The value of the graph ppr. Scheduling PPR for the planned year

Today, preventive maintenance 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.

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 repairs of the units depend both on their purpose and on their design features, operating conditions, and 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 in the future. 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 repair and scheduled maintenance.

The considered system of preventive maintenance of equipment has stages: overhaul, current. They can be examined 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 the 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 the 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 stage, 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 occurs after the equipment has completely exhausted its resource.

Preventive maintenance: middle stage

Allows you to partially or completely restore 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 the installation of 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 inspection with examination 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 devices under consideration 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 has been 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 works 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 of different types has its own frequency of activities related to repair work, which is regulated by the rules of technical operation. All 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, in which the current / major repairs are recorded. Before proceeding with them, the date of stopping 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.

Peculiarities

Today, the preventive maintenance system provides for the use of microprocessor and computer technology (stands, structures, test and diagnostic facilities). This prevents wear and tear on the equipment and reduces the cost of rebuilding. 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 and tear 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 regulation on scheduled preventive maintenance is approved by sectoral ministries and departments. The document is obligatory for the enterprises of the industry.

Preventive maintenance is always carried out in strict accordance with the existing annual work schedule, which includes each mechanism 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 major overhaul. It also records information about the last ongoing ongoing and major repairs.

Additional Information

The regulation on scheduled preventive maintenance contains information about 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 overhaul periods of operation of devices.

Forecasting the costs of repairing equipment, mechanisms, components.

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

Difficulty accounting for a 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 a routine inspection, are also subject to technical inspection. It is carried out by the specialists responsible for the supervision of this equipment.

Successful entrepreneurial activity, especially in the industrial sectors of the real sector of the economy, is directly related to the accuracy of the fulfillment of contractual obligations. Their implementation is influenced by many internal and external factors and conditions. In this case, a well-developed plan for the repair and maintenance of equipment can play an important role.

A model of causal relationships that affect the fulfillment of contractual obligations is shown in Fig. one.

Rice. 1. Causal relationships in violation of contractual obligations

As can be seen from the presented diagram, equipment malfunction and / or emergency failure causes defects and additional costs associated with its elimination, downtime of the work process, and the need for unscheduled repairs.

The repair service of the enterprise is called upon to prevent such a development of events, the tasks of which are:

• ensuring constant operational readiness of the existing equipment;
• lengthening the overhaul life of equipment;
• reducing the cost of repairing machinery and equipment.

The functions of the repair service of the enterprise are as follows:

All these functions and related activities are aimed at ensuring the required level of equipment reliability under specified operating conditions with minimal costs for its maintenance and repair.

An important part of the organization of equipment repair is preparatory work - the preparation of defective lists and specifications for repairs.

Note!

When planning the repair and maintenance of equipment, it is necessary to use such a specific repair indicator as a "repair unit", which characterizes the standard labor and / or time spent on equipment repair. Accordingly, any repair of equipment is estimated in repair units, and labor costs for carrying out preventive operations to maintain equipment in working order are also estimated in repair units.

The downtime of equipment during repair and maintenance work is affected by:

• the complexity of the malfunction;
• the applied repair method;
• the composition of the repair team engaged in the repair;
• used technology for performing repair work, etc.

Since at a particular enterprise these conditions change quite rarely, when planning repair work, it becomes possible to use previously developed norms and standards.

Repair work is divided according to the level of complexity of their implementation (in Fig. 2 are presented in ascending order).

Rice. 2. Types of repair work according to the level of complexity of their implementation

Overhaul and medium repairs of equipment are regulated by established overhaul cycles, and the entire set of repair work performed is a single preventive maintenance system(PPR).

Note!

The PPR system also establishes standards for overhaul maintenance. The scope of these works cannot be precisely regulated, therefore, the number of repair workers at the enterprise is most often determined by service standards.

In addition to scheduled repair work, enterprises also perform emergency recovery repairs as needed. As the name suggests, such repairs are unscheduled and most often urgent, greatly affecting the rhythm and organization of the main production process. If possible, it is necessary to avoid, or rather, prevent the occurrence of emergency breakdowns and, accordingly, the need for such repairs.

