Object: The procedure establishes the rules and the responsibilities for the approach, the development, the review and the verification of the mechanic, electric, pneumatic, software project validation for the assembling devices.
目的：在机械、电气、气动、软件计划验证各部分的方案、开发、评审、确认过程中建立起相应的规则和责任，以便进行设备的装配。
 
Application field: The following process can be applied to A and B jobs with an amount higher than 50.000€.
应用领域：下列程序用于金额超过50.000€的项目A和B。
 
Operation procedures and responsibility
操作规程和责任
 
PHASE 1第一阶段 :
PROCESSING PLANNING过程规划:
MED and ESD receive from SE M07 job card, M03 Detailed Technical/Economic quotation analysis, M04 sum-Up card expenses/hours. All the documentation, approved by GM, concerned the new line, is attached in the job folder available on the company server and  includes:
机械和电气部门收到销售工程师的M07项目卡,M03详细的技术/经济报价分析分析,M04费用/小时统计卡。所有与新生产线相关的文件都要经总经理批准，并放在公司服务器的项目文件夹中，包括:
 

• proposal of possible equipment or components or significant amounts,
• M05 Customer offer,
• Customer order (contract),
• Customer technical specification, Customer specification (if present),
• drawing DWG o DXF version and paper version of the components that must be assembled, samples of components that must be assembled, approximately lay-out of the line.
• 所有可能的设备或部件的提案或重要的数据，
• M05报价，
• 客户订单（合同），
• 客户技术规范，客户说明（如果有），
• 所有需要装配的零部件、样件以及大致的生产线布置图的DWG 或DXF版本的和纸质版本的图纸。

 
After the documentation is received, department manager identify the Mechanical Project Manager (MPM), Electrical Engineering Project Manager (EEPM), whom will be presented the job during the review phase of the contract. In some cases, for jobs or technical details during the offer phase, SE could contact the MPM for possible verification and solutions to be introduced to the customer. MEDM and EEDM, each one in their own sector, co-ordinate and follow job planning and documentation compilation.
收到文件后,由部门经理指定机械项目经理和电气项目经理,机械项目经理和电气项目经理需要参与合同的审查。在某些情况下,在报价阶段为了工作或技术细节,销售工程师可以联系机械项目经理给客户介绍可能的验证和解决方案。机械部门和电气部门经理在各自部门内协调和跟踪项目工作计划并文件。
 
Consequently to the job’s presentation by SE, the MPM, who is defined thanks to the received documentation and with the collaboration of MTS and MEDM GM for the historical tracking (previous projects and related documentation) and Customer reference, make an analysis of the line and of the lay-out prepared by the sales department. At the same time ESD with the co-operation of MPM examines similar lines, already assembled, for reinforcing the knowledge. After one week from the project presentation, MPM can proclaim a further meeting during which the technical department design institutions explain what it has been understood during the presentation made by the sales department. MPM should prepare the draft of design plan and questionnaire. Taking part at the meeting: GM, EEPM, MEDM, EEDM, SE. In this phase the documents already analysed during the first meeting are going through a technical analysis to point out any critical point. The presence of sales engineer guarantee the absence of doubtful point before begin the planning phase. The meeting conclusions are registered on M32 ‘Project Concept Finalization’ by MPM.
因此，销售部进行项目介绍后，机械项目经理依据已收到的文件，与机械部门技术主管和部门经理（和总经理）一起分析的历史文件（之前的项目和相关文件）以及客户参考资料，对销售部门编制的生产线及布置图进行分析。同时，电气部门与机械项目经理合作对生产线装配体进行核查，加强对生产线的认识。项目介绍后一个星期，机械项目经理可以申请召开深层会议，由技术设计部门说明本部门对销售部门所做的项目介绍的理解。会议之前必须准备好设计计划初稿以及疑问点.参加会议的人员包括：总经理、电气项目经理、机械部门经理、电气部门经理、销售工程师。在这个阶段中，第一次会议中已经分析过的文件需要再进行技术分析并指出所有的关键点。参加会议的销售工程师要保证计划阶段开始前不存在任何疑点。机械项目经理必须将会议结果要填写在M32“项目技术方案确定会”中。
 
