Do I need to agree with the customer. Overhaul and its prerequisites. When is the overhaul of electrical equipment carried out

Today the planned preventive repair - this is the simplest, but at the same time, reliable method of performing work. As for the resumption of the functioning of the equipment, the list of the main conditions ensuring it includes the following:

The units have already worked out a specific number of hours and a new periodic working cycle is coming, which must be preceded by scheduled preventive maintenance.

The normal level of repair work is clearly indicated by determining the optimal intervals between scheduled periodic maintenance.

Organization of approved works. Control over them is based on a standard scope of work. Their responsible implementation ensures the further full functioning of the existing units.

Scheduled preventive maintenance of electrical equipment is carried out to the extent necessary in order to effectively eliminate all existing defects. It is also carried out to ensure the natural operation of the equipment before subsequent repairs. Typically, a scheduled preventive maintenance schedule is drawn up based on specified periods.

In the intervals between scheduled repair work, electrical equipment is also subject to pre-scheduled inspections and a series of checks, which are, in fact, preventive.

Repair work of electrical equipment

The alternation, the frequency of scheduled repair of units depend both on their purpose and on their design features, operating conditions, dimensions. The basis for preparing for this work is the clarification of defects, the selection of spare parts and spare parts, which will need to be replaced later. An algorithm for performing this type of manipulation is specially developed, due to which the uninterrupted operation of equipment (machines) during repairs is possible. Correct preparation of such a plan of action makes it possible to carry out a complete resumption of the functioning of all devices without disrupting the usual operating mode of production.

Organization of the process

Competent scheduled preventive maintenance includes the following sequence:

1. Planning.

2. Preparing units for repair.

3. Carrying out repair work.

4. Implementation of measures related to the repair and scheduled maintenance.

The considered system of planned preventive maintenance of equipment has stages: overhaul, current. They can be considered in more detail.

Overhaul stage

The overhaul stage allows you to repair the equipment without disrupting the production process. It includes systematic cleaning, lubrication, inspection, adjustment of units. This also includes the elimination of minor malfunctions, replacement of parts with a short service life. In other words, this is prevention, which is not complete without daily examination and care. It must be properly organized in order to maximize the life of existing equipment.

A serious approach to this issue can significantly reduce the cost of future repairs and contributes to a better and more efficient performance of the tasks set by the enterprise. The main work that is carried out during the overhaul stage is daily lubrication and cleaning of units, compliance by all employees with the rules for using devices, monitoring the current state of equipment, adjusting mechanisms and timely elimination of minor breakdowns.

Current stage

This stage of preventive maintenance of electrical equipment often does not provide for the disassembly of devices, but it includes prompt elimination and elimination of all breakdowns that have arisen during the period of operation. In this case, only the units are stopped. During the current phase, tests and measurements are carried out, thanks to which equipment flaws are detected even at an early stage, and this is very important.

The decision about whether the electrical equipment is suitable is made by the repair specialists. This is within their competence. They base their decision on a comparison of the available conclusions obtained during the tests during the implementation of scheduled routine repairs.

Elimination of defects in the functioning of units can be carried out not only during scheduled repairs, but also outside of it. This usually happens after the equipment has completely exhausted its resource.

Preventive maintenance: middle stage

Allows you to partially or completely restore your already worn out units. This stage includes disassembling the necessary units for viewing them, eliminating the identified defects, cleaning the mechanisms and replacing some quickly wearing parts and parts. It is carried out annually.

The system of scheduled preventive maintenance at the middle stage includes setting the volume, cycle and sequence of the works indicated here in strict accordance with all regulatory and technical documents. Thanks to this, normal operation of the equipment occurs.

Overhaul and its prerequisites

It is carried out after opening the equipment, its full check with a study for defects in all parts. This stage includes measurements, tests, elimination of identified malfunctions, due to which it is necessary to modernize the units. Here, one hundred percent restoration of the technical parameters of the considered devices takes place.

When is the overhaul of electrical equipment carried out?

Such manipulations are possible only after the completion of the overhaul stage. The following conditions must also be met:

The work schedule has been drawn up.

A preliminary check and inspection was carried out.

All the necessary documents have been prepared.

Replacement parts and tools provided.

Fire-fighting measures were taken.

What does the overhaul include?

The process of repairing electrical equipment in this case consists of:

1. Replacement / restoration of worn out mechanisms.

2. Upgrading devices requiring it.

3. Carrying out measurements and preventive checks.

4. Carrying out work to eliminate minor damage.

Malfunctions and defects that are discovered during checks of equipment (machines) are eliminated during subsequent repair. Breakdowns classified as emergency are eliminated immediately. Equipment different types has its own frequency of activities related to repair work, which is regulated by the rules of technical operation. All the manipulations carried out are reflected in the documentation, the strictest records of the presence of units and their condition are kept.

According to the approved plan for the year, a nomenclature plan is created, which fixes the current / major repairs. Before proceeding with them, the date of stopping the electrical equipment (machines) for repair must be specified.

The scheduled preventive maintenance schedule is the official basis for drawing up a budget plan for a year, developed twice over a specified period. The total amount of the plan-estimate is distributed by months, quarters, taking into account the period of capital repair work.

Features:

To date, the preventive maintenance system provides for the use of microprocessor and computing technology (stands, structures, installations for testing and diagnostics). This prevents equipment wear and tear and reduces rebuilding costs. All this also contributes to an increase in operational efficiency, and therefore, the profit of enterprises.

Preventive maintenance: drawing up a schedule for the year

Consider how the schedule for the year is drawn up. Preventive maintenance of buildings or electrical equipment is a full-fledged complex of organizational and technical measures closely related to supervision and maintenance. It concerns all types of repairs and is carried out periodically according to a previously drawn up plan. This helps to prevent premature partial or complete wear of equipment, accidents. All fire protection systems are in constant readiness.

Preventive maintenance is organized according to a system that includes such types of maintenance as:

Weekly technical fix.

Monthly repairs.

Annual pre-scheduled preventive maintenance.

The developed regulations on scheduled preventive maintenance are approved by the branch ministries and departments. The document is mandatory for industry enterprises.

Preventive maintenance is always carried out in strict accordance with the existing annual work schedule, which includes each mechanism that is subject to current or major repairs. When drawing up this schedule, the standards for the frequency of equipment maintenance are used. They are taken from the passport data of the units prepared by the manufacturer. All available mechanisms, devices are entered into a schedule, where brief information about them is indicated: quantity, resource standards, labor intensity of one current or overhaul. It also records information about the last ongoing ongoing and major repairs.

Additional Information

The regulation on scheduled preventive maintenance contains information on in-shift maintenance (supervision, maintenance) and preventive inspection of the existing equipment. It is usually assigned to the operating and duty personnel. It also contains information on the implementation of the planned work.

The advantages of preventive maintenance systems include:

Fixing downtime of units, equipment, machines.

Control over the duration of the overhaul periods of operation of devices.

Forecasting the costs of repairing equipment, mechanisms, units.

Accounting for the number of personnel involved in the activity, which depends on the complexity of repair.

