Production Technology Department Regulations

Company Production Management Measures (Trial) Chapter 1 General Provisions Article 1 These measures are formulated in order to strengthen production management, establish an optimal production order, and make production management more scientific, standardized, and regulated, thereby achieving high product quality, low consumption, and good efficiency. They are also intended to ensure that the company’s production activities remain continuous, stable, and under control. Article 2: These regulations apply to the production management of the entire company, covering the entire production process from plan formulation, raw material intake, the production process itself, to the dispatch of finished products. Article 3: The Manufacturing Management Department is the functional body responsible for the production management of the entire company. The company’s production management is divided into two levels: the first level is the Manufacturing Management Department, and the second level are the production plants. Secondary production management must comply with the instructions of primary production management, and secondary production management methods should be established. Article 4: All aspects and processes of production management must adhere to the principles of energy conservation, environmental protection, quality improvement, and cost reduction. In line with the overall objectives of the enterprise’s production and operations, it is necessary to achieve a proper balance among these elements, ensuring that they are interconnected, coordinated, and work together to form a complete and effective production management system. Chapter 2 Management Functions Article 5 Management Functions 1. The Manufacturing Management Department is responsible for the company’s procurement of raw materials and fuels, logistics and transportation, production, sales of finished products, as well as technical quality and energy management tasks. It is also in charge of the overall organization, scheduling, supervision, and coordination of production activities within the company. Additionally, it oversees the formulation and implementation of the company’s annual and monthly production plans, as well as the approval of daily maintenance shutdown plans. 2. The Engineering Department is responsible for the planning, procurement, and management of the company’s production equipment and spare parts. It is also in charge of formulating and implementing the company’s maintenance plans, as well as overseeing the company’s safety and measurement management. 3. The Transportation Department is responsible for the operational management of the docks and the implementation of the company’s transportation plans, as well as the management of equipment and safety and environmental affairs in this region. 4. The manufacturing plant is responsible for production in the production area, technical quality, equipment, as well as safety and environmental management. Chapter 3: Production and Energy Plan Management Article 6: Coordinate the company’s daily production activities, be responsible for the overall management and tracking of the company’s production and energy plans, lead the formulation and implementation of the company’s annual and monthly production and operation plans, approve and issue daily production allocations for the manufacturing plants as well as review daily maintenance plans. Responsible for ensuring overall balance in terms of raw materials, fuels, and energy sources, and in charge of the collection, analysis, and archiving of production and energy-related data. Article 7: The annual production and operation plan serves as a guiding document for the company’s production activities, outlining the overall arrangements for production for that year. It is developed under the leadership of the Manufacturing Management Department, with the participation of relevant departments and units such as the Transportation Department, production plants, and the Finance Department. Once approved by the company’s management, it is issued to all departments across the company for implementation. Article 8: The monthly production and operation plan (including a three-month rolling plan) serves as the basis for the company’s daily production management, as well as the basis for the overall planning and evaluation of the company’s production tasks. The monthly production and operation plan is formulated by the Manufacturing Management Department, based on the company’s annual plan outline and in consideration of the annual major maintenance schedules. Once approved by the company’s management, it is distributed to all departments across the company for implementation. Article 9: The Engineering Department shall submit the “Company’s Major and Medium-Scale Maintenance Plan” for the following month (including a three-month rolling plan) to the Manufacturing Management Department by the 20th of each month, so as to serve as a basis for formulating the monthly production and operation plans ； The “Company’s Major and Medium-Term Maintenance Plan” for the following year must be submitted to the Manufacturing Management Department by November 15th of each year, to serve as a basis for formulating the annual production and operation plan. Article 10: After receiving the company’s monthly production and operation plan, each department of the company shall strictly implement it in accordance with the plan, and formulate its own specific operational plan. Article 11: Production and operation plans are generally not adjusted. When significant changes in production conditions