check-Action)PDM:产品数据管理系统(ProductDataManagement)PERT:计划评核术(ProgramEvaluationandReviewTechnique)PO:订单(PurchaseOrder)POH:预估在手量(ProductonHand)PR:采购申请PurchaseRequestQA:质量保证(QualityAssurance)QC:质量管理(QualityControl)QCC:品管圈(QualityControlCircle)QE:质量工程(QualityEngineering)RCCP:粗略产能规划(RoughCutCapacityPlanning) RMA:退货验收ReturnedMaterialApprovalROP:再订购点(Re-OrderPoint)SCM:供给链管理(SupplyChainManagement)SFC:现场控制(ShopFloorControl)SIS:策略信息系统(StrategicInformationSystem) SO:订单(SalesOrder)SOR:特殊订单需求(SpecialOrderRequest)SPC:统计制程管制(StatisticProcessControl) TOC:限制理论(TheoryofConstraints)TPM:全面生产管理TotalProductionManagement TQC:全面质量管理(TotalQualityControl) TQM:全面质量管理(TotalQualityManagement) WIP:在制品(WorkInProcess)------5S管理------5S是由日本企业研究出来的一种环境塑造方案，其目的在藉由整理(SEIRI)、整顿(SEITON)、清扫(SEISO)、清洁(SEIKETSU)及身美(SHITSUKE)五种行为来创造清洁、明朗、活泼化之环境，以提高效率、质量及顾客满意度。
控制计划管理程序(中英文版本)
testing for products we will deal with during sample-part test-manufacture process .Company
once or one piece every year for every kind of products)
6.4控制计划的制定采用质量体系标准之参考手册《产品质量先期策划和控制计划》中规定的格
式“控制计划”表进行（如顾客有特殊要求时则依顾客规定的表单进行）。
make control plan in accordance with stipulated format ---“control plan ”in reference of
function/performance test (except destroy test) final censoring of products and its inspecting
frequency and capacity can be carried out by sampling (inspecting frequency and capacity is
6.0程序内容procedure content
6.1当顾客和公司有需求和要求时，APQP小组在不同阶段制订出相应的控制计划（即：样件控制
计划、试生产控制计划、生产控制计划），文控按受控文件将其发放至相关部门，由相关部门
执。
APQP team make relevant control plan for different phase when customers and company have
(中英文)业务计划控制程序Business Plans Control Procedure
1 目的Objective为了不断提高公司产品的市场占有率和竞争力，采取通过与竞争对手进行比较的方式，制订本公司的业务计划，并对业务计划在公司有效实施和沟通进行控制。
Through comparison with competitors, the business plan is formulated to enhance market shares and competitiveness of AICQ products, while to control their effective execution and communication within the company.2 适用范围Applicable Scope涉及公司财务、市场、产品设计和开发、过程设计和开发、质量、生产、人事和环保领域。
This is applicable to the finance, markets, products R & D, process R & D, quality, production, human resources and environmental protection.3 职责Responsibility3.1 总经理办公室负责组织相关部门制订各项业务计划并进行汇总，同时监控业务计划的实施。
GM Office is responsible for organizing relevant departments to formulate various business plans, as well as supervising the implementation of business plans.3.2 各个部门负责编制本部门的业务目标，并实施业务计划。
Every department establish the business objectives of oneself, and implement the business plan .3.3 总经理负责业务计划的批准。
最新控制计划CP中英文完整范本
调整参数Байду номын сангаасadjust parameter
2
φ3.00±0.15
3 060-2 PQC检查 4 5
3.25± 0.05
平面度 flatness
孔径 diameter I.D.
第1页，共5页
控 制 计 划
样件 试生产 Prototype Pre-launch 控制计划编号 Control Plan Number 零件号/最新更改水平 Part Number/Latest Change Level 零件名称/描述 Part Name/Description 供方/厂 Supplier/Plant 零件/过 程编号 Part/ Process Process Number
xxx
xxx
xxx有限公司
526933113
xxx
xxx
过程名称/操作描述 Name/Operation Description
生产设备 Machine. Device Jig.Tools For Mfg.
