مدیریت تولید

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مقاله با عنوان مدیریت تولید در فرمت ورد و شامل ترجمه متن زیر می باشد:

Production management

www.prospects.ac.uk/links/occupations Page 1 of 4
Entry Requirements
Considerable experience is normally required to become a fully-fledged production manager. Most people in such a
position have usually worked in subsidiary roles, such as inventory control, configuration analysis, material planning or as
a supervisor.
Nowadays, most entrants to the profession have a degree or HND, but there are also opportunities for non-graduates
who are prepared to study for professional qualifications, such as those offered by The Institute of Operations
Management (IOM) or the Institute of Leadership and Management (ILM).
A degree/HND in one of the following disciplines is desirable, depending on the type of industry you wish to work in:
mechanical engineering;
food science/technology;
process engineering;
business/management;
electrical and electronic engineering;
materials science/technology;
transport/distribution/logistics;
chemistry;
physics;
biochemistry.
However, a qualification in some other discipline (eg, civil engineering, the humanities) would not preclude a person from
working in production management given sufficient motivation and a willingness to study for the relevant professional
qualifications. A few universities offer degree courses in production management: Coventry, Huddersfield, Leeds and
University of the Arts. Postgraduate courses in production management are offered at Teesside, Nottingham and the
University of Manchester.
Pre-entry experience, while not essential, would be very useful, whether it takes the form of vacation employment or a
work placement in an industrial environment during your course. If formal schemes are not open to you, try to arrange a
work-shadowing placement. The IOM may be able to offer suggestions.
Employers will be looking for more than just technical knowledge and, to make a success of this career, potential
candidates will need to show evidence of the following:
ability to think on your feet;
•
ability to act decisively;
•
ability to grasp concepts easily;
•
problem-solving capabilities;
•
ICT literacy;
•
ability to communicate clearly and persuasively;
•
good organisational skills;
•
willingness to accept responsibility;
•
ability to work under pressure and to deadlines;
•
good physical health;
•
ability to motivate others;
•
self-confidence;
•
ability to work in a logical, systematic manner;
•
good judgement;
•
common sense.
Training
Many larger companies offer a graduate management training scheme, which combines work experience in different
parts of the organisation (including production management) with training, which may be in-house, by distance learning
or involving study at an educational institution. Certain degree and HND courses include industrial placements. One
favoured route for those working in industry is to study for the professional qualifications offered by The Institute of
Operations Management (IOM). These include:
•
the Certificate in Operations Management, which provides a foundation course for those progressing to the
Diploma;
•
the Diploma in Operations Management, which is aimed at young professional managers working in the field,
developing knowledge and understanding of the practical areas of production management and awareness of the
human and financial issues found in modern organisations;
•
the Advanced Diploma in Operations Management, which is designed to combine a broad foundation in research
and project techniques with a specific applied research investigation.
The Chartered Management Institute (CMI) also offers a range of qualifications in management, including a Level 5 NVQ
and SVQ in Operations Management.
Both the IOM and the CMI offer advice on continuous professional development (CPD).
Production manager