render it impossible to carry out the plan, with the approval of the company’s relevant management leader, the Manufacturing Management Department shall issue an order to modify the plan and notify the relevant departments to implement it. Article 12: Every Friday at 10 a.m., the Production Management Department shall convene the weekly production coordination meeting, which is chaired by that department in order to address the specific issues that arise during the implementation of the production and operation plans. Relevant representatives from the packing department, manufacturing plants, the engineering department, and the Production Management Department all attend this meeting. Chapter 4 Production Scheduling Management Article 13: Due to the relatively short production process in the company at present, only one level of production scheduling organization is established, namely the duty room of the Manufacturing Management Department. This department represents the company’s production management leadership in organizing, scheduling, and directing the company’s daily production activities. Article 14: Responsibilities of the Duty Room in the Manufacturing Management Department 1. Adopt a four-shift, three-shift rotation system to monitor the company’s production activities 24 hours a day. In accordance with the principles of optimizing the production system and maximizing efficiency, as well as as per the instructions from higher-level management, this department is responsible for organizing, coordinating, and directing the company’s production processes to ensure their stability, smooth operation, and controllability. 2. Responsible for production scheduling, command, and coordination during shifts, as well as for the overall coordination, tracking, management, and reporting of emergencies that occur during the production process ； 3. Promptly convey the instructions and production arrangements from higher-level leaders, be responsible for checking the implementation of these instructions, and report to the relevant leaders in a timely manner ； 4. By coordinating with internal and external parties, carry out careful planning and management of the supply and distribution of energy sources such as water, electricity, and gas during shifts; monitor the intake, consumption, and inventory levels of key raw materials to ensure continuous production ； 5. Responsible for coordinating communication among internal units as well as between internal and external units during routine planned maintenance, and for keeping track of the preparation and progress of such maintenance plans in a timely manner. 6. Keep thorough records by properly filling out the \"Shift Handover Book for the Manufacturing Management Department’s Duty Room\" and the \"Record Book for the Manufacturing Management Department’s Duty Room\", and prepare the \"Daily Production Report\" for the previous day by 7 a.m. every day. Article 15: The duty supervisor of the Transportation Department and the manufacturing plant is responsible for organizing production within this process. When organizing and directing the daily production activities of their respective units, if any abnormalities are detected, they must report them promptly to the duty office of the Manufacturing Management Department. Under normal circumstances, the production status for the current shift should be reported 30 minutes before the end of the shift, while the production status for that day should be reported by 3 a.m. the following day. Chapter 5 Approval Management of Routine Downtime Maintenance Plans Article 16 Principles for the Approval Management of Routine Downtime Maintenance Plans 1. General principles for the approval of routine downtime maintenance plans: support should be subordinate to the main tasks, relevant units should work together, and the company’s profitability should be maximized. 2. For routine shutdowns for maintenance, approval must be obtained in accordance with the established procedures ； The organization responsible for maintenance must properly manage the coordination between production and maintenance, to ensure stable, orderly, and controllable production operations. Article 17: Approval of routine shutdown and maintenance plans. Submission of applications for routine shutdown and maintenance: All units must plan such activities in a proactive and forward-looking manner, ensuring that plans are established in advance. 1. For planned maintenance requests submitted at least 48 hours in advance (including 48 hours), the approval process is as follows: the production unit, the Engineering Department, the Manufacturing Management Department, and then back to the production unit; the Manufacturing Management Department shall also forward the request to other relevant departments. 2. For planned maintenance requests submitted within 48 hours, the approval process for each production unit is as follows: the production unit → Manufacturing Management Department → the production unit itself, with the Manufacturing Management Department forwarding the request to the Engineering Department and relevant units. 3. For planned maintenance that results in a shutdown of 8 hours or more, each production unit is required to submit a request 48 hours in advance ； Planned shutdown for maintenance for 4 to 8 hours (including 4 hours); approval must be sought 20 hours in advance ； If the planned shutdown for maintenance is less than 4 hours, approval must be requested 16 hours in advance. 4. Each production unit must submit requests for planned maintenance tasks lasting 4 hours or more in the OA system; such tasks can only be carried out after coordination, adjustment, and approval by the Manufacturing Management Department. 