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**MChina/OperationPLAN:**MChinaOperationStrategyA3StrategyA3FormRevision02LastUpdated22-02-2011A3Revision02A3OwnerA3ExecutiveSponsorHu***nWuD***ngli2011Q12011Q22011Q32011Q4LastYear'sTarget,Performance,thisyear'starget,Gapswithdrvingfactorsforachieving(ex.2010)ThisYear'sActionPlanandMilestones(ex.2011)OwnerTargetJFMAMJJASONDOperationScorecrd:KeepQualityconsistency1,Semiannuallyupgradevisual&standardqualitycontrolgatesincourseofproductsflowtoreducequalitycomplaints;----A3project建立在产品流中的产品质量控制的可视化及标准化，从而减少质量投诉Cathypanqualityvisualcontrol保证质量的稳定性2,Standardize,Pefectandupgradeoperationincentivepolicy,deeplyreduceworkmanshipcomplaints;标准统一和完善奖励激励机制，继续减少显而易见投诉LilyZhang/Jerrysong50%reductioncomparing103,ContinuouslyimplementISO9KqualitycontrolsystemthroughELSdeeplydiving,includingsuppliers'management;---A3project通过深入开展ELS来不断实施ISO9K质量管理体系,包括供应商管理;CathyPanCPMO=5.5;R&A%=0.45%KeephighflexibilityservicelevelContinuouslyimproveflexibilityservicelevel;---A3project不断提高客户服务水平A3projectforimprovingKunshanplantflexibilityservicelevel提高昆山工厂服务水平的A3LilyZhang/LogisticFlexibility=97%保持好的服务水平A3projectforimprovingGuangzhouplantflexibilityservicelevel提高广州工厂服务水平的A3JerrySong/LogisticFlexibility=97%A3projectforimprovingTianjingDCflexibilityservicelevel提高天津分切服务水平的A3LilyZhang/LogisticFlexibility=98%Setupproductsdeliverycontrolgates建立交货达成率控制关卡;JerrysongKSPlantinAug/11;GZplantinMay/11KeeplowmanufacturingcostContinuouslyimproveoperationefficiencies,includingstandardizingunitconsumption,outputperlabor*hour,machines'uptime,andetc;---A3project不断提高生产效率，包括单位损耗,人均每小时产出，时间利用率等等1.0,客户服务:Flexibility,差距:0.21%;2.0,安全:RIR':好过目标;与11年目标,noGap;保持较低的生产成本1),A3projectforimprovingKunshanplantoperationefficiencies;提高昆山工厂生产效率的A3LilyZangMOE=0.036$/m2;Scrap=4.8%;A3projectforimprovingGuangzhouplantoperationefficiencies;提高工厂生产效率的A3JerySngMOE=0.0367$/m2;Scrap=4.4%;2),A3projectforimprovingTianjingDCoperationefficiencies;提高天津分切生产效率的A3LilyangMOE=0.014$/m2;Scrap=1.3%;3),ImproveDCcheeserolls'packagingefficency,reduceworkingloading;提高分切小卷包装效率,降低劳动强度;AaronXuKS/GZinQ3-Q4/114)ImproveDCefficiency20-30%intwoyears;在两年内提高分切效率20%-30%;JessieWang/AaronXu2011-20125),Setupscrapandindirectmaterialcostcontrolgates建立废品和辅料成本控制关卡;XiinQianKSPlantinQ1/11;GZplantinQ2/11KeepworldclassRIRBuildupsafetyworkingconditionsthroughsettingupOHSAS18001SYSTEM,perfectemployees'trainingandsafetyobservation;---A3project可记录工伤事故发生率保持国际前列水平1),A3projectforKunshanplantsafety,includingTianjingDC;昆山工厂安全A3（包括天津分切）LilyZhRIR=0.302),