After the project presentation, MPM works out immediately the Mechanical Design Plan M09, which describes all the parts of the line and the related configuration.
At the beginning of the mechanical design, the Design Plan will be composed only by the stations, then the MPM has to be update it, add the relevant groups, details and keep the Design Plan available on the server.
The progress of the Design Plan will be monitored by MPM, MEDM, GM and PDM, who might modify the planning according to the development
项目说明会结束后，机械项目经理立即制定机械设计计划M09，其应包含所有线体及相关结构上的零部件。
在机械设计的开始阶段，机械设计计划包含工作站，之后机械项目经理必须在服务器上对它进行更新，加上相关的工作组等细节内容,保证服务器上的设计计划随时都是完整可用的。
设计计划的进程受机械项目经理，机械部门经理，总经理和生产部门经理的监督，他们可以根据进展情况修改设计计划。
 
MPM defines the concept concerned the line automation, the standard that must be used, analyses planning offers and costs.
机械项目经理定义线体自动化的概念、必须采用的标准，并分析计划的报价和成本。
 
If during the opening phase it is necessary to utilize some components defined by the Customer for further test (for ex. feeding system, screwing test etc.) or analysis, some Customer auxiliary equipment in account for manufacturing or testing, they must be defined and reported.
如果在开始阶段有必要采用客户定义的一些部件作进一步测试（例如，进料系统，拧紧测试等）或分析，采用一些客户的辅助设备进行加工或测试，则须一起整理后进行描述和说明。
 
PHASE 2第二阶段:
INTERNAL DESIGN REVIEW内部设计审核 :
As soon as the unit, the logics of the operative stations working, pallet and station configuration are defined, MPM proclaims a meeting with GM, ESPM, PDM, MD, ESD during that it is discussed the processing and the ‘Mechanical Design Validation’ is drawn up, M10. MPM should prepare all related documents before meeting.
一旦各工作站元件、逻辑可以运行，托盘和工作站结构定义完成，机械项目经理可以宣布召开会议，与总经理、电气项目经理、生产部门经理、机械部门、电气部门一起讨论进程并起草“机械设计确认报告” M10。起草会议之前MPM需要把所有相关资料准备齐全。
 
M10 is the confirmation of the design, which will be signed by MPM.
M10 meeting is carried out before the design review meeting with the customer.
M10用于设计确认，由机械项目经理签字。
M10起草会议在与客户设计会签会议之前举行。
 
The Design Validation is a critical, documented, exhaustive analysis of all the things already defined during the opening phase of the project with the target to decide if the suggested solutions complied with the quality requirement, and to find out solutions for eventually critical points. The SE could be called together too, that must control if all the project components are corresponding with the contract description and/or they are agreement with Customer decision.
设计验证是一个关键的程序，记录所有在项目开始阶段已明确的问题并进行详尽的分析，以确定所建议的解决方案是否符合质量要求，并找出最终关键点的解决方案。销售工程师也应该参加会议，并确定是否所有的项目部件与之前和客户签订的合同中所描述的一致。
 
During the internal project review all the mechanic solutions  adopted in the studying phase, the technical sequence of the operations, the electrical system (related with the mechanic one), the electrical/pneumatic solutions on the stations, software structure (made by ESPM), ergonomics (if a worker is necessary), safety solution and eventually installation of protection are duly discussed and confirmed. All these related information should be in M10 draft, and reviewed by MTS, the meeting result should be recorded in M10 meeting miniutes.
在内部项目审查过程中，在研究阶段所采纳的所有的机械解决方案、技术方面的操作顺序、电气系统（与机械相关的）、工作站的电气/气动解决方案、软件构成（由电气项目经理制定）、人机工程学（如果工人是必要的）、安全解决方案以及最终的防护装置都需要进行充分的讨论并确认。以上内容必须体现在M10“机械设计确认报告”初稿中，在提交开会之前必须经过机械技术主管的确认，会议结束后必须完成M10 会议记录。
 
The M10 registration is filed in the job folder available on the company server.
M10的确认文件放在公司服务器的相应工作文件夹中。
 
After M10 meeting, the MEDM will officially issue the Mechanical Design Plan (M09).
M10的会议之后，机械部门经理正式发布机械设计计划M09.
 
In the job documentation are filed all the Customer’s meeting notes too.
与客户的所有会议记录也都要考虑到这个文件中 。
 
During M10 it is analysed if the solution chosen are correct and it is also analysed whether the realization cost are aligned with the ones expected by the sales department (sales quotation) and the related costs (M03 and M04).
在起草M10过程中，需要分析所选择的解决方案是否正确、其实现成本是否与销售部门（销售报价）的预期成本以及相关费用（M03和M04）一致。
 
PHASE 3第三阶段:
DESIGN DEVELOPMENT设计开发:
MPM must update the specific Design M09 with the modification made after the review and all the received information about the arguments. MPM makes a revision, with the stations modification, the layout update according to the project review.
机械项目经理根据项目审核之后所做的修改以及获取的所有信息对具体设计M09进行更新；并按照各工作站所做的修改及审核后更新的布置图制定一个修订本。
 
