ensure timely and high-quality performance of technical maintenance, scheduled preventive maintenance (PPR) and preventive electrical installations;

Let's consider the concept of scheduled preventive maintenance (PPR) of electrical installations.

Preventive maintenance is a certain system of work to maintain electrical equipment and other elements of electrical installations in normal (working) condition.

Preventive maintenance system (PPR system) electrical equipment provides for overhaul, current, average and overhaul s.

• Overhaul service includes:

1. operational care - cleaning, lubrication, wiping, regular external inspection, etc.;
2. minor repairs of electrical equipment - fixing small parts, fastening parts, tightening loose fasteners.

• Current repair of electrical installations includes:

1. replacement of quickly wearing parts.
2. correction of minor defects, flushing and cleaning of oil and cooling systems.

During the period of current repairs, the state of the electrical equipment and the degree of need for medium and major repairs are identified, the originally scheduled repair time is adjusted.

Routine repairs are carried out at the installation site of electrical equipment.

For electric motors the following operations are carried out:
1. external inspection and wiping of the electric motor from dust, oil and dirt;
2.check:
shields for clamps;
radial and axial clearances;
rotation of the lubricating ring;
fastening the electric motor;
3. the presence of lubricating oil in the bearings;
4. restoration of insulation at jumpers and lead-out ends;
5. checking the serviceability of grounding, belt tension, correct selection of fuse-links;
6. Measurement of the insulation resistance of the windings with a megohmmeter.

Ballast equipment requires:
1. external inspection and wiping;
2. cleaning of burnt contacts;
3. Adjustment of pressing of sliding contacts;
4.check:
a) contacts in connections;
b) the work of the magnetic circuit;
c) the tightness of the contacts;
d) relay or thermoelement settings;
5. adjustment of springs and mechanical work;
6. check that the device is properly grounded.

• Medium repair of electrical installations.

Medium repair includes partial disassembly of electrical equipment, disassembly of individual units, repair or replacement of worn parts, measurement and determination of the condition of parts and assemblies, drawing up a preliminary list of defects, removing sketches and checking drawings for spare parts, checking and testing electrical equipment or its individual units.

Medium repairs are carried out at the installation site of electrical equipment or in a repair shop.

For electric motors perform all maintenance operations; in addition, it provides for:
1. complete disassembly of the electric motor with the elimination of damaged places in the winding without replacing it;
2. washing the mechanical parts of the electric motor;
3. washing, impregnation and drying of windings;
4. coating the windings with varnish;
5. checking the health and fastening of the fan;
6. if necessary, grooving of the rotor shaft journals;
7. check and alignment of clearances;
8. change of flange gaskets;
9

Distribution of personnel by groups

After choosing the form of service and the structure of the electrotechnical service of the economy, the distribution of electricians and engineers and technicians by structural units is carried out.

The required number of personnel in the maintenance and repair teams or service areas is determined by the formula.

where N x is the number of personnel in the group (at the site, people);

T i - annual labor costs for performing the I-th type of work in a group (on a site), people · h;

The number of personnel in the operational (duty) group is determined.

where K D - coefficient equity participation labor costs for operational (duty) maintenance in the planned costs for maintenance, repairs, gas stations

(K D = 0.15 .... 0.25).

The number of personnel in the repair group is determined as

where N rem - the number of personnel in the repair group (people);

Т i - annual labor costs for repairs, people · h;

F D - the actual fund of working time for one worker, h.

The number of personnel in the maintenance group is determined

When distributing personnel, it should be borne in mind that, according to the requirements of safety rules during the operation of electrical installations of consumers, at least two electricians should be assigned to each site (object), one of whom is appointed as a senior.

The total number of electricians in groups (at sites) of the electrical service, determined by labor costs (without major repairs), should not differ sharply from the total number of electricians, determined by the average load.