Career Development
Graduates often start off as graduate trainees and gain experience in a number of different aspects of production
management (such as materials management, inventory control, configuration analysis, production control, purchasing
management) before moving on to become production supervisor or shift manager.
Some production managers eventually assume a more strategic role and become involved with long-term planning rather
than day-to-day operations. There are often opportunities to move into general management. In larger organisations a
production manager may well be responsible for production on a number of sites, and opportunities to set up and
manage operations overseas may arise with multinational firms.
There is no one tried and tested way of moving up in the profession and you are advised to read the case studies to see
how different individuals have progressed in their careers. Further examples are available on The Institute of Operations
Management (IOM) website.
Many who are new to the profession find they are encouraged by their employers to acquire a professional qualification,
and it may well prove advantageous to do so (see Training). In any case, managers need to continually update their
knowledge and experience as new systems and processes become available.
Typical Employers
The manufacturing sector accounts for about one sixth of the economy, providing around 3.5 million jobs directly and
many more indirectly. Most manufacturing companies - large and small - have a production manager, though the actual
title will vary. In very small companies, which are often privately owned, the job may be combined with other functions.
Many manufacturing companies have become household names:
•
in food processing, Cadbury, Schweppes, Unilever, Nestle and Northern Foods are among the leaders, with plants
throughout the United Kingdom;
•
in pharmaceuticals, GlaxoSmithKline and Astra Zeneca are prominent but there are many other smaller
companies, mainly in the South East of England;
•
many automobile manufacturers and component makers have plants in the UK, including BMW, Ford, GKN,
Honda, Nissan, Peugeot and Toyota;
•
in the aerospace and defence sector, BAE Systems, Rolls-Royce, Dowty Messier and Smiths Industries play an
important role.
•
the electronics industry continues to offer opportunities in such fields as information technology hardware (Fujitsu,
Marconi) and electrical consumer goods (Sony, Hitachi).
Production managers are also employed in chemical engineering, heavy engineering, textiles and the printing industry.
The ceramics industry, based mainly in the Potteries, is in decline, suffering competition from cheaper products from the
Far East.
Many companies are involved in several types of production, which can include:
•
jobbing production (the manufacture of small, often single qualities of a large range of products made to order);
•
mass production (a small range of products manufactured in very large quantities);
•
process production (usually involving chemical, rather than mechanical processes);
•
batch production (where products are manufactured neither singly nor continually).
Sources of Vacancies
•
Prospects Finalist;
•
Prospects Today;
•
Prospects Directory;
•
The Hobsons Directory;
•
Jimfinder (Jobs in Manufacturing) (http://www.jimfinder.com);
•
Production Engineering Solutions;
•
Electronics Manufacturing Products;
•
Control Magazine;
•
Electronics Times;
•
careers service vacancy lists;
•
broadsheet national newspapers;
•
local press;
•
recruitment agencies specialising in the manufacturing sector.
Related Occupations
•
Distribution/logistics manager
•
Manufacturing engineer
•
Manufacturing systems engineer
•
Materials engineer
•
Operational researcher
•
Process engineer
•
Quality assurance manager
Production manager
Find comprehensive careers information on www.prospects.ac.uk and in your HE careers service
Page 3 of 4
Information Sources
Bibliography
AGCAS and Graduate Prospects products are available from higher education careers services.
AGCAS Publications
Engineering Sector, Sector Briefing
Manufacturing Sector, Sector Briefing
Graduate Prospects Publications
Prospects Directory
Prospects Finalist
Prospects Today
Other Publications
Control Magazine, The Institute of Operations Management (IOM), Monthly
Electronics Times, CMP United Business Media, Weekly
Electronics Manufacturing Products, MIT Publishing Limited, Monthly
The Hobsons Directory, CRAC/Hobsons Publications, Annual
Inside Careers: Engineering and Technology, Inside Careers, Annual
Inside Careers: Logistics and Transport Management, Inside Careers
Production Engineering Solutions, MIT Publishing Limited, Monthly



Websites
Jimfinder (Jobs in Manufacturing), http://www.jimfinder.com
Addresses
Chartered Management Institute (CMI), Management House, Cottingham Road, Corby, Northants, NN17 1TT
Tel: [phone] URL: http://www.managers.org.uk
Engineering Council UK (ECUK), 10 Maltravers St, London, WC2R 3ER Tel: [phone]
URL: http://www.engc.org.uk
Institute of Leadership and Management (ILM), 1 Giltspur Street, London, EC1A 9DD Tel: [phone]
URL: http://www.i-l-m.com
The Institute of Operations Management (IOM), The University of Warwick Science Park, Sir William Lyons Road,
Coventry, CV4 7FZ Tel: [phone] URL: http://www.iomnet.org.uk
SEMTA: the Sector Skills Council for Science, Engineering and Manufacturing Technologies, Head Office, 14 Upton
Road, Watford, WD18 0JT Tel: [phone] URL: http://www.semta.org.uk
Production manager
© Content copyright of or licensed to AGCAS (www.agcas.org.uk)
Written by Paul Kingston, AGCAS, 02/11/2004
The work of writers, editors and other contributors is gratefully acknowledged - full details on prospects.ac.uk
Page 4 of 4
Visit www.prospects.ac.uk/links/occupations - also includes case studies

گسب شماره 33

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مقاله با عنوان گسب شماره 33 در فرمت ورد و شامل ترجمه متن زیر می باشد:

WHAT IS GASB 34?