Analysis of the causes of equipment failure.

Disadvantages of preventive maintenance systems:

The complexity of the calculation of labor costs.

Lack of convenient and suitable tools for planning (implementing) repair activities.

The complexity of accounting for the parameter / indicator.

The complexity of the operational adjustment of the planned work.

Each preventive maintenance system has a trouble-free model of operation / repair of units, but in the event of accidents or as a result of deterioration, unscheduled work can also be carried out related to the full resumption of the operation of the devices.

The frequency of equipment operation stops for major or current repairs is determined by the service life of the wearing mechanisms, parts, and assemblies. And their duration is determined by the time it takes to perform the most laborious manipulations.

Hoisting machines (units), in addition to preventive inspection, are also subject to technical inspection. It is carried out by the specialists responsible for the supervision of this equipment.

AUTONOMOUS NON-PROFIT RESTRICTION

HIGHER PROFESSIONAL EDUCATION

EASTERN EUROPEAN INSTITUTE OF ECONOMY, GOVERNANCE AND LAW

DEPARTMENT OF ECONOMY

CONTROL AND COURSE WORK

FOR THE DISCIPLINE "MANAGEMENT OF THE ORGANIZATION"

Completed by student gr. FC 101 v Kuznetsov M.V.

Checked by D.E. D., professor Mikhaleva E.P.

1. Introduction

2. Main part

3. Conclusions

Applications

1. Introduction

One of the stages of technical preparation is the technological preparation of production. It is she who ensures the full readiness of the enterprise for release new products with a given quality, which, as a rule, can be implemented on technological equipment with a high technical level, ensuring minimal labor and material costs. Technological preparation of production is carried out in accordance with the requirements of the standards of the Unified System for Technological Preparation of Production (ESTPP, GOST 14.001-73) and provides for the solution of the following tasks:

ensuring high manufacturability of structures, which is achieved by a thorough analysis of the manufacturing technology of each part and a technical and economic assessment of possible manufacturing options;

design of technological processes, including the development of traditional (basic for this type of production) processing, and individual technological processes, development technical specifications for special rigging and special technological equipment (the design of technological equipment is carried out in the manner adopted for the design preparation of production);

structural analysis of the product and, on its basis, the preparation of interdepartmental technological routes for processing parts and assembling products;

technological assessment of the workshop capabilities, based on the calculation of production capacity, throughput, etc.

development of technological standards for labor intensity, material consumption rates, equipment operation modes;

equipment maintenance and repair planning;

manufacturing of technological equipment;

scheduled preventive maintenance

debugging of the technological complex (performed on the installation series of products) - the technological process, tooling and equipment;

development of forms and methods of organizing the production process;

development of technical control methods.

Consider in more detail the aspect of the organization of equipment repair at the enterprise.

2. Main part

2.1 The role of preventive maintenance (PM) in improving the use of fixed assets

Repair production is created at the enterprise in order to provide with minimal cost rational exploitation of its fixed assets. The main tasks of the repair production are: maintenance and repair of fixed assets; installation of newly purchased or manufactured equipment by the enterprise itself; modernization of operated equipment; production of spare parts and assemblies (including for equipment modernization), organization of their storage; planning of all works on maintenance and repair, as well as the development of measures to increase their efficiency.

The leading form of the system of technical maintenance and repair of equipment at industrial enterprises is the system of scheduled preventive maintenance of equipment (PPR). The PPR system is understood as a set of planned activities for the maintenance, supervision and repair of equipment. Maintenance and repair of equipment under the PPR system include: maintenance of equipment, overhaul maintenance, periodic repair operations. Maintenance of equipment consists in observing the rules of technical operation, maintaining order at the workplace, cleaning and lubricating working surfaces. It is carried out directly by production workers serving the units under the supervision of production foremen. Overhaul maintenance consists in monitoring the condition of the equipment, following the working rules of operation, in the timely regulation of mechanisms, and eliminating minor faults. It is carried out by the duty workers of the repair service without equipment downtime - during lunch breaks, non-working shifts, etc. In industries with a continuous production process, this amount of work at the onset of current repair (or next repair) or the equipment stops for unscheduled repairs to eliminate the identified defects (this conclusion is made by the equipment repair technician). The backup equipment is switched on or the production is unloaded. Periodic repair operations include flushing equipment, changing oil in lubrication systems, checking equipment for accuracy, inspections and scheduled repairs - current, average (current increased) and overhaul. These operations are carried out by the repair personnel of the enterprise according to a pre-developed schedule. Not all equipment is subjected to flushing as an independent operation, but only those that operate in conditions of high dustiness and pollution, for example, foundry equipment, equipment for the production of food products. Oil change is carried out in all lubrication systems with centralized and other lubrication systems according to a special schedule linked to the scheduled maintenance schedule. Oil change intervals are specified in the equipment specifications. It is allowed to change the oil according to the results of the analysis by the laboratory for the compliance of the oil quality indicators with the requirements of the regulatory documents (GOST). All equipment is checked for accuracy after the next scheduled repair. All precision equipment is periodically checked separately on a special schedule. The accuracy check consists in identifying the correspondence of the actual capabilities of the unit to the required accuracy of its operation. This operation is carried out inspector of quality control department with the help of a repair locksmith. All equipment is periodically inspected. Their task is to identify the degree of wear of parts, regulate individual mechanisms, eliminate minor malfunctions, replace worn out or lost fasteners. When inspecting the equipment, the scope of the upcoming repair and the timing of its implementation are also specified. Routine repair is the smallest type of scheduled repair performed to ensure or restore the unit's performance. It consists in partial disassembly of the machine, replacement or restoration of its individual units and parts, repair of irreplaceable parts; also, all identified comments reflected in the defective statement are eliminated (drawn up by the shop mechanic).

Medium repair differs from the current one in a large volume of work and in the number of worn out parts to be replaced.

Overhaul - full or close to full restoration of the unit resource with the replacement (restoration) of any of its parts, including the base ones. Consequently, the task of overhaul is to bring the unit into a condition that fully meets its purpose, accuracy and performance class. Progressive repair systems are based on the implementation of only two types of planned repairs during the repair cycle - current and major, i.e. no medium repairs. Wherein overhaul often accompanied by equipment upgrades. Depending on the degree of centralization of repair work, there are three forms of their organization: centralized, decentralized and mixed. Centralized repair provides that all types of repairs and overhaul services are carried out by the forces of a mechanical repair shop subordinate to the chief mechanic of the enterprise, decentralized - by shop repair services under the guidance of a shop mechanic. The mixed form of organization of repairs is based on various combinations of centralized and decentralized forms. In many cases, the mixed form provides for the implementation of all types of repair operations and overhaul services, except for overhaul, by workshop repair services, as is the case with a decentralized system. Overhaul is carried out by a mechanical repair shop.