Electrical maintenance scheduling

Requirements for PM and maintenance schedules

The basis for organizing work on the operation of electrical equipment is monthly, quarterly and annual schedules of maintenance and repair. When developing them, consider the following:

The dates of the TR of electrical equipment should be combined with the dates of the repair of the machines on which it is used;

It is advisable to repair electrical equipment used seasonally before the period of its intensive use;

The planned duration of the work must correspond to the category of complexity of the electrical equipment;

The time for the transitions of electricians to service facilities during the working day should be reduced as much as possible;

The entire working day of electricians should be filled with work as much as possible.

The procedure for scheduling maintenance and repair

Graphing is done in the following order:

1. A worksheet is developed on the basis of which a monthly preventive maintenance schedule is drawn up. The working tables (Appendix 1) provide a list of electrical equipment of individual production units farms (complex, farm, mechanical repair shops, subsidiary enterprises, etc.) with an indication of the timing of the installation of equipment, the last major, current and emergency repairs, maintenance. Each piece of equipment is shown on a separate line.

Maintenance planning starts with a more complex view, i.e. with a major overhaul, then routine repairs are planned and, in the last turn, the time for maintenance is set.

The term for a particular type of PM is determined by the frequency and date of its last performance. If the days of the repairs fall on Sundays (Saturdays) or pre-holiday days, then the repairs are postponed to a later or earlier date

If the dates of the maintenance, repairs or repairs coincide, a more complex type of repair is planned. The calendar days for the overhaul of equipment are set depending on the specific conditions of the farm or the involved organization. The timing of the subsequent maintenance and repair work is determined by the frequency of their implementation. If the frequency of scheduled preventive maintenance or maintenance is violated, their implementation is planned at the beginning of the month.

Repair type (major, current) or Maintenance indicated in columns calendar days respectively with the letters КР, ТР or TO. Weekends (H) and holidays (P) are also marked in the table.

2. On the basis of the data of the worksheet, a monthly schedule of the PPR is drawn up (Appendix 2). Using data on the labor intensity of maintenance and repairs, the labor costs of electricians are determined by day to complete the planned volume of work. The cost of overhaul is not taken into account if this type of repair is performed by a third-party organization.

In some cases: with the territorial scattering of units and low labor costs to perform maintenance (0.5-1 h) and current repairs (2-8 h); with a lack of means of transporting workers, it is possible to neglect the frequency of current repairs and technical services. At the same time, planning is carried out on the basis of: a full shift load of electricians (at least two people) and a minimum violation of the terms of the PM. It is not advisable to violate the periodicity of the PPR of electrical equipment operating in conditions of ammonia release in damp rooms.

Schedules for the following months are drawn up in the same way.

3. On the basis of monthly schedules, quarterly and annual ones are drawn up (Appendix 2).

When drawing up general schedules PPR for all divisions of the economy must be monitored so that there is no overlap of the timing of work at various facilities for the same services. Once the schedules have been drawn up, they are carefully checked.

To ensure continuity technological processes Maintenance and repair of electrical equipment is carried out during technological breaks. Current repair of electrical equipment is planned simultaneously with the current repair of technological equipment. Seasonal maintenance and repairs, as well as overhaul of electrical wiring of livestock buildings and grain flows are planned for the period of their downtime. These works must be completed before the start of the season of use of the production facility.

At the same time, the schedule should ensure: uniform workload of electricians throughout the day, month and year; minimal loss of time for the transition and travel between objects; compliance with the standardized frequency of preventive measures (deviations should not exceed ± 35%).

Preventive maintenance is the easiest and most reliable way to plan your repairs.

The main conditions that ensure a planned preventive relationship regarding the repair of equipment are as follows:

The main need for electrical equipment for repair is satisfied due to scheduled repairs performed after a specific number of hours worked by it, due to which a periodically repeating cycle is formed;

Each scheduled preventive repair of electrical installations is carried out to the extent necessary to eliminate all existing defects, as well as to ensure the natural operation of the equipment until the next scheduled repair. The term of scheduled repairs is determined accordingly with the established periods;

The organization of scheduled preventive maintenance and control is based on the usual scope of work, the implementation of which ensures the efficient condition of the equipment;

The normal scope of work is determined by the established optimal periods between scheduled periodic repairs;

Between scheduled periods, electrical equipment undergoes scheduled inspections and checks, which are a means of prevention.