When drawing up a repair plan, it is necessary to determine:

• types and terms of repair, their duration, labor intensity and the necessary provision for each machine;
• the total volume of repair work for the shops and the enterprise, with a monthly breakdown;
• the required number of repair workers, a complete set of specialized repair teams and workers engaged in equipment maintenance, as well as an appropriate payroll;
• the amount and cost of the required materials with reference to the repair schedule;
• temporary fund for planned downtime of equipment for repair;
• the cost of repair work.

The repair work schedule is drawn up in the form of a Gantt chart (Fig. 3).

Rice. 3. Schedule for the repair of workshop equipment

On each piece of equipment, a schedule and structure of the overhaul cycle is posted, which indicate the timing and type of repairs to be performed for this particular piece of equipment. Naturally, the general and individual schedules must match.

For your information

As the comparative analysis shows, it is often much more profitable for an enterprise to use repair services provided by third-party enterprises than to maintain its own repair service. However, in any case, the company must have an employee responsible for analyzing the technical condition of the equipment, drawing up plans and schedules for its repair and for the timely placement of orders for repairs with the relevant counterparties.

The planned preventive maintenance plan being developed must necessarily be coordinated with production plans, implementation plans, as well as planned stocks of finished products in the enterprise's warehouse.

With intense planning tasks, current repairs and equipment adjustment can be carried out in the evening and at night.

For uniform workload of repair personnel throughout the year, the repair schedule is adjusted in such a way that the volume of work in standard hours by month is approximately the same. For this, part of the repair work from a month with a significant excess of volume in standard hours is transferred to months with an underload of workers in comparison with the available monthly fund of time.

The repair time can be reduced by using the nodal repair method. At the same time, the company creates a stock of ready-to-install or repaired units. If the corresponding unit fails, it is simply replaced with a similar repaired one, and the damaged unit is sent for repair.

When assessing and analyzing the work of the repair service, the following technical and economic indicators are used:

• planned and actual downtime of equipment for repair, attributable to one repair unit;
• the turnover of the spare parts stock, equal to the ratio of the cost of consumed spare parts to their average balance in the storerooms. This indicator should be as large as possible;
• planned standards for the stock of repair units, parts and accessories. Such a standard should ensure the implementation of planned and unscheduled repairs for the period of ordering and delivery of the corresponding parts;
• the number of accidents, breakdowns and unscheduled repairs per piece of equipment, which characterizes the efficiency of the PPR system.

Note!

There is a certain relationship between the above technical and economic indicators. Reducing the downtime of equipment for repair per one repair unit leads to an increase in the number of repair units of installed equipment per one repair worker, since the same amount of repair work, while reducing the time for it, can be performed by fewer workers. This helps to reduce the cost of repairing one repair unit.

When performing repair work, it is advisable to create specialized repair areas, and with a large volume of similar work, specialized repair services, although it is also possible to use complex repair teams assigned either by the type of equipment being repaired or to certain production units of the enterprise. In the latter case, the responsibility of repair workers for the condition of the equipment increases, but maximum labor productivity, minimum downtime and repair costs are not always ensured.

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 the release of new products with a given quality, which, as a rule, can be implemented on technological equipment that has 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, the development of 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, consumption rates of materials, operating modes of equipment;

equipment maintenance and repair planning;

manufacturing of technological equipment;

scheduled preventive maintenance deterioration

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 ensure the rational operation of its main production assets with minimal costs. The main tasks of the repair production are: maintenance and repair of fixed assets; installation of newly purchased or manufactured by the enterprise itself equipment; 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 measures 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, observing the working rules of operation, in the timely regulation of mechanisms, and eliminating minor malfunctions. It is carried out by 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 when current repairs (or next repairs) occur, 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. The oil change intervals are indicated 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 quality indicators of the oil with the requirements of regulatory documents (GOST). All equipment is checked for accuracy after the next scheduled repair. All precision equipment is periodically checked separately according to a special schedule. 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 by the quality control department controller with the help of a repair mechanic. All equipment is periodically inspected. Their task is to identify the degree of wear of parts, regulate individual mechanisms, eliminate minor faults, 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 carried out to ensure or restore the unit's operability. 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 defect list (compiled by the shop mechanic) are eliminated.