In addition to various forms of in-plant repairs, specialized equipment overhaul has been organized outside the factory. Along with scheduled preventive repairs, which form the basis of maintenance and repair of fixed assets, unscheduled (emergency) and restoration repairs can also take place at enterprises. The need for emergency repairs can arise as a result of unexpected equipment failure. Refurbishment has as its object those elements of fixed assets, the further operation of which is no longer possible.

2.2 Characteristics of equipment at the enterprise by the degree of deterioration

Depreciation in the economic sense means the loss of the value of an object during its operation. Loss of value can occur along different reasons... If the cost has decreased due to the aging of the object and the partial loss of its performance, then they speak of physical wear and tear. If the cost has decreased due to the fact that the object has lost its competitiveness in the market in comparison with other similar objects and began to be in less demand, then they speak of obsolescence. Both types of wear develop independently of each other. This means that a completely new product can lose value before its use due to obsolescence. Even when calculating the full replacement cost by direct comparison with an analogue, such adjustments are made to the price of an analogue, which in one way or another take into account obsolescence.

Physical deterioration is such a loss of value, which is caused by a decrease in the performance of an object as a result of both natural physical aging and wear of structural elements during operation, and the influence of external unfavorable factors (accidents, shocks, overloads, etc.), the consequences of which were eliminated by repairs.

How do you find this loss of value? In many methods, wear assessment is based not on the cost itself, but on the external manifestations of wear: deterioration of characteristics (accuracy, speed, performance, power consumption, etc.), the onset of frequent breakdowns, the appearance of noise, knocking and other negative effects. It is believed that the index of decline in consumer qualities is at the same time an index of decline in value. In reality, the connection here is not as straightforward as it seems.

The physical wear and tear of the equipment depends on how long it serves, how much work is done with it and how well it is maintained. The amount of work done would be the best wear factor. A more easily measurable factor is the age of a piece of equipment. The year of manufacture of the product is recorded in the passport and even stamped on the nameplate.

At the time of purchasing the equipment, the company does not know what its actual service life will be. Therefore, in real practice, it is necessary to plan the service life. Since a certain share of its original cost is consumed annually over the life of the equipment, this share refers to the costs of the corresponding year.

The most difficult issue is the classification and description of equipment, its solution will require significant time and effort.

Firstly, it is very difficult to use the existing (accounting) databases of fixed assets accounting, because they are compiled according to completely different principles (there is no description hierarchy, no reference to technical locations, etc.).

Secondly, during the reconstruction and modernization of equipment, its technical was often changed. circuit, device, etc. Moreover, such changes were not always made in the technological documentation and equipment passports. In practice, this leads to the fact that when describing equipment it is not enough to use only technological documentation and equipment passports. It is necessary to look at the equipment "live" - \u200b\u200bof course, this leads to an increase in time costs.

Thirdly, there are no standard requirements for the manufacturer to fill out equipment passports by the manufacturer. In this regard, different manufacturers do not always indicate a detailed diagram of the equipment device. Sometimes such passports are completely lost. Accordingly, there is simply not enough information to describe the structure of a specific piece of equipment.

This is one of the most serious questions arising in the process of describing equipment. The only way to solve this problem is to combine (in time) the overhaul of the equipment and its description.

In addition to technical issues, in the process of describing equipment, important methodological issues arise. First of all, they relate to the principles of equipment classification. There are various approaches. It can be classified by types of equipment, divided into main and auxiliary, etc., etc. It is much more important to define the equipment hierarchy.

The uppermost level should represent a set of technological objects (elements of the technological chain) through which the production of products is carried out. Further, individual pieces of equipment are determined, as well as the units and assemblies of which it consists.

Thus, we distinguish the following three levels of the equipment hierarchy:

Level I: Technological facility (part of the technological chain).

Level II: Individual pieces of equipment

Level III: Components and assemblies.

This approach will create the necessary prerequisites for the correct determination of equipment wear, tracking its technical condition, making investment decisions and much more. Thus, detailing components and assemblies to the level of details will optimize the logistics systems, and linking the types and volumes of repair work to individual pieces of equipment will increase planning accuracy. The accumulation of reliable factual information about the operating modes of equipment, failures, repair work performed, replacement of individual pieces of equipment will make it possible to most effectively manage the process of equipment maintenance and repair.

Principles for determining physical wear and tear of equipment

The developed mechanism consists of the following six steps:

Classification and description of the equipment in the process chain of the workshop:

Development of key indicators characterizing the state of the performance capabilities of a single equipment.

Determination of weights for calculating the integral indicator of physical wear and tear of a single piece of equipment. The weights of the indicators are determined by the method of expert estimates.

Determination of the current values \u200b\u200bof key indicators, comparison with reference values. Determination of the wear of a piece of equipment.

Depreciation calculation for groups of the same type of equipment. The same type is understood as the equipment on which the production of the same product (technological operations) is carried out.

Depreciation for a group of equipment of the same type is determined as the weighted average value of wear for each piece of equipment. Weighing is performed in relation to the actual load of the equipment.

The calculation of the technological chain wear is carried out on the basis of the actual wear data for the equipment groups. The calculation of the wear of the technological chain is based on the following principle: the maximum wear value (critical point), calculated for groups of the same type of equipment, is taken as the wear of the technological chain.

The implementation of these principles allows:

Predict equipment wear and tear and identify bottlenecks in the process chain;

Effectively allocate funds for equipment repair and replacement;

Reduce the number of production incidents and failures.

It should be noted that, despite the obvious positive effect, the developed mechanism also has a number of disadvantages:

First, the determination of the wear of the technological chain at the critical point in the case when the degree of influence of the physical state different groups equipment on the performance capabilities of the chain as a whole is not the same - it can lead to erroneous conclusions. Secondly, the high labor intensity of implementation and maintenance of the equipment databases in an up-to-date state.

Thirdly, the effective functioning of the physical deterioration monitoring system based on the indicated principles is impossible without an appropriate information system.

Nevertheless, these problems, one way or another, can be solved. For example, the use of equipment. Weights of correction factors, taking into account the degree of influence of the physical state of the same type of equipment groups on the productive capabilities of the technological chain, stage-by-stage development and implementation of the system: first of all, put the system for limiting and especially important equipment.

Thus, the determination of the actual wear and tear of equipment leads not only to the effective use of the repair fund, but is also a necessary condition for the effective management of production facilities.

The depreciation of fixed assets in certain industries reaches 80%, and the dynamics of the renewal of these assets does not exceed 11%.

Compared to 1970, the average age of equipment in the domestic industry has almost doubled: in 1970, 40.8% of industrial equipment was up to five years old, today it is only 9.6%.

Almost half of Russian enterprises experience difficulties with equipment, while domestic producers do not have sufficient capabilities to provide russian enterprises high-tech high-quality equipment.

A significant share of equipment and components is imported.

2.3 The structure of the repair service of the enterprise, functions and work system of its individual divisions

Repair of equipment at the enterprise is carried out by auxiliary shops.

