创盈门窗设计优化管理系统 V 2015

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《蓝科门窗设计管理软件》操作说明

《蓝科门窗设计管理软件》操作说明————————————————————————————————作者：————————————————————————————————日期：《蓝科门窗设计管理系统》操作说明一.软件安装找到安装包双击进入安装界面，如果在win7或者win8下安装，请先点右键，点以管理员方式运行。

进入安装界面后点“下一步”按钮点击“同意”，然后点“下一步”后面的可继续点“下一步”，直至安装完成。

二.打开软件双击桌面的“蓝科门窗设计管理系统”图标进入登陆界面初次登录密码为空，可直接点“确定”按钮打开软件。

三.参数设置在初次使用软件前，首先应设置系统参数，点击点击主界面上面的“参数设置”按钮进入参数设置模块在这里可以对系统参数进行调整。

四.数据管理正式使用软件前首先应对软件运行所需要的型材、配件、玻璃的数据进行完善和设置，这是软件运行的基础，结果的准确与否取决于这些基础数据是否设定准确，也可以在后续的工程设计中进行调整，一旦数据设置准确不要再进行改动。

1.型材管理点主界面的“数据管理”中“型材管理”菜单，进入型材管理模块。

模块的左边为当前厂家下的系列列表，右上边黄色位置为厂家“欧亚”下所有的型材，右下边为当前系列列表中选中系列的型材。

首先选择型材厂家如图中“欧亚”，如果没有想要的厂家，可以点厂家维护按钮新建一个新的型材厂家。

下面我们在这个厂家下建立一个新的系列“55平开窗”：点击左上角“新建系列”按钮输入系列名称“55平开窗”，然后设置其他相关的参数，设置完成后点击“保存”按钮此时系列列表增加“55平开窗”系列，鼠标点击选中“55平开窗”系列，右下的红色列表显示为空，代表当前系列中还没有型材，现在我们点击右上角“添加型材”按钮添加型材数据。

把类别中的“平开框”打勾，然后计算成本分析和报价用的，右边断面图为示意图，只为标明上面大面宽A和小面宽B所在位置，断面图红线标注的参数为关键参数，如果输入错误会造成下料误差，所以这里一定要设置准确。

创盈门窗软件最新升级

升级日期：2013-12-6
①关于横竖加强中梃的处理，专门增加了两个绘制小单元和型材的类别以及型材的截面参数，如下:
②型材优化报表增加了角度的显示，如下:
③关于固定或者平开，多个梃分割的那种，自动计算玻璃平分的情况下，每个部分的尺寸输入，如下：
④输入添加型材的时候，可以一次选多个类别，加快输入速度，如下：
⑤建立工程时，插入示意图，增加了13种，如下：
⑥型材绑定的时候，可以指定主料横向或者竖向，或者横竖的时候，才下绑定的料，如下：
⑦标签打印增加了条码的支持，为定制开发企业管理ERP系统奠定了基础，可以做到条码扫描入库、出库，如下：。

创盈玻璃优化软件使用说明

创盈玻璃板材优化专家2012使用说明书目录1.安装 (2)2.板材优化操作过程说明 (4)3.标签打印说明 (14)4. 拷贝粘贴Word以及Excel数据说明 (16)5.如何备份软件的数据 (18)6.零料如何实现按客户分类管理 (20)7. 如何按照优化的切割顺序打印标签 (23)8. 如何优化中空玻璃的铝格条（长度优化） (23)9. 如何计算中空玻璃铝格条的总长度以及磨边总长度和价格 (28)（一）安装：安装比较简单，双击“”文件，出现如下界面：单击“下一步”按钮，继续：在这个界面中，选择安装路径，默认是“C:\Program Files\ChuangYingBLYH2012”，当然，您可以通过“浏览”按钮选择您想要安装的路径，确定安装路径之后，“下一步”继续，直到最后安装完毕：安装完毕之后，系统自动在桌面建立“创盈玻璃板材优化专家2012版”快捷方式，双击即可运行，另外在Windows开始菜单也建立了创盈玻璃板材优化专家2012版目录，如下：强烈建议：您把电脑屏幕的分辨率调整为1024*768，在800*600的分辨率下菜单栏会换行且有些项目显示不全。

(现在屏幕形状较多，用户根据实际情况选择合适分辨率，具体可以咨询创盈客服)（二）板材优化操作过程说明：双击桌面快捷方式或者在开始菜单单击，启动《创盈玻璃板材优化专家2012》，如果是第一次启动，出现如下界面：正式进入软件，则主界面如下：★★特别提示：默认密码为空，直接按确定即可进入软件。

开始板材优化需要2个步骤：步骤1：输入原片的规格尺寸数据，即玻璃毛坯的规格单击菜单“原料管理”－>“原料管理”或者在“常用功能”那里单击“原料管理”，都会出现界面，在这里管理系统的玻璃原片以及玻璃零料：说明：➢无论是原片还是零料，都有一个数量。

这里必须输入数量，对于原片来说，在优化的时候，如果原片的数量太少，系统自动统计出没有优化的成品数量信息。

➢如果您不在乎原片的数量，可以把原片的数量输入的很大，如：10000等➢零料的数量根据实际情况填写就可以在这里可以增加、删除、修改玻璃原片的规格信息，输入代码可以查询（输入P，则查出所用代码包含P 的毛坯），增加界面如下：信息填写完毕，单击“保存”即可，这里就是原料管理，以后优化用到的原片就是输入的这些。

