PZ No. 4. Calculation of equipment maintenance schedule.
Task number 1. Pump run time between overhauls- 8640 hours, average - 2160 hours, current - 720 hours. The actual number of days of work per year is 360. The number of work shifts is 3, the duration of the shift is 8 hours. By the beginning of the year, the equipment had run after overhaul 7320 hours, average - 840 hours, current - 120 hours. Make a schedule for the shutdown of the pump for the year.
Solution.
To schedule a pump shutdown for a year:
1. Number of working days in a month: 360 / 12 = 30 days
2. Month of shutdown for repairs:
Capital (8640 - 7320) / 3 * 8 * 30 = 1.8 months, we accept February.
Current (2160 - 840) / 3 * 8 * 30 = 1.8 months, we accept February
RTO (720 - 120) / 3 * 8 * 30 \u003d 0.8 months, we accept January.
3. We determine after how many months it is necessary to make subsequent repairs:
Capital 8640 / 3 * 8 * 30 = 12 months, we accept 12 months, i.e. next year;
Current 2160 / 720 = 3 months, we accept in 3 months, those in February, May, August, November.
PTO 720 / 720 = 1 month, accepted after 1 month, i.e. every month except February, May, August and November.
4. We draw up a pump PPR schedule:
Month: Jan. Feb. March Apr may june july aug. sept. oct. Nov. dec
Type TO TO TO TO T TO TO TO T TO TO T TO
repair
Task 2. There are 20 dryers in the PVC resin production workshop. The actual operating time of one dryer per year is 6480 hours, the duration of the overhaul cycle is 8640 hours, from overhaul to current repairs is 4320 hours, between maintenance and repair is 864 hours. The calendar operating time of the equipment per year is 8640 hours. Determine the number of major, current repairs and maintenance of dryers per year.
Methodical instructions.
The required number of repairs per year for each type and type of equipment is determined by the formula:
n rem. = Ood.rev. * Tfact * n in. rem. / tc, where
Ood.ob. - the number of units of the same type of equipment in operation;
Tts - the duration of the overhaul cycle, hour;
Tfact - the actual operating time of the equipment, hour;
n in. rem. - the number of all repairs (major, medium, current) of the overhaul cycle.
The number of repairs of each type is determined by the formulas:
capital
n cap. = Tk / Tc
current
n cf. = Tk / Tc.t. - 1
repair and maintenance services
n pto \u003d Tk / Tc.t. - ∑ (cap. + current), where
Tk is the calendar operating time of the equipment, hour.
Tc.t. - the duration of the overhaul period from overhaul to current repairs, hour;
∑ (cap. + current ..) - the amount of capital and current repairs.
Task 3. Calculate the number of compressor repairs based on the following data: the number of compressors - 8, the duration of the overhaul cycle = 8640 hours, the overhaul period between major repairs - 7130 hours, between the current ones - 2160 hours, between RTO - 720 hours. Actual number of days of work per year - 358, number of shifts - 3, shift duration - 8 hours.
Methodical instructions.
To complete the task, use the formulas for calculation given in the guidelines for task 2.
Task 4. Draw up a schedule for the shutdown of equipment according to the data below:
|
Indicators |
Option 1 |
Option 2 |
Option 3 |
|
Equipment |
Compressor |
Dryer |
Autoclave |
|
Working time between repair hours, hours |
|||
|
Capital |
7130 |
14700 |
8238 |
|
Current |
2160 |
2880 |
2880 |
|
RTO |
|||
|
Actual number of days worked per year |
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|
Number of shifts |
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|
Duration working days, hours |
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|
Continued mileage rev. after rem. by the beginning of the year, |
|||
|
Capital |
5310 |
12200 |
7310 |
|
current |
1950 |
||
|
RTO |
Methodical instructions.
To complete the task, use the formulas for the calculation given in the guidelines for task 1.
Task 5. Determine the downtime of equipment in repair according to the data below:
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Indicators |
Pump |
Bake |
|
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Labor intensity of repair, man-hour |
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number |
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riggers |
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locksmiths |
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welders |
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Working hours |
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|
Number of shifts |
Guidelines
The downtime is equal to the quotient of the division: the numerator is the complexity of the repair, the denominator is the product of the number of repairmen and the working day and the coefficient of fulfillment of the norm.
