1、质量手册Quality Manual文件名称/File Name: 质量手册Quality Manual当前版次/Current Edition: 7Released文件编号/File No.: ON 0-74600作者/Author: Cherry Shi发布日期/Release Date: 2011-07-20审阅/Reviewer: Jin Sun生效日期/Effective Date: 2011-07-20批准人/Approver: Kai Hoehnke批准期限/Approve days limited: 10取代信息/Replace Info.: Ae6发布人/Releaser: 2、Kai Hoehnke所属类别/Business Category: 质量手册 Quality Manual流程负责部门/Process Owner: 公司质量部 HO Quality部门类别/Department Category: This presentation is our intellectual property. Without our written consent, it shall neither be copied in any manner, nor used for manufacturing outside Schindler, nor communicated 3、to third parties本文件是迅达的知识产权. 未经迅达书面同意, 严禁以任何方式复制, 同时严禁用于迅达以外的生产制造或传授给第三方文件内容/Content0.前言/Preface公司简介 Brief to the Company 瑞士迅达电梯公司由罗伯特辛德勒先生于1874年在瑞士创立，总部位于风景秀丽的卢塞恩，至今已有130年多的历史，是世界第一大自动扶梯生产商，同时也是世界第二大电梯供应商。目前瑞士迅达在全球一百多个国家共设有分公司及分支机构一千余家，年营业额超过81亿瑞士法郎。每天全球有超过10亿人次乘客乘坐迅达的电梯及自动扶梯。Schindler Lifts Ltd. w4、as established by Mr. Robert Schindler in 1874, its headquarter is located in Lucerne. Up to now it has more than 130-year history. As the leading manufacturer of escalators and the 2nd largest supplier of elevators in the world, Schindler has set up more than 1000 subsidiaries and offices in over 15、00 countries and its operation revenue exceeds 8.1 billion Swiss Francs. Schindler elevators and escalators move over 1 billion people every day in the world.迅达（中国）电梯有限公司是瑞士迅达控股有限公司（Schindler Holding AG，1929年成立于瑞士，是由瑞士迅达电梯公司逐步发展壮大的迅达集团的母公司）的全资子公司，其前身是在1980年由中国国家建设部下属的中国建设机械总公司、瑞士迅达控股、香港怡和迅达共同组建的中国电梯6、行业第一家合资公司“中国迅达电梯有限公司”，中文简称“中迅”，英文缩写为CSE。1996年瑞士迅达控股实现控股。经中国外经贸部批准，于2001 年转制成为中国电梯行业第一家外商独资企业。2004年8月6日正式公告更名为“迅达（中国）电梯有限公司”，英文缩写为SCN。Schindler (China) Elevator Co.,Ltd. is one of the wholly owned companies by Schindler Lifts Ltd. It comes from China-Schindler Elevator Company Limited (Abbr. as CSE),7、 which was established by China Construction Ministry, Swiss Schindler and Jardine Schindler in 1980, the 1st joint venture in the Chinas elevator industry. In 1996, Swiss Schindler held the major shares of CSE. After approval by China Ministry of Foreign Economics and Trade, the company became the 8、1st Wholly Owned Foreign Enterprise (WOFE) in Chinas elevator industry in 2001. On 6th, August, 2004, the company name is officially changed to Shindler ( China ) Elevator Co., Ltd. (Abbr. as SCN) .迅达（中国）电梯有限公司主要生产微电脑控制的客梯、医用梯、观光梯、服务电梯、自动扶梯及自动人行道等产品（包括集团产品Elegant、S3300、S5400及S7000电梯系列以及S9300、S9500、S9、9700自动扶梯及自动人行道系列）。SCN provides micro-computer-controlled passenger lift, hospital lift, service lift, escalator and moving walks (including group elevator product lines of Elegant, S3300, S5400 and S7000, and escalator & moving walks product lines of S9300,S9500, S9700).迅达（中国）电梯有限公司于1994年通过“英国劳氏质量认证10、服务公司”ISO9001：1994质量体系认证，并于2002年通过ISO9001：2000质量体系认证，2009年通过ISO9001：2008质量体系认证。SCN was certified for ISO 9001:1994 in 1994, was certified for ISO 9001:2000 in 2002 , and was certified for ISO 9001:2008 in 2009 by Lloyds Quality Certification Service Co., UK.1.目的/Purpose本质量手册描述了迅达（中国）电梯有限公司根据GB/T 190011、1-2008 idt ISO 9001：2008质量管理体系 要求标准建立的质量管理体系，目的使全体员工了解公司现行质量管理体系内容，促进员工积极参与质量管理体系的持续改进活动，保证公司质量方针得到贯彻执行，质量目标顺利实现。This Quality Manual describes SCN Quality Management System established according to GB/T 19001-2008 idt ISO 9001：2008 Quality Management System - Requirement. Quality Manual aims to comm12、unicate the current quality management system to employees, to encourage them to participate into the continuous improvement, to ensure Quality Policy to be deployed, and to achieve Quality Objectives defined.本质量手册同时向客户和第三方表明迅达（中国）电梯有限公司的质量管理体系符合公认的标准要求，有能力提供客户满意的和符合相关法律法规要求的产品和服务。This Quality Manua13、l also assures customer and 3rd interested parties that the Quality Management System complies with public recognized standards, and SCN has capability to provide products and services complying with related law and regulation requirements.2.范围/Scope2.1 本手册遵守：GB/T 19001-2008 idt ISO 9001：2008 质量管理体系14、要求，未做删节。The Manual complies with GB/T 19001-2008 idt ISO 9001: 2008 Quality Management System - Requirements without any exclusion.2.2 公司业务范围：电梯、自动扶梯、自动人行道的开发、销售、制造（电梯由苏州工厂制造）、安装、保养、修理和改造服务，符合电梯、扶梯制造与安装安全规范，电梯工程施工质量验收规范及相关的国家和行业标准有效版本的要求。Business Scope: Design, sales, manufacturing (elevator manufac15、tured by Suzhou Works) , installation, maintenance, repair and modernization of elevator and escalator and moving walks, which comply with safety codes of escalator manufacturing, acceptance criteria codes of elevator installation, and other related national or industrial standards.2.3 质量体系范围：迅达（中国）16、电梯有限公司总部、分公司以及上海厂。Organization scope for certification: Headquarter, Branches and Shanghai Works under SCN.3.定义与缩写/Term And Abbreviation4.文件描述/Description4.1 管理承诺 Management Responsibilities迅达中国的远景Vision of Schindler China迅达中国将以快于市场的步伐增长，在确保客户、员工、股东及合作伙伴高度满意的同时打造迅达品牌在中国的领导地位, 致力于将所有销售的新梯纳入我们的保养业务总量，17、达到集团要求的利润水准。Schindler China will grow faster than the market, establishing Schindler as a leading brand in China, converting all units sold into our service portfolio and achieving the group benchmark for profitability while providing a high level of satisfaction to our customers, employees, shareho18、lders and partners.迅达中国的使命Mission of Schindler China迅达在中国将：l通过专业化的销售网络，向客户提供技术领先、性能可靠的电梯和自动扶梯产品，以及无可挑剔的售后服务，让客户满意。Delights our customers by providing reliable elevator and escalator products with innovative technology and hassle-free services, working through a professional distribution networkl提供充满19、挑战和激励的工作氛围, 让迅达员工和代理商不断增长才干并乐于奉献。Develops our employees and agents to be competent and dedicated, working in a challenging and rewarding environmentl创造和捕捉可增长利润的商机，持续地实现向股东们所承诺的目标。Consistently meets the targets committed to our shareholders through creating and capturing business opportunities for pr20、ofitable growthl成为富有责任感和踊跃参与的社区及行业成员。Is a responsible and participative member of the communities in which we do business迅达中国的价值观Schindler China Valuesl为客户创造价值 Create Value for the Customerl致力于员工发展 Commitment to People Developmentl诚实正直 Integrityl不断改进产品和服务 Continuous Improvement of Products and Servi21、cesl确保员工和乘客安全 Ensure the Safety of Employees and Passengersl卓越领导力 Visible Leadership质量方针 Quality Policy迅达中国的质量方针Schindler China Quality Policyl 我们将为内部及外部客户提供符合明确要求的产品及服务。为了保证使用者的长期满意，这些要求必须具有前瞻性并在运营业绩上与竞争者进行过标杆比较。 We will supply our internal and external customers with products and services which co22、nform to clearly established requirements. Requirements must be future oriented and performance benchmarked against the competition to guarantee long-term user satisfaction.l 通过在世界各地提供全天24小时可靠的服务，我们将持续改进业务流程和运营绩效以便更好地达到客户的期望。 We will continually improve business processes and operational performance23、 to better meet our customers expectations through the delivery of reliable services around-the-clock, worldwide.l 实施业务流程管理，并向员工提供预防为主观念的培训，避免偏离客户要求。 We will implement business processes and provide employee training to prevent deviations from requirements by emphasizing defect prevention.l “第一次就把事情24、做对，每一次都做对”是每位迅达员工和供应商应遵循的工作标准。 Each Schindler employee and supplier will adopt the standard of performance to “do it right the first time, every time”.4.2质量目标和策划 Quality Objectives and Planning质量目标 Quality Objectives按集团综合记分卡的要求，公司的质量目标以总裁质量方面的VFO形式出现，并分解到总部、各部门、各工厂以及其他相关部门的VFO中去，同时附相应的行动计划，以保证质量VFO的25、实现。The Company Quality Objectives are listed as quality VFO of President according to Balanced Score Card requirements. The Quality Objectives are assigned to the VFOs of Headquarter, Departments, KWs and other related depts with detailed action plan to ensure achievement of VFOs.质量VFO包括以下主要的指标，具体数值26、每年年初更新在VFO中。Quality VFOs include below key indicators, and the specific targets are updated at beginning of every year.l客户满意度 Customer Satisfactionl病梯率 Sick UnitslSAIS首次通过率 SAIS First Pass Yield (FPY)l维保梯两次故障间隔的天数 Mean Time Between Callbacks (MTBC)l 按时入库率 OTD l 集团内部客户满意度 l 每千台投诉率 CPTU l GFPY (Global27、 First Pass Yield)质量策划 Quality Planning质量部至少每年对质量管理体系进行一次系统地回顾，提出改进要求，以促进质量目标的实现以及质量方针和其它公司战略的贯彻执行。质量体系改进时，需要保持其完整性。