特性 Characteristics 编号 NO. 产品 Product 过程 Process
020
IQC检查 Incoming inspection
2 3
供应商材质证明书 Material certificate 千分尺/游标卡尺 3.25± 0.05* 94 +/-0.2*C Micrometer/vernier caliper 供应商材质证明书 Material certificate
010
生产 Production xxx 28252855/R0112
主要联系人/电话 Key Contact/Phone xxx 核心小组 Core Team xxx
中英文对照版-生产计划控制程序
ABC用品有限公司质量管理体系程序文件编制: 日期:审核: 日期:批准: 日期:发放范围：公司各部门2013年10月01日生效1 目的Objective对生产计划及进度进行控制，确保生产按计划顺利执行，确保能够按照顾客的要求及时发运、交付产品。
The objective of this procedure is to control the production plan and progress, to ensure the successful implementation of production plan, and to ensure the timely shipment and deliv ery of products per the customer's requirements.2 适用范围Applicable Scope适用于本公司所有产品的生产安排。
This is applicable to the production planning of all AICQ products.3 职责Responsibilities3.1 生产计划员负责编制公司生产计划，部门经理负责审核。
The production planner is responsible to formulate the company production plan. The department manager is responsible for audit.3.2 生产计划员按项目计划编制新产品试生产计划，批生产计划。
The production planner is responsible to formulate the trial production and batch production plan for the new product per the project plan.3.3 生产计划员按制造部工艺验证、工装验证计划编制新产品、新工艺的工艺和工装验证生产计划。
PPAP生产件批准程序(中英文)
目的It is to guarantee company,s correct understanding over the demands presented in customers,engineering design records and standards and to guarantee those potential abilities to sustainably meet the said demands during executing the real production under required take time.确保公司正确理解顾客工程设计记录和规范的所有要求，并在执行所要求的生产节拍条件下的实际生产过程中，具有持续满足这些要求的潜在能力。
2.0 Scope 范围This procedure is applicable to all related products and when customers require to submit approval report or to amend approval report.本程序适用于本公司提供给顾客的所有产品，也适合顾客要求递交批准报告或其变更批准报告的其它场合。
3.0 Definitions 定义3.1 PPAP: Production Part Approval ProcessPPAP:指生产件批准程序的英文简称3.2 Production Part: Parts used for Production Part Approval should be from effective productionprocess. Typically, this process involves one hour to one shift with a stated production of 300pieces at least, except other written statement from customers.生产件：对于用作生产件批准的零件应取得有效的生产过程。
生产计划与控制的英语
生产计划与控制的英语英文回答：Production planning and control (PPC) is a systematic approach to planning, scheduling, and controlling the production process to achieve maximum efficiency and productivity. It involves the coordination of multiple activities, including demand forecasting, production planning, capacity planning, and inventory management.Demand Forecasting: Demand forecasting is the process of predicting future demand for a product or service. This is essential for PPC as it provides the basis for production planning and decision-making. Various forecasting techniques can be used, such as historical data analysis, market research, and econometric models.Production Planning: Production planning involves determining the production schedule, production quantities, and resource allocation. It aligns production capacity withcustomer demand to ensure efficient utilization ofresources and minimize production costs. This stepconsiders factors such as product specifications,production capabilities, and lead times.Capacity Planning: Capacity planning ensures that the production system has the necessary capacity to meet demand. It involves assessing the available resources, such as equipment, workforce, and materials, and forecasting future capacity needs. To optimize capacity, managers may consider strategies such as capacity expansion, outsourcing, or scheduling adjustments.Inventory Management: Inventory management is crucialfor PPC as it ensures the availability of raw materials, components, and finished goods to meet production requirements. It involves setting inventory levels, managing inventory turnover, and controlling inventory costs. Effective inventory management helps prevent stockouts, reduces warehousing expenses, and optimizes cash flow.Scheduling: Scheduling is the allocation of specific tasks to resources within a time frame. PPC utilizes scheduling techniques to optimize production activities, such as Gantt charts or critical path analysis (CPA). Scheduling considers factors such as task dependencies, resource availability, and production deadlines.Control: Control is the final stage of PPC and involves monitoring and adjusting the production process to ensureit meets planned objectives. This includes tracking production progress, monitoring quality, measuring performance, and implementing corrective actions when necessary. Regular feedback and data analysis are essential for effective control.Benefits of PPC:Improved production efficiency and productivity.Reduced production costs.Enhanced customer satisfaction through timely delivery.Optimized inventory levels and reduced inventory costs.Increased flexibility and adaptability to changes in demand.中文回答：生产计划与控制。