ISO 9001-2015 QMS requirements(EN)

© ISO 2015Quality management systems — RequirementsSystèmes de management de la qualité — ExigencesINTERNATIONAL STANDARD ISO 9001Fifth edition 2015-09-15Reference numberISO 9001:2015(E)ISO 9001:2015(E)ii© ISO 2015 – All rights reservedCOPYRIGHT PROTECTED DOCUMENT© ISO 2015, Published in Switzerland All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country of the requester.ISO copyright office Ch. de Blandonnet 8 • CP 401CH-1214 Vernier, Geneva, Switzerland Tel. +41 22 749 01 11Fax +41 22 749 09 47copyright@ ISO 9001:2015(E)Contents Page Foreword (v)Introduction (vi)1 Scope (1)2 Normative references (1)3 Terms and definitions (1)4 Context of the organization (1)4.1 Understanding the organization and its context (1)4.2 Understanding the needs and expectations of interested parties (2)4.3 Determining the scope of the quality management system (2)4.4 Quality management system and its processes (2)5 Leadership (3)5.1 Leadership and commitment (3)5.1.1 General (3)5.1.2 Customer focus (3)5.2 Policy (4)5.2.1 Establishing the quality policy (4)5.2.2 Communicating the quality policy (4)5.3 Organizational roles, responsibilities and authorities (4)6 Planning (4)6.1 Actions to address risks and opportunities (4)6.2 Quality objectives and planning to achieve them (5)6.3 Planning of changes (5)7 Support (6)7.1 Resources (6)7.1.1 General (6)7.1.2 People (6)7.1.3 Infrastructure (6)7.1.4 Environment for the operation of processes (6)7.1.5 Monitoring and measuring resources (7)7.1.6 Organizational knowledge (7)7.2 Competence (8)7.3 Awareness (8)7.4 Communication (8)7.5 Documented information (8)7.5.1 General (8)7.5.2 Creating and updating (9)7.5.3 Control of documented information (9)8 Operation (9)8.1 Operational planning and control (9)8.2 Requirements for products and services (10)8.2.1 Customer communication (10)8.2.2 Determining the requirements for products and services (10)8.2.3 Review of the requirements for products and services (10)8.2.4 Changes to requirements for products and services (11)8.3 Design and development of products and services (11)8.3.1 General (11)8.3.2 Design and development planning (11)8.3.3 Design and development inputs (11)8.3.4 Design and development controls (12)8.3.5 Design and development outputs (12)8.3.6 Design and development changes (12)© ISO 2015 – All rights reserved iiiISO 9001:2015(E)8.4 Control of externally provided processes, products and services (13)8.4.1 General (13)8.4.2 Type and extent of control (13)8.4.3 Information for external providers (13)8.5 Production and service provision (14)8.5.1 Control of production and service provision (14)8.5.2 Identification and traceability (14)8.5.3 Property belonging to customers or external providers (15)8.5.4 Preservation (15)8.5.5 Post-delivery activities (15)8.5.6 Control of changes (15)8.6 Release of products and services (15)8.7 Control of nonconforming outputs (16)9 Performance evaluation (16)9.1 Monitoring, measurement, analysis and evaluation (16)9.1.1 General (16)9.1.2 Customer satisfaction (17)9.1.3 Analysis and evaluation (17)9.2 Internal audit (17)9.3 Management review (18)9.3.1 General (18)9.3.2 Management review inputs (18)9.3.3 Management review outputs (18)10 Improvement (19)10.1 General (19)10.2 Nonconformity and corrective action (19)10.3 Continual improvement (19)Annex A (informative) Clarification of new structure, terminology and concepts (21)Annex B (informative) Other International Standards on quality management and quality management systems developed by ISO/TC 176 (25)Bibliography (28)iv© ISO 2015 – All rights reservedISO 9001:2015(E)ForewordISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.The procedures used to develop this document and those intended for its further maintenance are described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the different types of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see /directives). Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any patent rights identified during the development of the document will be in the Introduction and/or on the ISO list of patent declarations received (see /patents).Any trade name used in this document is information given for the convenience of users and does not constitute an endorsement.For an explanation on the meaning of ISO specific terms and expressions related to conformity assessment, as well as information about ISO’s adherence to the World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following URL: /iso/foreword.html. The committee responsible for this document is Technical Committee ISO/TC 176, Quality management and quality assurance, Subcommittee SC 2, Quality systems.This fifth edition cancels and replaces the fourth edition (ISO 9001:2008), which has been technically revised, through the adoption of a revised clause sequence and the adaptation of the revised quality management principles and of new concepts. It also cancels and replaces the Technical Corrigendum ISO 9001:2008/Cor.1:2009.© ISO 2015 – All rights reserved vISO 9001:2015(E)Introduction0.1 GeneralThe adoption of a quality management system is a strategic decision for an organization that can help to improve its overall performance and provide a sound basis for sustainable development initiatives. The potential benefits to an organization of implementing a quality management system based on this International Standard are:a)the ability to consistently provide products and services that meet customer and applicable statutory and regulatory requirements;b)facilitating opportunities to enhance customer satisfaction;c)addressing risks and opportunities associated with its context and objectives;d)the ability to demonstrate conformity to specified quality management system requirements. This International Standard can be used by internal and external parties.It is not the intent of this International Standard to imply the need for:— uniformity in the structure of different quality management systems;— alignment of documentation to the clause structure of this International Standard;— the use of the specific terminology of this International Standard within the organization. The quality management system requirements specified in this International Standard are complementary to requirements for products and services.This International Standard employs the process approach, which incorporates the Plan-Do-Check-Act (PDCA) cycle and risk-based thinking.The process approach enables an organization to plan its processes and their interactions. The PDCA cycle enables an organization to ensure that its processes are adequately resourced and managed, and that opportunities for improvement are determined and acted on.Risk-based thinking enables an organization to determine the factors that could cause its processes and its quality management system to deviate from the planned results, to put in place preventive controls to minimize negative effects and to make maximum use of opportunities as they arise (see Clause A.4). Consistently meeting requirements and addressing future needs and expectations poses a challenge for organizations in an increasingly dynamic and complex environment. To achieve this objective, the organization might find it necessary to adopt various forms of improvement in addition to correction and continual improvement, such as breakthrough change, innovation and re-organization.In this International Standard, the following verbal forms are used:— “shall” indicates a requirement;— “should” indicates a recommendation;— “may” indicates a permission;— “can” indicates a possibility or a capability.Information marked as “NOTE” is for guidance in understanding or clarifying the associated requirement. vi© ISO 2015 – All rights reservedISO 9001:2015(E)0.2 Quality management principlesThis International Standard is based on the quality management principles described in ISO 9000. The descriptions include a statement of each principle, a rationale of why the principle is important for the organization, some examples of benefits associated with the principle and examples of typical actions to improve the organization’s performance when applying the principle.The quality management principles are:— customer focus;— leadership;— engagement of people;— process approach;— improvement;— evidence-based decision making;— relationship management.0.3 Process approach0.3.1 GeneralThis International Standard promotes the adoption of a process approach when developing, implementing and improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting customer requirements. Specific