Quality dept. reviews the Quality Management System in a systematic way at least once per year, and presents improvement request to promote achievements of the Quality Objectives, Qual28、ity Policy and other company strategies. Quality Management System integrity should be ensured during system improvements.4.2.3 构成质量管理体系的基本过程模式 Process Model of Quality Management System 4.2.4 质量管理体系的过程结构 Process Structure of Quality Management System 4.2.5 质量管理体系文件 Quality Management System Documen29、tation4.2.5.1 质量管理体系文件包括 Quality Management System Documentation shall include：l质量方针和质量目标；Quality policy and quality objective;l质量手册；Quality manual;lISO9001：2008所要求的程序文件；procedures required by ISO 9001: 2008 standard;l公司为确保各部门过程有效策划、运行和控制所要求的文件；Documents required to ensure effective planning, operat30、ion and control of the processes of all depts;l所要求的质量记录；Required quality records.相应的文件结构如下，Documentation structure as below, 4.2.5.2 质量手册 Quality Manual 质量部编制并维护质量手册，其内容包括： Quality dept. prepares and maintains Quality Manual including,l质量管理体系的范围；Scope of the Quality Management System;l文件化的质量管理体系程序及其31、引用文件；Documented System procedures and references;l对质量管理体系所包括的各个过程顺序和相互作用的表述。Description of sequence and interaction of the processes;关于质量手册控制详细内容，请参见 ON 0-70411 质量体系文件控制程序。For control details of Quality Manual, please refer to ON 0-70411 Quality System Documentation Control Procedure.4.2.6 文件控制 Docu32、ment Control: 对构成质量管理体系的文件资料规定了相应的控制方式，参见ON 0-70410文件资料及质量记录管理程序。 Control methods are defined for documents and data forming Quality Management System, please refer to ON 0-70410 Document, Data and Quality Record Management Procedure.4.2.6.1 描述质量管理的体系的文件(包括政策、程序、工作指导、表格等） Documents describing Qualit33、y Management System, include policies, procedures, work instructions, forms etc.l 通过专门设计的文件管理数据库实现编制、标准化、版本控制、审核、批准、发布、修改、作废的控制； Use DMS specialized to control document preparation, standardization, version control, review, approval, release and archiving; DMS-SHW:上海电梯厂管理文件数据库 DMS-SCN:迅达中国管理文件数据库 DM34、S-SHW: SCN DMS-SCN: Schindler China management documentation database management documentation databaselDMS-SCN链接在公司局域网Lotus Notes工作台下供全体员工阅览，只有在线文件为有效版本，下载文件仅供临时参考；DMS-SCN is accessible to all employee in Lotus Notes Workspace, LAN, only on-line documents are valid for use, the downloaded documents35、 are for temporary use only;l作废文件由DMS管理员置入单独的数据库，有作废标记，仅作为文件历史追溯；DMS managers archive obsolete documents in DMS-SCN. The obsolete documents have Obsolete mark and are only for traceability purpose;l每个文件指明负责的维护部门(Process Owner)，并根据需要，编制、修订或作废相应的文件；Each document indicates responsible process owners wh36、o should edit,modify,and cancel related documents if necessary;l所有在线文件、资料、数据库和记录由IT管理员依据IT-040003 IT信息系统控制，确保文件信息安全；All on-line documents, data, databases and records are backed up by IT administrators according to IT-040003 IT System Control to ensure information security；l各级管理者有责任确保他们的工作要求在这些文件中被确37、定，并确保下属员工或其他使用者得到并执行有效版本的文件；Management in all levels should ensure that their job requirements to be defined in documents, and the valid versions should be available for their subordinates or any other users;4.2.6.2 其他文件 Other documents与体系相关的外来文件和资料由各职能部门进行控制。必要时对这些文件的有效版次进行跟踪、保密、阅览权限、分发等进行控制。Extern38、al documents and data related to the System should also be controlled by respective departments. If necessary, the documents should be controlled on version, confidentiality, access and distribution etc; 4.2.7 记录控制 Records control: 质量记录是在业务过程中形成的各种证实产品和服务符合规定要求及体系,过程有效性的证据，各有关部门可利用质量记录提供的信息不断改进过程的有效39、性。质量部与相关业务部门协调，识别并维护质量记录的清单。关于对记录的标识、储存、保护、检索、保存期限和处置所需的控制要求.参见 ON 0-70410文件资料及质量记录管理程序Quality records are evidence which originates during business processes, to demonstrate product and service compliance to specified requirements, and system/process effectiveness as well. Quality dept. coordinates40、 with other functions to identify and maintain list of quality records. For control requirements of record identification, storage, protection, retrieval, retention and disposal. Please refer to SC ON 0-70410 Document, Data and Quality Record Management Procedure.4.3 组织及相互关系 Organization and Relatio41、nships迅达（中国）电梯有限公司是迅达中国(Schindler China)整体组织的一部分，在迅达中国的领导下，根据专业化和市场分工，最大限度有效共享资源的原则进行经营管理活动，与相关组织保持着密切的联系。SCN is part of Schindler China, operating under leadership of Schindler China, sharing China resources at max., keeping contact with other group organizations. 1） 迅达（中国）电梯有限公司遵循SC的战略方针并接受SC的领导。 42、SCN follows strategic direction and under the leadership of Schindler China.2） R&D AP为以合同形式对迅达（中国）电梯有限公司管理过程支持的部门，供方关系。 R&D AP are depts contractually supporting SCN, supplier relationship;3） SEL 为向迅达（中国）电梯有限公司供应集团产品部件的制造厂，供方关系。 SEL are component factories providing for SCN, supplier relationship; 443、） SSE和迅达（中国）电梯有限公司为相互供应集团产品部件的制造厂，互为供方和客户关系。 SSE and SCN are both component factories, mutual customer and supplier relationship; 4.3.1 迅达（中国）电梯有限公司组织机构 Organization of SCN迅达（中国）电梯有限公司将定期对组织机构进行评审，根据战略和高效管理的要求，必要时对机构进行调整或变更。SCN reviews its organization at specified interval, and make necessary organ44、izational changes upon strategy or high quality management requirement. 4.4 领导 Leadership4.4.1 公司管理委员会（SCN Management Committee )迅达（中国）电梯有限公司的最高管理机构，主要职责为：l 保证在公司各层次的管理人员和员工理解并贯彻迅达中国确定的远景、价值观、使命和质量方针。l 制定年度管理目标，协调各管理层次的目标分解并保持一致，对目标的实现过程及效果进行评审。l 确定与质量体系相关的过程和任务,确保这些过程和任务的管理职责和权限明确写入各级管理人员的职位说明书中。l 45、由合格和具备专业能力的员工实施和维护质量管理体系并持续改进其有效性。l 提供与质量管理体系要求相适应的资源。SCN Management Committee is the TOP Management with its main responsibilities,l Ensure all management and staff at all level understand and implement Schindler China Vision, Values, Missions and Quality Policy.l Set annual management objectives, 46、cascade into all levels with alignment, and review the implementation and results.l Define quality system related processes and tasks, ensure related responsibilities and authorities to be clearly embodied into Job Descriptions of management at all levels.l Ensure qualified and professional employee47、 implement and maintain quality management system, and continuous improve its effectiveness.l Provide proper resources to meet quality system requirement. 过程负责部门(Process Owner)l 策划确定过程和规则,持续对其改进。Plan and define processes and rules, and make continuous improvements.l 设定过程的衡量目标。Set up target for proce48、ss measurement.l 提供对过程的培训和说明。Provide process training and description. 管理者代表(Quality Representative)总裁授权质量部总监为公司质量管理者代表，直接向总裁报告。其职责和权限为：The President appoints Technical & Field Support Director as Management Representative of the Quality Management System, and reports directly to the President. The 49、responsibilities and authorities are as follows,l 确保公司质量管理体系所需的过程得到建立实施和保持； Ensure processes required by the Quality Management System are established and maintained;l 报告质量管理体系的业绩和任何改进的需求； Report performance of the System and needs for requirements;l 确保在整个公司内提高满足客户要求的意识。 Ensure consciousness to meet50、 customer requirements are improved throughout the company.l 负责对外联系有关质量体系事宜 Liaison with external parties on matters related to the quality management system.4.4.4 岗位职责与权限管理公司按职责和高效的原则设置岗位，每一岗位均配备详细的岗位说明文件(JD)，规定了岗位的任职条件、具体职责和权限，与部门职责相符并与质量管理体系的要求一致。各级经理负责下属岗位说明文件的编制及与下属的沟通，HR部门负责岗位文件的审核、批准、发布、归档及岗位51、变更管理。The Company sets up jobs as per responsibilities and high efficiency principles. All jobs have detailed job descriptions which describe responsibilities, authorities, and qualifications in line with dept. responsibilities and Quality Management System requirements. Managers of all levels prepar52、e job descriptions for their subordinates and communicate with them; HR depts. review, approve, release and archive the job description documents and their change management as well.4.4.5 内部沟通 Internal Communication公司鼓励并采取多种形式对远景、价值观、使命、质量方针、要求、目标及完成状况、员工意见、建议、期望进行沟通，促进全体员工直接积极参与管理目标的实现，以利于公司整体业绩的改进53、。