生产计划控制程序(中英文)
生产计划控制程序Production planning and controlling procedure1.0 P urpose目的For the preparation of standard production planning, tracking, implementations, closing, establish the procedure为规范生产计划的编制,跟踪,执行,结案,特制定本程序2.0 S cope 范围Applicable to all products of the factory production plan适用于本厂的所有产品的生产计划的安排3.0 D efinition 定义Definition of production schedule: In order to meet the demand of customer orders, exact prepare for materials, personnel, equipment ", execute distribution and use of the program生产计划的定义: 为满足客户订单需求,执行对材料、人员、工装夹具”的确切准备、分配及使用的计划4.0Reference Standard 参考标准N/A5.0 R esponsibilities 职责5.1 PMC dept. is responsible for arrange and monitor operation of the production schedule计划部负责安排和监督生产计划的运作5.2 Prod dept. is responsible for execute and finish the productionschedule生产部负责执行和完成生产计划的运作5.3ME dept. is responsible for provide related support of execute the production schedule工程部负责提供执行生产计划运作的相关支持5.4Pur dept. is responsible for provide related material of execute the production schedule采购部负责提供执行生产计划运作的相关物料5.5WH dept. is responsible for distribute related material of execute the production schedule货仓部负责配发执行生产计划运作的相关物料6.0Procedure Flow流程图。
(完整版)质量管理体系专业英语
一组质量管理体系术语(中英双语)English Chinesereceipt （入厂）接受，验收，进货handling 搬运packaging 包装storage 保存protection 保护comparison 比较identification 标识replacement of identification mark 标识标志更换maintenance of identification 标识的保持records of identification control 标识控制记录tender 标书normative document 标准文件supplemental 补充nonconforming product 不合格品control of nonconforming product 不合格品控制control procedure of nonconforming products 不合格品控制程序tendency of nonconformance 不合格倾向purchasing 采购verification of purchased product 采购的产品验证purchasing process 采购过程purchasing control procedure 采购控制程序purchasing information 采购信息reference standard 参照标准reference instructions 参照细则stockhouse 仓库measurement, analysis and improvement 测量，分析和改进measurement result 测量结果control procedure of monitoring and measuring devices 测量设备控制程序planning 策划preservation of product 产品保护control procedure for maintenance, replacement and records of product identification 产品标识的保持, 更换及记录控制程序procedure for product identification and traceability 产品标识和可追溯性程序conformity of product 产品的符合性monitoring and measurement of product 产品的监督和测量product plan 产品方案control procedure for product preservation 产品防护控制程序method of product release 产品放行方法conformity of product,product conformity 产品符合性product realization 产品实现planning of product realization 产品实现策划product characteristics 产品特性input to product requirements 产品要求的输入product status 产品状态final acceptance of product 产品最后验收procedure 程序program documents 程序文件continual improvement 持续改进procedure for continual improvement of quality management system 持续改进质量体系程序adequacy 充分性storage location 存放地点agency personnel 代理人员submission of tenders 递交标书adjustment 调整，调节statutory and regulatory requirements 法律法规要求rework, vt 返工repair, vt 返修subcontractor 分承包方annex 附录improvement 改进improvement actions 改进措施on-the-job training 岗位技能培训responsibility of individual department and post 各部门, 各岗位职责change identification 更改标记change order number 更改单编号process sheets 工艺单process specification 工艺规程procedure(process card) 工艺规程(工艺卡)process characteristics 工艺特性Job Description Format 工种描述单work environment 工作环境impartiality 公正性functional requirements 功能要求supplier 供方supplier evaluation procedure 供方评价程序supplier provided special processes 供方提供的特殊过程verification at supplier's premises 供方现场验证supply chain 供应链criteria for supplier selection, evaluation and re-evaluation 供应商选择、评估和再评估准则communication 沟通customer 顾客customer property 顾客财产control procedure for customer property 顾客财产控制程序customer feedback 顾客反馈Customer Service Contact Form 顾客服务联系表customer cummunications 顾客沟通customer satisfaction 顾客满意statistical analysis of customer satisfaction 顾客满意度统计分析customer complaint 顾客投诉identificaion of customer requirements 顾客要求的识别management review 管理评审records from management review 管理评审记录management review control procedure 管理评审控制程序management representative 管理者代表management responsibility 管理职责specified limits of acceptability 规定的可接受界限specified use 规定的用途process 过程complexity of processes 过程的复杂性monitoring and measurement of processes 过程的监视和测量operation of process 过程的运行status of processes 过程的状态process approach 过程方法process controls 过程控制process control documents 过程控制文件process performance 过程业绩appropriateness 合适性changes to contractor 合同的更改contract review control procedure 