# Fermentation Heating Tube Anti-Corrosion Employee Suggestion Management & Lean Optimization Incentive Specification ## Preface This specification (Doc.151) is an internal lean management supplementary document supporting the full anti-corrosion system from Doc.33 to Doc.150. It standardizes the submission, screening, demonstration, implementation, effect verification, reward distribution and experience promotion of rationalization suggestions proposed by all frontline operators, maintenance technicians, managers and outsourcing personnel. It breaks the single top-down management mode, encourages all employees to participate in anti-corrosion risk optimization, process simplification, cost reduction and hidden danger improvement, fully tap grassroots lean potential, and build a full-staff participation continuous improvement mechanism for the whole anti-corrosion management system. ## 1. Scope of Eligible Suggestions and Submission Rules Qualified rationalization suggestions cover multiple directions: optimization of anti-corrosion operating parameters, improvement of patrol inspection methods, on-site visual management upgrading, energy and reagent consumption saving, hidden danger prevention for near-miss risks, spare parts inventory optimization, shift handover process simplification, equipment protection scheme improvement, and defects rectification of existing system clauses. Employees can submit suggestions through the digital platform or offline standardized forms, with detailed problem description, current adverse impacts, specific improvement plans and expected benefits including safety promotion, cost reduction or failure rate decline. Anonymous submission channels are open to protect participants' willingness to propose improvements. ## 2. Multi-Level Review and Feasibility Demonstration Mechanism All submitted suggestions are initially reviewed by the equipment department to eliminate repetitive, impractical or high-risk proposals. Qualified suggestions enter cross-department joint demonstration led by equipment, production, safety and finance teams. Low-risk on-site small improvements can be approved for pilot implementation within a single workshop; proposals involving process adjustment, material replacement or system revision must pass feasibility evaluation referring to the new technology pilot management requirements of Doc.129. The review result shall be fed back to the proposer within seven working days with clear approval reasons or revision suggestions for rejected items. ## 3. Pilot Implementation, Effect Tracking and Result Verification Approved improvement suggestions are implemented in designated pilot ranges with clear responsible persons and implementation cycles. During the pilot period, relevant operation data, equipment failure frequency, consumable consumption and safety risk changes are continuously recorded and compared with historical baseline data. After the pilot ends, the review team conducts comprehensive effect verification from safety, quality, economic and compliance dimensions. Proposals that achieve expected optimization effects are confirmed as successful lean improvement projects; those failing to reach targets are summarized for cause analysis, and can be optimized and reapplied for secondary pilot or terminated with detailed explanation. ## 4. Graded Incentive Distribution and Honor Recognition Improvement projects are divided into four reward levels according to practical benefits and promotion value. Minor on-site rectification suggestions get material rewards and internal commendation; process optimization schemes with obvious cost reduction obtain moderate bonuses and personal performance points; innovative anti-corrosion methods applied factory-wide enjoy high-level cash incentives plus priority qualification for skill promotion; major technical improvement projects that significantly reduce equipment failure rates can apply for enterprise special innovation rewards in accordance with Doc.106 incentive provisions. Excellent proposers are selected as annual anti-corrosion lean advanced individuals and publicized internally to set model examples. ## 5. Achievement Popularization, Knowledge Inheritance and System Iteration All verified effective improvement achievements are sorted into the enterprise anti-corrosion knowledge base for internal training and popularization across all workshops. When an optimization proposal involves adjustment of operating standards, management processes or technical parameters, the equipment department initiates the document revision procedure to supplement and update corresponding clauses in the anti-corrosion system. The enterprise summarizes the annual employee suggestion implementation situation regularly, analyzes concentrated improvement directions and existing management pain points, and takes the statistical data as an important reference for the annual system comprehensive review and lean management upgrading. ## 6. System Value This specification constructs a bottom-up lean improvement channel for the anti-corrosion management system, stimulates the initiative and sense of responsibility of all staff in risk prevention and process optimization, effectively supplements top-level institutional design with grassroots practical experience, continuously reduces various hidden corrosion risks and operating costs, and further improves the full-participatory, refined and sustainable closed-loop anti-corrosion management system of fermentation heating tubes.