During the design phase MPM must supply to EEPM help and support, as well as all the information for processing the risk analysis.
设计阶段，机械项目经理必须为电气项目经理提供帮助支持以及进行风险分析所需要的所有资料。
MPM process all the dates and drawings, managing the internal resources involved in the mechanical design and making it sure to comply with the time planning of the project.
机械项目经理处理所有的日期和图纸，管理机械设计所涉及的内部资源并确保符合项目的时间规划。
 
EEPM, thanks to the received information, defines the station operation, HW and SW system configuration, flow charts for each station’s cycle and processing standard that must be used.
电气项目经理通过所获取的信息确定工作站的运作、硬件和软件系统的配置、每个站的循环流程图以及必须采用的程序标准。
 
As explained in the contract, MPM and EEPM show the design project to the Customer for the approval according to the procedure. Customer’s decision for project approval are saved in the job’s documentation.
如合同中所说明的，按照程序，机械项目经理和电气项目经理需向客户展示设计计划以进行项目审批。客户的项目审批决定保存在相应的工作文档中。
 
PHASE 4第四阶段:
INSPECTION检验:
In this phase, the documentation and project (drawings, diagrams, etc.) are compared with the contract and manufacturing.
在此阶段，需要将文件资料、计划（图纸、图表等）与合同及加工生产进行比较。
 
The MPM and EEPM have to sign all the Bill of Materials to prove the inspection and confirmation of the technical solutions, has been made.
Before delivering the drawings and BOM to Mechanical technical supervisor (MTS) , MPM has to ensure that they are all signed.
Before delivering the BOMs to Purchaser, EEPM has to ensure that they are all signed
机械项目经理和电气项目经理需要签字确认所有的材料清单，以证明已经做了检验并确认了技术方案。在图纸及物料单递交给机械技术主管之前，机械项目经理应保证所有相关文件已签字确认。在物料单递交给采购员和电气项目经理之前，应保证所有相关文件已签字确认。

MPM must produce the documentation for the following activities necessary for the project completion: materials list, the drawings of mechanical parts, the drawings for commercial components.
机械项目经理必须制定项目完成所必要的下列文件：材料清单，机械零部件图纸，外购件图纸。
 
EEPM after the electric/pneumatic project verifies it with particular attention to technical dates and security-emergency circuit. Certificated diagrams must be signed; if it is necessary in this phase the EEPM can be helped by MPM.
电气项目经理在电动/气动项目验证后要尤其注意技术日期和安全-紧急电路。必须签署认证图表；如果有必要，在这个阶段机械项目经理可以帮助电气项目经理。
 
Once electrical/pneumatic planning inspection is finished, the materials list is completed and transmitted to CPD for related purchase by EEPM.
电动/气动计划检查结束后，电气项目经理需要立刻完成材料清单并传送到采购部门进行购买。
 
Electrical diagrams are managed by EEPM for software development phase.
电气原理图由电气项目经理管理以进行软件开发。
电气项目经理在软件设计阶段负责管理电气原理图。
 
In case a project is supposed to utilise presses, punches, screws, loading cells, measuring systems, metering systems, vision systems, technical department (MPM and EEPM) collaborate in choosing equipments, according to the material classification sheet, making note their approval on the documentation to send to PUD (it will be used the specific seal which confirms the approval of both ESPM and MPM)
如果项目中需要使用压机、冲床、拧紧机、装载元件、测量系统、计量系统、视觉系统，技术部（机械项目经理和电气项目经理）需要合作选择设备，根据材料分类表的分工，将他们注明批准的文件发送到采购部门（使用联合采购印章来确认由机械和电气项目经理共同批准）。
 
PHASE 5第五阶段:
INTRODUCTION OF THE PROJECT TO AIMAC向车间装配负责人介绍项目: 
When the project design is finished MPM organizes a meeting for explaining the project to AIMAC that is the assembly responsible. In that phase is compiled the M29 ’ Project Presentation to Assembly Leader (AIMAC)’, this is the most important phase between processing and implementing phase. Before meeting, MPM must prepare all the related documents well first.
当项目设计完成后由机械项目经理组织召开会议，向机械装配负责人解释这个项目。在这个阶段编制M29，即“与装配负责人项目说明会”，这是处于加工和实施阶段之间的一个最重要的阶段.会议之前机械项目经理必须把需要的相关文件准备齐全。

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