Auxiliary production and maintenance in an enterprise can employ up to 50% of all workers. Of the total volume of auxiliary and maintenance work, transport and storage accounts for approximately 33%, repair and maintenance of fixed assets - 30, instrumental maintenance - 27, energy maintenance - 8 and other works - 12. Thus, repair, energy, instrumental, transport and storage services account for approximately 88% of the total volume of these works. The increase in the efficiency of technical maintenance of production as a whole depends to the greatest extent on their correct organization and further improvement. The structure of the repair service of the enterprise includes: department of the chief mechanic, repair production, repair and mechanical workshop, electrical workshop, workshop of instrumentation and equipment. Equipment repairs are carried out according to the schedule of each service provider.

2.4 Planning of repair work: composition of repair standards and their definition, drawing up long-term, annual and operational plans for repair work

The implementation of the PPR system requires a number of preliminary preparatory work. These include: classification and certification of equipment; drawing up specifications of replaceable and spare parts and establishing norms for the stock of the latter; development of drawing albums for each standard size of equipment; organization of storage of spare parts and assemblies; development of instructions for production and repair personnel for the maintenance of equipment and technological documentation for its repair. Equipment classification aims to group it in a certain way according to the features of the same type to determine the number of replacement parts of the same name, draw up instructions for equipment maintenance, develop a typical repair technology, etc.

The purpose of certification is to have a complete technical description of all the tools of labor used at the enterprise. The passport is entered for each unit of plant equipment. It records its technical data and their changes, operating modes, permissible loads, results of inspections and repairs. The passport of the equipment is the initial document when organizing and planning its repair and maintenance. Drawing up specifications of replacement and spare parts, drawing albums is necessary for their timely production and development of repair technology. Replaceable parts are machine parts that are subject to wear and tear and must be replaced during repair. Their service life does not exceed the duration of the repair cycle. Replacement parts that need to be kept in a constantly renewing stock are called spare parts. For the storage of spare parts, a general plant warehouse of spare parts and assemblies is created, and, if necessary, storerooms in production workshops.

The development of instructions for production and repair personnel, as well as the technology of repair work, is aimed at increasing the organizational and technical level of routine maintenance and repair of equipment and thereby contributing to its more efficient use at the enterprise.

The organization and planning of equipment repair under the PPR system are based on certain standards that allow planning the scope of repair work, their sequence, timing, both for groups of homogeneous machines, and for the enterprise as a whole and its individual divisions. The system of these standards includes: categories of complexity of repair, repair units, duration and structure of repair cycles, duration of overhaul and inter-inspection periods, duration of the repair period. They are also adjoined by standards for overhaul of equipment, rates of consumption of materials, spare parts and stocks of wearing parts. The methodology for calculating standards and their specific values \u200b\u200bfor different types of equipment and conditions of its operation are determined by the Unified PPR system. Each unit production equipment the corresponding category of repair complexity is assigned. The more complex the unit, the higher it is, and vice versa.

With regard to a repair unit, they are developed by methods of technical rationing of norms for the cost of working time by types of repair operations and the nature of work. Table 1 shows the corresponding norms for one repair unit (in man-hours).

Table 1. Norms of work with one repair unit

Name Locksmith work Machine work Other work Total Flushing as an independent operation 0.35--0.35 Accuracy check as an independent operation 0.4--0.4 Inspection before overhaul 1.00.1-1.1 Inspection 0.750.1-0.85 Current repairs 4.02.00.16.1 Overhaul 23.010. 02.035.0

Using the above standards, you can calculate the labor intensity of equipment repair in a workshop, enterprise, etc. Determination of the scope of work on overhaul services is carried out according to service standards. For example, for the locksmiths, lubricators and machine operators on duty, the following service standards are set for one worker per shift in repair units: locksmiths - 500, lubricators - 1000 and machine operators - 1500.

For each type of equipment, the standard duration of the repair cycle is established. The repair cycle is the smallest repetitive period of equipment operation, during which all established types of maintenance and repair are carried out in a certain sequence. Since all of them are carried out in the period from the beginning of the operation of the equipment to its first overhaul or between two subsequent overhauls, the repair cycle is also defined as the period of operation of the equipment between two consecutive overhauls.

The overhaul period is the period of equipment operation between two next scheduled repairs. The inter-inspection period is the period of operation of the equipment between two regular inspections or between the next scheduled repair and inspection. The repair period is the downtime of equipment under repair. At present, the following standards of equipment downtime in repair are accepted per one repair unit (see Table 2).

Table 2. Standards for repair work

Type of repair in one shift (days) in two shifts (days) in three shifts (days) Current 0.250.140.1 Capital 1.00.540.41

In the general case, the time of equipment stay in repair Trem can be determined by the formula

Three \u003d trem * r / b * tcm * Kcm * Kn,

where t rem - the norm of time for locksmith work per one repair unit of this type of repair; r - group of equipment repair complexity; b - the number of simultaneously working locksmiths per shift; tcm - shift duration; Ksm - coefficient of shift work of repair workers; Кн - coefficient of fulfillment of norms by repair workers.

The duration of the repair cycle depends on the design features of the equipment, its operating conditions and other factors. For different types equipment, it can vary significantly. For example, for metal-cutting equipment it is 26,000 hours, for forging machines and press-forging machines - 11,700 hours, for foundry and molding conveyors - 9500 hours, etc.

The number and sequence of repair operations included in the repair cycle form its structure. Each group of equipment has its own structure of the repair cycle. For example, the structure of the repair cycle for turning, milling and other metal-cutting machines with a mass of 10 to 100 tons includes: one major, five current repairs and 12 inspections, and for the same machines with a weight of over 100 tons - one major, six current repairs and 21 inspections.

On the basis of repair standards and the results of technical inspection of equipment, annual, quarterly and monthly plans and schedules of repair work are drawn up. The plans determine the types of maintenance and repair work, their labor intensity, planned downtime for each type of equipment, the amount of repair work for each workshop and the enterprise as a whole. At the same time, the number and cost of spare parts and materials for equipment repair, the number of repair personnel by category are determined. Planning of repair work is carried out by the production planning bureau (PPB) of the chief mechanic's department. Plan development begins with workshop annual repair schedules covering all equipment in each workshop. On the basis of the annual and quarterly plans, updated monthly plans and schedules are drawn up, taking into account the data of previous examinations and inspections. They are an operational task for the shop to carry out repair work.

Organization of repair work

Reducing the cost of repair work is one of the goals of effective housekeeping. Therefore, the implementation of repair work is preceded by technical, material and organizational preparation.

Technical training is characterized by performing design work for disassembly and subsequent assembly of equipment, drawing up a list of defects, breakdowns and malfunctions. Their elimination requires a corresponding study of restoration work and operations. In turn, the material preparation for the implementation of repair work is reduced to drawing up a bill of materials, component parts, tools and fixtures. Material preparation presupposes the availability of a sufficient and necessary stock of replaceable parts, assemblies, as well as transport and lifting equipment. Organizational preparation for repair work can be performed using one of the following methods: centralized, decentralized and mixed. The centralized method is characterized by the fact that all types of repair work are carried out by the forces of the factory mechanical repair shop. In the case when they are performed by the shop repair service, the method is called decentralized. It should be noted that these methods have obvious drawbacks in the form of a complex and expensive system for organizing work. As for the mixed method, it makes it possible to carry out repair work with lower costs and is characterized by the fact that all types of maintenance and repairs, with the exception of capital repairs, are performed by the workshop service of the repair facilities, and major repairs are performed by the mechanical repair workshop. At the same time, you can successfully use the methods of nodal replacement of worn-out blocks by removing and repairing them at a recovery base, or you can perform repair work during technological and inter-shift equipment downtime.

