Can JAFITA be the only contact for a partner-factory project?
JAFITA can act as the agreed coordination contact. The manufacturer remains the technical source and holder of its factory and product documents.
Project services / From order to handover
Elevator Project Coordination
Elevator project coordination keeps people, documents, decisions and physical equipment connected from order to handover. JAFITA provides this coordination across its freight/OEM manufacturing work and the specialist partner-factory network used for other product categories. The service creates one visible project record while preserving the actual responsibilities of the customer, manufacturer, building team, installer and authority.
Coordination is not a substitute for engineering or site competence. It is the system that ensures the right question reaches the right party, the answer becomes a controlled decision and the current revision follows the project into production, delivery and installation.
Establish one project identity
The project begins with a stable reference. Multi-unit work should also assign an elevator-unit identifier. These references should appear on drawings, schedules, approvals, issue records, inspection evidence, package marks and after-sales requests.
A useful project header contains:
- Project name and reference
- Country and site
- Customer and authorized contact
- Equipment quantity and unit references
- Product and manufacturing route
- Contract or order reference
- Current stage
- Required communication language
Without this identity, a technically correct answer can be applied to the wrong unit or revision.
Make decision authority explicit
Define roles and decision authority
The project should identify who can submit information, consolidate comments, approve drawings, accept commercial changes, inspect equipment, receive shipments and resolve site questions.
| Role | Typical responsibility |
|---|---|
| Customer project lead | Consolidates project decisions and approvals |
| Architect or consultant | Coordinates building, layout and specification requirements |
| Structural and electrical teams | Confirm supports, openings, loads, power and interfaces |
| JAFITA project coordinator | Routes information, maintains agreed records and follows actions |
| Responsible manufacturer | Provides product data, drawings, production and factory records |
| Local elevator contractor | Verifies site, installs and commissions within authorized scope |
| Main contractor | Coordinates access, programme, trades and site readiness |
| Inspector or authority | Performs required independent or statutory review |
One person may hold several roles, but authority should still be explicit. JAFITA should not receive conflicting approvals from multiple uncoordinated contacts.
Issuer, revision, status and next action
Maintain a document register
A document register shows what exists, who issued it, its revision, status and next action. It can cover drawings, specifications, schedules, certificates, manuals, inspection records and shipment documents.
Recommended statuses include:
- Draft
- For review
- Returned with comments
- Approved with comments
- Approved for production
- Superseded
- Final or as supplied
Status is not the same as revision. A new revision may still be under review. A file name ending in “final” is not sufficient document control.
For partner-factory equipment, the register should preserve the factory as issuer where applicable. JAFITA can coordinate and transmit the document without changing its technical origin.
Coordinate the submittal cycle
A structured submittal cycle is:
- JAFITA or the responsible manufacturer issues a defined document set.
- The customer team reviews it against the project requirements.
- One authorized contact returns consolidated comments.
- Technical and commercial conflicts are separated and routed.
- The responsible issuer revises or responds.
- The customer records approval status.
- JAFITA updates the register and confirms the release basis.
Comments such as “please check” or “as discussed” slow the process because they do not identify the required decision. A useful comment cites the drawing, location, requirement and requested outcome.
Keep the question and response together
Track requests for information
A request-for-information register prevents important questions from being lost in email or chat. Each item should state:
- Unique reference
- Date and originator
- Question and supporting document
- Party responsible for response
- Date needed and the decision it affects
- Response and related revision
- Status
An answer should close the actual question. If the response depends on missing site data, the item remains open with a new action rather than being marked complete.
The approved record must follow the selection
Control changes after approval
Changes are normal in construction and manufacturing projects. Uncontrolled changes are not.
A change request should identify the current approved basis, proposed change, reason, affected units and required date. JAFITA coordinates a review of effects on engineering, components, documents, completed work, inspection, packing, cost and programme.
The authorized parties then approve, reject or revise the request. Accepted changes must appear in the controlled documents. A message approving a new cabin finish does not help the factory if the finish schedule remains unchanged.
Coordinate the programme through dependencies
Project schedules should show decisions, not only dates. Typical dependencies include:
- Site information before layout review
- Layout approval before product release
- Finish approval before cabin production
- Final consignee and shipment data before booking
- Inspection completion before packing release
- Site readiness before delivery or installation
- Installation completion before commissioning and acceptance
JAFITA coordinates dates within its scope but does not publish one fixed lead time for every product. Manufacturing route, approvals, quantity, custom work, inspection and shipping conditions all affect the programme. Customer and site delays need to remain visible rather than silently absorbed into the original dates.
Observation is not yet a conclusion
Manage issues by facts and ownership
An issue record should identify the observed condition, requirement, evidence, impact, owner, action and status. This applies to drawing conflicts, component questions, finish differences, packaging damage and site interfaces.
The record should distinguish:
- Observation: what is known
- Assessment: what a qualified party concludes
- Decision: what authorized parties agree to do
- Verification: what proves the action worked
This prevents early assumptions about cause or responsibility from becoming part of the formal record.
Carry unit identity into the shipment
Connect delivery to the project record
Before shipment, the coordinator confirms the destination and consignee information, package references, applicable packing list, document status and any agreed split shipment. Package marks should connect the physical goods to the project and elevator unit.
At receipt, the customer records visible package identity and condition, then checks contents according to the authorized process. Missing, damaged, mismatched and not-yet-checked items remain distinct. The marketing site’s detailed delivery checklist can be used as the receiving method.
Handover to installation and service
The installation team needs the approved drawings, manuals, unit identity, component information, open-item status and site responsibilities. The after-sales team later needs the same project and unit references.
A handover package may include:
- Current document register
- Approved and as-supplied drawings
- Equipment and major-component schedule
- Manuals applicable to the supplied equipment
- Inspection and release records agreed for delivery
- Packing and receiving records
- Open issues with owners and next actions
- Contact and escalation route
Handover does not mean every issue is closed. It means open work is visible and assigned.
Information and decisions must have owners
Customer responsibilities
The customer should provide accurate site and project data, appoint authorized contacts, return consolidated comments, meet agreed decision dates, communicate changes and prepare the site and local parties. JAFITA cannot coordinate information that is withheld or decisions that have no owner.
The customer and local project team also remain responsible for building design, local approval, licensed installation, statutory inspection, site safety and maintenance within their respective scopes.
Project coordination questions
How are conflicting customer comments handled?
The customer should nominate an authorized person to consolidate and resolve them. JAFITA should not select between conflicting architectural, technical and commercial instructions without authority.
What is the production-release point?
It is the documented stage at which the required technical decisions and approvals are sufficient for manufacturing. The exact conditions are defined for the project.
Can a schedule be maintained if approvals are late?
The effect must be reviewed. Some work may continue, while other activities depend on the delayed decision. The revised programme should show the actual dependency rather than preserve an obsolete date.
Who closes a site issue?
The assigned responsible party proposes and performs the action; the party authorized by the project verifies closure. JAFITA coordinates issues within its scope.
Are messaging apps suitable for approvals?
They can support discussion, but production-affecting decisions should be transferred into a controlled drawing, schedule, register or written approval record.
Create one reliable project record
Send the order reference, project team, current documents, decision schedule and known open issues. JAFITA will establish the coordination route and identify the next information needed from each party.
For a broader buyer-oriented overview of one-stop supply and coordination, visit the marketing site.