The Company encourages various methods to communicate the vision, mission, value, quality policy, requirements, objectives and implementation status, and also encourages all employee to be actively involved into actions to achieve the objectives in order to improve the performance of the whole comp54、any;沟通形式包括，Communication methods include,l “News”：迅达中国内部刊物； News, internal publications within Schindler China;l 员工满意度调查：每三年一次，聘请外部机构，统一问卷，连续可比性调查； Employee Motivation Survey, every three years by external agencies;l 团队活动：与工会共同提供资源，每年度两次全员参与的各种形式的集体沟通活动； Team activities: provide resources together w55、ith the Trade Union to hold team communication activities twice a year;l 公告栏：发布员工关心的各种书面信息如：公司业绩、薪酬、福利、人事变动、表扬、批评、奖惩、客户意见等； Bulletin; publish various information which employee care about, such as performance, compensation and benefit, personnel change, praises, critics, customer feedback, etc.l 意见箱56、；收集员工书面意见的渠道； Employee feedback mailbox: channel to collect employees feedback;l 内部网站Lotus Notes：电子邮件，员工可直接将建议和意见反馈给其认为可信赖的部门和管理者； Lotus Notes mailing system, by e-mail, employee can directly send feedback and comments to depts. and managers who he trusts;l 代销商会议：每年1-2次。与代销商沟通公司方针、政策、产品及质量、管理、市场等信息；57、 Agent meeting, once or twice a year, communicate with agents the information about the policy, products, quality, management, and markets, etc.l 管委会会议：成员为公司管委会委员，每月或双月报告并审议各经营管理目标（VFO）的实施情况，对问题采取必要的措施；审查并优化公司相关业务流程；审查相关业务过程改进方案，保持与公司经营目标一致；协调改进方案的实施，监督实施进展； Monthly or by-monthly management committe58、e meeting: the members of management committee report and review the implementation status of management VFOs, and take necessary actions for problems; review and optimize related business process; review related business process improvement solutions to align with company targets; coordinate the im59、plementation of improvement solutions, and monitor its progress; l 战略及目标研讨会议：成员组成为迅达中国各机构的部门经理、分公司经理等；迅达中国远景及战略目标实施状况沟通；研讨产品质量及寻求改进机会和行动计划；组织机构和过程的战略改进。 Strategy Workshop: Members are managers of dept. and branches of Schindler China organizations;Communicate Schindler vision, strategic targets and 60、implementations status; Discuss product quality for improvement opportunities and action plan; Improve organization and process;4.4.6 管理评审 Management Review公司总裁至少每年一次召开管理评审会议，对体系有关的方针、政策、目标及公司重大改进事项进行决策性评审，保证质量管理体系的适宜性、充分性和有效性，同时发现改进的机会。质量部负责组织管理评审会议。The President hold at least one management review61、 meeting during one year to review the policy, objective and critical improvement actions related to Quality Management System, to ensure suitability, adequacy and effectiveness, and to find improvement opportunities as well. Quality department is responsible to organize management review meeting.关于62、评审过程的输入输出内容及其它详细内容，请参见ON 0-70401 管理评审程序。For details about input and output of management review, please refer to ON 0-70401 Management Review Procedure.4.5 资源管理 Resources Management4.5.1 资源的提供 Resources Provision为实施、保持和持续改进质量管理体系及其有效性，进一步提高顾客的满意度，公司相关责任部门及时确定并提供所需的相关资源。All responsible functional dep63、artments shall timely identify and provide necessary resources to establish, maintain and continuously improve Quality Management System and its effectiveness, and further to improve customer satisfaction.4.5.2 人力资源 Human Resources4.5.2.1 招聘与录用 Recruitment通过内部选拔和外部招聘相结合的原则，甄选合格人才，保证新任岗位员工的能力和基本素质满足岗64、位职责的要求。In principle, both internal selection and external recruitment methods are used to identify qualified talents, and to ensure new employees capability and competency complying with job requirements;l 根据公司战略发展和机构功能制定公司人力资源中长期规划。 Prepare middle/long term HR planning according to the Company stra65、tegy and organization functions;l 岗位职责、技能要求分析，确定从事影响产品质量的人员所必要的能力。 Analyze job responsibilities and skills to define necessary capabilities of those jobs which affect product and service quality;详细内容请参见 ON 0-70521 招聘政策和流程。For details, please refer to ON 0-70521 Recruitment Policy and Procedure.4.5.266、.2 培训与发展 Training and Development公司以员工为企业发展的核心要素，为其提供具有针对性、实用性的培训。The Company takes employee as core allegements for company development, and provide specific and practical training for them;l 培训种类：管理培训、技术培训、入门培训、通用技能培训等； Training categories:management ,technique, orientation and general skills etc;67、l 各级经理对下属的培训需求负责，根据员工能力差距与下属共同制定个人发展计划； Managers at all levels take charge of subordinates training, and prepare the development plan together with subordinates based on the capability gap;l 人力资源部在对培训需求分析的基础上，制定公司年度培训计划及预算； HR prepares the companys annual training plan and budget based on training n68、eeds analysis;l 开发和选择有针对性的适宜课程或培训形式； Develop and select specific course program and training category;l 以测试、培训总结、评估表的形式对培训效果进行评估； Evaluate the training results using test, training summary, and evaluation forms;l HR保存全部培训记录。 HR files all training records.详细内容请参见 ON 0-70520 学习与发展政策。 For details, plea69、se refer to ON 0-70520 Learning and Development Policy 4.5.2.3 绩效管理 Performance Management公司以职位说明和VFO的形式，将管理目标分解到员工的岗位职责和工作目标中，并对员工工作业绩的评估作为晋级、加薪、降职和奖励的重要依据，以激励员工共同实现迅达的远景。The Company cascades the management objective into employees job descriptions and job objective in the forms of JD and VFO, and 70、takes job performance as the important basis for promotion, salary increase, demotion, and reward to motivate employee to realize Schindlers vision together.4.5.3 基础设施 Infrastructure公司根据工作的需要，提供必要的场所、设备和服务等基础设施，保证质量管理体系的有效运行。关于固定资产管理方面，请参见 ON 0-70601 迅达中国固定资产管理政策与流程。Based on working requirements, th71、e Company provides necessary infrastructures, such as working environments, facilities and service, etc., to ensure effective operation of the Quality Management System. For fixed asset management, please refer to ON 0-70601 Schindler China Fixed Asset Management Policy and Procedure.公司计算机网络是迅达集团网络的72、组成部分，IT管理部门制定了严格的管理措施，为PC用户提供现代化的办公手段，定期与不定期地进行网络维护，以确保网络信息安全。The Companys network is part of Schindler intranet, and IT sets up strict control measures to provide office support for PC user. IT maintains the network regularly and irregularly to ensure network IT security. 4.5.4 工作环境 Work Environmen73、t按照现行法律法规，公司建立以总经理负责制的三级职安环保网络，保证经费，将公司“以人为本”的经营管理理念与安全、环保管理相结合，奉行“安全第一，预防为主”的方针。并以一系列具体措施确保员工健康和人身安全、设备安全，使员工和客户权益得到保证。参见 ON 0-73502 迅达安全健康政策According to current laws and regulations, the Company sets up three levels of Occupational Security, Health network with GMs responsibilities, and combine Hu74、man Dimensionvalue with safety and environment management; Implement the policies of Safety First, Focus on Prevention. Take various measures to ensure employees health and security, equipment safety, to protect benefits of both employee and customers;For details, please refer to ON 0-73502 Schindle75、r Safety and Health Policies4.6 外包的过程控制 Subcontract Process Control公司对于销售、制造、新梯安装、维保业务，采购等过程中的外包都有严格的要求，确保任何影响公司产品符合性的外包过程都得到控制。具体控制方法及流程请见各相关过程的描述。The Company has high demands on subcontract of sales, manufacture,installation,maintenance and purchasing. In order to ensure any subcontract processes 76、that may impact the product have been controlled. For details, please refer to the description of related processes.4.7 产品实现过程 Product Realization Process 电梯产品的生命周期如下图 Elevators Product Lift Cycle is shown in below4.7.1 产品引进、开发和维护 Product Introduction, Development and Maintenance迅达（中国）电梯有限公司共享迅达中国的设77、计资源：由R&D、PLM的工程中心统一管理集团产品和本地产品的设计与更改。SCN shares the technical resources of Schindler China. R&D and PLM EC manages design and changes of group and local product lines.4.7.1.1 产品引进 Product Line Introduction市场部收集市场需求、技术数据、政府要求、行业标准等信息，新梯产品线负责向MAP提出产品要求，决定准备引进产品的目标要求、期望成本和实施计划。Marketing Department coll78、ect market demands, technical figures, government requirements, and industrial standards, NI PLMs make new product request to MAP, and decide the target, expected cost and implementation plan for products to be introduced.产品经理衡量样梯是否达到质量成本目标和设计要求以及对行业、政府要求的符合性，并与R&D协调相关的改进行动。市场及销售总监确认引进产品线符合预定要求后，签署确79、认报告，正式引进中国市场。Product Manager measure if pre-series lifts comply with quality and cost target, design requirements and government/industry requirements, and take improvement actions together with R&D.Sales & Marketing Director confirms that the new product lines comply with pre-defined requirements, 80、and signs report to formally introduce the new product line into China market.产品经理组织、协调和监督相关部门执行产品引进计划；确定、实施并监控零批项目的计划，跟踪反馈零批电梯的运行情况，并通过PROMS提出改进要求；完成国家对新产品所规定的相关检验和认证；按集团产品输出文件组织准备新产品从销售到采购、制造、安装、维保的全套文件，并按规定的渠道发放、控制以及实施各阶段的培训。 