5. For planned maintenance tasks lasting less than 4 hours, each production unit may, in accordance with the regulations, call the leaders of the Manufacturing Management Department 16 hours in advance to request approval, after which the Manufacturing Management Department will inform the on-duty dispatcher to carry out the task. 6. All plans for shutting down the power and energy system for maintenance must be submitted for approval through the OA system. 7. If the application time for a planned shutdown for maintenance falls during a holiday and it is not possible to handle it through the OA system, one can first apply for the planned shutdown to the management team in the Manufacturing Department, and then complete the approval procedures according to the established rules afterwards. Article 18: The duty room of the Manufacturing Management Department shall provide full-track tracking and coordination for the maintenance tasks carried out by various units, and shall proactively offer assistance for any issues that the maintenance units request help with. Article 19: The Manufacturing Management Department or the maintenance unit may make appropriate adjustments to the start time of shutdown for maintenance, in light of the actual conditions of production and operation. Article 20: All units shall organize the maintenance work strictly in accordance with the specified time limits; a deviation of 10% in the maintenance time, either beyond or shorter than the specified period, is permitted. Article 21: When the maintenance unit determines that the equipment has been shut down and that the conditions are met for resuming operation, it shall report to the duty room of the Manufacturing Management Department within 20 minutes. Article 22: Units that undergo unplanned shutdowns for maintenance must report to the duty room of the Manufacturing Management Department within 20 minutes. Article 23: The duty room of the Manufacturing Management Department shall record in detail the situations of production suspension and maintenance in various units in the duty log, and report on them at the daily morning meeting. Article 24: The planning, preparation, and implementation of major and medium-scale repairs in various units are the responsibility of the Engineering Department, with the support of the Manufacturing Management Department. Chapter 6 Procurement and Sales Management Article 25 Is responsible for the procurement of raw materials and fuels, as well as production assets for the company; for product sales, inventory management, and inventory liquidation. It is also in charge of monitoring raw material and fuel consumption, controlling waste, and promoting the comprehensive utilization of resources. Article 26: Focus on the market, keep real-time track of the supply of raw materials and fuels as well as the demand for finished products, and regularly exchange with relevant internal departments and units regarding user feedback on our company’s product quality as well as reasonable suggestions. Chapter 7: Logistics Yard Management Article 27: Responsible for managing the entire transportation process from raw materials to finished products, handling communications with relevant ports, coordinating with the fleets used for transporting raw materials and finished products, handling cost settlements and business negotiations. Also responsible for coordinating logistics activities within the factory, as well as maintaining communication with the departments in charge of transporting production auxiliary materials. Article 28: Responsible for formulating, issuing, and organizing the implementation of daily ship schedules and transportation plans. Once the relevant units receive these plans, they must follow them strictly in order to coordinate internal and external transportation activities and ensure smooth logistics. Article 29: Arrange weighing operations in accordance with the needs of various business units; be responsible for drafting operating and management procedures for weighers, as well as for the installation, modification, adjustment, and backup management of computer software; conduct statistics on weigher data; carry out inspections of weigher equipment; and prepare emergency response plans for various equipment failures related to weigher operations. Article 30: Scientifically manage the existing areas designated for storing raw materials, and stack them in a proper manner. This not only facilitates the unloading and transfer of raw materials but also helps in tracking their quality and reducing transportation costs. Chapter 8: Technical Quality Management Article 31: Since the company is adopting a new production process, it is necessary to establish a quality management system before commencing production. Once production is underway and external audits are passed, the company must maintain the effective operation of this quality management system. Article 32: The Manufacturing Management Department is responsible for managing the company’s quality activities and for the practical implementation of quality management system planning. It is also in charge of the daily supervision, inspection, and evaluation of the quality management system. Article 33: Each department and manufacturing plant is responsible for the planning, implementation, management, daily supervision and inspection, as well as evaluation of quality activities within their respective areas of responsibility. Article 34: The Manufacturing Management Department specifies the standards to be applied to various