2.5 Organization and remuneration of repair crews

The considered tariff system, differentiating the wages of workers by category, takes into account mainly the quality side of labor and stimulates the qualification growth of workers whose wages depend on their qualification category or position. By itself, it does not create a direct interest of workers in increasing labor productivity and improving product quality. The leading role in stimulating labor activity belongs to the forms and syntheses of remuneration, which, interacting with the tariff system and labor rationing, make it possible to apply a certain accrual procedure to each group and category of workers. wages by establishing a functional relationship between the measure of labor and its remuneration in order to more accurately take into account the quantity and quality of labor invested in production, and its final results.

Labor remuneration in accordance with Article 131 of the Labor Code of the Russian Federation comes in two forms - monetary and non-monetary. Payment for labor in non-monetary form may be made only if it is provided for by the collective or labor contract and in the presence of a written application from the employee. Legally, the share of non-cash wages is limited to 20% of the total wages.

The remuneration system is understood as the method of calculating the remuneration payable to employees in accordance with the costs they have made, and in some cases with its results. Most enterprises use only two forms of remuneration: piecework and time-based. The choice of a remuneration system depends on the characteristics of the technological process, forms of labor organization, requirements for the quality of products or work performed, the state of labor rationing and labor costs accounting. With piece-rate pay, the measure of labor is the product produced by the worker, and the amount of payment directly depends on the quantity and quality of the product produced in the existing organizational and technical conditions of production. With time-based wages, the measure of labor is the time worked, and the worker's wages are calculated in accordance with his wage rate or salary for actually worked time.

Both piece-rate and time-based wage systems can be supplemented by bonuses, which are combined with them and allows you to establish more specific relationships between labor results and the size of wages.

It is advisable to apply the piecework wage system in the following cases when:

accurate quantitative accounting of the volume of work and an assessment of their dependence on the specific conditions of the worker are possible;

technically justified time norms have been established for the work and the correct tariffication of the work has been carried out in strict accordance with the tariff and qualification reference book;

the worker has a real opportunity to increase output or the volume of work performed while increasing his own labor costs;

an increase in production will not lead to a deterioration in product quality and a violation of technology.

The piece-rate system of remuneration has the following varieties: direct piece-rate pay, piece-bonus, piece-rate progressive, indirect piece-rate, piece-work.

Direct piecework wages are the simplest, since the size of the worker's earnings changes in direct proportion to his output. The calculation of earnings is based on the piece rate (P sd ), defined by one of the following formulas:

Where C i - hourly wage rate of the category of work performed.

Based on the assessment and the volume of work performed, the amount of wages is calculated

Where N i - the actual volume of work performed for the i-th type per month;

n is the number of types of work performed by the worker.

This system of remuneration is advisable where, according to production conditions, it is possible and justified to perform work by one performer. In conditions of multi-station service, when the time norms are set for each of the machines, the piece rate is calculated according to the formula

Where n is the number of machines established by the service rate.

If a worker works on several machines with different productivity or with a different nature of work, then piece rates are determined for each machine separately, and the price calculation itself is made according to the formula

Where H rip out - the production rate established when working on the i-th machine.

The piece-bonus system provides for the payment to the worker, in addition to piece-rate wages, calculated at the rates, bonuses for achieving the established individual or collective quantitative and (or) qualitative indicators. The bonus position usually includes two or three bonus indicators, one of which is the main one and characterizes the quantitative fulfillment of the established production rate, others are additional, taking into account the qualitative aspect of labor and the cost of raw materials, energy resources and materials.

Piece-piece-progressive system of remuneration provides for the calculation of the wages of a worker within the limits of the fulfillment of production norms at direct piece-rate rates, and when working in excess of the original rates, at higher rates. Thus, piece rates are differentiated depending on the achieved level of compliance.

The limit for meeting production standards, in excess of which work is paid at higher rates, is set, as a rule, at the level of actual fulfillment of standards for the last three months, but not below the current standards.

Under a piece-rate progressive system of remuneration, the growth of workers' earnings outstrips the growth of their labor productivity. This circumstance excludes the possibility of mass and constant use of this system. It is usually introduced for a limited time in narrow areas of production, for a limited range of works, where for some reason there is an unfavorable situation with the implementation of the plan.

Indirect piecework wages are used to pay for the work of a part of auxiliary workers who are not directly employed in the production of products, but their activities significantly affect the results of the work of the main workers they serve. These workers include adjusters, repairmen, transport workers, and some others. Under this system, the wages of auxiliary workers depend on the output of the serviced piecework workers. The rate for indirect piecework wages is determined by the formula

Where C art. days - the daily rate of an indirectly paid worker,

H ext. main - shiftable production rate of the main employee served.

The wages of an auxiliary worker in an indirect piecework system are calculated by the formula

Where P to - indirect piece rate,

H f - the actual production of the serviced worker for the billing period,

n - the number of serving workers piece workers

Lump-sum wage system is a kind of piece-rate system in which the piece rate is set for the amount of work without setting norms and prices for its individual elements. The piecework assignment indicates the amount of earnings, the amount of the bonus and the deadline for completing the assignment.

The brigade wage system, which is used at many enterprises in Russia, is based on the association of workers into production brigades. Such a system presupposes the appropriate organization of labor of workers, united by a single production task and incentives for the overall results of labor. It is advisable to use the brigade system in cases where coordinated joint efforts and interaction of a group of workers are required when performing a production task.

The brigade wage system allows for a more rational use of working time and production resources, increasing production and ensuring high-quality output, which ultimately has a positive effect on the overall performance of the entire enterprise and increasing its competitiveness. When providing the necessary conditions for the effective functioning of teams, a favorable psychological climate is created, staff turnover decreases, and related professions, the creative initiative and democratic principles in the management of the collective develops, the general interest in the collective results of labor increases.

The brigade wage system is widely used in construction, coal and mining industries, logging, and repair work in transport. It is advisable to use it in the collective maintenance of large units, apparatus and mechanisms, and in other cases.

In the brigade organization of labor, both a time-based and piece-rate system of remuneration are used.

With a time-based brigade wage system, total earnings are formed in accordance with staffing table, compiled on the basis of standards for the number of employees, service standards, tariff rates (salaries) and regulations on bonuses for collective results of work.

Thus, the collective earnings under the time-based brigade wage system include:

time-based wages at established tariff rates (salaries) for hours worked;

savings in the wage fund, which is formed in the temporary absence of any of the team members, as well as in the presence of vacancies;

a bonus for the collective results of the work of the brigade in accordance with the regulations on bonuses;

remuneration for labor contribution to overall performance structural unit and / or enterprises.