In June 1999, the Governmental Accounting Standards Board (GASB)—which sets “generally accepted
accounting principles” (financial reporting rules) for all state and local governments—adopted the most
sweeping changes in financial reporting in its history.

Known as Statement No. 34: Basic Financial Statements—and Management’s Discussion and
Analysis—for State and Local Governments, this represents a fundamental revision of the current
financial reporting model, which has been in place since 1979. While there are a number of significant
changes (the statement is 403 pages long), the major ones are:


Two Kinds of Financial Statements. Two distinct forms of information will be provided in the basic
financial statements:

• Government-wide statements. These are consolidated financial statements for all of a city’s
operations on a full accrual basis of accounting. They will not be presented on a fund basis;
instead, fiscal operations will be organized into two major activities: governmental and business-
type. They will have a “net asset” focus, and exclude interfund transactions (such as internal
service funds) and fiduciary funds. Expenses (which may include allocated “indirect costs”) will
be shown both gross and net of related revenues such as fees and grants.

• Fund statements. In meeting stewardship and accountability concerns, financial statements will
also be presented on a fund basis—but not using the same basis of accounting as the government-
wide statements for government funds.

Because there will be differences in the basis of accounting and scope of transactions, there will be
significant differences between these two financial statements—but they will not be obvious. For this
reason, a detailed reconciliation between them will be required as part of the audited basic financial
statements.


Focus on Major Funds. In the “fund section” of the report, statements will focus on major (large)
individual funds rather than on consolidated fund types.


Required Supplementary Information (RSI). There are two new elements to RSI:

• Management’s discussion and analysis (MD&A). Many cities already prepare a comprehensive
transmittal memorandum as part of their annual financial report. For some of them, this new
“MD&A” requirement may not pose a significant additional work element. However, due to the
addition of government-wide statements (and required topics), the scope (and related work effort)
will certainly increase. Additionally, since this will now be a required part of the basic financial
statements, audit costs will probably increase.

• Budget reporting. Comparisons of “budget-to-actual” results for the governmental funds will no
longer be required as part of the basic financial statements—but this will be RSI. And there will
be an added requirement: both the original and final budget must be presented.

Basic Financial Statements. The following summarizes the presentation of basic financial statements
under the new model:























FINANCIAL STATEMENTS
Government-Wide (Full Accrual)
Governmental Activities
Business-Type Activities
(No Internal Service or Fiduciary Funds)
Fund
Governmental (Modified Accrual)
Proprietary (Full Accrual)
Fiduciary (Full Accrual)
Notes to the Financial Statements
REQUIRED SUPPLEMENTAL INFORMATION
(Other than MD&A)
MANAGEMENT’S DISCUSSION AND ANALYSIS
No Account Groups. General fixed assets and long-term debt will no longer be shown as account groups.
They will now be included in the government-wide financial statements as assets and liabilities.

Depreciation for Governmental Activities. Under the current reporting model, depreciation is not
recorded for “governmental” capital assets, such as those purchased through the General Fund. The
traditional rationale for this is an appropriate focus on “available spendable resources”—which is based
on the simple fact that programs and projects cannot be funded through the budget process based on the
current net value of fixed assets. However, in order to allocate the cost of these assets over their useful
lives, the new model will require depreciation of general fixed assets. Correspondingly, the “government-
wide” financial statements will not show capital expenditures (nor will they show the principal
component of debt service payments as expenditures)—but the fund-based statements will.