Medium repair differs from the current one in a large amount of work and in the number of worn out parts that need 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. At the same time, overhaul is often accompanied by the modernization of equipment. Depending on the degree of centralization of repair work, three forms of their organization are distinguished: centralized, decentralized and mixed. Centralized repair provides that all types of repairs and overhaul services are carried out by the forces of the mechanical repair shop subordinate to the chief mechanic of the enterprise, decentralized - by the shop repair services under the guidance of the 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 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 according to 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 for various 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 adverse factors (accidents, shocks, overloads, etc.), the consequences of which were eliminated by repairs.

How do you find this loss in value? In many methods of assessing wear, they do not start from the cost itself, but from 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 its maintenance is organized. 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 purchase of 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" - ​​of 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 lost altogether. 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 that arise 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 components 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 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 the 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 piece of 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 assessments.

Determination of the current values ​​of key indicators, comparison with reference values. Determination of the wear of a single 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 products (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 carried out 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 process chain wear is based on the following principle: the process chain wear is taken as the maximum wear value (critical point) calculated for groups of the same type of equipment.

The implementation of these principles allows:

Predict the physical deterioration of equipment and identify "bottlenecks" in the technological 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 of various groups of equipment on the productive capabilities of the chain as a whole is not the same can lead to erroneous conclusions. Secondly, the high labor intensity of the 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. The weights of the 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 prerequisite 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 are experiencing difficulties with equipment, while domestic manufacturers do not have sufficient capabilities to provide Russian enterprises with 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 system of work 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. Improving 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 in accordance with the schedule of each service provider.

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

The introduction 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 standards 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. The classification of equipment is aimed at a certain grouping of it according to the features of the same type to determine the number of replacement parts of the same name, draw up instructions for the maintenance of equipment, develop a standard technology for repair work, etc.

The purpose of certification is to have a complete technical specification 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 equipment passport is the initial document in the organization and planning of 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 maintenance 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 in 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 repair complexity, 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 method for calculating the standards and their specific values ​​for different types of equipment and conditions of its operation are determined by the Unified PPR system. Each piece of production equipment is assigned a corresponding category of repair complexity. 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 regulation 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 Checking for accuracy 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 laboriousness of repairing equipment in a shop, enterprise, etc. Determination of the scope of work on overhaul services is carried out according to service standards. For example, for locksmiths, lubricants 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 the 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 the equipment being repaired. Currently, the following standards for 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 duration of the equipment being repaired Trem can be determined by the formula

Three = 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 is the duration of the shift; 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 of equipment, it can differ 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 mass of over 100 tons - one major, six current repairs and 21 inspections.

Based on the repair standards and the results of the technical inspection of the 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 the repair of equipment, the number of repair personnel by category are determined. The planning of repair work is carried out by the production planning bureau (PPB) of the chief mechanic's department. Planning 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 the operational task of the shop for the production of 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 the implementation of design work on disassembly and subsequent assembly of equipment, drawing up a list of defects, breakdowns and malfunctions. Their elimination requires an appropriate study of restoration work and operations. In turn, the material preparation for the implementation of repair work is reduced to the compilation of 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 event that 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, are performed by the workshop service of the repair economy, 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 labor remuneration, which, interacting with the tariff system and labor rationing, make it possible to apply to each group and category of workers a certain procedure for calculating wages by establishing a functional relationship between the measure of labor and its payment 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-cash form can be made only if it is provided for by the collective or labor agreement and in the presence of a written application from the employee. Legislatively, the share of non-monetary wages is limited to 20% of the total amount of wages.