requirements considered essential to the adoption of a process approach are included in 4.4. Understanding and managing interrelated processes as a system contributes to the organization’s effectiveness and efficiency in achieving its intended results. This approach enables the organization to control the interrelationships and interdependencies among the processes of the system, so that the overall performance of the organization can be enhanced.The process approach involves the systematic definition and management of processes, and their interactions, so as to achieve the intended results in accordance with the quality policy and strategic direction of the organization. Management of the processes and the system as a whole can be achieved using the PDCA cycle (see 0.3.2) with an overall focus on risk-based thinking (see 0.3.3) aimed at taking advantage of opportunities and preventing undesirable results.The application of the process approach in a quality management system enables:a)understanding and consistency in meeting requirements;b)the consideration of processes in terms of added value;c)the achievement of effective process performance;d)improvement of processes based on evaluation of data and information.Figure 1 gives a schematic representation of any process and shows the interaction of its elements. The monitoring and measuring check points, which are necessary for control, are specific to each process and will vary depending on the related risks.© ISO 2015 – All rights reserved viiISO 9001:2015(E)Figure 1 — Schematic representation of the elements of a single process0.3.2 Plan-Do-Check-Act cycleThe PDCA applied to all processesFigure 2 illustrates how Clauses 4 to 10 can be grouped in relation to the PDCA cycle.NOTE Numbers in brackets refer to the clauses in this International Standard.Figure 2 — Representation of the structure of this International Standard in the PDCA cycle viii© ISO 2015 – All rights reservedISO 9001:2015(E) The PDCA cycle can be briefly described as follows:— Plan: establish the objectives of the system and its processes, and the resources needed to deliver results in accordance with customers’ requirements and the organization’s policies, and identify and address risks and opportunities;— Do: implement what was planned;— Check: monitor and (where applicable) measure processes and the resulting products and services against policies, objectives, requirements and planned activities, and report the results;— Act: take actions to improve performance, as necessary.0.3.3 Risk-based thinkingRisk-based thinking (see Clause A.4) is essential for achieving an effective quality management system. The concept of risk-based thinking has been implicit in previous editions of this International Standard including, for example, carrying out preventive action to eliminate potential nonconformities, analysing any nonconformities that do occur, and taking action to prevent recurrence that is appropriate for the effects of the nonconformity.To conform to the requirements of this International Standard, an organization needs to plan and implement actions to address risks and opportunities. Addressing both risks and opportunities establishes a basis for increasing the effectiveness of the quality management system, achieving improved results and preventing negative effects.Opportunities can arise as a result of a situation favourable to achieving an intended result, for example, a set of circumstances that allow the organization to attract customers, develop new products and services, reduce waste or improve productivity. Actions to address opportunities can also include consideration of associated risks. Risk is the effect of uncertainty and any such uncertainty can have positive or negative effects. A positive deviation arising from a risk can provide an opportunity, but not all positive effects of risk result in opportunities.0.4 Relationship with other management system standardsThis International Standard applies the framework developed by ISO to improve alignment among its International Standards for management systems (see Clause A.1).This International Standard enables an organization to use the process approach, coupled with the PDCA cycle and risk-based thinking, to align or integrate its quality management system with the requirements of other management system standards.This International Standard relates to ISO 9000 and ISO 9004 as follows:— ISO 9000 Quality management systems — Fundamentals and vocabulary provides essential background for the proper understanding and implementation of this International Standard;— ISO 9004 Managing for the sustained success of an organization — A quality management approach provides guidance for organizations that choose to progress beyond the requirements of this International Standard.Annex B provides details of other International Standards on quality management and quality management systems that have been developed by ISO/TC 176.This International Standard does not include requirements specific to other management systems, such as those for environmental management, occupational health and safety management, or financial management.Sector-specific quality management system standards based on the requirements of this International Standard have been developed for a number of sectors. Some of these standards specify additional quality management system requirements, while others are limited to providing guidance to the application of this International Standard within the particular sector.© ISO 2015 – All rights reserved ixISO 9001:2015(E)A matrix showing the correlation between the clauses of this edition of this International Standard and the previous edition (ISO 9001:2008) can be found on the ISO/TC 176/SC 2 open access web site at: /tc176/sc02/public.x© ISO 2015 – All rights reservedINTERNATIONAL STANDARD ISO 9001:2015(E)Quality management systems — Requirements1 ScopeThis International Standard specifies requirements for a quality management system when an organization:a)needs to demonstrate its ability to consistently provide products and services that meet customer and applicable statutory and regulatory requirements, andb)aims to enhance customer satisfaction through the effective application of the system, including processes for improvement of the system and the assurance of conformity to customer and applicable statutory and regulatory requirements.All the requirements of this International Standard are generic and are intended to be applicable to any organization, regardless of its type or size, or the products and services it provides. NOTE 1 In this International Standard, the terms “product” or “service” only apply to products and services intended for, or required by, a customer.NOTE 2 Statutory and regulatory requirements can be expressed as legal requirements.2 Normative referencesThe following documents, in whole or in part, are normatively referenced in this document and are indispensable for its application. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies. ISO 9000:2015, Quality management systems — Fundamentals and vocabulary3 Terms and definitionsFor the purposes of this document, the terms and definitions given in ISO 9000:2015 apply.4 Context of the organization4.1 Understanding the organization and its contextThe organization shall determine external and internal issues that are relevant to its purpose and its strategic direction and that affect its ability to achieve the intended result(s) of its quality management system.The organization shall monitor and review information about these external and internal issues. NOTE 1 Issues can include positive and negative factors or conditions for consideration. NOTE 2 Understanding the external context can be facilitated by considering issues arising from legal, technological, competitive, market, cultural, social and economic environments, whether international, national, regional or local.NOTE 3 Understanding the internal context can be facilitated by considering issues related to values, culture, knowledge and performance of the organization.