Product Manager organize, coordinate and monitor the related depts to i81、mplement product introduction plan; Define, implement and monitor zero-series project plans, follow up feedback of zero-series lifts operation status, and make improvement request through PROMS database; Complete related inspection and certification specified by Government in related laws and regula82、tions; Prepare the complete set of documents for sales, manufacture, installation and maintenance based on Groups design output for new products, and distribute,control those documents through specified channels; Coordinate all trainings related to new products;产品引进计划执行工作完成后，新梯产品线经理对验证合格的新产品做正式的销售发布83、，并制定和实施销售及价格策略；市场部组织有关的促销活动。After completion of new product introduction plan, NI PLMs organize formal sales release for new products which passed verifications, and define, implement sales and pricing strategy; Marketing dept. organizes related promotion activities;详细内容请参见ON 0-75101 新产品引进程序和ON 0-7584、107 新产品项目跟踪流程。For details, please refer to ON 0-75101 New Product Line Introduction Procedure，ON 0-75107 New Product Trail Process.4.7.1.2 产品维护 Product Line Maintenance产品线引进后，产品经理系统地收集和评审来自现场的已发布产品线的系统性弱点和改进方面的信息，包括现场安装调试信息、维保回召记录和客户抱怨记录等，并通过PROCITS数据库与R&D沟通，要求采取纠正和改进措施。详细内容请参见ON 0-75102 产品线维护程序。Aft85、er introduction of new product line, Product Manager systematically collect and review system weakness and improvement feedback about existing products from sites including site installation information, maintenance callback records, customer complaint records,etc., and communicate with R&D through 86、PROCITS database for request of corrective and preventive actions. For details, please refer to ON 0-75102 Product Line Maintenance Procedure.R&D确认纠正和改进措施要求后，通过KA发布设计更改的信息，由各制造工厂、供应商执行。详见ON 0-73404 自动扶梯及人行道KA导入流程 R&D confirms request of corrective and preventive actions, and releases KA of design ch87、ange for KWs and suppliers to implement.For details, please refer to ON 0-73404 KA Implementation Process In Escalator & Moving Walk.4.7.1.3 产品退市 Product Line Elimination新梯产品线经理根据市场情况评估后，提出产品退市报告建议，经相应批准后，制定和执行退市计划；在用梯产品线维保经理建立和维护备件的长期解决方案，以保证产品退市后，在用梯能得到可靠的服务。详细内容请参见ON 0-75103 产品退市程序。Based on marke88、t evaluations, NI PLMs present product line elimination proposal, and define, implement elimination plan after approval; EI PLMs establishes and maintain long term solution for spare parts to ensure reliable service for existing lifts after production line elimination. For details, please refer to O89、N 0-75103 Product Elimination Procedure.4.7.2 新梯合同与项目管理 NI Contract and Project Management本部分描述新梯设备的销售过程，对于在用梯业务的销售，参见。This section describes sales process for NI equipment. For EI sales, please refer to 4.6.7.4.7.2.1 销售 Sales分公司主要通过投标形式进行销售。招标文件必须进行评审，对土建、技术、商务出现的非标准要求按流程进行内部征询并批准后可编制投标文件，只有经过充分评审的90、投标文件，方可投标。工程中心处理土建和技术非标要求。详细内容请参见ON 0-75002 项目甄别、报价及投标流程。 FOs and branches make sales mainly through bidding. Tender document must be review. Those non-standard requirements of layouts, technical, commercial can be added into bidding documents only after approval of inquiry according related process91、es. EC handles non-standard requirements of layouts and tech. For details, please refer to ON 0-75002 Prospecting, Quotation and Tender Procedure.出口部负责对国外最终客户的销售，要求同FO及其分公司国内销售相同。详细内容请参见ON 0-74004外销及合同处理程序。The Export Dept. takes charge of overseas sales, which has same requirements as domestic sales92、 by FOs and branches. For details, please refer to ON 0-74004 Export Sales and Order Processing Procedure.合同签订之前，销售人员与客户进行有效的沟通，为客户推荐最优配置和运输方案，并就合同的技术细节（包括非标准条款）与客户和公司相关部门达成一致。电/扶梯产品合同严格遵守中国的现行法律法规，产品的技术要求满足中国现行行业标准，对出口产品满足所在国的相关法律法规。详细内容请参见ON 0-75004合同签订流程，ON 0-74004外销及合同处理程序 。Before contract signi93、ng, salespersons shall effectively communicate with customers, and recommend optimal configuration and transportation, and ensure consensus of all tech. details of contracts ( including non-standard clauses) between customers and related company depts. Contracts of elevator and escalators shall stri94、ctly comply with Chinese current laws and regulations, and tech. requirements shall comply with industrial standards. Export products shall comply with laws and regulations of importing country. For details, please refer to ON 0-75004 Contract Signing Procedure, ON 0-74004 Export Sales and Order Pro95、cessing Procedure.公司实施代销体制，与代销商是互惠互利合作伙伴关系。市场部制定了相关的准入、奖惩等政策，对代销商提供培训和技术支持，要求代销商必须严格遵守迅达的服务领先市场的理念进行运作，并每年对代销商进行评估和筛选。The Company maintains agent system, and keep a mutual benefit partnership with agents. Marketing dept. defines related qualifications, reward / punishments policies, and provides tra96、inings and tech. support to agents. Agents shall strictly follow Schindler concept of Leadership through service. The Company evaluates and screens agents every year.4.7.2.2 合同控制和处理 Contract Control and Processing合同签订后，合同控制部门跟踪合同档案建立、定单下达、整机成台、仓储和运输及至交付的整个合同履行过程，直至合同关闭。合同控制部门通过销售人员随时保持与客户信息沟通。After 97、contract signing, Contract Control depts follow up the whole contract implementation process including contract archives, placing orders,contract consolidation, warehousing, transportation and delivery till contact closing. Contract Control depts keep communication with customers via sales persons.商98、务部对合同以及附件进行复审，确保符合客户要求和公司规定；FO采购及物流部收到公司规定的定金后，合同正式生效，并录入SAP系统；收到全部定金后开始排产，由从FO工程部提供配置文件，向APL下达订货文件；收到合同约定的货款额度后，通知APL发货。详细内容请参见ON 0-75004合同签订流程。The Commercial depts review contracts and attachments to ensure compliance with customer requirements and company regulations; After receipt of specified d99、own payments, the contracts go valid, and should be registered into SAP system by FO Logistic & NSPP Dept.;After receipt of all down payments, orders are released for production. With configuration files provided by FO Engineering dept, place orders to APL; If all specified payment is received, info100、rm APL to deliver. For details, please refer to ON 0-75004 Contract Signing Procedure.FO工程部负责合同技术处理，生成相关配置文件，土建和技术非标合同，关于非标合同处理，详细内容请参见ON 0-75201 非标电梯技术要求处理程序。FO Engineering dept. takes charge of contract tech. processing, and produce related configuration documents. For non-standard contract proces101、sing, please refer to ON 0-75201 Non-standard Elevator Technical Requirement Handling Procedure.合同签订后发货之前的合同发生更改，FO采购及物流部确保合同更改通过相应的评审和批准后，才能进入SAP系统执行合同更改。详细内容请参见ON 0-75050 销售合同修改程序。In the case of contract change after contract signing but before delivery, FO Logistic & NSPP Dept.ensure related revi102、ew and approval of contract change, and then register into SAP for change implementation. For details, please refer to ON 0-75050 Sales Contract Modification Procedure。4.7.3 采购 Purchasing4.7.3.1 供应商选择和维护 Supplier selection and maintaining策略采购部选择供应商。潜在的供应商只有通过了必要的工厂审核、样品测试和商务谈判后，由生产总监批准，成为合格供应商，进入迅达中103、国合格供应商请单。处于LQP文件上的供应商和集团供应商直接成为合格供应商。Strategic Purchase under Supplier Chain Management takes charge of supplier selection. Potential suppliers can be approved suppliers only after necessary factory audit, sample test and commercial negotiation and Production Directors approval, and then updated int104、o Approved Supplier List of SCN.策略采购部与合格供应商签署供货协议，明确双方在技术、质量和商务方面的要求。SP signs supply agreements with approved suppliers to make clear technical, quality and commercial requirements from both sides.详细内容请参见ON 0-74301 供应商评估与选择流程。For details, please refer to ON 0-74301 Supplier Evaluation & Selection Pr105、ocedure.策略采购部定期评估供应商的业绩，并据此维护合格供应商请单（苏州电梯厂作为集团内公司免于考评）详细内容请参见ON 0-74302 供应商业绩评估程序。SP regularly evaluate suppliers performance based on which Approved Supplier List should be updated and maintained. For details, please refer to ON 0-74302 Supplier Performance Monitoring Procedure.物料采购中心负责选择EI物料的供应商选择106、和维护，详细内请参见SCWI 5561 EI物料供应商选择与业绩评估。Material Sourcing Center is responsible for supplier selection and maintaining of EI material. For details please refer SCWI 5561 EI Material Supplier Selection &Evaluation.4.7.3.2 采购过程 Purchasing ProcessAPL和工厂向迅达中国合格供应商清单的供应商进行采购。APL and KWs place purchase order t107、o the suppliers within SCNs Approved Supplier List.APL收到物料管理部门的订货文件后，进行合同处理，向供应商发放订单。采购技术文件来源于集团研发中心维护的PDM上的技术文件，由资料中心按规定程序向供应商分发并及时维护。对符合迅达产品要求由供应商设计制造的部件，由供应商提供技术资料，由R&D或其授权的技术部门确认后，由资料中心进行维护。详细内容请参见ON 0-74002 电梯订单处理和生产确认流程。