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1、Manipulator is now used as a industrial robots in use, the control objectives often appear often in industrial automation. Industrial automation technology has gradually matured, as mature a technology line has been rapid development in industrial automation as a separate subject. Manipulator applic
2、ation began to filter into welding, logistics, mechanical processing, and other industries. Especially at high or very low temperatures, full of poisonous gases, high radiation case, robot in similar circumstances showed great use also brings great convenience to the staff. Precisely because of this
3、 robot to get peoples attention began to be a high degree of development. Labor rates, working conditions, labor intensive aspects of promoting development. Both at home and abroad to develop the PLC (programmable logic controller) is in various special circumstances and under special conditions set
4、 for mechanical devices. Now turned on the development of the microelectronics automatic control technology and the rapid development of the trains, the success of PLC hardware software and simulation control win big and successful development, now continues to develop as a factory automation standa
5、rds. Because robots are good development of the technology makes a good optimization of productive capital, and robot shows this unique advantages, such as: has good compatibility, wide availability, hardware is complete, and programming that can be mastered in a short time, so in the context of ind
6、ustrial PLC applications became ubiquitous. Manipulator in many developed country agriculture and industry has been applied, such as the use of mechanical harvesting large areas of farmland, repeated operations on the high-speed line that uses a robotic arm, and so on. Today, the high level of autom
7、ation combined with restrictions on the manipulator development level is slightly lower than the international. The design is mainly arm welding machine by PLC Automation control. This of design let designers on in school by learn of has a must of consolidation, understand has some usually didnt opp
8、ortunities awareness in world range within some leading level of knowledge has has must awareness, hope designers can in yihou of design in the can success of using in this design in the proceeds of experience 1.2 manipulator in both at home and abroad of research profile automation mechanical arm r
9、esearch began Yu 20th century medium-term, after years with with computer and automation technology of development, Makes mechanical arm on the Grand stage of industrial automation and shine, gradually became an industrial evaluation standards, and its importance can be seen. Now original robotic ar
10、m spent most of mass production and use on the production line, which is programmed robotic arm. As the first generation of manipulator position control systems main features, although not back several generations that can detect the external environment, but can still successfully complete like wel
11、ding, painting, delivery as well as for materials simple movements. Second generation mechanical arms are equipped with sensors and manipulators have the environment there is a certain amount of sense, when the mechanical arm is to use the program as a basis. Difference is that the robot begandPPP模式
12、建设-红色旅游开发项目物有所值及财政承受能力评价报告 编制单位：北京智博睿投资咨询有限公司PPP模式（Public-Private-Partnership，即“公共部门-私人企业-合作”的模式）指的是公共部门通过与私人部门建立伙伴关系，共同提供公共产品或服务，是20世纪90年代后出现的一种新的融资模式。PPP模式的一个典型结构是公共部门与中标单位组成的特殊目的公司签订特许合同，由特殊目的公司负责融资、建设及经营。这种融资形式的实质是政府通过给予私营公司长期的特许经营权和收益权来换取基础设施建设，以解决政府的财政困境。PPP项目运营的一种形式报告目录：第一章 红色旅游开发项目基础信息1.1 红色
13、旅游开发项目概况1.1.1红色旅游开发项目位置1.1.2建设意义1.1.3建设进程1.1.4红色旅游开发项目工程方案与建设规模1.1.5投资估算及资金筹措1.2 红色旅游开发项目产出说明1.2.1红色旅游开发项目需求1.2.2红色旅游开发项目作用1.2.3工艺选择1.2.4技术标准1.2.5主要技术经济指标1.3 红色旅游开发项目运作模式1.3.1运作方式1.3.2回报机制1.3.3全生命周期成本1.3.4调价机制1.4 红色旅游开发项目风险因素识别与分析1.4.1红色旅游开发项目投资主要有以下风险：1、组织机构风险2、施工技术风险3、工程风险4、投资估算风险5、资金风险6、市场风险7、政策风
14、险8、财务风险9、不可抗力风险1.4.2风险分配原则1.4.3风险分配基本框架按照风险分配优化、风险收益对等和风险可控等原则，综合考虑政府风险管理能力、项目回报机制和市场风险管理能力等要素，在政府和社会资本间合理分配项目风险。红色旅游开发项目风险分配情况详见下表：红色旅游开发项目风险分配基本框架表编号风险种类风险承担方1组织机构风险项目公司2施工技术风险项目公司3工程风险项目公司4投资估算风险项目公司5资金风险项目公司6市场风险项目公司7政策风险政府8财务风险项目公司9不可抗力风险政府和项目公司共担第二章 物有所值定性分析2.1 政策依据2.2分析内容2.2.1增加公共供给2.2.2优化风险分
15、配2.2.3提高效率2.2.4促进创新2.2.5政府PPP能力2.2.6政府采购政策落实潜力2.2.7融资可行2.3分析方法2.4分析意见第三章 物有所值定量分析3.1定量分析步骤物有所值定量分析是在假定采用PPP模式与政府传统投资和采购模式的产出绩效相同的前期下，通过对PPP项目全生命周期内政府支出成本的净现值（PPP值）与公共部门比较值（PSC值）进行比较，判断PPP模式能否降低项目全生命周期成本。物有所值定量分析的主要步骤包括：1、根据参照项目计算PSC值；2、根据影子报价和实际报价计算PPP值；3、比较PSC值和PPP值，计算物有所值量值和指数，得出定量分析结论。3.2 PSC值计算PSC值是指政府采用传统采购模式提供与PPP项目产出说明要求相同的基础设施及公共服务的全生命周期成本的净现值。PSC值=初始PSC值+竞争性中立调整值+可转移风险承担成本+自留风险承担成本3.2.1设定参照项目设定参照项目遵循如下原则：1、参照项目与PPP项目产出说明要求的产出范围和标准相同；2、参照项目与PPP项目财务模型中的数据口径保持一致，项目采用政府付费模式，财务收入参照项目可行性研究报告中数据并结合实际适当调整；3、参照项目采用基于政府现行最佳时间的、最