When distributing collective earnings in the brigade, all members of the brigade must be guaranteed a tariff rate for fulfilling the labor standard, taking into account the hours worked. The savings in the tariff fund and the accrued bonus for collective labor results are distributed according to the labor participation rate (KTU). One or two KTUs can be used. In the first case, the entire above-tariff part is distributed to KTU. In the second case, the savings of the wage tariff fund is distributed over the first KTU, the amount of which depends on the availability of vacancies in the team and absenteeism of individual workers. The savings are aimed at stimulating those workers who performed the labor duties of absent team members. For the second KTU, the collective bonus is distributed among the members of the brigade, depending on the fulfillment of the established indicators by each of them.

The brigade piece-rate system of remuneration has become widespread, and it is used, like the time-based one, in combination with bonuses for collective labor results.

To calculate wages under the brigade piecework system, a complex price is calculated per unit of manufactured products

The distribution of total earnings among the members of the piecework brigade is carried out in the same way as it is done under the brigade-based time-based wage system. A variant is also possible in which the distribution of the variable part of earnings, including extra earnings and bonuses, takes into account not the tariff rates, but the individual piecework earnings of workers.

If the brigade consists of piecework workers, time workers and specialists, then the total earnings of the brigade are formed from the earnings of pieceworkers at piece rates, the earnings of time workers according to the sum of their tariff rates, specialists according to their sum. official salaries and the bonus accrued to the team for current regulation on bonuses for collective results of work.

Members of the brigade can be assigned personal payments, as well as individual additional payments for overtime and night work, in holidays and some others that are not included in the team's total earnings. The specific conditions for the application of a particular payment system are determined by what tasks the employer sets for himself. For example, if its goal is to increase production volumes and ensure high quantitative achievements in labor, then direct piece-rate and piece-bonus systems are most rational. In the case when it is important to stimulate the employee to improve his qualifications and work out in full the working hours provided for in the schedule, it is advisable to use a time-bonus system of remuneration.

Where T ci - tariff rates of the category of work performed by members of the team, T pC. - the time norm set per unit of work performed, n is the number of team members. The salary of the entire brigade is calculated using the formula

Where N f - the actual production of products by the brigade for the billing period,

m - number of work items

Time-based wages include a simple time-based and time-based bonus wage system.

In a simple time-based system, wages are calculated at the established tariff rate (salary) for the hours actually worked. Under the conditions of the administrative-command system, the wage rate was set according to the category of the worker. In some enterprises, this procedure has been preserved. At the same time, at enterprises that charge work with a deviation from the ETKS, the wage rates of a worker can be set according to the category of work.

By the method of calculating wages, a simple time system is divided into three types:

hourly;

daily;

monthly.

The calculation of wages under this wage system is carried out at hourly, daily tariff rates and monthly salaries

With hourly wages, wages are calculated based on the hourly wage rate set for the employee and the actual number of hours worked by him for the billing period:

Z pov \u003d T h × IN h ,

where: Z pov - the total earnings of the time worker for the billing period;

T h - hourly wage rate established for the employee;

IN h - actually worked time in the billing period, hours.

With daily wages, earnings are calculated based on the daily wage rate and the actual number of days worked:

Z pov \u003d T d × IN day ,

where: T d - daily tariff rate;

IN day - the number of days actually worked.

With a monthly payment, earnings are calculated based on the established monthly salary (rate), the number of working days according to the schedule and actually worked in a given month.

A simple time-based wage system encourages the employee to improve their skills and work out in full the scheduled working hours. However, it has limited application, since it does little to interest the employee in the individual results of labor.

Time-bonus system of remuneration. Traditionally, it is widely used in enterprises such as foreign countriesand Russia, time wages, supplemented by bonus payments for fulfilling the plan for the volume and quality of products, respect for equipment and tools, economical use of raw materials, etc. The effectiveness of the time-bonus system is ensured not only by bonus payments, but also by the establishment of normalized tasks for time workers. To establish standardized tasks at the enterprise, technically sound labor standards must be developed. The time-bonus wage system is used to pay managers, specialists, other employees, as well as a significant number of workers.

The use of the time-bonus system in combination with standardized tasks allows solving the following tasks:

fulfillment of production targets for each workplace and production unit as a whole;

improving the organization of labor and reducing the labor intensity of products;

rational use of material resources, increasing labor productivity and product quality;

deployment of collective forms of labor organization;

raising professional excellence workers and on this basis the transition to a wide combination of professions and multi-station service;

strengthening labor, production and technological discipline, stabilizing the staff;

differentiation of wages, taking into account the qualifications and complexity of the work performed, as well as individual labor results.

2.6 Technical and economic indicators of the repair service of the enterprise and ways to improve them

The main technical and economic indicators characterizing the work of the repair service of the enterprise are: labor intensity and cost of maintenance and repair of each type of equipment, the share of repair personnel in the total number of employees, the percentage of equipment downtime in repair in relation to the operating time fund, consumption supporting materials per unit of equipment.

3. Conclusions

The increasing importance of effective maintenance and repair of equipment for the smooth functioning of production requires their further improvement. The most important ways of this improvement are:

timely provision of the enterprise with spare parts and fasteners, strengthening of discipline in compliance with supply contracts between industrial enterprises and enterprises producing components for their equipment;

development of a system of branches for maintenance by equipment manufacturers;

application of advanced methods and technologies for carrying out repair work;

improvement of the work organization system of repair personnel, advanced training of repair personnel, close cooperation in the supply of technical information with equipment manufacturers.

But at the moment, at most enterprises, the PPR system is practically inactive, and only routine repairs are carried out as the equipment fails. This in no way contributes to the normal operation of the equipment in the enterprise. But since during the period of economic disintegration, first of all, communications were broken between enterprises in different regions, the system of supplying components practically ceased to exist.

4. List of used literature

1. # "center"\u003e Applications

Attachment 1

Appendix 2

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The main stages of PPR equipment

Preventive well-designed repairs include:

Planning;

Preparation of electrical equipment for scheduled repair;

Carrying out scheduled repairs;

Carrying out activities related to scheduled maintenance and repair.

The system for preventive maintenance of equipment includes a couple of stages:

1. Overhaul stage

Performed without disrupting the operation of the equipment. Includes: systematic cleaning; systematic lubrication; systematic inspection; systematic adjustment of the operation of electrical equipment; replacement of parts that have a short service life; elimination of minor malfunctions.

In other words, this is prevention, which includes daily inspection and maintenance, while it must be properly organized in order to maximize the life of the equipment, preserve quality work, reduce the cost of scheduled maintenance.

The main work performed at the overhaul stage:

Tracking the status of equipment;

Conduct by employees of the rules of appropriate use;

Daily cleaning and lubrication;

Timely elimination of minor breakdowns and adjustment of mechanisms.

2. Current stage

Preventive maintenance of electrical equipment is most often carried out without disassembling the equipment, only its work stops. It includes the elimination of breakdowns that occurred during the period of work. At the current stage, measurements and tests are carried out, with the help of which equipment flaws are identified at an early stage.