APL receives order documents from Material Management Depts, and processes108、 orders, and place PO to suppliers. Tech. purchase documents come from PDM maintained by R&D, and are distributed to suppliers by Document Center as per specified process. For details, please refer to ON 0-74002 Elevator Order processing and production confirmation Procedure.备件中心负责EI物料的采购，详见SCWI 556109、3 EI物料采购操作指导。SPC is responsible for EI material purchasing. For details please refer SCWI 5563 EI Material Purchasing Instruction.4.7.3.3 采购产品验证 Verification of purchased products在供应商交货前根据交货质量状况，可以在其工厂进行产品审核。公司将在入库时、安装和维保、使用过程中，对其质量、标识、效果进行验证和跟踪直至索赔，以确保采购的部件质量符合用户的需求。Product audit can be carried out110、 in suppliers factories before suppliers delivery. The Company verifies quality, identification, result during goods receipt, installation and maintenance an follow up till claim closing, to ensure purchase products compliance with customers requirement.4.7.4 工厂生产过程：在生产计划管理、测量监控、设备维护、工艺工装管理、产品储存、包装、111、搬运等方面制定相应的组织标准、控制流程或工作说明，以确保在工厂的整个生产过程中，直接影响质量的活动，始终处于受控和符合策划要求的状态下进行。KW manufacture process: Define organization norms, control process and work instructions regarding production planning, measurement and monitoring, equipment maintenance, fixture management, product storage, packing and handling, 112、to ensure all activities affecting quality through the whole manufacture process are under control or planned status;4.7.4.1 生产计划管理：工厂对各类生产计划及加工文件规定了应遵循的基本原则和要求，以确保满足订单的要求。详见 ON 0-73702 扶梯生产计划管理和控制流程Production planning management: KW defines basic principles and requirements for various production p113、lans and process document to ensure compliance to customer order. For details, please refer to ON 0-73702 Escalator Production Planning Management and Control Process.4.7.4.2 车间生产制造：生产车间对加工质量和进度予以控制，确保订单的实施和完成。详见 ON 0-73701 生产车间流程Shop manufacture: Workshop controls manufacture quality and schedule t114、o ensure order completion. For details, please refer to ON 0-73701 Shop Manufacture Process.4.7.4.3 设备管理：对设备的启用、保养和设备操作人员予以明确规定以实施对使用设备的控制。详见 ON 0-73301 工装、设备管理控制流程。Equipment Management: It is clearly defined about equipment start-up, maintenance and operators to ensure equipment use. For details, p115、lease refer to ON 0-73301 Fixture Equipment Maintenance Control Process;4.7.4.4 工艺工装管理：对工厂产品制定相关工艺文件，并对其加工方法、设备和工装作严格规定；对工装设计、制造、使用和维护予以控制。详见ON 0-73301 工装设备管理控制流程; ON 0-73402 工艺规程管理。Process and Fixture Control: It is clearly defined about process file preparation, and processes, equipment or design,116、 manufacture, use and maintenance of fixture. For details, please refer to ON 0-73301 Fixture Equipment Maintenance Control Process, ON 0-73402 Process File Control.4.7.4.5 仓储管理 Storagel 物资入库规定；Instruction for goods receipt;l 特殊物资储存规定；Instruction for storage of special goods;l 物资发放规定； Instruction fo117、r goods dispatch;l 计算机过帐规定。 Instruction for computer registration.详细描述参见 SHWI 3701 SHW 仓储管理程序。For details, please refer to SHWI 3701 SHW Storage Control .4.7.4.6 产品防护 Product Protectionl 产品包装：根据产品的特点和客户的要求进行产品包装、防护及包装标识，确保产品不损坏、不变质、安全到达目的地。 详细描述参见 ON 0-73703 成品包装控制。Product Packing: Products should b118、eet packaged, preserved and identified based on product features and customer requirements, to ensure no deterioration, no damage till reaching destination. For details, please refer to ON 0-73703 Product Packing Control Process.l 产品搬运：工厂制定相应的标准以保证生产过程中的在制品、半成品，在搬运、转序、出入库和装卸过程中不损坏、不变质，安全到达目的地。 详细描述参119、见 SHWI 3702 产品搬运。 Product handling: KW define relative instructions to prevent work-in-progress, final goods from deterioration and damage till reaching destination. For details, please refer to SHWI 3702 Product Handling.4.7.4.7 制造过程质量的衡量指标为：集团内部客户满意度、FPY、OTD、供货周期及成本等经济指标。 Measurement indicators fo120、r manufacture: KWs internal customer satisfaction, FPY, OTD, Lead Time and Cost, etc. 产品和服务的提供 Provision of Products and Service4.7.5.1 KAL收货、仓储和发运 KAL Goods Receipt, Warehousing and DeliveryKAL根据APL发放的采购订单，对入库成台产品进行验证后，接收供应商交货产品；实施仓储管理，做到帐、卡、物一致；合同成台信息定期反馈到物料管理部门；按照物料管理部门的发运指令,将产品发运至用户指定地点。详细内容请参见O121、N 0-74003 收货仓储和发运程序。KAL verifies incoming products according to APL purchase orders, and put into warehouse; KAL shall ensure consistency among records, cards, and goods; Contract consolidation information is regularly fed back to Material Management Depts; Upon delivery request from Material Manage122、ment Depts, KAL delivers products to sites required by customers. For details, please refer to ON 0-74003 Goods Receipt warehousing and Delivery Procedure.APL 要求供应商根据产品的特点和客户的要求进行产品包装、防护及包装标识，确保产品不损坏、不变质、安全到达目的地。APL requests suppliers to make package, preservation and mark based on products features123、 and customer requirements to ensure no production damage, no deterioration, and reliable delivery to destinations.4.7.5.2 随机文件的管理 Control of Owners Documents产品经理按照国家标准要求和迅达产品特性，确定随机文件请单。Product Manager define lists of Owners Documents according to Government requirements and Schindler products char124、acteristics.APL对各供应商装箱清单的格式、编号、语种、收集、汇总进行控制，并收集安全部件的型式试验报告和证明文件。APL controls format, numbering, language, collection and consolidation of suppliers packing lists, and also collects type test reports and certificates of safety parts.APL出具产品合格证。APL汇总随机文件，编制清单，发至用户所在地区的分公司，由分公司转交用户，确保用户能收到。 APL issue S125、chindler products certificates, and consolidate Owners Documents, prepare list, and send to branches serving customers. Branches transfer the Owner Documents to customers.4.7.6 安装 Installation4.7.6.1 开箱 Unpacking现场在规定的时间，经申请批准后，开箱确认收货状态，完成产品交付。开箱时有任何问题，通过投诉处理途径，向FO客户服务中心反馈。Within specified time, aft126、er approval of application, sites unpack boxed and confirm delivery status to close deliveries. If any problem found during unpacking, sites shall feed back to FO Customer Service Center by complaints.4.7.6.2 安装合同 Installation Contracts安装是公司的主导业务，是实现产品最终质量的关键过程之一。安装合同必须由迅达与客户直接签署，特殊情况必须经过相应批准。所有安装合同127、签署前必须经过评审。Installation is the main business, and also the one of the critical processes to ensure final product quality. Installation contracts must be signed between Schindler and customers, and any special case must be subject to specified approval. All installation contracts must be audited prior128、 to signing.经工程经理/分公司总经理批准可以在质量受控的前提下委托给符合国家和地方法规、具备资质的安装代理方实施合作安装，所有合作分包商必须是由迅达认可其资质的合格代理方，所有安装工程必须由迅达工程部门实施监理和质量部门进行竣工验收。If installation quality can be controlled by Schindler, with approval by Engineering Managers and Branch Managers, installation may be consigned to qualified subcontractors for 129、co-installation. All installation subcontractors must be qualified by Schindler, and the projects must be supervised by Schindler engineering depts and finally inspected by Schindler quality depts.4.7.6.3 安装过程控制 Control of Installation Processes迅达特定的安装流程保证了从安装合同签定后的安装前期准备、安装立项、项目控制、调试、检验、验收、项目文件、记录归130、档的全过程控制。Schindler Installation Management Process ensures the whole process control throughout installation preparation after contract signing, project initiation, project control, commissioning, internal inspection, government inspection, archiving of project files and records.电/扶梯安装实行项目经理负责制。项目经理由131、经技术、管理培训、安装经验丰富具备当地劳动部门颁发的中级以上安装资质的人员承担；负责从安装立项开始直到关闭全过程安装文件和记录的管理；在安装的不同阶段保持与客户的紧密沟通，争取客户的理解和配合保证工程进度和质量。Lift installation management take Project Manager model. Project managers are those who have technical, management and installation experience and are qualified as Medium or above by local Gover132、nment Labor Depts. Project Managers take charge of records and file control during the whole process; Project Managers keep close communications with customers during different phases to get customers understanding and support for project progress and quality.安装过程使用集团统一的分梯种的部件安装作业指导文件和安装质量检查清单，严于国家标133、准符合迅达产品特点的迅达检验标准为安装过程各节点质量控制提出明确的要求，保证安装的质量和安全；技术支持部进行整机性能和安全部件调试；质量部进行整体竣工检验和质量审核。Group unified product-line specific installation instructions and quality checklists are used during installation processes; Schindler Acceptance Inspection Standard above those required by Government embody Schindler134、 product characteristics, and specified clear requirements to ensure installation quality and safety; Field Tech. Support Depts take commissioning of system performance and safety parts; Quality depts take final inspection and quality audit of lift system.