© ISO 2015 – All rights reserved 1ISO 9001:2015(E)4.2 Understanding the needs and expectations of interested partiesDue to their effect or potential effect on the organization’s ability to consistently provide products and services that meet customer and applicable statutory and regulatory requirements, the organization shall determine:a)the interested parties that are relevant to the quality management system;b)the requirements of these interested parties that are relevant to the quality management system. The organization shall monitor and review information about these interested parties and their relevant requirements.4.3 Determining the scope of the quality management systemThe organization shall determine the boundaries and applicability of the quality management system to establish its scope.When determining this scope, the organization shall consider:a)the external and internal issues referred to in 4.1;b)the requirements of relevant interested parties referred to in 4.2;c)the products and services of the organization.The organization shall apply all the requirements of this International Standard if they are applicable within the determined scope of its quality management system.The scope of the organization’s quality management system shall be available and be maintained as documented information. The scope shall state the types of products and services covered, and provide justification for any requirement of this International Standard that the organization determines is not applicable to the scope of its quality management system.Conformity to this International Standard may only be claimed if the requirements determined as not being applicable do not affect the organization’s ability or responsibility to ensure the conformity of its products and services and the enhancement of customer satisfaction.4.4 Quality management system and its processes4.4.1 The organization shall establish, implement, maintain and continually improve a quality management system, including the processes needed and their interactions, in accordance with the requirements of this International Standard.The organization shall determine the processes needed for the quality management system and their application throughout the organization, and shall:a)determine the inputs required and the outputs expected from these processes;b)determine the sequence and interaction of these processes;c)determine and apply the criteria and methods (including monitoring, measurements and related performance indicators) needed to ensure the effective operation and control of these processes;d)determine the resources needed for these processes and ensure their availability;e)assign the responsibilities and authorities for these processes;f)address the risks and opportunities as determined in accordance with the requirements of 6.1;g)evaluate these processes and implement any changes needed to ensure that these processes achieve their intended results;2 © ISO 2015 – All rights reservedISO 9001:2015(E)h)improve the processes and the quality management system.4.4.2 To the extent necessary, the organization shall:a)maintain documented information to support the operation of its processes;b)retain documented information to have confidence that the processes are being carried out as planned.5 Leadership5.1 Leadership and commitment5.1.1 GeneralTop management shall demonstrate leadership and commitment with respect to the quality management system by:a)taking accountability for the effectiveness of the quality management system;b)ensuring that the quality policy and quality objectives are established for the quality management system and are compatible with the context and strategic direction of the organization; c)ensuring the integration of the quality management system requirements into the organization’s business processes;d)promoting the use of the process approach and risk-based thinking;e)ensuring that the resources needed for the quality management system are available;f)communicating the importance of effective quality management and of conforming to the quality management system requirements;g)ensuring that the quality management system achieves its intended results;h)engaging, directing and supporting persons to contribute to the effectiveness of the quality management system;i)promoting improvement;j)supporting other relevant management roles to demonstrate their leadership as it applies to their areas of responsibility.NOTE Reference to “business” in this International Standard can be interpreted broadly to mean those activities that are core to the purposes of the organization’s existence, whether the organization is public, private, for profit or not for profit.5.1.2 Customer focusTop management shall demonstrate leadership and commitment with respect to customer focus by ensuring that:a)customer and applicable statutory and regulatory requirements are determined, understood and consistently met;b)the risks and opportunities that can affect conformity of products and services and the ability to enhance customer satisfaction are determined and addressed;c)the focus on enhancing customer satisfaction is maintained.© ISO 2015 – All rights reserved 3ISO 9001:2015(E)5.2 Policy5.2.1 Establishing the quality policyTop management shall establish, implement and maintain a quality policy that:a)is appropriate to the purpose and context of the organization and supports its strategic direction;b)provides a framework for setting quality objectives;c)includes a commitment to satisfy applicable requirements;d)includes a commitment to continual improvement of the quality management system.5.2.2 Communicating the quality policyThe quality policy shall:a)be available and be maintained as documented information;b)be communicated, understood and applied within the organization;c)be available to relevant interested parties, as appropriate.5.3 Organizational roles, responsibilities and authoritiesTop management shall ensure that the responsibilities and authorities for relevant roles are assigned, communicated and understood within the organization.Top management shall assign the responsibility and authority for:a)ensuring that the quality management system conforms to the requirements of this International Standard;b)ensuring that the processes are delivering their intended outputs;c)reporting on the performance of the quality management system and on opportunities for improvement (see 10.1), in particular to top management;d)ensuring the promotion of customer focus throughout the organization;e)ensuring that the integrity of the quality management system is maintained when changes to the quality management system are planned and implemented.6 Planning6.1 Actions to address risks and opportunities6.1.1 When planning for the quality management system, the organization shall consider the issues referred to in 4.1 and the requirements referred to in 4.2 and determine the risks and opportunities that need to be addressed to:a)give assurance that the quality management system can achieve its intended result(s);b)enhance desirable effects;c)prevent, or reduce, undesired effects;d)achieve improvement.4 © ISO 2015 – All rights reservedISO 9001:2015(E)6.1.2 The organization shall plan:a)actions to address these risks and opportunities;b)how to:1)integrate and implement the actions into its quality management system processes (see 4.4);2)evaluate the effectiveness of these actions.Actions taken to address risks and opportunities shall be proportionate to the potential impact on the conformity of products and services.NOTE 1 Options to address risks can include avoiding risk, taking risk in order to pursue an opportunity, eliminating the risk source, changing the likelihood or consequences, sharing the risk, or retaining risk by informed decision.NOTE 2 Opportunities can lead to the adoption of new practices, launching new products, opening new markets, addressing new customers, building partnerships, using new technology and other desirable and viable possibilities to address the organization’s or its customers’ needs.6.2 Quality objectives and planning to achieve them6.2.1 The organization shall establish quality objectives at relevant functions, levels and processes needed for the quality management system.The quality objectives shall:a)be consistent with the quality policy;b)be measurable;c)take into account applicable requirements;d)be relevant to conformity of products and services and to enhancement of customer satisfaction;e)be monitored;f)be communicated;g)be updated as appropriate.The organization shall maintain documented information on the quality objectives.6.2.2 When planning how to achieve its quality objectives, the organization shall determine:a)what will be done;b)what resources will be required;c)who will be responsible;d)when it will be completed;e)how the results will be evaluated.6.3 Planning of changesWhen the organization determines the need for changes to the quality management system, the changes shall be carried out in a planned manner (see 4.4).© ISO 2015 – All rights reserved 5。

