标签: Mentor

  概述           汽车和飞机电子电气系统的重要性日益凸显，复杂度逐渐提高，线束设计变更频繁，急需高效的设计平台以应对设计挑战。Capital是一组线束设计应用软件套件，为飞机、汽车和工程机械等运输平台而研发，它可高效创建并利用电气设计数据。Capital软件内置配电系统及线束设计分析及工艺设计功能，其强大的技术能力可压缩设计、验证、制造、服务等环节的成本，保证设计质量，并帮助企业获得最大的商业价值。         无论是飞机、汽车等运输平台电气系统概念及原理设计，还是多板系统的线束详细设计制造及现有维护文档的管理，均在Capital的涵盖范围之列。Capital核心组件既可单独使用，也可相互配合用于统一的设计流程，在相同设计环境下，实现设计数据的完善。Capital可与MCAD、PLM等类似设计系统完全集成，实现协同设计。         Capital设计软件具有强大的集成设计能力，可检查信号连通性，生成布线方案，确定线束设计；软件除具备设计有效性检查、综合设计及模块化设计等先进的数据管理功能外，还集成了电子系统仿真、功能验证以及决策支持等功能。其线束设计流程如下图所示：             Capital软件可以覆盖电气系统设计从功能定义、原理及接线设计、生产工艺及售后维护的全生命周期。下面，按照不同的生命周期阶段，简要介绍Capital软件的作用和应用。     产品介绍 1. Capital Define：电气系统定义阶段         Capital可方便定义整车电子电气架构设计，同时支持各种电气设备及接口定义，方便进行电气系统早期方案设计及变体设计，并有效的评估架构的优劣。 •   Capital  System：整车功能规范定义、功能架构设计和逻辑方案设计； •   Capital  Desktop  Architect：可为电子器件布置、线束的走向选择、对接连接器的定位等运输平台物理结构的研究提供完整的环境； •   Capital  Level  Manager：用于针对不同市场不同配置要求的线束变体设计。可精确计算出配置下重量、成本等因素，作为后续决策优化的依据； •   Capital Devices：可通过网页形式对电气设备I/O信息的输入，后续可用于Capital线束原理图的设计。 2. Capital Design：电气系统设计阶段                   Capital设计模块，可用于解决线束原理图设计、接线图设计，网络拓扑及与3D布局设计协同，并有效生成线束工艺图等。 •   Capital  Logic：用于整车电气逻辑设计的工具，支持线束原理图的设计； •   Capital  Topology：用于电子系统总线拓扑设计及线束连接，可辅助进行前期平台布局设计； •   Capital  Integrator：用于线束接线设计，支持线束接线图的设计，支持3D线束导入获取线束长度信息，最终生成整车布线方案； •   Capital  HarnessXC：用于自动优化线束长度、绷带数量、套管长度，生成全面的加工制造物料清单。能够在生产制造之前帮助用户检查线束中存在的工程化方面的错误，避免了由于错误造成的返工和延误； •   Capital  ModularXC：可用模块（KSK）分解方法进行线束设计与管理，支持客户定制线束的设计和管理工具。 3. Capital Produce ：线束生产阶段      Capital制造工具集允许设计者和制造工程师快速生成图纸、报告，以及线束制造所需数据。数据可以无缝地从线束设计传递到工装布置，导线工艺设备、测试设备和ERP系统。 •   Capital  FormboardXC：创建并管理制造用全尺寸工装图。可人工配置夹具等制造器件，也可根据客户要求自动配置，确保在制造环节的管理上实现最佳实践。 •   Capital  Harness  MPM：通过将线束设计依据生产能力分解为生产结构化物料清单。可自定义的基于规则的方法支持所有的线束制造过程和企业经验知识的捕捉和应用。 4. Capital Maintain ：维护阶段         Capital提供突破性的技术以自动生成电气系统文档和一个丰富的高度交互的环境，显著提高了维修技术人员的工作效率。该技术应用可容易集成到基于Web的企业维护环境中。 •   Capital Publisher：提供了直接从设计数据生成电气系统文档的完整的设计环境； •   Capital  Publisher  Client：为技术服务人员提供高效的故障排除环境。 5. Capital Analysis ：电气系统分析         Capital Analysis是Capital的仿真分析组件，与Capital Logic原理图设计工具紧密结合，提供全面的FMEA（失效模式分析）、SCA（潜藏电路分析）、直流分析以及应力分析等，可以迅速给出设计分析报告，减少了原型系统和试验次数。 •   动态仿真：通过闭合、断开开关验证电路回路的正确与否； •   电路极限工作情况分析：计算各种组合下电路最大电流，最大/最小电压等； •   潜藏通路分析：分析和查找潜在回路，从而消除设计潜在的问题； •   基于脚本的自动化仿真分析：定制批量化仿真； •   自动生成FMEA报告 Capital 应用案例          Mentor Capital目前国内外的客户包括：         Daimler奔驰、Ford、GM、路虎、John Deer、PSA、丰田、本田、现代、一汽、东风、广汽、长城、上汽、江淮汽车等；波音、中国商飞、中航601所、通飞、中国航天一院、三江航天等。 恒润科技目前已形成了一支有多年电气系统设计实施经验的团队，可协助整车厂或线束供应商，基于Capital建立整车线束基于模型的设计能力，培训线束团队，从而提高线束设计的能力和效率。