全过程安全管理和控制，确保施工人员、设备和客户财产的安全。Safety manageme135、nt and control is implemented during the whole process to ensure safety of installation people, equipment and customer properties.全过程产品保护，对部件进行合理仓储、码放、搬运，预防磕碰、划伤，对可视的重要部件的装饰表面实施保护。Product protection is implemented during storage, piling, handling, to avoid bump and scratch. Those visible surfaces of136、 critical components are protected.详细内容请参见ON 0-75400 迅达中国安装管理流程。For details, please refer to ON 0-75400 Schindler China Installation Management Process.4.7.7 在用梯业务 Existing Installations 4.7.7.1 保养、修理和改造合同 Contracts of Maintenance, Repair and Modernization保养、修理和改造是公司的重要业务，是保证客户安全正常的使用电/扶梯，延长设备寿命周期，为137、客户创效的关键过程，包括，Maintenance, repair and modernization is main businesses of the company, which ensures safe and reliable use of elevator and escalators, and also extends equipment life to create value for customers，including,l 预防性保养； Preventive maintenancel 发展大包保养合同业务； Develop comprehensive maintenance138、 business;l 对安装转保养的客户实行合同约定期限的免费保养服务； Free maintenance for those customer transferring from installation customers within periods specified by contracts;l 对保养的客户和委托保养商实行备件价格优惠； Give preferential prices of spare parts to those maintenance customers and maintenance subcontractors;l 分公司所在城市以外客户签定的保养合同可139、以委托保养； Maintenance contracts from customers outside branch cities can be subcontracted;l 委托保养必须为认可其资质的保养商； Maintenance subcontractors must be qualified by Schindler;l 委托保养纳入公司维保管理体系，对其进行客户满意度等相同质量衡量管理。按委托合同约定提供相同技术支持； Maintenance subcontracting are under control with maintenance management system, a140、nd subcontracted businesses are also subject to same quality measurement, such as customer satisfaction management. Same technical support is available for subcontractors as per contracts;l 改造项目技术配置必须符合国家电/扶梯相关安全规范和标准； Modernization technical configuration must comply with national safety specificat141、ions and standards.l 修理业务必须严格执行公司或集团产品技术规范和标准； Repair business must comply with technical specifications and standards of the Company and Schindler Group.详细内容请参见ON 0-75522 保养服务销售程序，ON 0-75523 改造流程， ON 0-75525 在用梯修理程序。For details, please refer to ON 0-75522 Maintenance Service Sales Procedure，ON 0-75142、523 MOD Procedure， ON 0-75525 EI Repair Procedure.4.7.7.2 维保、修理和改造过程 Processes of Maintenance, Repair and Modernizationl 各种在用梯服务合同签定前必须经过评审流程； All EI contracts must go through audit process prior to signing;l 服务前，现场勘察安装或实际运行质量状况，确认并记录任何不合格项； Installation or operation status must be inspected, and no143、nconformity recorded prior any service;l 全过程计划管理，按公司统一的计划格式编制合理全面的保养路线； The whole processes must be controlled and maintenance routine must be prepared under unified plan format;l 全过程安全管理，配备并使用合适的劳动保护用品； Safety management is implemented during the whole process, and is equipped with proper personal 144、protective equipment;l 使用公司统一的分梯种的保养规程和标准； Unified product-line specific maintenance routines and standards are implemented;l 全过程保养质量记录管理； Quality records are taken during the whole processes;l 设服务热线，24小时受理来自客户的召修要求。详细内容请参见SCWI 5501 在用梯回召处理程序 EI have service hot line to serve customer callback reque145、st 24 hours a day. For details, please refer to SCWI 5501 EI Callback Handling Procedurel 工区长和分公司EI管理人员根据在用梯清单和年度例行保养计划制订保养质量检查计划，质量检查为每台电梯或自动扶梯每年一次，在年度政府检验前实施。 Supervisors and branch EI managers work out quality checking plan according to the existing installation list and yearly maintenance schedu146、le. The frequency of quality checking is once a unit a year, before the annual government inspection.l 保养、改造、修理员工应接受相应的梯种梯型的技术培训，接受安全培训，取得当地劳动部门颁发的资质； Operators for maintenance, repair and modernization should be trained for specific lift technology, safety, and qualified by local Government Labor D147、ept.l 采集、统计、分析在用梯运行信息、召修信息、故障信息，发现隐患提前采取预防性措施； Collect, make statistics of, analyze operation status of existing installation, callback information, breakdown information, and take preventive actions if any potential problem;l 建立在用梯档案，用于运行及服务质量追溯。 Establish existing installation archives for operati148、on and service quality traceability;详细内容请参见ON 0-75521 例行保养程序，ON 0-75523 改造流程，ON 0-75525 在用梯修理程序。For details, please refer to ON 0-75521 Preventive Maintenance Procedure，ON 0-75523 MOD Procedure，ON 0-75525 EI Repair Procedure.4.7.8 投诉服务 Complaint Handling投诉部门处理来自迅达中国各分公司NI（包括KPM）、EI在合同约定的供应商质量保证期内所有产149、品质量的投诉。Claim Dept. is responsible to handle the all product quality claim from branch NI(including KPM), EI during the supplier guarantee period.公司承诺并承担地方政府电梯故障紧急排除体系赋予的职责，为行业和社区提供及时的义务服务。The Company promises to undertake responsibilities of lift breakdown emergency service network organized by Loca150、l Governments to provide timely, obligatory service for the industry and communities;投诉服务按以下原则进行：Warranty service is provided based on below principles,l 保修期：在货物按合同约定生产完毕之日起的18个月内或货物安装完毕经国家有关部门检验合格后的12个月内（以先到日期为准）或根据合同约定。 Warranty period, 18 months upon completion of production as per this Contract 151、or 12 months upon inspection and approval by the relevant government authority, whichever is the earlier. Or as specified in contracts for new installation;l 优先处理投诉，实行先解决问题，后分析追究责任的服务规则。公司各部门全力支持服务部门为客户解决问题。 Preference of complaint handling, solve site problems at first, then analyze for root cause.152、 All depts fully support Customer Service Center to solve customer claims;l 三包服务：产品质量和服务质量问题根据保修期和合同有关条款向客户提供无偿服务。 Warranty service, free service is available for product and service quality problem within warranty periods or that specified by contracts;l 对超出保修期的产品，将根据客户要求和期望提供有偿服务。 Service with pay153、ment is available for problems beyond warranty periods according to customer requirement and expectations;详细内容请参见SCWI 0431 内部投诉指导手册，ON 0-73603 SHW投诉处理程序。For details, please refer to SCWI 0431 Internal Claim Instruction，ON 0-73603 SHW Complaint Handling Procedure.投诉部门使用集团统一的投诉处理数据库(GCM)，向供应商反馈投诉信息。重大154、重复出现的投诉将作为纠正/预防体系的输入信息。PROCITS、FI、LPCA数据库是配合投诉服务的重要工具和途径，用于反馈产品问题，减少投诉发生。详细内容请参见ON 0-74006 供应商索赔。Claim Dept. feed back complaint information to suppliers through Group unified GCM database. Repetitive and critical complaint information are input for corrective and preventive action system. PROCITS,155、 FI and LPCA databases are the important tools to support complaint handling to feed back product problem and avoid complaints. For details, please refer to ON 0-74006 Procedure of Claim to Supplier.迅达中国员工接收到的外部客户投诉信息，由指定人员把客户投诉信息输入客户投诉管理数据库，售后服务由直接面对顾客的分公司NI/EI部门负责，由质量部负责跟踪外部客户投诉处理结果。详细内容请参见SCWI 04156、84外部客户投诉指导。All employees shall accept the external customer compliant and assigners are responsible to input the received customer complaint information to CCDB. After sales service is performed by branch NI and EI departments, who faces customer directly. Quality Dept. shall follow the handling sta157、tus. For details, please refer to SCWI 0484 External Customer Complaint Instruction. 4.7.9 产品标识和可追溯性 Product Identification and Traceability整机产品、重要部件及安全部件和零件进行适当标识，保证从在采购、生产制造、包装、储存、发运、安装与交付过程中能清晰辨别产品，防止混淆和误用，并通过识别标记和记录以实现追溯产品的质量状况。Lifts, critical components and safety parts should be properly ident158、ified to clearly distinguish products to avoid mixed or wrong use during purchase, manufacture, package, storage,delivery, installation and hand-over. Quality status should be traceable through identification and quality records.整机产品以产品合同号为唯一标识号码；重要部件及安全部件：以产品合同号、批号、出厂编号及零部件识别号为标识号码；对有安全要求的部位应加以安全标识159、；Lifts are uniquely identified with product commission number; Critical components and safety parts are identified with commission number, lot number, serial number and IDs; For safety parts, specific areas of parts should have safety warning identification.工厂对从原材料入厂、物资仓储、零件加工、部件装配等生产全过程中的产品，规定能清晰辨别160、产品的识别方法，并对其质量状况予以记录,以防止不合格和未经检验的产品转入下一工序。详细内容请参见ON 0-70445 产品标识与可追溯性,SHWI 3704 产品标识和可追溯性。KW defines clear identifications for material and products through the whole process of incoming, storage, manufacture, assembly, and records quality status, to ensure transfer-to-next-step of nonconforming and 161、uninspected products.For details, please refer to ON 0-70445 Final Goods Identification and Traceability, SHWI 3704 Products Identification and Traceability.4.7.10 计量管理 Calibration Control质量部遵循国家法规对安装维保的检验、测量、试验设备和量具（包括测试软件）进行控制、校准和维护，以确保产品和服务符合要求。