创盈门窗软件与其他软件对比说明

这种最原始的方式，大多数软件已经废弃，是2000 年前后门窗软件最初兴起时的方式。但是就有某些口若悬河的人，拿着这种过时的技术，招摇撞骗，蒙蔽了不少人的眼睛，目前市面上某**风**的门窗软件采用的就是这些过时的技术来忽悠用户。
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• 随后兴起的是软件开发商提供窗的基本构件，如框、梃、扇的不同形式，允许用户自由添加窗型，推拉、平开、固定等任意类型皆可添加，一般都有如下的这些构件：
楼阁就会落到使用者的头上。其实，闭眼一想就知道
，想让一个刚毕业的大学生直接去操作门窗软件，可
行吗？要是可行，就不会有懂技术的技术员吃香了？
因此，建议刚接触这个行业的人员，先了解熟悉门窗
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就是考虑到型材等的差异性，有的用户自己开的模具，搭接组合方式与常规不同的，也牵扯到型材公式的调整，因此必须给客户一个调整的机会。创盈软件采用的是：先自动生成，然后允许手工编辑，从严谨的角度考虑，自动生成完毕的公式，必须提供给客户一个查看的机会，允许用户参与到公式的编辑中来，否则，什么都绝对化、一刀切，自己说了算，不让用户动，是不行的。
• 更严重的是，这个窗型准了，那个窗型又不准，因为影响各个窗型的参数是不同的，什么都不让
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查看，用户不知道哪个参数在影响，只能凭感觉，在
截面参数里面改来改去，这么反复改了几次，还是不
准，就直接放把软件到抽屉里面了，这就是自称“傻
瓜软件”的某风软件的最终归宿。因此，我们认为软
通用公式具体公式 2020/3/18
Байду номын сангаас
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门窗软件操作指南