合同评审控制程序internet sales 互联网销售environmental conditions 环境条件monogram pragram requirements 会标纲要要求type of activities 活动类型infrastructure 基础建设infrastructure 基础设施fundamentals and vocabulary 基础与词汇control of records 记录控制technical specificaion 技术规范process trace sheet 加工跟踪单monitoring and measurement 监视和测量monitoring and measuring device 监视和测量装置control of monitoring and measuring devices 监视和测量装置控制check method 检查方法frequency of checks 检查频次calibration status 检定状态inspection and test control procedure 检验和试验控制程序identification procedure for inspection and test status 检验和试验状态标识程序inspection witness point 检验见证点inspection hold point 检验停止点buildings 建筑物delivery 交付post-delivery activities 交付后的活动delivery activities 交付活动interface 接口acceptance of contract or orders 接受合同或定单type of medium 介质类型experience 经验correction action 纠正措施Corrective action response time 纠正措施答复时间，纠正措施响应时间management procedure for corrective actions 纠正措施管理程序corrective action response times 纠正措施响应时间development activity 开发活动traceability mark 可追溯性标志objectivity 客观性Customer Service Log 客户服务记录簿control feature 控制特性，控制细节control features 控制细则periodic assessment of stock 库存定期评估justification 理由routine 例程，惯例，常规质量职能分配表论证范围internal communication 内部沟通internal audit 内部审核internal audit procedure 内部审核程序internally controlled standard 内控标准internal audit 内审results of internal and external audits 内外部审核结果competence 能力training 培训training needs 培训需要evaluate 评价records of the results of the review 评审结果的记录review output 评审输出review input 评审输入Purchase Requisition 请购单authority 权限validation 确认concession 让步human resources 人力资源job training of personnel 人员岗位培训qualification of personnel 人员资格equipment control procedure 设备控制程序device type 设备类型order of design changes 设计更改通知单design and development control procedure 设计和开发控制程序design and development 设计开发design and development planning 设计开发策划control of design and development changes 设计开发更改控制design and development review 设计开发评审design and development validation 设计开发确认design and development outputs 设计开发输出design and development inputs 设计开发输入design and development verification 设计开发验证design validation 设计确认design documentation 设计文件编制design acceptance criteria 设计验收准则design verification 设计验证audit program 审核大纲conduct of audits 审核行为audit criteria 审核准则production process control 生产过程控制production process control procedure 生产过程控制程序production and service provision 生产和服务提供control of production and service provision 生产和服务提供的控制validation of processes for production and service provision 生产和服务提供过程的确认production order 生产令identification and traceability 识别和可追溯性identification and traceability maintenance and replacement 识别和可追溯性维护与替换invalidate 使失效market survey 市场调研suitability 适宜性scope 适用范围controlled condition 受控状态terms and definitions 术语与定义analysis of data 数据分析sequence 顺序transfer of ownership 所有权转移system document 体系文件statistical technique 统计方法outsource(vt) a process 外包过程external source 外部来源documents of external origin 外来文件outsource, vt 外协unique identification 唯一的标识maintenance 维护Document Change Control 文件更改控制Request For Document Change (RDC) 文件更改需求单control of documents 文件控制documentation requirements 文件要求enquiry 问询，询价field nonconformity analysis 现场不符合分析relevance 相关性interaction 相互作用detail design 详细设计，详图设计，零件设计，施工设计sales department 销售部sales contract 销售合同checklist 校验表，一览表，检查一览表calibration 校准submission of action plans 行动计划的递交documented procedures 形成文件的程序documented statement 形成文件的声明performance requirements 性能要求licensee responsibilities 许可证持有者责任acceptance criteria 验收准则verification arrangement 验证安排verification results 验证结果customer focus 以客户为关注点，以客户为焦点awareness 意识introduction 引言，概述，介绍normative references 引用标准application 应用visit to user 用户访问review of requirements related to the product 有关产品的要求评审competent 有能力的effectiveness 有效性determination of requirements related to the product 与产品有关的要求的确定customer-related processes 与顾客有关的过程preventive action 预防措施management procedure for preventive actions 预防措施管理程序planned results 预期的结果intended use 预期的用途procedure for competence, knowledge and training of personnel 员工能力, 知识和培训程序personnel training procedure 员工培训程序supporting services 支持性服务functions 职能部门responsibility 职责assignment of responsibility 职责分工workmanship 制造工艺manufacturing acceptance criteria 制造验收准则quality policy 质量方针quality programs 质量纲领quality management system 质量管理体系quality management system planning 质量管理体系策划performance of the quality management system 质量管理体系业绩quality plan 质量计划quality records 质量记录quality objectives 质量目标quality audit 质量审核quality manual 质量手册quality problem handling form 质量问题处理单quality requirements 质量要求allocation table of quality responsibilities 质量职能分配表availability of resources 资源的可获得性resource management 资源管理allocation of resources 资源配置provision of resources 资源提供general requirements 总要求，一般要求constituent part 组成部件organization 组织continual improvement of the organization 组织的持续改进size of organization 组织的规模Organizational Diagram 组织机构图final acceptance 最终验收work instructions 作业指导书。