The decision on the suitability of electrical equipment is made by the repairmen. This ruling is based on a comparison of the test findings during routine maintenance. In addition to scheduled repairs to eliminate defects in the equipment, work is performed outside the plan. They are carried out after the exhaustion of the entire resource of the equipment.

3. Stage middle

It is carried out for the complete or partial restoration of old equipment. Includes disassembly of assemblies, designed for viewing, cleaning mechanisms and eliminating identified defects, replacing some quickly wearing parts. The middle stage is carried out no more than 1 time per year.

The system at the middle stage of preventive maintenance of equipment includes the installation of the cycle, volume and sequence of work in accordance with the normative and technical documentation. The middle stage affects the maintenance of the equipment in good condition.

4. Overhaul

It is carried out by opening the electrical equipment, its complete check with inspection of all parts. Includes tests, measurements, elimination of identified faults, as a result of which the modernization of electrical equipment is performed. As a result of the overhaul, the technical parameters of the devices are completely restored.

Overhaul is possible only after the overhaul stage. To conduct it, you must do the following:

Draw up work schedules;

Conduct a preliminary inspection and check;

Prepare documents;

Prepare tools and necessary replacement parts;

Carry out fire-fighting measures.

Overhaul includes:

Replacement or restoration of worn out mechanisms;

Modernization of any mechanisms;

Performing preventive checks and measurements;

Carrying out work related to the elimination of minor damage.

Malfunctions found during the equipment check are eliminated during subsequent repairs. And breakdowns of an emergency nature are eliminated immediately.

PPR systems and its basic concepts

The system of preventive maintenance of power equipment (hereinafter referred to as the PPREO System) is a complex of methodological recommendations, norms and standards designed to ensure efficient organization, planning and carrying out maintenance (MOT) and repair of power equipment. The recommendations given in this PPR EO System can be used at enterprises of any type of activity and ownership, using similar equipment, taking into account the specific conditions of their work.

The planned and preventive nature of the EO PPR System is implemented: by carrying out equipment repairs with a given frequency, the timing and material and technical support of which are planned in advance; carrying out maintenance operations and monitoring the technical condition aimed at preventing equipment failures and maintaining its serviceability and operability in the intervals between repairs.

The PPR EO system was created taking into account new economic and legal conditions, and in technical terms - with maximum use of: the possibilities and advantages of the aggregate repair method; the whole range of strategies, forms and methods of maintenance and repair, including new means and methods of technical diagnostics; modern computer technology and computer technologies for collecting, accumulating and processing information about the state of equipment, planning repair and preventive actions and their material and technical support.

The action of the PPR EO System applies to all equipment of power and technological shops of enterprises, regardless of the place of its use.

All equipment operated at enterprises is subdivided into basic and non-basic. The main equipment is equipment, with the direct participation of which the main energy and technological processes of obtaining a product (final or intermediate) are carried out, and the failure of which leads to the termination or sharp reduction in the output of production (energy). Non-core equipment ensures the full flow of energy and technological processes and the operation of the main equipment.

Depending on the production significance and functions performed in energy and technological processes, equipment of the same type and name can be classified as both primary and non-primary.

The PPR EO system provides that the need for equipment for repair and preventive actions is satisfied by a combination of various types of maintenance and scheduled equipment repairs, differing in the frequency and scope of work. Depending on the production significance of the equipment, the impact of its failures on the safety of personnel and the stability of energy technological processes, repair effects are implemented in the form of regulated repairs, repairs based on operating time, repairs based on technical conditions, or in the form of a combination of these.

Table 5 - number of repairs in 12 months

Table 6 - Planned balance of working time for the year

Payroll coefficient

1. For continuous production \u003d 1.8
2. For continuous production \u003d 1.6

DRAFTING A PREVENTIVE REPAIR SCHEDULE (PPR)

In order to ensure reliable operation of equipment and prevent malfunctions and wear, enterprises periodically carry out scheduled preventive maintenance of equipment (PPR). It allows you to carry out a number of works aimed at restoring equipment, replacing parts, which ensures economical and continuous operation of the equipment.

The alternation and frequency of scheduled preventive maintenance (PPR) of equipment is determined by the purpose of the equipment, its design and repair features, dimensions and operating conditions.

The equipment is stopped for preventive maintenance while it is still in working order. This (planned) principle of withdrawing equipment for repair allows making the necessary preparations for stopping the equipment - both from the side of the service center specialists and from the customer's production personnel. Preparation for scheduled preventive maintenance of equipment consists in clarifying equipment defects, selecting and ordering spare parts and parts that should be replaced during repair.

Such training allows for the full scope of repair work without disrupting the normal operation of the enterprise.

Competent execution of the PPR involves:

· Planning of scheduled preventive maintenance of equipment;
· Preparation of equipment for scheduled preventive maintenance;
· Carrying out scheduled preventive maintenance of equipment;
· Carrying out activities related to scheduled preventive maintenance and equipment maintenance.

Planned equipment repair includes the following stages:

1. Overhaul stage of service.

The overhaul phase of equipment maintenance is carried out mainly without interrupting the operation of the equipment itself.

The overhaul phase of equipment maintenance consists of:

· Systematic cleaning of equipment;
· Systematic lubrication of equipment;
· Systematic inspection of equipment;
· Systematic adjustment of equipment operation;
· Replacement of parts with a short service life;
· Elimination of minor faults and defects.

The overhaul phase of service is prevention in other words. The overhaul phase of maintenance includes daily inspection and maintenance of the equipment and must be properly organized in order to:

· Dramatically extend the period of equipment operation;
· Maintain excellent quality of work;
· Reduce and accelerate the costs associated with scheduled maintenance.

The overhaul stage of maintenance consists of:

· Tracking the condition of the equipment;
· The implementation of the rules of proper operation by workers;
· Everyday cleaning and lubrication;
· Timely elimination of minor breakdowns and regulation of mechanisms.

The overhaul stage of service is carried out without stopping the production process. This stage of maintenance is carried out during interruptions in the operation of the equipment.

2. Current stage of scheduled preventive maintenance.

The current stage of preventive maintenance is often carried out without opening the equipment, temporarily stopping the operation of the equipment. The current stage of preventive maintenance is to eliminate breakdowns that appear during operation and consists of inspection, lubrication of parts, cleaning of equipment.

The current stage of scheduled preventive maintenance precedes overhaul. At the current stage of preventive maintenance, important tests and measurements are carried out, leading to the identification of equipment flaws at an early stage of their appearance. Having assembled the equipment at the current stage of preventive maintenance, it is adjusted and tested.

The decision on the suitability of the equipment for further work is made by the repairmen, based on a comparison of the test results at the current stage of scheduled preventive maintenance with the existing standards, the results of past tests. Equipment that cannot be transported is tested using electrotechnical mobile laboratories.