门窗软件操作指南术语：1.单元窗：有四个或多个边框，用中梃分格的门或窗户2.组合窗：由多个单元窗用拼条联接的门或窗户3.洞口：用来安装单元窗或组合窗的区域4.工程：包含一个或多个洞口的集合，在门窗软件中用来组织洞口的基本单位工程创建好以后就不能更改名称了，所以要在创建的时候选择手工输入ID一、订单入录1.1.创建新订单单击主窗体中工具条上的‘新建’按钮创建新订单。

输入或系统自动产生工程ID，选择工程需要的五金件、型材厂家、玻璃、安装形式即可进入主工程界面（红色区域根据自己实际需要进行选择）输入或选择订单对应的客户，订单的描述，在洞口列表中利用“添加洞口”功能，即可向工程中添加洞口二、窗型编辑2.1添加一个洞口到订单(例如)单击主窗体中工具条上的‘添加’按钮添加洞口。

输入洞口尺寸，描述，樘数等相关信息。

先选中框，待其变成黑色，在右侧的系列方案中选择方案，然后输入窗型的宽和高，编辑中梃和拼接，选择开启部分添加窗型。

选择你所设计的窗型设计完成后，进行保存并关闭，即可保存洞口到工程中2.2物料配置双击边框根据订单选择型材厂家，软件还可以在（上图）1、2、3、4中进行自由换料和是否配置钢衬等功能。

2.3.编辑一个洞口双击洞口进入洞口设计器窗体进行洞口编辑。

2.4.复制一个洞口单击主窗体中工具条上的‘复制’按钮，即可复制选择的洞口三、编辑窗型库3.1保存洞口到窗型库直接保存到窗型库中，以后可以方面使用。

3.2从窗型库中选择洞口到工程中从设置菜单中的“窗型库…”，打开窗型浏览，选择一窗型，直接拖动到工程界面即可，如果需要对洞口尺寸，描述，樘数等相关信息进行修改，直接双击洞口即可修改。

4.1概述选择要校核的洞口，鼠标点击洞口菜单中的“风荷载强度校核”按钮，进入校核界。

风荷载强度的校核包括三个方面的内容：杆件、玻璃、联结件，依赖于当前洞口的物料配置情况，系统可以自动判断哪些项目可以校核。

4.2杆件,玻璃和联结件的校核a .环境参数的设置省市：山东地区：济南场地类型：C：密集的城市市区安装高度：20正体型系数：1负体型系数：-2校核项目：校核杆件，校核玻璃，联结件鼠标点击’强度校核’按钮，系统显示校核结果b 玻璃的选择在校核玻璃的下拉列表里选定要校核的玻璃.C 连接件的配置在风荷载计算参数窗口里,单击连接件按钮,进入联结件设置窗体,可以看到联结件分布示意图如图所示然后单击联结件配置表,双击表格,进入连接件组配置窗口,输入连接件组的类别,直径,螺距,性能等级,受力方式,使用数量,如果窗型有多个分格,可以单击右键,显示列表,选择要配置的分格,如图所示:如果想要删除配置的分格,选定要删除的分格数字,单击右键,选择删除,即可删除,如图所示如果配置完后,可以把连接件设置窗体关闭d 计算风压值单击计算风压值按钮,可以在正风压值和负风压值文本框里显示计算结果e 强度校核单击强度校核按钮,即可计算出校核结果图2-19 荷载校核结果显示5.3结果分析2．主要受力杆件承载能力的校核计算3．玻璃承载能力的校核计算4．联接件的校核计算五、工程报价单5.1 工程报价单首先创建或打开一工程，鼠标点击‘报表’菜单中的‘报价单…’按钮，进入报价单界面。

门窗设计软件

对客户的工程进行统一管理，删除，修改操作，并可按相关信息进行检索查询，并指定工程的排序方式。
门窗设计
Windows design
在门窗设计中心，你可以设计任意平开、推拉、阳台拼接的门窗或幕墙，曾设计过的窗型可以通过“复制”功能重复利用，以加快设计速度，设计过程很简单，其实就是输入尺寸，系统会根据窗型结构智能化产生下料公式和计算结果。
软件流程
Software process
调用图库窗型自定义窗型
建立新工程门窗设计中心
复制旧工程窗型复制新工程窗型
窗型设计
保存到图库
设计完毕保存到工程材料优化
抗风压计算输出AutoCAD
工程大样图、门窗下料单、型材优化切割方案表、玻璃优化切割方案、工程采购表、工程报价书…等
工程管理
Project management
成长历程
Growth process
2012年
蓝科门窗软件4.6版
2011年
蓝科门窗软件4.0版
2009年
蓝科门窗软件3.0版
2007年
蓝科门窗软件2.0版
主要功能
Major function
工程管理
图纸设计
数据管理
智能算料智能算料
型材优化
玻璃优化
库存管理材料采购
分批实施生产报表
成本预算
报价投标
蓝科门窗设计管理系统
Lanke Windows D&M System
公司简介
Company profile
� 保定蓝科软件开发有限公司是从中国早期从事门窗行业软件开发与研究的专业软件公司，结合丰富的门窗行业经验，已研发成功多款门窗行业系列软件产品，并成功为多家大型企业定制企业专版软件产品。