Recording Infrastructure as Capital Assets—and Expensing Them Through Depreciation. Current
accounting principles do not require reporting the cost of infrastructure such as roads, bridges, storm
drains, street lights, and traffic signals as capital assets—not because they aren’t major community
investments, but because they are immovable, and only of value to the government (except in the oft-told
tale, there really isn’t much of a market for the Brooklyn Bridge).

The new reporting model requires that infrastructure be reported as its “historical” (not current) value, and
then depreciated like other assets as discussed above. (There are several complicated options for how to
do this, including not depreciating infrastructure assets at all if there is an adopted maintenance plan, and
assets are being maintained in accordance with that plan.) Almost all municipal finance officers across the
country vigorously opposed this change as being very expensive with limited practical value.



Basic Model
(Prospective
Retroactive
Infrastructure
Infrastructure
Total Revenues
Reporting)
Reporting
Effective for Fiscal Year
$100 million or more
2001-02
2005-06
$10 to $100 million
2002-03
2006-07
Under
$10
million 2003-04
not
required










Cities that have long-term debt for infrastructure assets will probably want to retroactively report
infrastructure in conjunction with the new model to better match long-term liabilities and assets.



SO WHAT’S THE BIG DEAL?

Under GASB 34, local and state government basic financial statements will become longer and more
complex—and thus more difficult to prepare and audit. This will be especially true when converting to
the new model.

This increased difficulty and complexity directly translate into increased costs—both one-time during
implementation and ongoing thereafter—for staff resources as well as audit fees and consultant services.

Will the effort and cost be worth it? Goals for the new model include:

• Improving financial reporting
• Enhancing awareness of fiscal issues facing states and local governments
• Recognizing the importance of adequately maintaining infrastructure
• Size and complexity of the city’s operations
• Finance staff resources
• Age of its infrastructure
• Availability of reliable information about current infrastructure systems

For communities with relatively new infrastructure, this may be a less difficult undertaking than in older
cities; and implementation and ongoing support may be easier for cities that have already extensively
documented their infrastructure through geographic information systems (GIS) or established
maintenance systems like pavement management plans.

In evaluating costs, cities will need to consider both the one-time and ongoing costs to: prepare the
additional financial information, develop and maintain the infrastructure data, and audit the results. In
most cases, at least initially, outside accounting and engineering resources will be needed to implement
the new model.


Two Case Studies. Two cities in California recently prepared “sample” financial statements under the
new model: Tracy (pop. 54,200) and Corona (pop. 123,000). For Tracy, Maze & Associates did the
accounting work, and Berryman & Henigar the infrastructure work. For Corona, Caporicci Cropper and
Larsen did the accounting, and Charles Abbott and Associates the infrastructure. As “pilot” case studies,
all four firms donated their time in preparing the sample statements. However, the following are estimates
of the value of this donated work, excluding the significant staff work that was also required.
• Tracy. Estimated costs are $25,000 for changed financial statement presentation, note
preparation, and MD&A review; and $25,000 to develop the infrastructure data.
• Corona. Estimated costs are $30,000 for changed financial statement presentation, note
preparation, and MD&A review; and $11,000 to develop the infrastructure data. (As noted below,
this work built on a recently completed, comprehensive fixed asset inventory that cost $55,000 to
complete.)
These implementation costs, ranging from $40,000 to $50,000, should be considered “order of
magnitude” estimates—and “best-case” ones for comparably sized cities for the following reasons:

• Tracy and Corona start from a solid financial statement base: They already prepare their annual
financials report in accordance with the high standards of the GFOA and CSMFO programs for
excellence in financial reporting.
• Their infrastructure assets are relatively new and GIS applications are in place. Tracy has a
comprehensive pavement management program, and Corona had just completed a $55,000
appraisal of its fixed assets, providing a solid starting point.
WHY IMPLEMENT IT?

If GASB 34 is going to be so difficult to implement, and the benefits so unclear, why do it?

