On a suggestion record, classification is the benefit type. There is no general category field on the form. The list filter also looks at benefit type. Names such as cost, quality, safety, or productivity are written in company language. The wrong bucket shifts the quality board's period summary. HR loads the list from administration; the suggestion form does not open on an empty list. A type turned off is not chosen on new records; older values are not deleted. The type name is posted into the procedure annex. The checklist is written into the period agenda.
Benefit type does not replace the expected-benefit line. The type chooses the bucket; the line writes the measure or the explanation. If a saving type is chosen and the line is left empty, the reviewer asks for revision. The two fields are read in the same pass. A record with a filled type and an empty line is shown as a sample error in period training. The field name is written in the reason. The dashboard total shows open and closed counts.
Field guidance is clarified in training. The title identifies the record in the list; an amount is not written in the title. Current state carries floor language. Proposed improvement describes the work to be done. Expected benefit keeps outcome language short. The monetary-return question is a plain row under current state and proposed improvement. The annual amount sits under it, inside the same card. The training note keeps field order fixed. Role decides the visible task row.
The amount unit is the currency in system settings. The record stores that unit. An amount written in another unit does not mix into the period total. The reviewer sees the estimate on the technical step. The economic step posts the estimated amount and the return rationale to the record. On the implementation step the realized result is written. The three lines stay separate on the file. Step history carries a time stamp.
If estimate and realization share the same unit, difference and percentage are calculated. If units differ, no difference is calculated; both lines stay separate on the file. A round sentence does not stand in for an amount. A serious-gain phrase is not enough for economic approval. Material, labor, or energy difference is written as a figure. Without a measure the monetary field is left empty; benefit type is still chosen. The branch filter keeps period comparison.
Reviewer checks run in order. First, whether benefit type is the right bucket. Next, whether the expected-benefit line supports the type. If the monetary mark is set, annual amount and unit are checked. Rationale is not left empty on the economic decision. On the implementation step, whether the realized line shares the estimate unit is verified. A missing line returns to revision. The same order is carried into new-reviewer training. An attachment binds to the record.
Common mistakes are fixed. Expecting a category and skipping benefit type. Writing an amount while leaving the unit different from company settings. Treating an estimate as the realized result. Adding a rejected record to the period cost total. Treating an estimate in revision as final. These mistakes are opened row by row in the period meeting and posted into the training note. A decision without rationale is not accepted.
The expected-benefit field stays full width and short. A long project description is written in proposed improvement. The benefit line carries outcome language. The reviewer looks at type and line first; text length does not decide the case. If an attachment is amount evidence it opens from the attachment area; an email body is not the archive. A chat screenshot is not the source.
On the period report, the cost line is summed from records marked for monetary return with a filled amount. A rejected record does not enter the sum. A record in revision is not yet tied to a decision; the estimate total is read separately. The quality board looks at approved realizations first, then open estimates. The dashboard shows that split row by row. The dashboard separates approved and open estimates.
In a multi-branch structure the record binds first to company, then to branch. The same benefit type is filtered by branch. Headquarters compares type spread from the branch row. A record with an empty branch field breaks period comparison. When the company-branch link is required on the form, that gap closes. In a holding structure the wrong company shifts the queue.
An HSE or near miss record does not use suggestion benefit types. Near miss is a record type inside HSE. Place, hazard, and first action are written; a monetary-return line is not part of that form. Modules do not copy each other's fields. An event written on a suggestion by mistake misses the HSE frequency table. The corrected record is reopened in the right type.
Kaizen asks for measurable before and after values. A suggestion is an idea not yet applied; a monetary estimate may sit on the suggestion. Finished work is written in a success story or in the close note. A success story is the period summary of applied work; it does not auto-carry an amount line from the suggestion. The two modules do not share an amount line. A link record leaves a trail.
HR updates the benefit-type list from administration. A type turned off is not chosen on new records; values on older records are not deleted. The report keeps the older name. Renaming is planned at the same time as past rows. Training shows which bucket a new name maps to with a sample record. The transition note is added to the period agenda.
Reward points do not stand in for a monetary amount. If a rule exists, points post to the balance on approval. When a catalog request opens, points are held; they finalize on fulfillment and refund on refusal. The balance does not go negative. Point movement does not erase economic rationale; the step closes first. Without a rule the program is still tracked by the amount line.
An audit ties the amount line to the step note. The rationale on economic approval is read beside the realization on implementation. Excel export carries the on-screen filter; a person without permission cannot export. A saving column on a shared spreadsheet does not replace the portal row. Sample economic and implementation notes are added to the audit pack. The audit pack is completed with sample notes.
The period meeting agenda is built from three lines: benefit-type spread, closes marked monetary, and silent unit rows. A silent unit is zero submits; no forecast sentence is produced. HR ties the silent row to the training plan. Quality reads inconsistent unit records from revision reasons. An outlier amount is drilled into on the file.
The demo portal may show sample amounts; live production data is not in the sample. At go-live, company currency and the benefit-type list are rewritten. Demo rows do not move into the period report. At setup, unit, role, and step schema are completed first. Price and calendar are clarified on the contact form.
The benefit-type glossary is tied to the procedure as a written annex. A short definition for each name is approved by quality and HR. When a new type is added, older records do not change automatically. The report can separate active and inactive names with a filter. An author who chose the wrong bucket corrects the type in revision; the reference number stays the same. Glossary updates land on the period agenda. On non-cost benefit types the monetary field may stay empty; type is still chosen. Quality does not treat an empty amount as cancelling the type. Technical estimate, economic rationale, and implementation realization are read as three lines. If units differ, percentage is not calculated. Only approved rows with a filled amount enter the period total. On an outlier amount the step note is opened.
Branch amount averages sit row by row on the central table. HR reads zero monetary marks in a silent unit like zero submits. Training teaches leaving the amount field empty when there is no measure. At setup, currency and the type list are written before go-live. Demo sample amounts do not mix into the live report. On the technical step the reviewer sees the estimate but does not turn the amount into a round sentence. On the economic step rationale and unit are checked. On the implementation step the realization is written. If the three lines are mixed, the period total breaks. For a renamed type a transition note is written on the administration screen.
In short: benefit type is the bucket, expected benefit is the measure sentence, and monetary return with annual amount ties to economic and implementation steps. There is no category. Company is chosen, then branch. The report is read from those lines.