The remuneration system is understood as the method of calculating remuneration payable to employees in accordance with the costs they have incurred, and in some cases with its results. Most enterprises use only two forms of remuneration: piece-rate 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 accounting for labor costs. With piece-rate pay, the measure of labor is the output produced by the worker, and the amount of payment directly depends on the quantity and quality of the output 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.

The piecework wage system is advisable to apply 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 works and the correct tariffication of works has been carried out in strict accordance with the tariff and qualification reference book;

the worker has a real opportunity to increase the 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, lump-sum.

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 calculation of the price 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 according to 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, the 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 rates at direct piece-rate rates, and when working out in excess of the original rates - at increased rates. Thus, piece rates are differentiated depending on the achieved level of compliance with the norms.

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 the norms for the last three months, but not lower than the current norms.

With 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 engaged 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 size of the wages of auxiliary workers depends 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,

N ext. main - shiftable production rate of the main employee being served.

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

Where P To - indirect piece rate,

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

n - the number of serving workers piece-workers

The 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 general 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 output and ensuring high-quality output, which ultimately has a positive effect on the overall performance of the entire enterprise and increasing its competitiveness. Providing the necessary conditions for the effective functioning of teams creates a favorable psychological climate, decreases staff turnover, actively masters related professions, develops creative initiative and democratic principles in team management, and increases the general interest in collective labor results.

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 for collective servicing of large units, apparatuses 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 the staffing table, drawn up on the basis of headcount standards, service standards, tariff rates (salaries) and the provision on bonuses for collective labor results.

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, resulting from 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 the overall results of the work of the structural unit and (or) the enterprise.

When distributing collective earnings in the brigade, all members of the brigade should 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 economy of the wage tariff fund is distributed over the first KTU, the amount of which depends on the availability of vacancies in the brigade and absenteeism of individual workers. The savings are aimed at stimulating those workers who performed the work duties of the 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.

For calculating wages under the brigade piecework system, a complex price per unit of output is calculated

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. It is also possible that the distribution of the variable part of earnings, which includes 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 salary of the brigade is formed from the earnings of pieceworkers at piecework rates, the earnings of time workers according to the sum of their tariff rates, specialists according to the amount of their official salaries and bonuses accrued to the brigade according to the current regulation on bonuses for the collective results of labor.

The members of the brigade can be assigned personal payments, as well as individual additional payments for overtime and night work, on holidays and some others, which are not included in the total earnings of the brigade. 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 to fully work out 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 team is calculated using the formula

Where N f - the actual production of products by the team 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 retained. 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.

According to the method of calculating wages, a simple time-based system is subdivided 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 = T h × V h ,

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

T h - hourly wage rate set for the employee;

V h - actually worked time in the billing period, hour.

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

Z pov = T d × V day ,

where: T d - daily tariff rate;

V 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 to the full extent of 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, widespread use at enterprises, both foreign countries and Russia, is time-based 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 and 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 a time-bonus system in combination with standardized tasks allows solving the following tasks:

fulfillment of production tasks 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;

improving the professional skills of 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 enterprise's repair service are: labor intensity and cost of maintenance and repair of each type of equipment, the proportion of repair personnel in the total number of employees, the percentage of equipment downtime in repair in relation to the operating time fund, the consumption of auxiliary materials per unit of equipment.

3. Conclusions

The growing 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 technical maintenance on the part of equipment manufacturers;

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

improvement of the system of organization of labor 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 between enterprises in different regions were broken, the system of supplying components practically ceased to exist.

4. List of used literature

1. # "center"> Applications

Annex 1

Appendix 2

Tutoring

Need help exploring a topic?

Our experts will advise or provide tutoring services on topics of interest to you.
Send a request with the indication of the topic right now to find out about the possibility of obtaining a consultation.

PPR production project- this is organizational and technological documentation, containing the technology and organization of the preparatory and basic types of construction and installation work at the construction site, quality control and requirements for acceptance, work of the final period, measures for labor protection and safety in accordance with the current regulatory and technical documents, as well as the standards of the Customer's organization. Does not apply to either working or project documentation object, which are only the basis for the development of PPR. Prepared before the start of all construction and installation work.