raw and fuel materials, work-in-progress items, and final products, and formulates the technical requirements or technical quality management procedures for each product. Various departments and manufacturing plants prepare their own process technology and product quality documents in accordance with product standards, technical requirements, and technical quality management regulations, and strictly enforce these documents throughout the production process. Article 35: The Manufacturing Management Department and various departments carry out two-level inspection and supervision of the implementation of process and product quality documents. When there are conflicts in process conditions between different stages of production, the Manufacturing Management Department shall coordinate between these stages. Article 36: To standardize the assessment of the quality of work-in-progress and final products, the Technical Quality Department formulates corresponding product quality management systems. All work-in-progress and final products must be assessed and recorded in accordance with these product quality management systems. Non-conforming products may be re-evaluated, downgraded, used with concessions, or scrapped upon approval or in accordance with the provisions of relevant documents, but records must be kept. Article 37: The Manufacturing Management Department is responsible for the management of quality inspection, organizes the formulation of quality inspection systems, and is in charge of the quality inspection of purchased raw (fuel) materials, auxiliary materials, work-in-progress items, and final products. 1. Inspection planning → Procurement (production) planning → Monitoring and measurement (sampling, physical and chemical testing, etc.) → Judgment → Transfer and delivery of qualified products, disposal of unqualified products → Quality feedback → Inspection planning. 2. The inspection management departments responsible for each purchased (or internally produced) product organize the procurement (or production) and using units to determine the inspection items, frequency, standards, or methods. For the addition of new procurement (or production) items, or for the introduction or modification of inspection items, frequencies, inspection standards, or methods, the using unit shall submit a written request to the inspection management department; thereafter, the inspection management department will organize the relevant units to determine the inspection items, frequencies, inspection standards, or methods. 3. Establish relevant procedures (or work documents) to implement quality control over purchased raw (fuel) materials and auxiliary materials; they can only be used in production after passing inspection, while those that fail the inspection must be disposed of (this includes evaluating and handling the non-conforming items, with disposal methods mainly including rejection, downgraded use, storage in a separate place, or release). 4. The entity that uses the product is responsible for specifying the quality inspection items and frequency, as well as for monitoring and providing feedback on the product’s quality during its use. 5. The inspection and testing status is indicated in four ways: pending inspection, pending decision, inspection passed, and inspection failed. The code header is responsible for labeling the purchased raw (fuel) materials and auxiliary materials, while the production unit is responsible for labeling the products from its own processing stage. Article 38: Process quality is used to ensure product quality. Before starting production in each process, relevant work documents (or procedural operating instructions) must be established, and it is necessary to ensure that operators are proficient in the operating methods. Special attention should be paid to managing the key processes in the production process; quality control points must be established for these key processes in order to exercise control over them. Before the project goes into operation, the Manufacturing Management Department organizes a team of relevant technical personnel to form a verification group that conducts assessments of the key processes. Specific requirements are established for these key processes in terms of safety, equipment, process methods, personnel, document management, testing equipment and data, process integration, and the application of statistical techniques, and controls are implemented in accordance with these requirements. Article 39: Documents related to the production process, technical standards, process procedures, records, notices, meeting minutes, etc., must be under control to ensure that the quality management system documents remain current and valid. Chapter 9: Assessment Article 40: Assessments Related to Production Management 1. The completion rate of annual and monthly production and operation plans is included in the company’s performance assessment system. 2. Specific assessment methods shall be formulated for units that fail to comply with the unified dispatching by the duty room of the Manufacturing Management Department as well as the regular maintenance schedules, and these methods shall be strictly enforced. 3. Specific assessment methods for logistics yards and technical quality will be formulated and issued separately. Chapter 10 Supplementary Provisions Article 41 These measures shall come into effect as of the date of issuance, and after being implemented for one year, they shall be revised and improved based on actual operation conditions. Article 42 These regulations shall be interpreted by the Manufacturing Management Department.