Quality Depts organize calibration and maintenance o162、f inspection, measurement and testing equipment, gauge (incl. testing software) according to national laws and regulations to ensure compliance of products and services;l 按规定周期把有关计量器具和标准器具进行检定或送国家认可的上一级计量单位检验和保养。 Calibrate related equipment, gauges and standard gauges, or send to qualified labs as p163、er specified intervalsl 计量器具均有规定的编号及台帐，规定其检定周期、标准、地点并记录每次检定结果。 All related equipment and gauges should be numbered and registered with calibration interval, standards, site, and calibration results should be recorded;l 检定合格的计量器具均有合格证或标签，并注明有效使用期限。只有经检定合格，并在有效使用期内，方可使用。 Passed equipment and gauges ha164、ve certificates or identifications indicating valid periods. Only those passed equipment and gauges within valid periods can be used.l 对发现使用不合格量具检验的产品要进行追溯复查，并采取有效的纠正/预防措施。 Any product measured by failed equipment and gauges should be traced back and re-measured, and related corrective and preventiv165、e actions are necessary.详细内容请参见SCWI 0462 FO计量器具管理指导,SHWI 3603 计量管理。For details, please refer to SCWI 0462 FO Gauge Management Work Instruction, SHWI 3603 Metrology Management.4.8 测量、分析和改进 Measurement, analysis and improvement4.8.1 监视和测量 Monitoring and Measurement策划并实施测量、分析和改进所需的活动，以确保质量管理体系、流程、产品的符合166、性和持续改进,包括确定活动应用的方法（含统计技术）和应用的程度。Activities necessary for measurement,analysis and improvement shall be planned and implemented to ensure compliance of the Quality Management System, processes, products and their continuous improvement including description of applied techniques and applied degree.4.167、8.1.1 客户满意度管理 Customer Satisfaction Management客户对公司提供产品和服务的满意程度是衡量质量管理体系有效性的最重要尺度，也是公司管理改进决策的首要依据。特定的调查程序和规则方法保证了公司可以准确地了解客户对产品和服务的感受和期望。Customer satisfaction on Schindler provisions of products and services is the most important measurement of Quality Management System effectiveness, and also the p168、rime basis for improvement decision-making. Specified survey procedure and guideline ensure that the Company can exactly identify customers perceptions and expectation for Schindler products and services.l 配备相对独立的专职管理人员实施客户满意度调查。 Staff relatively independent surveyor to implement customer satisfacti169、on survey;l 在产品安装和保养的不同阶段实施100%客户调查。 Implement 100% survey during different phases of installation and maintenance;l 使用集团统一的调查问卷和记分标准，保证集团内组织业绩的可比性。 Use Group unified survey questionnaire and scoring system to ensure performance comparability among group organizations;l 月度统计和差距分析监测体系运行的趋势。 Monthly s170、um up and analyze gap to monitor operation trend of the Quality Management System;l 公司管委会及各部门管理层定期评审，决策改进的方向和措施。 The Company Management Committee and dept. managers regularly review and decide improvement directions and actions;详细内容请参见 ON 0-70408 客户满意度管理For details, please refer to ON 0-70408 Custom171、er Satisfaction Management4.8.1.2 员工满意度调查 Employee Motivation Survey基于迅达集团“以人为本”的价值观，公司每三年组织一次全国范围内的迅达员工的满意度调查，邀请国际知名顾问公司实施调查并对调查结果进行专业化分析。根据分析结果，结合员工不满意方面，公司管委会直接组织制定改进计划并采取相应的改进措施。According to Schindler Human Dimension value, the Company organizes company-wide employee motivation survey every thre172、e years, and asks international consulting company to carry out survey and make professional analysis on survey results;Based on analysis and together unsatisfied issues, the Company Management Committee organize action plan and take corrective actions.4.8.1.3 内部质量审核 Internal Quality Audit公司执行定期性的内部173、审核，以确定质量管理体系是否符合ISO9001：2008的要求，是否已有效地运行和维持。拟定年度审核计划，在审核前排定人员、时间及审核项目，每年对所有涉及的体系标准要求,过程或部门至少进行一次审核。审核计划将依审核活动的状况、审核区域的重要性以及以往审核结果考虑。审核小组成员须有相当的培训和资格，审核时被审核区域的审核员不得对自己部门作内部审核。The Company carries out regular internal quality audit to determine if the Quality Management System complies with ISO 9001:20174、08 requirements, and is effectively operating and maintaining. Internal audit shall be planned and staffed indicating auditors, times, audited areas. The requirements of the Standards, processes and depts shall be audited at least once a year. Audit plan also considers operation status, importance a175、nd previous audit results. Auditors should be trained and qualified.Auditors can not audit areas they themselves take charge of.审核状况和结果要记录,对于不符合项，被审核部门应提出改进对策及期限，审核人员须作跟踪及确认。审核完成后的报告应报公司体系经理和管理者代表，并递交管理评审。Audit results shall be recorded, and auditee depts. should present corrective action and time l176、ine for nonconforming items. Audit reports shall be submitted to the System Manager and Management Representative and also input for management review.详细内容请参见 ON 0-70402 内部质量审核程序。For details, please refer to ON 0-70402 Internal Quality Audit Procedure.4.8.1.4 过程的监控和测量 Process Monitoring and Measurem177、ent公司各部门定期评审本部门质量目标、经营目标的执行结果，检查和监督本部门负责流程的执行效果，确保公司的质量方针及质量目标的实现，以符合顾客要求，提升顾客满意度。各部门同时进行目标绩效间差异的分析，依据分析资料提出改进计划和纠正预防措施。绩效评估结果提交适当的管理会议。In order to ensure achievements of the Quality Policy & Quality Objectives, to meet satisfy customer requirement and to improve customer satisfactions, each Departm178、ent should regular reviews current status of quality objectives and business targets of own department, checks and monitors the execution effectiveness of department owned processes. Gap between performance and targets shall be reviewed and analyzed for root causes, then generate corrective and prev179、entive actions. Performance review results shall be submitted to appropriate management meeting.详细内容请参见 ON 0-70402 内部质量审核程序。For details, please refer to ON 0-70402 Internal Quality Audit Procedure.4.8.1.5 产品的监控和测量 Product Monitoring and Measurement公司按照相关文件测量和监控产品的特性，以验证产品符合要求。这些测量和监控活动是在产品的实现过程中的适当阶180、段实施，包括原材料、半成品及成品、安装及维保过程。The Company monitors and measures products characteristics to verify compliance as per related procedure. The activities of monitoring and measurement are implemented during product realization phases, including raw material, work in progress, final products,installation and181、 maintenance processes;制造过程检验和试验：对入厂原材料、外协外购物资及自制零部件制定相关检验规程，在产品实现的不同阶段，按相关标准和要求进行检验和试验并加以控制。In-process inspection and test: Define relative inspection instructions for incoming raw material, subcontracted materials, made components, and implement test and inspections according to related standards 182、and requirement at various stages.详细内容请参见 ON 0-70420 新安装和改造梯竣工检验程序、ON 0-75521 例行保养程序、ON 0-75523 改造流程、ON 0-75525 在用梯修理程序、ON 0-73601 采购物资质量控制流程、ON 0-73602 扶梯生产过程及成品检验控制流程。For details, please refer to ON 0-70420 NI Installation and Modernization Final Inspection Procedure,ON 0-75521 Preventive Maintena183、nce Procedure，ON 0-75523 MOD Procedure，ON 0-75525 EI Repair Procedure, ON 0-73601 Quality Control Instruction for Purchased Goods, ON 0-73602 Inspection Control Procedure of Escalator Manufacture Process and Production.检验测试人员经授权，依照相关程序和作业指导书及检验标准执行检验活动，检验结果记录在相关表单上并签名，按文件资料及质量记录管理程序妥善保存。检验标准予以记录。Ins184、pectors and testers shall be authorized and carry out inspection and test according to related procedures,work instructions, and inspection standards. Inspection and test results shall records and signed, and records shall be filed according to Document, Data & Quality Record Management Procedure. I185、nspection standards shall be also indicated.只有在所有规定的检验程序都已圆满完成并符合顾客要求后，才能放行产品和交付服务, 除非得到有关的授权和顾客的批准。Only when all specified inspections are done and pass as per inspection procedures and customer requirements, can products and services be delivered to customer unless otherwise authorized or approved186、 by customers.4.8.2 不合格品/项控制 Nonconformity Control公司对制造和安装维保过程发现的不合格品/项实施控制，确保不合格的材料、成品被鉴别和控制，对各种不合格品加以标识或隔离，以防止误用或交付。Nonconformity found during manufacturing,installation and maintenance shall be controlled to ensure nonconformity identified and controlled, segregated and to avoid misuse or deliver187、y.不合格品/项以让步接受、返工、废弃或退回供应商处理，视各种不符合情况采取适当的措施，如,Disposal of nonconformity includes acceptance under concession, rework, scrap or return to suppliers according to nonconforming status, such as,l 采取措施，消除发现的不合格； Take actions to eliminate found nonconformity;l 在相关授权或适当时得到顾客许可，使用、发放或接受不合格品； Under authoriza188、tion or approval by customers as appropriate, use or release or accept nonconformity;l 采取措施，防止用于原先预期的使用； Take actions to prevent original intended use;不合格品被纠正后，应重新验证以保证符合要求。