The new model is supported by a number of users and professional associations. The National
Association of State Auditors, Comptrollers and Treasurers has endorsed the new model, and so have the
credit rating agencies (who are the primary “users” of these reports). There are many public works
officials who believe the new reporting model will result in a better understanding of infrastructure needs.
And a number of well-respected municipal finance professionals think the new reporting model tells a
city’s fiscal story better, and is a significant improvement over the current model.
It’s “GAAP.” This is probably the most compelling reason for implementing the new model. GASB is the
acknowledged authoritative body in setting generally accepted accounting principles (GAAP) for local
and state agencies. Maintaining citizen confidence in our stewardship of the assets entrusted to us requires
credibility and integrity in our accounting and financial reporting systems. And preparing audited
financial statements in accordance with industry standards provides an essential foundation for gaining
and sustaining this trust.

For this reason, despite its reservations about some of the changes in the new model, the California
Society of Municipal Finance Officers (CSMFO), which represents more than 1,000 local government
finance professionals throughout the state, has strongly encouraged its members to implement GASB 34.
SUMMARY

GASB 34 represents a major change in financial reporting for local and state governments. While there
are concerns about the value of some of these changes (most notably infrastructure reporting), there is
widespread agreement that cities should implement these changes in order to prepare audited financial
statements in accordance with generally accepted accounting principles.

For many cities, implementing the new model should not be an overwhelming task—but for all cities, it
will mean careful planning, staff training, and allocating the resources necessary to successfully make this
change.

پروژه - کارخانه مشهد نخ

اختصاصی از فی ژوو پروژه - کارخانه مشهد نخ دانلود با لینک مستقیم و پر سرعت .

پروژه - کارخانه مشهد نخ در فرمت ورد در 87 صفحه و شامل مطالب زیر می باشد:

تاریخچه تاسیس کارخانه
واحد ریسندگی نخ پنبه: (سالن یک)
واحد ریسندگی نخ مصنوعی (سیستم اپن اند): ( سالن دو)
واحد ریسندگی نخ مصنوعی (سیستم رینگ): (سالن3)
واحد رنگرزی (نخ و الیاف)
واحد مهندسی صنعتی
تعداد پرسنل
امکانات رفاهی کارخانه
متوسط وضعیت تحصیلات و سنی در کارخانه
موفقیتهای کارخانه
پروسه تولید
سیستم بازار فروش
آشنایی با اصطلاحات و تعاریف کنترل کیفیت
خط مشی و اهداف کیفیتی شهر نخ
بازرسی و آزمایش مواد اولیه
بازرسی در حین فرآیند
کنترل و بازرسی در سالن دو
امکانات آزمایشگاهی کنترل کیفیتی عبارتند از
کنترل وتعیین تکلیف محصولات نامنطبق
کنترل کیفیت (سالن یک)
تست‌های در حین تولید
آزمایشگاه کنترل کیفیت (فیزیکی)
کار با دستگاه ترش تستر: تست ضایعات
کار با اوستر تستر 3: (تست نایکنواختی Elongation و ...)
کار با دستگاه اوستر تنسوراپید (استحکام سنج)
کار با کلاف پیچ نخ
کار با متراژ نیمچه نخ و فتیله
تاب سنج
شمارش نپ
1: محاسبه عیوب موجود در نخ (اشکالات)
2: ارزیابی نتایج اندازه گیری
3: رعایت میزان فراوانی نقاط نخ
نپ‌ها
نپ حاصل از پروسه
تاثیر ماده خام و ماشین آلات تولید بر تعداد نپ‌ها
تاثیر عملیات پنبه پاک کنی بر تعداد نپ‌ها در تار عنکبوتی کارد و نخ
4: انتخاب سرعت نخ
5: انتخاب وضعیت فاستونی یا پنبه
زمان‌های تست‌های انجام در کنترل کیفیت
آزمایشگاه کنترل کیفیت شیمایی
مثال
میزان پارافین (واکس) موجود در نخها: چون پارافین نیز چربی مراحل تست آن مانند چربی گرفتن می‌باشد.
زمان سنجی دستگاه ترش تستر در کنترل کیفیت فیزیکی

طرح توجیهی تولید انواع ترانسفورماتورهای توزیع

اختصاصی از فی ژوو طرح توجیهی تولید انواع ترانسفورماتورهای توزیع دانلود با لینک مستقیم و پر سرعت .