The frequency and alternation of scheduled equipment repair depends on the purpose of the equipment, its design and repair features, dimensions and operating conditions. Preparation for scheduled repair is based on clarification of defects, selection of spare parts and spare parts that will need to be replaced during repair. An algorithm for carrying out this repair is specially created, which ensures uninterrupted operation during the repair. Such an approach to preparation makes it possible to carry out a complete repair of equipment without disrupting the usual work of production.

Well-designed preventive repairs provide for:

Planning;

Preparation of electrical equipment for scheduled repairs;

Carrying out scheduled repairs;

Carrying out activities related to scheduled maintenance and repair.

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

1. Stage between overhauls

It is carried out without disrupting the operation of the equipment. Includes: systematic cleaning; systematic lubrication; systematic examination; systematic adjustment of the operation of electrical equipment; replacement of parts that have a short service life; elimination of small 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, to preserve quality work, reduce the cost of scheduled repairs.

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 repairers. This decree 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 intended 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 scheduled 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 electrical equipment, its full check with inspection of all details. Includes tests, measurements, elimination of identified malfunctions, as a result of which the modernization of electrical equipment is carried out. As a result of a major overhaul, a complete restoration takes place technical parameters devices.

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

Draw up work production schedules;

Spend preliminary inspection and verification;

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

Each separate species equipment has its own frequency of scheduled preventive maintenance, which is regulated by the Technical Operation Rules. All activities are reflected in the documentation, strict records are kept of the availability of equipment, as well as its condition. According to the approved annual plan, a nomenclature plan is created, which reflects the implementation of capital and current repairs. Before starting current or major repairs, it is necessary to clarify the date of installation of electrical equipment for repair.

Schedule of the preventive maintenance year- this is the basis for drawing up a budget plan for the year, developed 2 times a year. The sum of the year of the plan-estimate is divided by months and quarters, it all depends on the period of the overhaul.

Today, for the system of scheduled preventive maintenance of equipment, computer and microprocessor technology (structures, stands, installations for diagnostics and testing) is most often used, which affects the prevention of equipment wear, lower repair costs, and also contributes to an increase in operating efficiency.

Director of LLC "CIT" Projects and Solutions "(Kazan)

In my opinion, there is a certain stagnation in this issue at many enterprises. Namely: the PPR system inherited from the Soviet period, at one time worked out and debugged, is now at most enterprises left without development and adaptation to new conditions. This has led to the fact that at enterprises a large share of equipment is actually repaired to failure or emergency stop, and the PPR system lives its own life and is almost formal in nature - like a habit inherited from the past. The danger of this state of affairs lies in the fact that Negative consequences This situation accumulates gradually and over a short time interval can be invisible: an increase in the number of accidents and equipment downtime, increased wear and tear of equipment, an increase in the cost of its repair and maintenance. Many business leaders do not even suspect what significant losses may be hidden here. One of the regulatory documents that determines the conduct of scheduled preventive maintenance is the maintenance schedule.

Speaking of the PPR schedule, one cannot do without a purely symbolic excursion into history. The first mentions of PPR are found in the mid-30s of the last century. From then until the early 90s, in Soviet era, an extensive volume was formed technical documentation required for routine repair and maintenance of a wide variety of equipment. The PPR schedule, as one of the main documents of the technical service, performed not only an organizational and technical function, but also served as the basis for the calculation financial resources necessary to provide material and labor resources the entire annual and monthly maintenance program.

What is happening now? As our experience and numerous meetings with technical staff show various enterprises, in most cases, the PPR schedule has lost its original purpose. In many cases, the process of preparing the annual SPD schedule has acquired a more symbolic, ritual character. There are several reasons for the current situation, both objective and subjective, but all of them are mainly related to the fact that over the past 10-15 years the situation both inside and outside the enterprises has radically changed. Let's try to deal with some of the reasons for the current situation and offer our own vision of how to change the situation for the better.