A3projectforGuangzhouplantsafety;广州工厂安全A3JerySogRIR=0.30Buildup****ChinaasLeanBusinessintheworldContinuouslyDeeplydeployELScultureinoperation,fulllyengageoperatorstobeinvolvedin,specialon5S,TPM,STDwork;----GreatChinaELSA3在生产系统深入开展ELS，鼓励员工参与ELS活动，特别是在5S、TPMuanChenQ1/113.0,质量:R&A%,好过10年目标,与11年目标差距:0.01%;4.0,质量:CPMO,好过10年目标,与11年目标差距:0.78;&&&&&&&&&部成为世界精益模范生产系统A3projectfor****plantELS,including****DC;**工厂ELSA3（包括天津分切）LilyzhangyuanChenPeerassesssmentscore=3.6(KS);2.6(TJ)A3projectforGuangzhouplantELS;广州工厂ELSA3项目JrySong/DanChenPeerassesssmentscore=3.6;SetupexpertteamsandCultivateexperts,andbecomebestinAPregion;建立和培养专家队伍,成为亚太区最好;---A3strategyCathyPanHoldoneforumQuarterlySystemizeemployeestraininganddevelopingsystemthroughdevelopingskillmetricswithELStoolstoreduceturnoverrate;---A3project用ELS工具来发展员工技能，降低员工流失率，建立系统化员工培训和发展体系Lilyzhang/JerrySong/JessicaLuKSPlantinQ1/11;GZplantinQ2/11;6.0,成本:MOE,好过10年目标,与11年差距:0.0007$/m2;ReflectiononLastYear'sStrategicInitiatives(ex.2010)Strategicinitiative/tacticsRatingLessonsLearned/Results/Issues1,完善升级**操作工的奖励激励机制来提高员工的积极性，减少显而易见的投诉;(4.1,4.2and6.2)分切效率提高11%多;显而易见投诉减少了30%;2,完善升级**操作工的绩效考核机制,提高设备的利用率;继续执行Campaignscheduling项目,减少换模时间,减少废品;(1.3,5.2,6.1)涂布制造成本较低了10%;投诉降低了50%以上;3,加强与CSR和客户的沟通，提高服务水平和客户满意度;(1.3)与CSR和客户的沟通有了明显的提高且需要保持，特别是加强财务、CSR和客户之间的沟通，减少了欠款的订单.CSR原因造成的欠单已有09年的50％降至10年的14%;4,加强对原材料供应商的管理，以确保原料质量的稳定性以及及时交货;(1.1,3.1)对一些新材料供应商在供应推广方面出现了问题，诸如透明PE85供应商，造成了BW7777质量问题;一些供应商推迟发货时间多次或发生火灾造成断货，2010年4月UPM推迟1个星期海运,南亚合成纸出现火灾断货;5,实施ISO9K&14K，彻底改善质量和环境体系；(3.0,4.0)质量指标CPMO从09年的8.69降低至10年的6.28，没有环境的事故发生;产品的R＆A％得到了很好控制,从09年的0.77%降至10年的0.46%；6,在生产系统继续推行ELS文化，提高生产率，降低成本和废品率(5.0,6.0)ELS节省资金=US$2,072K,达到目标;MOE跟比目标低4%；废品率保持较低，比目标低4%;ELS文化需要继续深入推广和保持;ELS外评分数:KS:3.4;7,加强EHS培训和安全观察;(2.0)加强EHS培训和观察力度,提高员工安全意识,减少安全事故;RIR从09年0.53降至10年0.27;还需继续加强设备的危险源识别和现场安全行为观察,严格执行规章制度,减少安全事故;ThisYear's(Updated)StrategicInitiatives(ex.2011)UnresolvedIssuesorQuestionMarksonThisYear'sStrategyWhoDueDateThisYear'sObjectives,MetricsandTargets(ex.2011)Physicalsign-offbyA3Owner,ExecutiveSponsorandallMajorStakeholdersA3ExecutiveSponsor:DagangLiMajorstakeholder#4:AaronXuMajorstakeholder#3:CathyPanMajorstakeholder#2:**lyZhangA3Owner:HuigenWuMajorstakeholder#1:J**rySongThisstrategyA3isfor&&&&GreatChinaoperationtobecomeleanmodel****lmanufacturer,includinghowtocontinuouslyimrovecustomerservicelevelandkeepqualityconsistency,reduceoperationmanufacturingcost,scrapandsafetyRIR.Keepqualityconsistencyandhighflexibilityservicelevelarefirstprioritiesinoperation,theyarecustomers'valueresources.Highoperatio