Document Number: CJ07-A-001 Version: First Edition Date of Implementation: 06-06-15 Management Regulations for the Technical Department These regulations are established to strengthen the sense of dedication among the employees of this department, encourage them to be more proactive in their work, and improve work efficiency. 1. Organizational Discipline 1.1 Employees of the Technical Department must arrive and leave work according to the specified schedule; they are not allowed to be late, leave early, or be absent from work without proper reason； 2. Employees must request time off or take leave two days in advance, with exceptions for special circumstances ； 3. One must obey leaders, follow their assignments, and implement superior instructions; prepare before starting work, keep records during work, and provide reports after completing it ； 4. Operations must be carried out in accordance with the prescribed requirements; those who violate these rules shall bear the consequences themselves ； 5. Work must be carried out carefully, meticulously, and seriously; no playing around, throwing tools, packaging materials, products, or other items around during the work process is allowed ； 6. The instruments, equipment, and tools in use must be cleaned and maintained promptly; departmental items shall not be taken to the dormitories or any location other than the work area without the approval of supervisors ； 7. Do not move from one post to another without permission; any issues identified must be reported, and efforts should be made to coordinate production in order to serve it ； 8. Quality inspectors must oversee production until the end; they are not allowed to leave their posts without reason, and must strictly ensure quality control ； 9. Politeness, ambition, unity, and dedication. II. Management Provisions: 1. In accordance with the scheduled working hours, quality inspectors must work in sync with production processes and must not leave their posts. The department head is responsible for keeping track of attendance; in case the department head is temporarily unavailable, the responsibility for attendance tracking must be handed over to someone else ； 2. Those who are late or leave early will be fined 2 yuan if it is within 5 minutes, 10 yuan if it is within half a minute; those who are absent for more than half an hour will not receive their daily wage. Those who leave their post temporarily will be fined 5 yuan each time ； 3. To take leave, proper procedures must be followed; those who fail to meet these requirements will be treated as being absent from work ； 4. Those who intentionally damage equipment or facilities shall, in addition to compensating for the damages at their value, be fined an appropriate amount as determined by the authorities ； 5. One must be diligent and responsible in their work; those who fail to contribute adequately will be given a warning the first time, removed from their position the second time with a fine of up to 100 yuan, and dismissed the third time ； 6. Set a good example by strictly following health and safety procedures, maintaining personal hygiene, and changing clothes, washing hands, and disinfecting oneself as required before entering the workshop; a fine of 2 yuan will be imposed for any violation of these requirements ； 7. The quality inspector checks the quality and hygiene of the products as required, keeps detailed records of the inspection results, and points out any quality issues that arise at the production site, requiring the operators to make corrections ； 8. Monitor various situations, and report any special circumstances that cannot be handled to superior leaders in a timely manner ； 9. All forms must be submitted on time, and quality inspection reports must be delivered to the technical department before starting work the next day ； 10. Those who make outstanding contributions to dealing with emergencies and help mitigate the company’s losses shall be given appropriate material and spiritual rewards ； 11. Those who propose the use of new processes or technical improvements, and for which significant economic benefits are achieved through practical application (such as improved work efficiency, cost savings, and reduced waste), shall be given corresponding material and spiritual rewards upon verification through assessment. **Food Co., Ltd. Technical Department 2007-2-15

Responsibilities of the Production Technology Department: 1. Under the leadership of the deputy production manager (chief engineer), this department is responsible for all production-related technical matters across the factory. II. Professionally, in charge of the coal coking workshop and the coke-making workshop. III. It is formulated by breaking down the monthly production plan assigned by the company, and then distributed to all workshops and departments within the factory. IV. In accordance with the monthly production plan, submit requests to the relevant departments regarding the quantities of raw materials, products, and by-products required, as well as the sales volumes, to ensure a continuous supply of raw materials and avoid inventory buildup of products. V. Urge all positions in the plant to strictly follow the process procedures, keep proper production records, and ensure the smooth progress of production. Achieve high quality, high yield, low consumption, and safety. VI. Adhering to the principle of \"no substandard products leaving the factory,\" strict quality control is maintained at each production stage to ensure that the product quality is satisfactory. (The product includes the main product and by-products.) VII. Adhere to the principle of \"safety first,\" be in charge of the entire plant’s safety and fire protection efforts, implement various safety measures, and ensure safe production. In the event of an accident, the principle of \"four no’s\" shall be followed. VIII. Implement the principle of \"clean production,\" do a good job in environmental protection, and achieve civilized production. IX. Collect various production data in a timely manner to keep track of production trends, and assist the deputy production manager in holding effective company scheduling meetings. X. Collect and properly store all the plant’s production and technical documentation. Organize technological innovation and technical reform initiatives to maintain a technological leadership advantage. XI. Organize various advantageous forces to address emergency situations and production failures that arise. XII. Complete other tasks assigned by the factory headquarters and the principal factory manager.

Very professional; there are many aspects that can be used as a reference! Thank you!