To begin with, we will describe a typical scheme for preparing a PPR schedule: how it looks at many enterprises. By the end of the year, the financial department of the enterprise prepares a draft budget of the enterprise for next year and coordinates it with other services. The technical service must prepare its part of the budget, namely: the amount of expenses for materials, components, remuneration of repair personnel and services of third-party contractors. The basis for the preparation of the MRO budget for the next year should be the annual PM schedule. However, when preparing the annual PPR schedule for the next year, it is actually formed without changes based on the PPR schedule of the current year, i.e. the list of equipment, types and list of routine maintenance, as well as their frequency remain unchanged. In turn, the PPR schedule for the current year was obtained in a similar way - on the basis of last year. We have encountered a situation where such copying was carried out for many years, and the staff of the enterprise could not remember the origin of the original source. Of course, some amendments to the budget are nevertheless made, but not on the basis of the future PPR schedule, but on the basis of the current year's budget. As a rule, all changes are limited to adjusting the budget amounts for the inflationary component of the cost of materials and work. As for the actual planned deadlines, the list and volume of PM, these data are practically not adjusted, remaining unchanged from year to year, and they do not take into account the real technical condition equipment, no residual resource and operating time, no history of equipment breakdowns and much more. Thus, the PPR schedule, as a document, performs a formal bureaucratic function and is not a product of an engineering calculation.

The next step - agreeing on a budget for expenditures - is a consequence of how this schedule is formed. Namely, at the enterprise, all services related to the technical know and understand that the PPR schedule is drawn up "in general" and "enlarged". Therefore, the budget drawn up on its basis can be safely cut: by 10-15%, which, in fact, financial service and does. The technical service is usually forced to agree. Why? First, the technical service cannot substantiate the presented figures with real statistics: there is simply no data that could be trusted. Secondly, last year the finance department also cut the budget and got the desired result: they saved money and everything seems to be fine. “Normal” most often means that the equipment was breaking down as usual. Thirdly, in the "copied" PM schedule, it will always be possible to find a reserve: some of the PM will not be performed or will be performed in a reduced volume, because the schedule is formally drawn up, and on the ground, specialists know what exactly can be done and what - not necessary. Let's repeat once again, such a "copied" PM schedule has no connection with the actually required volume and timing of technical measures. Fourth, if something suddenly breaks down and production stops, money will still be allocated for the next urgent purchase, even if it is over the limit. Who will allow production to stand idle?

It turns out that the preparation of the PM schedule and the budget for maintenance and repair costs is more like a formal process focused solely on justifying the budget for expenses for the next year. The primary consumer of this document is the finance department, not the technical staff. And even within a year, the technical service contacts annual schedule PPR mainly in order to report on expenses for the allocated limits. Is the above situation someone's malicious intent? Unlikely. I will give an overview of some of the reasons that led to the described state of affairs.

Regulatory documentation for domestic equipment that has remained at enterprises since Soviet times is outdated. Many of the pieces of equipment have reached their end of life, and the standards provided for them did not take into account such "over-wear". And for new domestic equipment, reference books of that time do not take into account that now other components are used in the equipment, often imported, with different characteristics.

A significant part of the equipment park at enterprises is imported equipment, for which there is no documentation. In Europe, the level of development of services is very high, and the lion's share of European enterprises use the services of third-party organizations to service their equipment: as a rule, equipment manufacturers. Our practice has developed in such a way that MRO was traditionally carried out by the technical specialists of the enterprise itself. Therefore, domestic specialists, accustomed to receiving the necessary documentation along with the equipment, found themselves in a difficult situation: there is no documentation, and they are not ready to use the expensive service of a Western manufacturer.

Another factor that had a serious impact on the degradation of the SPR technique is associated with the fact that in Soviet time in the conditions of mass serial production of consumer and industrial goods, manufacturers were provided with commercially available equipment. Therefore, it was technically and organizationally much easier to create and update standards for mass-produced equipment in the context of centralized planning than it is now. This was done by branch institutes, many of which are no longer there.