5. FORMS OF REPAIR DOCUMENTATION
5.1. The repair documentation of this Handbook is maximally unified with the documentation of the industry-specific "Systems for the maintenance and repair of power equipment". It is planned to maintain the following forms of repair documentation (forms 1-19):
a shift log of identified defects and work to eliminate them; repair log; list of defects; cost estimate;
certificate of delivery for major repairs;
an act for issuance from a major overhaul;
annual schedule of preventive maintenance;
monthly plan-schedule-report PPR or monthly repair report;
statement of annual costs for repairs;
an act to change the calendar period of repair;
shutdown schedule;
log of installation and removal of plugs;
act of acceptance of works after stop repair;
power equipment passport;
nomenclature of the main equipment of the workshop;
nomenclature of auxiliary equipment;
work permit for repair work;
production license earthworks in the territory.
5.2. Changes and additions to the pre-existing forms of repair documentation were made based on the results of approbation of the “Unified Regulation on Scheduled Preventive Repairs of Equipment industrial enterprises Russia” (Decree of the Ministry of Industry and Science of Russia dated May 29, 2003, 05.900 114–108).
5.3. The main document by which equipment is repaired is the annual repair schedule (form 7), on the basis of which the need for repair personnel, materials, spare parts, and purchased components is determined. It includes each piece of equipment subject to overhaul. The basis for drawing up the annual schedule is the standards for the frequency of equipment repairs given in this Handbook.
5.4. In order to link the terms of repair of power equipment with technological equipment the annual schedule is coordinated with the OGM of the enterprise. If it is necessary to use the services of the chief instrument operator, the planned repair time is agreed with the OCP. Terms of repair of the main equipment, limiting the performance production program coordinated with the planning department of the enterprise.
5.5. In columns 11-22 of the annual schedule (form 7), each of which corresponds to one month, symbol in the form of a fraction is indicated: in the numerator - the planned type of repair (K - capital, T - current), in the denominator - the duration of downtime in hours. Marks on the actual implementation of repairs in these columns are made by painting over the planned numbers with a colored pencil.
In columns 23 and 24, respectively, the annual downtime of equipment in repair and the annual fund of working hours are recorded.
5.6. The operational document for the repair of equipment is a monthly plan-schedule-report approved by the chief power engineer of the enterprise for each power shop and section (form 8). Instead of a monthly plan-schedule-report, it is allowed to maintain a monthly repair report (form 8A).
5.7. In this case, monthly planning of repairs is carried out according to the annual repair schedule.
5.8. In columns 7-37 (form 8), each of which corresponds to one day of the month, the symbol in the form of a fraction indicates: in the numerator - the type of repair (K - capital, T - current), in the denominator - its duration (current - in hours , capital - in days).
5.9. A note on the actual implementation of repairs is made after they are completed by a specially appointed responsible person in the OGE, in production shops- foreman.
5.10. The record book for installing and removing plugs (form 14) is maintained by the deputy head of the power department (head of the department, installation, shift supervisor).
5.11. Explanations on the procedure for maintaining the rest of the repair documentation are given above in the relevant sections.
5.12. The forms of repair documentation given in this section are typical. Depending on the specifics of accounting for repair and preventive measures that are not regulated by this Handbook (repair inspections, inspections, tests, etc.), established in the repair services of enterprises, additional columns (paragraphs) may be included in the repair documentation forms.
Form 1
Form 2
Form 3
Form 4
Form 5
Form 6
Form 7
Form 8
Form 8A
Form 9
Form 10
Form 11
Form 12
Form 13
Form 14
How to draw up an annual schedule for the maintenance of electrical equipment? I will try to answer this question in detail in today's post.
It's not a secret for anyone that the main document by which the repair of electrical equipment is carried out is the annual schedule of preventive maintenance of electrical equipment, on the basis of which the need for repair personnel, materials, spare parts, and components is determined. It includes each unit subject to major and current repairs of electrical equipment.
To draw up an annual preventive maintenance schedule (PPR schedule) for electrical equipment, we need standards for the frequency of equipment repairs. These data can be found in the manufacturer's passport data for electrical equipment, if the plant specifically regulates this, or use the reference book "System for maintenance and repair of power equipment". I use A.I. FMD in 2008, therefore, I will refer to this source further.
Download A.I. foot and mouth disease
So. Your household has a certain amount of power equipment. All this equipment must be included in the PPR schedule. But first a little general information what is the annual PPR schedule.