رح توجیهی تولید انواع ترانسفورماتورهای توزیع (فشار ضعیف و متوسط) مناسب برای اخذ وام و ارائه به ارگان ها و سازمان های اقتصادی و برای اهداف کارآفرینی و اشتغالزایی

کاربرد محصول : انواع ترانسفورماتورهای توزیع (فشار ضعیف و متوسط) برای استفاده در شبکه توزیع برق

عناوین این طرح شامل :

مقدمه
معرفی ترانسفورماتورهای توزیع
ترکیب شیمیایی ترانسفورماتورهای توزیع
نام و کد ترانسفورماتورهای توزیع (آیسیک ۳)
شماره تعرفه گمرکی ترانسفورماتورهای توزیع
شرایط واردات ترانسفورماتورهای توزیع
بررسی و ارائه استاندارد ( ملی یا بین المللی )
استاندارد و ویژگی های ترانسفورماتورهای توزیع
ویژگیهای ظاهری ترانسفورماتورهای توزیع
ویژگیهای شیمیایی و میکروبیولوژی
نحوه بسته بندی ترانسفورماتورهای توزیع
بررسی و ارائه اطلاعات لازم در زمینه قیمت تولید داخلی و جهانی ترانسفورماتورهای توزیع
قیمت ترانسفورماتورهای توزیع در ۵ سال گذشته
توضیح موارد مصرف و کاربرد ترانسفورماتورهای توزیع
اهمیت استراتژیکی کالا در دنیای امروز
کشورهای عمده تولید کننده و مصرف کننده ترانسفورماتورهای توزیع
شرایط صادرات
وضعیت عرضه و تقاضای ترانسفورماتورهای توزیع
شرحی بر وضعیت تولید کنندگان داخلی ترانسفورماتورهای توزیع
بررسی وضعیت طرحهای جدید و طرحهای توسعه در دست اجرا
بررسی روند واردات ترانسفورماتورهای توزیع از آغاز برنامه سوم
بررسی اجمالی رقبا و دور نمای پوشش تقاضا در سالهای آتی
بررسی روند مصرف از آغاز برنامه
بررسی روند صادرات ترانسفورماتورهای توزیع و امکان توسعه آن
شرحی بر وضعیت گذشته صادرات محصولات
صادرات ، بررسی سوابق و عوامل اصلی مؤثر در آن
شرحی بر صادرات ترانسفورماتورهای توزیع
محدودیتهای دولت جهت صادرات
بررسی نیاز به محصول با اولویت صادرات
چگونگی انتقال تکنولوژی
مسائل زیست محیطی مرتبط با تکنولوژی منتخب
ضایعات تولیدی تکنولوژی منتخب
بررسی و تعیین حداقل ظرفیت اقتصادی شامل برآورد حجم سرمایه گذاری ثابت به تفکیک ریالی و ارزی
تعیین ظرفیت اقتصادی
محاسبه تعداد ماشین آلات مورد نیاز
انتخاب فروشنده یا سازنده ماشین آلات
سایر نیازمندیها
لیست تجهیزات آزمایشگاهی
تجهیزات حمل و نقل درون و برون کارگاهی
تجهیزات اداری مورد نیاز طرح
فضاها و ساختمانها
فضای مورد نیاز بخش اداری کارخانه
محاسبه فضای مورد نیاز تولیدی
فضای مورد نیاز غیر مستقیم تولید
فضای مورد نیاز نهارخوری و آشپزخانه
فضای مورد نیاز سرویس بهداشتی
فضای مورد نیاز انبار مواد اولیه
فضای مورد نیاز انبار محصول
خلاصه وضعیت فضاهای مورد نیاز
میزان مواد اولیه عمده مورد نیاز سالانه و محل تأمین آن
مشخصات فنی مواد اولیه و میزان مصرف
میزان مواد اولیه ( اصلی ، کمکی و بسته بندی) مورد نیاز طرح
میزان مواد اولیه مورد نیاز جهت تولید محصولات طرح
میزان مواد مصرفی کمکی و بسته بندی
پیشنهاد منطقه مناسب برای اجرای طرح
وضعیت تأمین نیروی انسانی و تعداد اشتغال
چارت سازمانی دوران بهره برداری
بررسی و تعیین میزان تأمین آب، برق، سوخت، امکانات مخابراتی و …
تأسیسات برق اضطراری
سیستم تصفیه آب
سیستم تصفیه فاضلاب
سوخت مصرفی ( گاز و گازوئیل )
سیستم هوای فشرده
سیستم بخار مصرفی
سیستم گرمایش
سیستم سرمایش
تجهیزات اطفاء حریق
وضعیت حمایتهای اقتصادی و بازرگانی
تجزیه و تحلیل و ارائه جمع بندی  و  پیشنهاد  نهایی  در  مورد  احداث  واحد های جدید