门窗优化方案策划书范文3篇

门窗优化方案策划书范文3篇篇一门窗优化方案策划书一、前言随着建筑行业的不断发展，门窗作为建筑的重要组成部分，其性能和质量直接影响着建筑的节能效果和使用舒适度。

本策划书旨在提供一份门窗优化方案，以提高门窗的性能和质量，满足建筑的需求。

二、门窗优化的必要性1. 提高建筑节能效果门窗是建筑能耗的主要部位之一，通过优化门窗的保温隔热性能，可以有效减少能源消耗，降低建筑运营成本。

2. 改善室内环境优质的门窗可以有效阻挡外界噪音和灰尘，提高室内环境的舒适度，为人们创造一个更加健康、舒适的生活和工作环境。

3. 增强建筑安全性高性能的门窗可以提高建筑的防盗、防火等安全性能，保障人们的生命和财产安全。

4. 提升建筑外观质量合理设计的门窗可以与建筑外观相融合，增强建筑的整体美观度，提升建筑的价值。

三、门窗优化方案1. 选择合适的门窗材料（1）窗框材料：推荐使用断桥铝合金型材，其导热系数低，能够有效阻止热量传递，提高保温隔热性能。

（3）密封材料：选用优质的密封胶条和密封剂，确保门窗的密封性能，防止渗漏。

2. 优化门窗结构设计（1）增加隔热条：在窗框和窗扇之间设置隔热条，进一步提高保温隔热性能。

（2）采用气密腔结构：设计气密腔，有效阻挡外界空气进入室内，提高气密性。

（3）改进排水系统：合理设计门窗的排水系统，防止雨水渗透，保证门窗的使用寿命。

3. 提高门窗加工工艺（1）精确加工：确保门窗的尺寸精度和装配精度，提高门窗的密封性和稳定性。

（2）表面处理：采用先进的表面处理技术，如阳极氧化、电泳涂装等，增强门窗的耐腐蚀性和美观度。

4. 加强门窗安装质量控制（1）安装前检查：在安装前对门窗进行全面检查，确保门窗的质量和性能符合要求。

（2）规范安装：按照规范的安装工艺进行安装，确保门窗安装牢固、密封良好。

（3）售后服务：提供完善的售后服务，及时解决用户在使用过程中遇到的问题。

四、效益分析1. 节能效益2. 环境效益3. 经济效益虽然初期投资可能会增加，但从长期来看，由于节能效果显著，运营成本降低，同时门窗的使用寿命延长，综合成本实际上是降低的。

创盈门窗软件与其他软件对比说明

软件是比出来的，不是说出来的-创盈软件与其他软件对比说明实力决定一切，好用才是硬道理！前言在目前国内门窗软件鱼龙混杂的现状下，各种不同的软件良莠不齐，本文就是要和您交流探讨如何选择一款称心满意的门窗软件，内容较多，还请耐心阅读。

找对象得仔细的道理，大家都知道，一旦找错对象，是一辈子的事；对于找软件，虽然和找对象不能同日而语，但是影响也不小，不在乎花钱多少，关键是不能给自己添堵，花钱买一个破软件，闹心、添堵的可是自己。

淄博创盈软件开发有限公司门窗软件对比说明-图库添加•对于一个门窗设计优化下料软件来说，无论其操作方式如何，最基础的就是门窗窗型图库，没有窗型图库，无法输入尺寸、下料优化计算，因此，这个是任何门窗软件的基石。

•不同门窗软件，图库的处理方式不同，大体分为以下三类：3•最原始的就是固定图库方式，由软件开发商内置好一些窗型图库，用户无法任意添加，只能用软件提供的；如果遇到软件中没有的窗型，比如右图的样式，软件就没法用了，只能找供应商添加窗型，等软件开发商添加好窗型，处理好公式，估计工程都交工了。

类似这种窗太多了，无法一一列举。

这种最原始的方式，大多数软件已经废弃，是2000年前后门窗软件最初兴起时的方式。

但是就有某些口若悬河的人，拿着这种过时的技术，招摇撞骗，蒙蔽了不少人的眼睛，目前市面上某**风**的门窗软件采用的就是这些过时的技术来忽悠用户。

•随后兴起的是软件开发商提供窗的基本构件，如框、梃、扇的不同形式，允许用户自由添加窗型，推拉、平开、固定等任意类型皆可添加，一般都有如下的这些构件：少数有实力的公司过渡到了这个阶段，所不同的是，不同公司的软件，提供的框、扇（推拉和平开类）、梃以及材料（百叶、门板等）的种类多少不同，以及绘制的细致程度不同，创盈软件提供基本构件的种类远远多于同行，同时对标注尺寸的设置、插接45度接的设置、梃标注线的位置等都有详细的设置，遥遥领先于其他同行。