生产控制程序 英语流程
生产控制程序英语流程Production Control Process.The production control process is a crucial aspect of any manufacturing organization, ensuring smooth, efficient, and profitable operations. It involves the planning, scheduling, monitoring, and controlling of production activities to meet customer demand while optimizing resource utilization and minimizing waste. This article delves into the details of the production control process, discussing its key components and the flow of activities that ensure a successful manufacturing operation.1. Production Planning.The first step in the production control process is production planning. This involves determining the overall production strategy, considering factors like customer demand, capacity constraints, raw material availability, and technology capabilities. Production planners analyzehistorical data, forecast future demand, and create a production plan that aligns with the company's strategic objectives.2. Scheduling.Once the production plan is established, the next step is scheduling. Scheduling involves breaking down the production plan into specific tasks and assigning them to specific resources (such as machines, equipment, and personnel) at specific times. The goal is to ensure that all tasks are completed in a timely manner, while optimizing resource utilization and minimizing downtime. Scheduling software can help in this process, providing a visual representation of the production schedule and enabling easy adjustments as needed.3. Monitoring and Control.During the production process, it's crucial to monitor and control activities to ensure they align with the plan. This involves tracking key performance indicators (KPIs)like production rates, quality standards, and resource utilization. By continuously monitoring these metrics, production controllers can identify bottlenecks, issues, and areas for improvement. They can then make necessary adjustments to the schedule, allocate additional resources, or implement corrective measures to ensure production remains on track.4. Quality Control.Quality control is a vital aspect of the production control process. It involves ensuring that products meet the specified quality standards and customer expectations. Quality control checks are performed throughout the production process, from incoming raw materials to finished products. This involves testing, inspections, and audits to identify and correct any deviations from quality standards. By maintaining high quality standards, manufacturers can ensure customer satisfaction, build brand reputation, and reduce the cost of repairs and replacements.5. Inventory Management.Effective inventory management is crucial for the smooth running of the production control process. Itinvolves tracking and managing raw materials, components, and finished products to ensure they are available when needed. Inventory management systems help in forecasting demand, ordering raw materials, and managing inventorylevels to minimize stockouts and overstocking. Byoptimizing inventory levels, manufacturers can reduce costs, improve production efficiency, and meet customer demand.6. Supply Chain Management.Supply chain management is another key component of the production control process. It involves managing the flowof raw materials, components, and finished products from suppliers to customers. Supply chain managers work closely with suppliers to ensure timely delivery of quality products. They also collaborate with logistics providers to ensure efficient transportation and distribution of goods. By optimizing the supply chain, manufacturers can reduce costs, improve production efficiency, and enhance customersatisfaction.In conclusion, the production control process is a complex yet crucial aspect of manufacturing operations. It involves planning, scheduling, monitoring, controlling, quality assurance, inventory management, and supply chain management. By optimizing these components, manufacturers can ensure smooth, efficient, and profitable production operations that meet customer demand, optimize resource utilization, and minimize waste.。
生产计划管理程序(中英文)
生产计划管理程序production plan management procedure（IATF16949-2016）1.目的 Objective对生产计划的制订与实施进行控制，保证材料的合理利用，确保能按质、按量、按时完成客户订单要求，跟进生产任务的执行情况，满足出货要求，确保顾客满意。