طرح کارآفرینی تولید انواع ترانسفورماتورهای توزیع مناسب برای :
اخذ وام بانکی از بانک ها و موسسات مالی اعتباری
گرفتن وام قرض الحسنه خود اشتغالی از صندوق مهر امام رضا
ارائه طرح به منظور استفاده از تسهیلات بنگاه های زود بازده
گرفتن مجوز های لازم از سازمان های دولتی و وزارت تعاون
ایجاد کسب و کار مناسب با درآمد بالا و کارآفرینی

طرح توجیهی تولید پروژکتور و نورافکن

اختصاصی از فی ژوو طرح توجیهی تولید پروژکتور و نورافکن دانلود با لینک مستقیم و پر سرعت .

خلاصه مطالعات امکان سنجی طرح
نام محصول : پروژکتور و نورافکن
ظرفیت پیشنهادی طرح : ٣٠ هزار عدد درسال معادل ٧٥ تن
موارد کاربرد : روشنایی محیط
عمده مواد اولیه مصرفی : آلومینیوم
اشتغال زایی( نفر) : ٢٠
زمین مورد نیاز(مترمربع) : ٢٠٠٠

در سال ١٣٨٦ معادل ٣٢٠٠ عدد واردات این محصول بوده و طبق پیش بینی انجام شده به ٨٥ هزار عدد در سال ١٣٩١ خواهد رسید لذا با فرض اجرای این طرح میزان واردات در این سال ٥٥ هزار عدد خواهد بود.

پروژکتور و نورافکن که معمولا تصور می شود تفاوتی باهم ندارند در واقع در کاربرد متفاوت از یکدیگر بوده به گونه ای که اگر بخواهیم نور بروی نفطه ای متمرکز شود از پروژکتور و اگر بخواهیم فضایی روشن شود از نورافکن استفاده میشود. لازم بذکراست که فرایند و تکنولوژی تولید در این دو محصول یکسان است و آنچه که قابلیت متفاوت به این دو می دهد قوس داخلی قاب پروژکتور و نورافکن می باشد همواره نیمی از سطح کره زمین تاریک است.

این امر اهمیت صنعت روشنایی را آشکار میکند. نحوه نور پردازی و نوع محیطهای کاری و منازل و نقاط عمومی اثرات متنوع و گوناگون جسمی و روحی نور در را در پی دارد. سالنهای سخنرانی و تئاتر، پارکها، خیابانها و محیطهای صنعتی و ...هر کدام نور پردازی خاص خود را دارند. لذا امروزه علم روشنایی کاملا تخصصی میباشد و مهندسین تاسیسات روشنایی هنگام نور پردازی و طراحی و انتخاب نور افکن ناگزیرند که مشخصات فنی این محصولات را در محاسبات لحاظ کنند.