Many years ago, I dated a very successful lady of colorful character who, to my initial puzzlement, saw a shrink once a month. Her reasoning was intriguing. She took her car in for a tune-up from time to time, and had an accountant make sure her business’s books were in order. She applied the logic of being proactive to avoid problems to her emotional health as well. The monthly 50 minute sessions weren’t to fix a problem; they were tune-up sessions where the shrink was an advocatus diaboli, asking the hard questions and questioning assumptions to keep her on track in life. Unfortunately I lost touch with her, though I heard she later married. Does she still keep those sessions? Many of us rely on our spouse to fill that role, though I can see some value in using an independent third party.   In the 80s I started a tools business with $400 in the bank. We expanded quickly, which meant cash was always in short supply. Sometimes really short supply. If you’ve ever had employees, you know that cash is the very grease of business; with money in the bank you have options. Sans bucks nothing works. Previously I had worked for a business that was woefully underfunded. Bob, the president, went through heroics to keep the doors open. The company went public; one auditor told me “I have seen every trick this company has pulled before. But never all by one outfit.” Bob tells of how for 69 weeks in a row there wasn’t enough money the day before payday to make payroll for his 100 or so employees, but something always happened to make the checks good the day they were disbursed. To say he was a creative financier would be a woeful understatement. When things in my tool business would get tough I’d call on Bob. With no notice he’d generously give me a couple of hours to talk out the problems and explore solutions. I have no formal training in finance or business, but got a degree in those subjects from the University of Bob. At 82 he’s still a font of wisdom and a good friend, but, sadly, that generation is failing. Eventually I hired an advisor, a hugely successful and highly recommended person who provided business advice. Paul would come by once a month for a couple of hours and answer questions. Far more importantly, he’d question me. “How could you justify these assumptions?” “You told me you’d do X, Y and Z last month – why didn’t you?” “Why didn’t you meet your projections for the quarter?” At times this was really painful. When there were problems Paul was a cornucopia of ideas. Some were daft. But enough were worthwhile that his check was one I was happy to sign each month. His seminal philosophy was that in business you must make money and have fun. Either alone is inadequate. A couple of decades later I still subscribe to that idea, and I still employ Paul. Even though The Ganssle Group is just a ridiculous two person company, having an outside advisor who questions my thinking is incredibly worthwhile. Sometimes we’ll go for a year or more without getting any bits of brilliance from him. Last month he had an idea that dazzled and justified many months of fees. Another friend also employs him, and we joke that over the decades we’ve earned an MBA from the U of Paul. My wife is an artist with a thought process orthogonal to the engineering mindset. But she keeps me on track. When I develop an “obvious” solution to an issue with, say, one of the kids, she’s quick to show me that, well, there may be relationship or emotional issues that I hadn’t considered. Then there’s Scott, whom I’ve known since the 1950s, literally since we were toddlers. He’s the best embedded guy I know, and a heck of a friend. We brainstorm a lot, about electronics, sailing, and pretty much everything else. You know what a true friend is? During a very low point in life he called one day and said “let’s go to London for the weekend.” We did, had a ton of fun, and that helped pull me out of my funk. He was here last week and we spent an hour scheming ways to get a huge tree off my barn. A dozen whacky ideas morphed into a single plan that worked perfectly.   No one is smart enough to have the answer to all problems. We need others to expand our solution space. And we need someone outside of our own skull to hold us accountable, whether that’s to business or personal goals and beliefs. I’m still a little unsure about my lady friend’s monthly shrink visits, but see the logic.   How about you? Do you have a mentor or advisor for work or life issues? Who has been influential in your career?