The next reason is that the production capacities of domestic enterprises assumed a constant and even load of equipment. For such production, standards for maintenance were also developed. Namely, a rhythmically operating machine or line is guaranteed to work through a clearly established calendar period its moto-hours required for the next MOT, MOT-1, etc. Now the situation is completely different: the equipment is loaded unevenly. Therefore, with the calendar approach, PPRs are very often carried out either obviously before the normative operating time, or with a serious "overrun". In the first case, costs increase, and in the second, equipment reliability decreases.

It should also be noted that the standards developed in the 60s and 80s were excessive and included a significant safety margin. Such insurance was associated with the very methodology for developing standards - this is, firstly, and secondly, at that time diagnostic tools were not as developed and available as they are now. Therefore, one of the few criteria for scheduling maintenance work was the calendar period.

What is the future of the PPR schedule? How to be: leave it as it is or try to get it effective tool management? Each company decides independently. I am sure that the majority of specialists will agree with me: only a "live" PM schedule will allow the company to correctly plan and economically spend the funds of the company's budget. Obtaining such a maintenance schedule is impossible without the transition of the maintenance and repair system to modern management methods, which include the implementation of automated system management necessary for storing, processing and analyzing data on the condition of equipment, and the use of modern methods preventive diagnostics of equipment, for example: thermography, vibration diagnostics, etc. Only with the help of this combination of methods (MRO and diagnostics) it is possible to increase the reliability of the equipment, as well as significantly reduce the number of emergency stops and technically justify the reduction in the cost of maintaining and servicing equipment. Exactly how, in practice, the introduction of modern methods of maintenance and repair removes the acute questions and problems indicated in this article - I will share these thoughts in the second part of the article. If you, Dear Reader, have comments or additions to this article, write, I'm ready to discuss!

Instructions

Find information on how often preventive maintenance work is required by law for the type of equipment used in your organization. For this, there are special collections of standards for the types of equipment. They can be purchased at bookstores in the departments of technical literature or borrowed from the library. But at the same time, in view of the fact that they should be relevant, so choose the newest collection from the proposed ones.

Start filling in the created table. In the first column, write down the equipment, modification and manufacturer. Next, indicate the inventory number given to this technique at your enterprise. In columns three to five, information is entered on how much one or another can work technical device between scheduled repairs... Take this information from the Regulatory Reference.

From the sixth to the tenth paragraph, information is given about when the last repairs of the equipment were carried out. Specified as scheduled inspections and various unexpected problems.

Further, items from the eleventh to the twentieth second are indicated by the months of the coming year. In each of them, you must put a mark on whether a planned or major overhaul is planned for a particular one during this period. Before doing this, review the regulations for repairing equipment and conclude when it is best to carry out technical check this or that machine.

In the twenty-third column, you need a one-year period for the location of the machine in. To do this, add up all the days that rely on the repair of this type of equipment according to the regulations, and indicate the resulting figure in the table.

In the last, twenty-fourth paragraph, indicate total time, which the machine should work during the year. To do this, add up all the hours the device will be in a year and subtract the repair time from them.

Sources:

• how to make ppr

The work of the editorial office is a complex mechanism in which everything must function without interruption. One small mistake or delay - and the issue of a newspaper or magazine may not come out on time. To avoid various unpleasant and unforeseen situations, an editorial schedule or plan is needed. There are different schedules - for one number, for a week, quarter, month, year.

Instructions

Let's say you need to draw up an editorial plan for the next issue of the magazine. Let's say you are the production editor of a specialized monthly magazine for owners retail outlets... You have one month in stock for prepress of the publication. The first thing you need to do is define the theme of the issue. For example, it will be relevant now to talk with entrepreneurs about the specifics of summer trade.

Then decide by what time each material should be prepared. This can also be noted in the generated table. Do not forget that it will take time for journalists to prepare materials to collect textures, conduct interviews, write texts. And for the magazine to get to the printing shop on time, it will also take time for other, no less important, editorial staff to work. Consider these points when scheduling.

Also in the editorial plan, it is necessary to note the terms of work, proofreaders and other specialists working on the creation of the issue. For convenience, you can make another table. In it, mark the terms that will be required for proofreading the texts by the editor,