Control the production plan making and implementation to ensure the material will be used effectively and the customer order will be completed timely, the production implementation status shall be followed to meet the customer delivery requirements and satisfy the customer.2.适用范围 Applicable Scope本程序文件适用于公司生产计划的安排和控制.Be applied to production plan arrangement and control.3.职责 Responsibilities3.1. 销售部负责提供《销售任务单》。
Sales department is responsible for providing <sales task notice>. 3.2. 计划物流部:计划负责生产计划的制订并监督生产部的具体实施;仓库负责提供材料、半成品、成品库存情况。
The PMC: be responsible for production plan making and monitoring product ion department’s implementation; the warehouse will provide the stocks of the material, semi-finished products and final products. 3.3.工程部负责制作 BOM、生产作业指导书等生产所需要的技术资料。
Production Planning Management生产计划管理程序(中英文)
目的1.1 For long/mid term : identify needed resource and resource utilization for internal and external长/中期:识别内外部所需要的资源以及资源的利用率。
1.2 For short term: perform committed delivery time to customers while meet inventory control target.短期:履行承诺给客户的交货时间，同时满足库存控制的目标。
2.0 SCOPE 范围2.1 This procedure includes production planning, capacity evaluation, material planning andinventory control.此计划流程包括生产计划，产能评估，物料计划和库存控制。
2.2 This procedure includes long/mid-term planning and short term planning process.此计划流程包括中长期计划流程和短期计划流程。
3.0 DEFINITIONS 定义3.1 Long/mid term planning: planning time fence covers 3 months 〜6 months中长期计划：计划时间段为3个月到6个月。
3.2 Short term planning: planning time fence covers one week ~ one month短期计划：计划时间段为一周到1个月。
4.0 REFERENCE DOCUMENTS 参考文件4.1 PD-C1-01 Contract Review Procedure 合同评审程序4.2 PD-S2-02 Purchasing management Procedure 采购管理程序4.3 PD-C4-02 Material And Goods Management Procedure 物料管理程序5.1 RECORDS 记录5.1 FN-LG-07 Make Order Form 生产工单5.2 FN-LG-01 Finished goods Shipment Form 销货单5.3 FN-LG-04 Outplant Make Order 委外工单5.2 RESPONSIBILITY 职责6.1 Customer is responsible for providing forecast to logistics, logistics transfer customerpurchasing order to company sales order, contract review.客户负责提供销售预测给物流，物流转换客户采购订单为公司的销售订单，合同评审。
生产过程管理程序(中英文)
生产过程管理程序Production Management Procedure（IATF16949-2016）1.目的 Objective规范生产运作程序，提高生产效率，使产品安全、合法以及质量随时随地得到有效控制，保证产品准时出货。
To regulate the production operation procedure and improve production efficiency to ensure the products safety, legality and quality can be controlled efficiently and to ensure the products can be delivered on time.2.适用范围 Applicable Scope适用于本公司生产部来料投入至成品入库全过程。
Be applied to the production process from preparing the materials to warehousing the finished products.3. 职责Responsibilities3.1. 计划部负责制定《生产计划》，下发《生产任务单》给生产部。
PMC is responsible for making the <production plan> and distributing <production task notice> to production department.3.2. 生产部每日实行自检、互检制度,负责制程生产的实施与控制。
Production department shall implement self-inspection and mutual inspection everyday and implement and control the production process.3.3.品质部负责产品合法性的确认、质量和安全等整个生产过程品质的监控与跟踪。
生产计划控制程序（中英文）
生产计划控制程序（中英文）生产计划控制程序1.0 目的Purpose保证生产计划能根据客户的预测、出货记录以及客户订单来排定生产计划，并及时检查未完成订单、仓库成品及物料库存和设备模具是否满足生产要求，生产计划进行更加细致的安排，作为生产部门实际生产安排的依据，确保生产的顺利进行，减少停机及停工待料的不合理现象，确保能够按照客户要求保质保量准时交货。
Make sure production planning according forecast of customer, delivery record and order; check in time the unfinished order, finished products & material stock, and machine & mould; make detailed arrangement of production plan as actual production basis; make sure smooth production and reduce stopping machine to wait for material; make sure delivery according customer’s requirement in quality and quantity.2.0 范围Scope适用于本公司所有生产产品的生产计划安排与控制。
Used in all products’ plan and control in our company3.0 定义 Definition无Null.4.0职责 Responsibilities4.1 销售部负责销售订单及有关客户信息的传达SD takes charge of order and transmitting customer’s information4.2 生产部计控分部PD plan and control branch4.2.1负责根据销售订单及相关信息制定生产计划Take charge of making production plan according order and relative information4.2.2确认SAP系统生成的物料需求计划Take charge of making from SAP system material requirement plan.4.2.3与技术部、生产部生产分部、设备组协调换模及试验Cooperate with TD, PD production branch, equipment team to change mould and do trial.4.2.4负责组织协调紧急订单的计划与生产Take chare of organize plan and production of urgent order.4.2.5负责工人工时、耗用材料的统计分析Take charge of statistics and analysis of operator’s working time. 4.3 供应部SMD4.3.1 根据物料需求计划，反馈物料供应库存According material requirement plan, feed back material stocking situation.4.3.2 提供产成品的库存信息Su pply finished product’s stocking information.4.4 生产部生产分部负责根据生产计划组织生产，并反馈生产的进度信息PD production branch organize production and inform production speed according to production plan.。
控制计划控制程序(中英文)