از آنجایی که صرفه جویی در مصرف انرژی برق توام با ایجاد روشنایی لازم و هنرمندانه مدنظر کارفرمایان می باشد طراحان نورپردازی باید توجه داشته باشند که با استفاده و کاربرد مناسب انواع پرژکتور، نورافکن، چراغ روشنایی ضمن تامین نور مناسب محیط، جاذبه ، زیبای و جلوه های نور با ترکیب مناسب و به اندازه باشد از آنجایی که این محصول جز کالاهای اساسی در دنیای امروز نمی باشد دارای اهمیت استراتژیکی نیز نخواهد بود اما بدلیل اهمیت انرژی در زندگی بکاربری انواع کم مصرف این محصول مورد اهمیت و توجه می باشد.

در مورد پروژکتور و نورافکن گزینه های مناسب تکنولوژی بر پایه نیازهای مشتری و سلایق خانواده ها، زیبایی و کارایی، ارگونومی و ایمنی استوار است. آنچه که باید به آن توجه کرد فرهنگ مصرف کننده در بازارهای هدف می باشد شناخت دقیق این فرهنگ یک عامل مهم در موفقیت است. برای تولید محصولات منطبق با نیاز مشتری، به طراحی مهندسی و صنعتی مناسب ضرورت بیشتری احساس می شود.

این طرح توجیهی شامل موارد زیر است :

معرفی محصول
مشخصات کلی محصول
شماره تعرفه گمرکی
شرایط واردات
استانداردهای ملی وجهانی
قیمت تولید داخلی و جهانی محصول
موارد مصرف و کاربرد
کالاهای جایگزین و تجزیه و تحلیل اثرات آن بر مصرف محصول
اهمیت استراتژیک کالا در دنیای امروز
کشورهای عمده تولید کننده و مصرف کننده محصول
وضعیت عرضه و تقاضا
بررسی ظرفیت بهره برداری و وضعیت طرحهای جدید و طرحهای توسعه و در دست اجرا و روند تولید از آغاز برنامه سوم تا کنون
بررسی روند واردات محصول از آغاز برنامه سوم تا نیمه اول سال
بررسی روند مصرف از آغاز برنامه
بررسی روند صادرات محصول از آغاز برنامه سوم و امکان توسعه آن
بررسی نیاز به محصول یا اولویت صادرات تا پایان برنامه چهارم
بررسی اجمالی تکنولوژی و روشهای تولید و تعیین نقاط قوت و ضعف تکنولوژی های مرسوم
در فرآیند تولید محصول
ماشین آلات
بررسی و تعیین حداقل ظرفیت اقتصادی شامل برآورد حجم سرمایه گذاری ثابت
محوطه سازی
ساختمان
ماشین آلات
تاسیسات
وسائط نقلیه
تجهیزات و وسائل اداری و خدماتی
هزینه های متفرقه و پیش بینی نشده
هزینه های قبل از بهره برداری
سرمایه در گردش
برآورد حقوق و دستمزد
برآورد آب, برق, سوخت و ارتباطات
هزینه های تعمیر و نگهداری و استهلاک
هزینه های متفرقه و پیش بینی نشده تولید
هزینه های توزیع و فروش
جدول هزینه های ثابت و متغیر تولید
نتیجه گیری
میزان مواد اولیه عمده مورد نیاز سالانه و محل تامین آن
پیشنهاد منطقه مناسب برای اجرای طرح
وضعیت تامین نیروی انسانی و تعداد اشتغال
بررسی و تعیین میزان آب، برق، سوخت، امکانات مخابراتی و ارتباطی و چگونگی امکان تامین آنها در منطقه مناسب برای اجرای طرح
وضعیت حمایت های اقتصادی و بازرگانی شامل حمایت تعرفه گمرکی و حمایتهای مالی
تجزیه و تحلیل و ارائه جمع بندی و پیشنهاد نهایی در مورد احداث واحد های جدید
در صورت پیوستن ایران به سازمان تجارت جهانی وضعیت این پروژه ها چگونه خواهد بود
مراجع
پیوست ها ( بخش نامه های مربوط به قوانین واردات و صادرات )