有些软件停留在这个阶段，就不再往下发展了，由于下料不单单牵扯到窗型，还牵扯到下料公式的问题，这就牵扯到图库添加的最高阶段：•自由添加窗型，同时生成准确的公式，这牵扯到对门窗（塑钢、铝合金、断桥隔热等）知识的详细了解，只有极少数软件做到了这一点，其中创盈更是有独到的一面，对塑钢的焊式一体推拉的处理、铝合金双边封（转角框）的处理、铝合金平开转向框的处理....全部添加窗型完毕，公式自动准确生成。

长风门窗企业管理系统版本及功能介绍201512

按照所在区域经销商类别以及等级，设置不同的折扣信ห้องสมุดไป่ตู้，以及设置临时折扣，启动临时折扣期间，其他优惠信息不同时使用；可根据部门、职务对软件功能进行划分及账户分配，以及相应的审核权限；
以及类型来确定；
款的10%；移动端费用另计。二次开发费用和差旅费用；服务,第二年按合同额的5%收取服务费用,二次开发费用另议; 差旅费用全部由对方负责，三次上门累计15个工作日内免收服务费用。
执行型材生产领料单，完成型材出库；
用于型材销售出库类型参照型材生产领料单，完成型材零料退库；查询库存实时的信息；
根据用户查询起止日期，动态统计型材期初余额、期间入库、期间出库、期末余额；
执行玻璃采购定单，完成玻璃入库，自动生成应付款明细；执行生产领料计划，完成扇、固定玻璃生产出库；执行销售出库计划，完成固定玻璃销售出库；查询库存实时的信息；执行五金采购定单，完成五金入库，自动生成应付款明细；执行生产领料计划，完成五金生产出库；执行销售出库计划，完成五金销售出库；查询库存实时的信息；根据订单根据窗型以及订单名称生成唯一条形码，利用无线扫描抢设备，自动实现入库操作根据订单根据窗型以及订单名称生成唯一条形码，利用无线扫描抢设备，自动实现入库操作查询库存实时的信息；应付款明细确认并记应付帐；实付款付款明细录入并记应付帐；供货商往来帐；维护供货商信息，供货商按型材厂家、五金厂家、玻璃厂家、其他厂家分类管理；提供系统自带型材厂家信息及型材数据；允许型材断面图导入管理（jpg）；提供常用门窗类型及门窗系列，以及窗型计算公式；按照材质门窗类型不同分类管理五金，可根据不同的窗型自由配置五金，灵活自如设置型材五金玻璃库存预警机制详细客户资料信息，设置折扣以及优惠金额；

门窗优化方案策划书3篇

门窗优化方案策划书3篇篇一《门窗优化方案策划书》一、项目背景随着建筑行业的不断发展，门窗作为建筑的重要组成部分，其性能和质量越来越受到关注。

为了满足市场需求，提高门窗的品质和竞争力，我们需要制定一套门窗优化方案。

二、目标与原则1. 目标通过优化门窗设计、材料选择和生产工艺，提高门窗的性能、美观度和使用寿命，降低成本，增强市场竞争力。

2. 原则（1）以客户需求为导向，满足不同客户的个性化要求。

（2）注重节能环保，采用新型节能材料和技术。

（3）保证质量和安全，严格按照相关标准和规范进行设计和生产。

（4）考虑成本效益，在保证质量的前提下，降低生产成本。

三、优化内容1. 设计优化（1）根据不同建筑类型和风格，设计多样化的门窗款式和尺寸，满足客户的个性化需求。

（2）优化门窗结构，提高门窗的气密性、水密性和保温隔热性能。

（3）采用先进的设计软件，提高设计效率和精度。

2. 材料优化（1）选择优质的门窗材料，如断桥铝、塑钢、中空玻璃等，提高门窗的性能和质量。

（2）推广使用新型节能材料，如 Low-E 玻璃、真空玻璃等，降低门窗的传热系数。

（3）加强对材料供应商的管理，确保材料质量稳定可靠。

3. 生产工艺优化（1）引进先进的生产设备和技术，提高生产效率和质量。

（2）优化生产流程，减少生产过程中的浪费和损耗。

（3）加强员工培训，提高员工的技术水平和质量意识。

四、实施计划1. 第一阶段（[具体时间区间 1]）（1）进行市场调研，了解客户需求和行业发展趋势。

（2）制定门窗优化方案的详细计划和时间表。

2. 第二阶段（[具体时间区间 2]）（1）开展设计优化工作，完成多样化的门窗款式设计。

（2）与材料供应商进行沟通和协商，确定优质的门窗材料。

3. 第三阶段（[具体时间区间 3]）（1）引进先进的生产设备和技术，进行生产工艺优化。

（2）对员工进行培训，提高员工的技术水平和质量意识。

4. 第四阶段（[具体时间区间 4]）（1）对优化后的门窗进行性能测试和质量检验。

铝门窗计算机设计与管理软件

铝门窗计算机设计与管理软件
郝妙琴;向虹
【期刊名称】《西飞科技》
【年(卷),期】1995(000)002
【摘要】从系统分析角度介绍了铝门窗设计管理系统的建模原理，从产品信息模块，产品知识库，以及智能模块等系统结构的说明，表明系统的功能，并通过应用实例，证明了它的实用价值。

【总页数】4页(P28-30,37)
【作者】郝妙琴;向虹
【作者单位】不详;不详
【正文语种】中文
【中图分类】TU228
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