控制计划控制程序（IATF16949-2016）1、目的1. Purpose对控制零件和过程的体系，通过控制特性的过程监视和控制方法来最大限度地减少过程和产品变差；并随着测量系统和控制方法的评价和改进对其进行修订，使控制计划在整个产品寿命周期中得到保持和使用，确保按顾客的要求制造出优质的产品。
It aims to control the part and process systems and reduce process and product variations to the utmost extent through process monitoring and control methods of the control characteristics; the control plan shall be revised along with the evaluation and improvement of the measurement system and the control methods and shall be maintained and used in the whole product life cycle so as to ensure that high qualify product is manufactured according to the requirements of the customer.2、适用范围2. Scope适用于本公司内产品的样件、小批量试产和批量生产所用的控制计划。
如客户有特殊要求，必须按照客户的要求执行。
It applies to the control plans used in the product sample, small-lot trial production and volume production of the company. If the customerhas special requirements, it shall be implemented according to the requirements of the customer.3、定义3. Definition无None4、职责4. ResponsibilitiesAPQP项目小组负责控制计划的策划，质量部负责编制与维护The APQP project team shall be responsible for planning of the control plan and the quality department shall be responsible for preparation and maintenance of it.5、程序5. Procedure5.1 当顾客和公司有需求和要求时，项目小组在不同阶段制订出相应的控制计划（即：样件控制计划、试生产控制计划、生产控制计划），项目组按工艺文件将其发行至相关部门，由其执行。
0713生产计划控制程序
1、范围1.1 为了确保销售合同按期完成，实现100％交付，特制定本程序。
1.2本程序规定了生产计划的制订与实施的职责、内容和方法。
1.3 本程序适用于本企业生产计划的制定，生产进度监控及生产能力的分析。
2、术语本程序引用ISO/TS16949:2002标准中的有关定义。
3、职责3.1 生产科为本程序的归口管理部门，负责生产计划的编制及监控。
3.2 各相关部门及生产班组按计划实施。
3.3 工作流程4、程序内容 4.1 生产计划的编制4.1.1 生产科根据公司业务计划及市场预测情况编制生产计划，并报主管领导批准，各部门根据各班组实际情况编制相应的工作计划。
4.1.2 结合销售合同和/或订单中评审的交货期，每月25日下达月份生产计划。
4.1.3 根据临时合同交货期的要求，下达临时生产作业计划。
4.2当发生供应中断，劳动力短缺、设备故障时，按《应急计划管理程序》要求，启动“应急计划”应以保证按期向顾客提供产品。
4.3 生产计划的实施4.3.1 生产科根据月份生产计划及河北长安、长安客车周计划，编制内部周生产计划。
4.3.2 生产科应根据原材料库存、半成品及成品库存情况，随时监控生产进度、调度生产、确保销售合同按期完成，实现100％交付。
4.3.3 生产科对生产计划完成情况用“生产统计日报表”、“生产统计月报表”反映。
4.4 生产计划调整4.4.1当编制的周生产计划因主机厂调整计划或企业内部出现特殊情况无法满足主机厂要求时需要及时调整周生产计划。
4.4.2生产科负责周生产计划的调整，经主管厂长批准后，将调整后的周生产计划发到相关科室及班组，并做好协调监督工作。
4.5 单件小批量生产管理4.5.1 生产科对单件小批量生产要求须进行临时调度。
4.5.2 作业能力的调查必须报生产科长批准。
5、相关程序相关文件质量记录5.1 相关程序 SLQP0604-2007 《应急计划管理程序》5.2 相关文件无5.3 质量记录QR0711-01 生产统计日报表QR0711-02 生产统计月报表QR0711-03 月生产计划QR0711-04 临时生产作业计划。
生产计划与控制的英语
生产计划与控制的英语English:Production planning and control refers to the process of organizing, coordinating, and controlling the activities involved in the production of goods or services. It involves determining the production requirements, scheduling production activities, and monitoring and controlling the progress of production. The main objective of production planning and control is to ensure that goods or services are produced efficiently, in the right quantities, at the right time, and at the right cost. It involves forecasting demand, estimating production capacities, and developing a production plan that optimizes resource utilization and minimizes costs. Production planning and control also involves determining the sequence of production activities, allocating resources, and coordinating the flow of materials, information, and resources throughout the production process. It includes activities such as material procurement, production scheduling, capacity planning, quality control, and inventory management. Effective production planning and control can improve the overall efficiency and productivity of the production process, reduce lead times, and ensure timely delivery of products orservices to customers. It also helps in minimizing production costs, managing inventory levels, and optimizing resource allocation. Overall, production planning and control plays a crucial role in ensuring that the production process runs smoothly, efficiently, andin accordance with customer requirements and organizational objectives.中文翻译:生产计划与控制是指组织、协调和控制涉及货物或服务生产的活动的过程。
生产计划流程及控制程序(含表格)
生产计划流程及控制程序（ISO9001：2015）一、目的对生产计划的制定与实施进行控制，确保能按质、按量、按时完成订单交付，增强客户满意。
二、适用范围适用于本公司所有客户订单的生产计划控制。
三、职责3.1市场3.1.1负责传递客户预测订单、组织订单评审、订单创建3.1.2 负责提出、传递客户订单更改需求3.1.3 负责与客户进行产品交期的达成、变更和出货计划各方面进行沟通3.2项目: 负责工艺评审和产品BOM表的制定以及物料HSF要求确认，并组织处理有关客户规格的异常或问题。
3.3 PMC:3.3.1PC:(1)负责订单交期评审(2)负责主生产计划制定、更改（月计划、周计划、日计划）、补投、生产进度追踪(3)负责出货计划制定及出货安排、进度追踪(4)负责生产计划、出货计划达成情况数据统计、分析和报告3.3.2MC:(1)负责制定物料需求计划并跟进物料进度(2)负责原辅材料仓的管理(3)负责成品配货、出货装车、跟车(4)负责（HSF）物料计划达成数据统计、分析和报告3.4采购：3.4.1根据物料计划和请购单，以及各供应商的产能，合理下单到供应商进行物料采购。
3.4.2负责来料的特采申请、供应商索赔处理等对外事务。
3.5 生产:3.5.1生产PC：负责根据主生产计划编排本分厂的各工序的日生产计划并追踪生产进度3.5.2生产MC：负责根据主物料计划编排本分厂的各工序的领料计划、物料和半成品转移3.5.3生产班组：负责按生产计划生产，并反馈、跟进各种异常处理进度3.6 品质3.6.1负责来料、生产制程，成品品质进行控制．3.6.2负责组织处理品质异常。