当不合格品在交付或开始使用后被发现，应对不合格产品所造成的影响或潜在的影响按ON 0-75102 产品线维护程序采取纠正或预防的措施。不合格的性质及所采取的任何后续措施的记录，应予以保持。If nonconformity are corrected, r189、e-verification is necessary to ensure compliance. When nonconformity are found after delivery or use, the impact or potential impact caused by products deficiency and systematic nonconformity should be evaluated for corrective and preventive actions according to ON 0-75102 Product Line Maintenance P190、rocedure. Nonconforming degree, any consequent disposal and further reactions shall be recorded and the records shall be filed for certain time.详细内容请参见 ON 0-70409 FO不合格品控制程序,ON 0-73604 不合格品控制流程。For details, please refer to ON 0-70409 FO Nonconformity Control Procedure, ON 0-73604 Nonconformity Contr191、ol Process.4.8.3 数据分析 Data Analysis4.8.3.1 数据的采集和统计 Data Collection and Statistics下图显示了公司各质量指标的过程衡量点，各过程执行部门按过程文件的要求和周期采集过程数据。Below diagram shows measurement points of various quality indicators. Process owners collect process data as per process documents and specified intervals.l 按公司集团规定的统计技术绘制统计图192、表； Plot statistics diagram as per Group requirements;l 客户满意度指标的监控由各级质量部门负责,指标会涉及公司各个过程的有效性和效率。而不仅是对安装、保养过程的衡量。 Quality depts. at all level monitor customer satisfaction indicators, which relate to effectiveness and efficiency of all processes, not only limited to installation and maintenance process193、es.4.8.3.2 分析 Analysis公司质量部为质量信息统计中心，以月报形式向公司各部门发布质量指标统计信息.各相关部门根据与预定指标的差距和趋势做进一步的分析并制定纠正预防行动计划。推荐使用的统计分析工具：The Company Quality Dept. is the center for quality information statistics who publishes monthly report of information of quality indicators. Various depts make further analysis of gaps and tr194、ends between performance and pre-defined targets and take further corrective actions. Below quality tools are recommended, 因果图/鱼刺图 (Cause and Effect/Fishbone Diagram) 头脑风暴法 (Brainstorming) 排列图 (Pareto Chart) 运行图 (Running Chart)4.8.4 改进 Improvement为了提高市场竞争和满足客户潜在需求的能力，改进公司整体业绩，坚持对质量管理体系进行持续改进。In orde195、r to improve market competency and capability to meet customers potential requirements, the Quality Management System shall be continuously improved.l 改进遵循以下原则 Principle for improvement1) 以客户为关注焦点；Customer Focus2) 领导作用；Leadership3) 全员参与； Involvement of People4) 过程方法； Process Approach5) 管理的系统方法；Syste196、m Approach to Management 6) 持续改进；Continuous Improvement7) 基于事实的决策方法；Factual Approach for Decision-making 8) 互利的供方关系； Mutual beneficial Supplier Relationshipl 改进要求源于 Improvement may originate from,1) 质量方针 Quality Policy2) 年度少数重要目标（VFO）的完成差距 Gap of annual VFO3) 管理评审决议 Decisions by Management Review4) 197、内/外部审核提出的不符合项、改进建议 Nonconformity found by internal and external audits, and improvement actions5) 产品和服务不合格项统计数据分析的结果 Analysis results of products and services nonconformity statistics 6) 客户/员工满意度调查结果 Results of customer satisfaction survey and employee motivation survey;7) 客户和公司内部过程下序客户投诉信息 Complain198、t information by external customers or internal process customers8) 员工建议和革新项目 Employee feedback and innovation9) 国家法律、法规及标准的更新要求 New requirement by national laws, regulations and standards4.8.4.1 解决问题过程管理（PSP） Problem Solving Process公司贯彻迅达集团统一的解决问题的方法，特设的PSP协调委员会负责收集、确定、辅导、发布推广活动成果：The Company imple199、ments unified Schindler Problem Solving Process, and special PSP committee collects, defines, facilitates and publishes activities and achievements 第一步：确定问题；Step1 Define the problem 第二步：采取遏制行动；Step2Implement containment actions 第三步：初步问题分析；Step3 Initiate problem analysis 第四步：最终问题分析；Step4 Finalize pro200、blem analysis 第五步：完善解决方案；Step5 Optimize solution 第六步；实施解决方案；Step6 Implement solutions 第七步；验证结果；Step7 Verify results 第八步：使解决方案标准化。Step8 Standardize the solutions详细内容请参见SCWI 0490 PSP管理流程。For details, please refer to SCWI 0490 PSP Management Procedure4.8.4.2 纠正措施 Corrective Actions公司对质量管理体系中的已发生的不合格状况采201、取纠正措施，以消除不合格的原因并防止再次发生。The Company takes corrective actions for happened nonconformity of the Quality Management System to eliminate root causes to prevent recurrence.纠正措施流程如下 Corrective action procedure is as follows,l 各部门如发现不合格状况（包括顾客抱怨），登录“纠正和预防措施管理系统”，质量部门登记注册，反映给责任部门主管； If any nonconformity fou202、nd (incl. customer complaints), enters Corrective and Preventive Action Management System, and send to Quality dept. for registration, and also report to responsible dept. managers.l 部门主管协同各相关部门进行原因分析，并确认责任人员； Dept. managers analyze root causes together with related dept.,and define responsible pers203、ons;l 责任人员针对原因提出改善对策并实施； Responsible persons present and implement actions against root causes;l 指定人员记录并评审所采取的措施及其结果。 Responsible persons record and review actions and implementation results.详细内容请参见ON 0-70403 纠正和预防措施管理程序。For details, please refer to ON 0-70403 Corrective and Preventive Action Manage204、ment Procedure.4.8.4.3 预防措施 Preventive Actions公司对质量管理体系中统计分析所发现的不合格潜在原因，进行预防措施：The Company takes preventive actions against potential root causes identified through nonconformity statistics and analysis,l 决定潜在的不合格及其原因； Define potential nonconformity and root causes;l 对采取措施防止不合格发生的必要性进行评价； Evaluate n205、ecessities to take action to prevent occurrence of nonconformity;l 决定和实施所需的措施； Decide and implement necessary actions;l 记录并评审所采取的措施及其结果。 Records and review actions and results.详细内容请参见ON 0-70403 纠正和预防措施管理程序。For details, please refer to ON 0-70403 Corrective and Preventive Action Management Procedure.206、5.流程图/Flow Chart相关文件/Related DocumentsNotes LinkON 0-70302 : 软件开发管理Software DevelopmentNotes LinkON 0-70401 : 管理评审程序 Management Review ProcedureNotes LinkON 0-70402 : 内部审核程序 Internal Audit ProcedureNotes LinkON 0-70403 : 纠正和预防措施 Corrective & Preventive ActionNotes LinkON 0-70408 : 客户满意度管理程序 Customer207、 Satisfaction Management ProcedureNotes LinkON 0-70409 : FO不合格品控制 / FO Non-conformity Control ProcedureNotes LinkON 0-70411 : 质量体系文件控制程序Quality System Documentation Control ProcedureNotes LinkON 0-70440 : 供应商审核程序 Supplier Audit ProcedureNotes LinkON 0-70445 : 产品标识与可追溯性Final Goods Identification and 208、TraceabilityNotes LinkON 0-70520 : 培训与发展政策Training & Development PolicyNotes LinkON 0-70601 : 迅达中国固定资产管理政策与流程/Schindler (China) Fixed Assets Management Policy and ProcedureNotes LinkON 0-74002 : 采购操作程序 Operational Purchasing ProcedureNotes LinkON 0-74004 : 外销及合同处理程序Notes LinkON 0-74006 : 供应商索赔程序 Pro209、cedure of Claim to SupplierNotes LinkON 0-74301 : 供应商评估与选择流程 Supplier Evaluation & Selection ProcedureNotes LinkON 0-74302 : 供应商业绩评估程序 Supplier Performance Monitoring ProcedureNotes LinkON 0-75002 : 项目甄别、报价及投标流程 Prospecting Quotation and Tender ProcedureNotes LinkON 0-75004 : 合同签订流程 Contract Signing210、 ProcedureNotes LinkON 0-75050 : 销售合同修改程序 Sales Contract Modification ProcedureNotes LinkON 0-75101 : 新产品引进程序 New Product Line Introduction ProcedureNotes LinkON 0-75102 : 产品线维护程序 Product line Maintenance ProcedureNotes LinkON 0-75103 : 产品退市程序 Product Elimination ProcedureNotes LinkON 0-75107 : 新产品项211、目跟踪流程 New Product Trail ProcessNotes LinkON 0-75201 : 非标电梯技术要求处理程序 Non-standard Elevator Technical Requirement Handling ProcedureNotes LinkON 0-75400 : 迅达中国安装管理流程Schindler Installation Management ProcessNotes LinkON 0-75521 : 例行保养程序Preventive Maintenance ProcedureNotes LinkON 0-75522 : 保养服务销售程序Maint212、enance Service Sales ProcedureNotes LinkON 0-75523 : 改造流程MOD ProcedureNotes LinkON 0-75525 : 在用梯修理程序 EI Repair ProcedureNotes LinkON 0-75526 : 备件管理流程Spare Part Management ProcessNotes LinkSCWI 0462 : FO计量器具管理指导Notes LinkON 0-70410 : 文件资料及质量记录管理程序Document Data and Quality Record Management ProcedureN213、otes LinkSCWI 0431 : 内部投诉指导手册Internal Claim InstructionNotes LinkSCWI 0490 : PSP管理流程 Problem Solving Process Management ProcedureNotes LinkIT-040003 : IT信息系统控制 IT System ControlNotes LinkSCWI 5501 : 在用梯回召处理程序 EI Callback Handling ProcedureON 0-73402 : 工艺规程管理ON 0-73601 : 采购物资质量控制流程ON 0-73602 : 扶梯生产过程214、及成品检验控制流程ON 0-73603 : SHW投诉处理程序ON 0-73604 : 不合格品控制流程ON 0-73703 : 成品包装控制流程ON 0-73301 : 工装设备管理控制流程相关表格/Related FormsThis is an on-line document. 1) If it be printed out, then the print-out is for temporary use only. 2) If in doubt, please refer to the on-line document这是一份网上文件1)打印件仅用于临时使用2)如有疑问, 请以网上文件为准