PPR (decoding of the abbreviation - project for the production of works) is one of the executive documents required for the construction, reconstruction and overhaul of the facility. Its main purpose is to choose the technology of construction and installation and / or repair work, which allows the most rational use of material, material and technical and labor resources while ensuring general safety. Without this document, it is impossible to properly organize and start the workflow. With its help it is possible to:

• reduce the cost of materials and equipment;
• ensure the safety of work;
• reduce risks;
• ensure compliance with the terms of construction or repair of the facility.

In 2019, when drawing up the PPR, it is necessary to take into account only the changes made to the NTD (City Planning Code, RD governing documents, codes of joint venture rules, building codes and SNiP rules, state GOST standards, etc.). The requirements remain the same as in 2018, 2017 and previous years. Of course, it will be wrong to use ready-made standard documents common on the Internet, since in 2018 - 2019 many changes were made to the NTD and the old ones were replaced. Every year, a bunch of documents are updated and it becomes difficult to take on the development of a project for the production of work on our own.

The explanatory note is the main part and consists of the most important sections. It includes the entire organizational sequence of the work performed and provides links to flow charts by type of work performed. Engineering support of construction, taking into account the duration, the composition of the working personnel, the number of machines and mechanisms, are given in the preparatory period.

In the annex to the PPR, work production schedules are inserted that determine the technical and economic indicators of construction. The schedule is drawn up in accordance with the contract for the execution of work on the facility without deviations, regardless of the duration specified in the construction organization project. Delivery schedules and requirements are divided by week, month or quarter, depending on the construction time.

Who develops a project for the production of PPR works

The development of projects for the production of PPR works is carried out by the general contracting organization, or by order of a specialized organization. The organization-developer must have in its staff specialists with experience of work on construction sites, who know the technology of construction production. When using lifting structures, it is necessary to have industrial safety certification protocols for specialists. For the development of technical solutions adopted in the PPR, the Customer often requires the developer's membership in the SRO.

The General Contractor may prescribe in the contract with the Subcontractor the obligation to develop for him. In this case, based on the volumes performed by the Subcontractor, a decision is made on the development of PPR and / or separate technological maps for an already existing project for the production of work on the object.

Who approves the project for the production of PPR works

The PPR is approved by the technical manager of the contracting organization (chief engineer, technical director, deputy director for construction, etc.) performing these works. Thus, taking all the prescribed measures for execution.
The project for the production of works is submitted for approval in a completely finished form with all attachments and signatures. After signing, the seal of the organization is put and the project is submitted for approval to interested parties involved in the construction (Customer Departments, Customer's Construction Control, owners of utilities, etc.).

Who approves the project for the production of PPR

The approval of the PPR is carried out by the Contractor in the following sequence:

• Customer services: capital construction department OKS, OSH, fire department, power engineering, chief mechanic department and other representatives depending on the structure of the company;
• OATI (for Moscow), GATI (for St. Petersburg) and similar organizations, taking into account the regulatory legal acts of the Government of the Russian Federation in the territory of the work;
• Owners of buildings and structures located near the projected facility;
• Organizations-owners of the intersected underground and overground communications (water supply, communication cables, gas pipeline, heating, etc.) at their intersection;
• By the owners of the machines and mechanisms used;
• In some cases, representatives of Rostekhnadzor.

To agree on the project for the production of work, it includes a separate sheet with columns: position, full name, signature and comments. On the basis of the signatures on the title page, the signature of the technical managers of the coordinating persons is put.

Who signs the work production project

The signing of the PPR is carried out by specialists who have developed separate sections. The framed table of contents contains the signatures of the developer, reviewer and technical manager. Technological maps are signed by the compilers: Quality Control Department for welding by the chief welder or welding engineer, TC for quality control and incoming control of materials - by a construction control engineer, etc.