3.7 PE:负责组织处理工艺异常3.8 设备：负责组织处理设备异常四、作业内容4.1生产计划控制主流程4.2交期评审流程4.3生产计划控制流程4.3.1 生产计划编制流程4.3.2 计划变更流程4.4 物料计划流程4.4.1 备料管理流程4.5计划执行主流程4.5.1计划异常处理流程4.5.2 补投流程4.6出货控制流程五、相关文件5.1合同评审控制程序六、相关记录见附件流程中“相关表单”。
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生产计划控制程序Production Plan Control Procedure（ISO9001：2015）1目的：Purpose协调公司内部生产资源，满足销售需求。
Coordinate the company internal production resources to meet the sales demands.2 范围：Scope:本程序适用于公司的成品，零件车间。
This procedure is applicable to the company finished product and component factory.3 程序：Process3.1 流程：销售部采购部，计划部供应部生产部生产车间销售部，报关订单决定接受决定外购outsourcing外购计划进行采购生产能力确认生产计划安排生产进行进度控制交付3.1 Flow:Sales Dept.Purchasing and planningD ept.Provision Dept.Production Dept.Production workshopSales & Customs3.2 生产计划安排Production Plan arrangement3.2.1订单一经确认后，生产部负责制定每月生产计划，供应部根据订单和每月生产计划所需品种，数量等确定外购材料及供应厂商，并按“采购控制程序”进行采购。
Once the orders be accepted, Production dept. prepare the monthly production schedule, purchasing department will confirm the outsourcing materials and suppliers according to the kinds and quantities that required by orders and monthly production schedule, and purchase as per “Purchase Control Procedure”.3.2.2生产部根据订单交货期要求，将该订单的开始生产时间录入SAP 系统，并按照最终确认的每周销售需求安排生产。
Decide to accept the orderDecide to outsourcing Outsourcing Plan Outsourcing Confirm the production capabilityProduction Plan arrangementProduction on-going Schedule ControlDeliveryProduction department will arrange the production schedule according to the PO delivery requirements, put the PO production time to SAP system, then arrange production schedule as final weekly sales.3.3生产安排及准备：Production arrangement and preparation:3.3.1生产车间确认销售需求后，应着手安排各有关人员实施。
Once the production workshop confirm the sales demand, they should start to arrange each related people to carry it out.3.3.2 采购人员应及时将有关外购原辅材料购入，以保证生产计划得到执行。
Buyers should purchase the relevant outsourcing raw and auxiliary materials in time to make sure the production plan be implemented.3.3.3 IQC及时对进厂的原辅材料进行验收。
IQC need to check and accept the purchased raw and auxiliary materials in time.3.3.4设备维修人员应对生产设备的良好状态负责，以满足生产需要。
Equipment repairers should be responsible for keeping the production equipments in good conditions, and meet the production requirements.3.3.5 生产车间装配线的生产环境应保持良好。
The production environment of assembly line in the workshop should be kept all right.3.3.6 有关资源不足之处，生产经理应及时提出并报主管领导批准。
Production manager should put forward the insufficiency of relevant resources, and report to supervisor leaders for approval.3.3.7 研发部应及时提供技术图纸规范等，以加强技术方面的支持与指导。
R&D department should provide the technical drawing criterions in time to strengthen the support and guidance in technical aspect.3.4 生产进度：Production Schedule:3.4.1 生产车间对每日的生产完成进行统计分析，并将每日生产状况上报生产部管理层。
Production workshop should stat. and analyzes the daily production performance, and report the daily production status to the production department in proper ways.3.4.2 生产部必须了解生产计划的执行情况，并进行负荷分析。
若生产计划得不到执行应分析造成原因。
并及时向公司领导报告，并协调各方力量以完成计划，必要时请求总经理协助。
Production department should know about the implementation status of production plan and do burthen analysis. If the production plan cannot be carried out, analyze the root causes and report to company leaders, coordinate with each party to fulfill the plan, and ask general manager for assistance if necessary.3.4.3 生产计划调整应以不影响交货期为原则。
Adjust the production plan without affecting the delivery term.3.4.4生产计划对下述情况：Production plan be affected by the following conditions:a) 因销售订单或生产订单的错误造成的Caused by the mistakes of sales orders or production orders.b) 因材料未齐套和未能及时到料造成的Caused by incomplete materials and late delivery of materialsc) 生产线产能问题造成的Caused by capability of production lined) 因工艺原因：如测试问题、原材料问题、因产线产出少于标准产出的所有有影响生产计划导致承诺交货期有影响的原因，都要通过生产计划员与项目经理沟通讨论出有效的Recover plan，必要时项目经理需与销售或客户沟通达成一致。
Process reasons：Such as test issue、raw material issue、output of production line less than the standardProduction planner needs to communicate and discuss with PM to get an effective Recovery plan for all causes that affect the production plan ,which also result in the impact on promised delivery term ; PM should communicate with sales or customers to come to an agreement if necessary.3.5 交货安排：生产部按顾客要求的交货日期、进度，确保100%按时交货。
Delivery arrangement: Production department should assure the 100% timely delivery as per the customer required delivery date and schedule.3.6 当成品率异常，领用原材料无法达到生产量的需求，按以下流程填写超量原材料申请表进行有根椐的补料Fill out the “Requisition sheet for excess raw material” to add materials accordingly as per the following flow when the yield rate out of control and the reception of raw materials can not meet the demand of capacity.3.6.1 在生产过程中因工艺制程、设计缺陷等因素造成的材料浪费，需填写《超量原材料申请表》。