In addition to scheduled preventive maintenance, work is carried out outside the plan to eliminate any flaws in the operation of the equipment. These works are carried out after the entire working resource of the equipment has been exhausted. Also, to eliminate the consequences of accidents, emergency recovery repairs are carried out, which requires the immediate termination of equipment operation.

3. The middle stage of scheduled preventive maintenance

The middle stage of preventive maintenance is intended for partial or complete restoration of used equipment.

The middle stage of preventive maintenance is to disassemble equipment assemblies for viewing, cleaning parts and eliminating identified flaws, changing parts and assemblies that wear out quickly and that do not ensure proper use of the equipment until the next overhaul. The middle stage of scheduled preventive maintenance is carried out no more than once a year.

The middle stage of preventive maintenance includes repairs, in which the normative and technical documentation establishes the cycle, volume and sequence of repair work, even in spite of technical conditionin which the equipment is located.

The middle stage of preventive maintenance affects the fact that the operation of the equipment is maintained as normal, there is little chance that the equipment will fail.

4. Overhaul

Overhaul of equipment is carried out by opening the equipment, checking the equipment with a meticulous examination of the "insides", tests, measurements, elimination of identified breakdowns, as a result of which the equipment is modernized. Major repairs ensure the restoration of the original technical characteristics equipment.

Overhaul of the equipment is carried out only after the overhaul period. For its implementation, it is necessary to carry out the following steps:

· Scheduling of work performance;
· Conducting preliminary inspection and verification;
· Preparation of documentation;
· Preparation of tools, spare parts;
· Implementation of fire-prevention measures and safety measures.

Equipment overhaul consists of:

· In replacement or restoration of worn out parts;
· Modernization of any details;
· Performing preventive measurements and checks;
· Implementation of works on elimination of minor damages.

Defects that are discovered during the inspection of equipment are eliminated during the subsequent overhaul of the equipment. Breakdowns that are of an emergency nature are eliminated immediately.

The specific type of equipment has its own frequency of scheduled preventive maintenance, which is regulated by the rules of technical operation.

Measures for the SPR system are reflected in the relevant documentation, with strict consideration of the availability of equipment, its condition and movement. The list of documents includes:

· Technical data sheet for each mechanism or its duplicate.
· Equipment accounting card (annex to the technical passport).
· Annual cyclical equipment repair schedule.
· Annual plan-estimate of equipment overhaul.
· Monthly plan-report of equipment repair.
· Acceptance certificate for overhaul.
· Replaceable log of malfunctions of technological equipment.
· Extract from the annual PPR schedule.

On the basis of the approved annual PM schedule, a nomenclature plan for capital and current repairs is drawn up, broken down by months and quarters. Before the start of major or current repairs, it is necessary to clarify the date of setting the equipment for repair.

The annual PPR schedule and tables of initial data are the basis for drawing up an annual budget plan, which is developed twice a year. The annual amount of the plan-estimate is divided by quarters and months, depending on the period of the overhaul according to the PPR schedule of the given year.

On the basis of the report plan, the accounting department is provided with a report on the capital repair costs incurred, and the manager is provided with a report on the implementation of the nomenclature repair plan according to the annual maintenance schedule.

Currently, for scheduled preventive maintenance (PM), computer and microprocessor equipment (installations, stands, devices for diagnostics and testing of electrical equipment) are increasingly being used, affecting the prevention of equipment wear and a reduction in equipment repair time, reduction of repair costs, and improves the efficiency of electrical equipment operation.

The system of planned preventive maintenance or the system of maintenance, as it is customary to abbreviate this method of organizing repairs, is a fairly common method that originated and became widespread in the countries of the former USSR. The peculiarity of such "popularity" of this type of organization of repair facilities was that it quite harmoniously fit into the planned form economic management that time.

Now let's figure out what a PPR (preventive maintenance) is.

System of scheduled preventive maintenance (PPR) equipment - a system of technical and organizational measures aimed at maintaining and (or) restoring the operational properties of technological equipment and devices as a whole and (or) individual pieces of equipment, structural units and elements.

Enterprises use various types of preventive maintenance systems (PPR). The main similarity in their organization is that the regulation of repair work, their frequency, duration, cost of these work is planned. However, various indicators serve as indicators for determining the timing of scheduled repairs.

PPR classification

I would single out several types of preventive maintenance system, which have the following classification:

regulated PPR (scheduled preventive maintenance)

PPR by calendar periods
PPR by calendar periods with adjustment of the scope of work
PPR for operating time
PPR with regulated control
PPR by operating modes

PPR (scheduled preventive maintenance) as:

PPR for the permissible level of the parameter
PPR for the permissible level of the parameter with the correction of the diagnostic plan
PPR for the permissible level of the parameter with its prediction
PPR with control of the level of reliability
PPR with predicted reliability level

In practice, the system of scheduled preventive maintenance (PPR) is widespread. This can be explained by its greater simplicity in comparison with the state-based SPR system. In the regulated PPR, the binding goes to calendar dates and it is simplified to accept the fact that the equipment works throughout the entire shift without stopping. In this case, the structure of the repair cycle is more symmetrical and has fewer phase shifts. In the case of organizing the PPR system according to any permissible indicator parameter, it is necessary to take into account a large number of these indicators, specific for each class and type of equipment.

Benefits of using a PPR system or preventive maintenance of equipment

The system of planned preventive maintenance of equipment (PPR) has a large number of advantages that determine its widespread use in industry. As the main ones, I would highlight the following advantages of the system:

control of the duration of the overhaul periods of the equipment
regulation of equipment downtime for repair
forecasting the cost of repairing equipment, units and mechanisms
analysis of the causes of equipment breakdown
calculation of the number of maintenance personnel depending on the complexity of the equipment

Disadvantages of the PPR system or scheduled preventive maintenance of equipment

Along with the visible advantages, there are a number of disadvantages of the SPR system. I will make a reservation in advance that they are mainly applicable to enterprises in the CIS countries.

lack of convenient tools for planning repairs
labor intensity of labor costs calculations
laboriousness of accounting parameter-indicator
the complexity of the operational adjustment of planned repairs

The aforementioned shortcomings of the PPR system relate to a certain specificity of the technological equipment park installed at the CIS enterprises. First of all, this is a high degree of equipment wear. Equipment wear often reaches 80 - 95%. This significantly deforms the system of scheduled preventive maintenance, forcing specialists to adjust the maintenance schedules and perform a large number of unplanned (emergency) repairs, significantly exceeding the normal volume of repair work. Also, when using the method of organizing the PPR system by operating time (after a certain time of equipment operation), the labor intensity of the system increases. In this case, it is necessary to organize a record of actually worked machine hours, which, in conjunction with a large fleet of equipment (hundreds and thousands of units), makes this work impossible.

The structure of repair work in the PPR system of equipment (scheduled preventive maintenance)

The structure of repair work in the PPR system of equipment is determined by the requirements of GOST 18322-78 and GOST 28.001-78

Despite the fact that the PPR system assumes a trouble-free model of equipment operation and repair, in practice it is necessary to take into account unscheduled repairs. Their cause is most often an unsatisfactory technical condition or an accident due to poor quality