Quite some time ago I dated a very successful lady of colorful character who, to my initial puzzlement, saw a shrink once a month. Her reasoning was intriguing. She took her car in for a tune-up from time to time, and had an accountant make sure her business’s books were in order. She applied the logic of being proactive to avoid problems to her emotional health as well. The monthly 50 minute sessions weren’t to fix a problem; they were tune-up sessions where the shrink was an advocatus diaboli, asking the hard questions and questioning assumptions to keep her on track in life. Unfortunately I lost touch with her, though I heard she later married. Does she still keep those sessions? Many of us rely on our spouse to fill that role, though I can see some value in using an independent third party.   In the 80s I started a tools business with $400 in the bank. We expanded quickly, which meant cash was always in short supply. Sometimes really short supply. If you’ve ever had employees, you know that cash is the very grease of business; with money in the bank you have options. Sans bucks nothing works. Previously I had worked for a business that was woefully underfunded. Bob, the president, went through heroics to keep the doors open. The company went public; one auditor told me “I have seen every trick this company has pulled before. But never all by one outfit.” Bob tells of how for 69 weeks in a row there wasn’t enough money the day before payday to make payroll for his 100 or so employees, but something always happened to make the checks good the day they were disbursed. To say he was a creative financier would be a woeful understatement. When things in my tool business would get tough I’d call on Bob. With no notice he’d generously give me a couple of hours to talk out the problems and explore solutions. I have no formal training in finance or business, but got a degree in those subjects from the University of Bob. At 82 he’s still a font of wisdom and a good friend, but, sadly, that generation is failing. Eventually I hired an advisor, a hugely successful and highly recommended person who provided business advice. Paul would come by once a month for a couple of hours and answer questions. Far more importantly, he’d question me. “How could you justify these assumptions?” “You told me you’d do X, Y and Z last month – why didn’t you?” “Why didn’t you meet your projections for the quarter?” At times this was really painful. When there were problems Paul was a cornucopia of ideas. Some were daft. But enough were worthwhile that his check was one I was happy to sign each month. His seminal philosophy was that in business you must make money and have fun. Either alone is inadequate. A couple of decades later I still subscribe to that idea, and I still employ Paul. Even though The Ganssle Group is just a ridiculous two person company, having an outside advisor who questions my thinking is incredibly worthwhile. Sometimes we’ll go for a year or more without getting any bits of brilliance from him. Last month he had an idea that dazzled and justified many months of fees. Another friend also employs him, and we joke that over the decades we’ve earned an MBA from the U of Paul. My wife is an artist with a thought process orthogonal to the engineering mindset. But she keeps me on track. When I develop an “obvious” solution to an issue with, say, one of the kids, she’s quick to show me that, well, there may be relationship or emotional issues that I hadn’t considered. Then there’s Scott, whom I’ve known since the 1950s, literally since we were toddlers. He’s the best embedded guy I know, and a heck of a friend. We brainstorm a lot, about electronics, sailing, and pretty much everything else. You know what a true friend is? During a very low point in life he called one day and said “let’s go to London for the weekend.” We did, had a ton of fun, and that helped pull me out of my funk. He was here last week and we spent an hour scheming ways to get a huge tree off my barn. A dozen whacky ideas morphed into a single plan that worked perfectly.   No one is smart enough to have the answer to all problems. We need others to expand our solution space. And we need someone outside of our own skull to hold us accountable, whether that’s to business or personal goals and beliefs. I’m still a little unsure about my lady friend’s monthly shrink visits, but see the logic. How about you? Do you have a mentor or advisor for work or life issues? Who has been influential in your career?

A couple of months back, I found out how Mentor's Valor links ERP/MRP with the shop floor. It facilitates a lean new product introduction (NPI) flow. It starts by ensuring that the design can actually be manufactured, assembled, and tested. If there are any issues, these are fed back to the front-end designers and design tools to be resolved before things go further. Mentor's Xpedition PCB Development also puts more power into your mouse.   Well, Mentor has just made a big announcement about how the company's Valor NPI software is now fully integrated with its Xpedition PCB design platform to deliver a seamless, automated flow for the design, fabrication, and assembly of PCBs.   Editor's note: You can find out more about this NPI solution here .

A couple of months ago, I noted how Mentor's Valor links ERP/MRP with the shop floor. It facilitates a lean new product introduction (NPI) flow. It starts by ensuring that the design can actually be manufactured, assembled, and tested. If there are any issues, these are fed back to the front-end designers and design tools to be resolved before things go further. Mentor's Xpedition PCB Development also puts more power into your mouse.   Well, Mentor has just made a big announcement about how the company's Valor NPI software is now fully integrated with its Xpedition PCB design platform to deliver a seamless, automated flow for the design, fabrication, and assembly of PCBs.   Editor's note: You can find out more about this NPI solution here .