How to compose

You can draw up a PPR on your own by shoveling a bunch of regulatory documents. But it takes a lot of time and effort of specialists. Its design can be entrusted to developers - specialized companies.
In order to start compiling it, you first need to study the MDS and then the composition of the future PPR will be clear. After you have studied it, you need to start studying the entire scientific and technical documentation for the work performed, for example, a joint venture for concrete work, a joint venture for the installation of building structures and take only the necessary information and include it in the document. It is possible to take standard projects as a basis, but now it is very difficult to find relevant ones containing new requirements for labor protection and construction technologies. Everything typical has long been outdated.

Alteration

In the process of construction and installation work, in most cases, it becomes necessary to make changes to the already developed PPR. This can be facilitated by: underground utilities not indicated in the construction plan were discovered; equipment that was supposed to be used is difficult to find and there is a similar one, but it is necessary to change the technology (for example, a concrete pump cannot deliver to a certain height, it is necessary to supply concrete with a bucket to the floors); changes in the working draft, etc. Changes can only be made by the developer and by agreement with the persons who signed it. Those. after that it is necessary to go through the procedure of its approval again.

Discussion of the article "Project for the production of PPR in construction":
(here you can ask questions on the topic of the article, we will definitely answer them)

It is known that the operation of the machine and the duration of operation are influenced by maintenance carried out on time and with high quality, as well as repairs. Even in the USSR, a PPR system (scheduled preventive maintenance and repair) was introduced. It regulates the scope of the proposed work, the timing of their implementation, as a result of which the reasons for possible machine malfunctions are eliminated. Thus, scheduled preventive maintenance prolongs the mechanisms and improves their quality of work.

Preventive maintenance of machinery and construction equipment

The operation of mechanisms involves the implementation of complex works, which constitute the PPR system, the purpose of which is to prevent breakdowns due to wear of parts. Special events that ensure the maintenance of each machine are necessarily planned in advance, and their preparation is carried out.

When the machines are in use, scheduled preventive maintenance is carried out either monthly or according to an approved plan. Maintenance carried out on a monthly basis is performed during the work shift, at the beginning or at the end. The maintenance carried out according to the plan is carried out in accordance with the requirements of the mechanism manufacturer. And also distinguish between maintenance carried out seasonally twice a year, when the machines are prepared for the winter or summer period of operation. During storage of machines or their transportation, scheduled preventive maintenance takes place in accordance with the documentation and requirements for observing operating rules.

Drivers or crew members can independently carry out daily repairs to the vehicle that is assigned to them. However, if their responsibilities do not include scheduled repairs, then the machine is sent for maintenance centralized to the preventive maintenance departments, where specialists are engaged in it. Work on the daily maintenance of the mechanisms is not planned, as they are mandatory. During the maintenance of construction and road machines, technical diagnostics, cleaning, lubrication, inspection, regulation, refueling are carried out.

Scheduled preventive maintenance of electrical equipment

At large industrial enterprises, the current scheduled preventive maintenance is carried out by the forces of the shop personnel. Only major repairs are a task that skilled workers undertake under the guidance of a foreman. The task force formed in this way, headed by the shift supervisor, supervises the electrical equipment in the shops and is responsible for its minor scheduled repairs. In power plants, electrical department personnel are responsible for inspecting tunnels, canals and mines. The work is proceeding according to the schedule. During inspection, the detected defects are recorded in the log, they are eliminated when the opportunity arises.

Types of preventive maintenance

As a system, preventive maintenance of equipment contains such types of maintenance, care and supervision of the repair and operation of mechanisms as:

• routine preventive maintenance of equipment
• scheduled checks and inspections
• scheduled repairs, medium and small
• major planned repairs

The repair cycle is called the period that passes between 2, which includes several inspections and repairs of smaller ones. Minor repairs are called preventive maintenance, in which the unit is completely disassembled. The average includes scheduled repairs, during which the mechanism is partially disassembled, individual units are subject to major repairs. During a major overhaul, units and parts are replaced that are badly worn, the unit is completely disassembled, the basic parts are repaired and adjusted.

In order to prevent damage, it is necessary to follow the instructions for the care and rules for the operation of the equipment.