Column 1 indicates the name of the equipment, as a rule, brief and understandable information about the equipment, for example, name and type, power, manufacturer, etc. Column 2 - number according to the scheme (inventory number). I often use numbers from electrical single-line diagrams or from technological ones. Columns 3-5 indicate the resource standards between major repairs and current ones. Columns 6-10 indicate the dates of the last major and current repairs. In columns 11-22, each of which corresponds to one month, the symbol indicates: K - capital, T - current. In columns 23 and 24, respectively, the annual downtime of equipment in repair and the annual fund of working hours are recorded. Now that we have considered general provisions about the PPR schedule, consider a specific example. Let's assume that in our electrical facilities, in building 541, we have: 1) a three-phase two-winding oil transformer (T-1 according to the scheme) 6 / 0.4 kV, 1000 kVA; 2) pump motor, asynchronous (designation according to the scheme H-1), Рн=125 kW;
Step 1. We enter our equipment into the empty form of the PPR schedule.
Step 2 At this stage, we determine the resource standards between repairs and downtime:
a) For our transformer: we open the reference book p. 205 and in the table "Standards for the frequency, duration and complexity of repair of transformers and complete substations" we find a description of the equipment that fits our transformer. For our power of 1000 kVA, we select the values of the frequency of repairs and downtime during major and current repairs, and write them down in our schedule.
b) For an electric motor according to the same scheme - page 151 Table 7.1 (see figure).
We transfer the found standards in the tables to our PPR schedule
Step 3 For the selected electrical equipment, we need to determine the number and type of repairs in the coming year. To do this, we need to determine the dates of the last repairs - major and current. Suppose we are making a schedule for 2011. The equipment is operational, the dates of repairs are known to us. For T-1, a major overhaul was carried out in January 2005, the current one - in January 2008. For the pump engine N-1, the capital one is September 2009, the current one is March 2010. We enter this data into the chart.
We determine when and what types of repairs are due for the T-1 transformer in 2011. As we know there are 8640 hours in a year. We take the found resource standard between major repairs for the T-1 transformer 103680 h and divide it by the number of hours in a year 8640 h. We calculate 103680/8640 = 12 years. Thus, the next overhaul should be carried out 12 years after the last overhaul, and since. the last one was in January 2005, which means that the next one is planned for January 2017. For current repairs, the same principle of operation: 25920/8640=3 years. The last maintenance was carried out in January 2008, thus. 2008+3=2011. The next current repair is in January 2011, it is for this year that we draw up a schedule, therefore, in column 8 (January) we enter “T” for the T-1 transformer.
For the electric motor we get; major repairs are carried out every 6 years and are planned for September 2015. The current one is held 2 times a year (every 6 months) and, according to the latest current repairs, we plan for March and September 2011. Important note: if the electrical equipment is newly mounted, then all types of repairs, as a rule, "dance" from the date the equipment was put into operation.
Our chart looks like this:
Step 4 We determine the annual downtime for repairs. For a transformer, it will be equal to 8 hours, because. in 2011, we planned one current repair, and in the resource norms for current repairs, the denominator is 8 hours. For the N-1 electric motor in 2011 there will be two current repairs, the downtime rate in the current repair is 10 hours. Multiply 10 hours by 2 and get an annual downtime equal to 20 hours. In the column of the annual working time fund, we indicate the number of hours that this equipment will be in operation, minus downtime for repairs. We get the final form of our graph.
Important note: at some enterprises, power engineers in their annual PPR schedules, instead of the last two columns of annual downtime and the annual fund, indicate only one column - “Labor intensity, man * hour”. This labor intensity is calculated according to the number of pieces of equipment and the norms of labor intensity of one repair. This scheme is convenient when working with contractors performing repair work.
Do not forget that the dates of repairs must be coordinated with the mechanical service and, if necessary, the instrumentation service, as well as with other structural divisions directly related to the repair and maintenance of related equipment.
If you have any questions about the preparation of the annual PPR schedule, ask questions, I will try, if possible, to answer them in detail.
Director of CIT Projects and Solutions LLC (Kazan)
In my opinion, there is a certain stagnation in this issue at many enterprises. Namely, the PPR system inherited from the Soviet period, once worked out and debugged, is currently left without development and adaptation to new conditions at most enterprises. This has led to the fact that at enterprises a large proportion of equipment is actually repaired to failure or an emergency stop, and the PPR system lives its own separate life and is almost formal - 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 may not be noticeable for a short time interval: an increase in the number of accidents and downtime of equipment, increased wear and tear of equipment, an increase in the cost of its repair and maintenance. Many business leaders are unaware of what significant losses can be hidden here. One of the regulatory documents that determines the conduct of scheduled preventive maintenance is the PPR schedule.
Speaking about the PPR schedule, one cannot do without a purely symbolic digression into history. The first mentions of PPR are found in the mid-30s of the last century. From that time until the beginning of the 90s, in the Soviet era, an extensive amount of technical documentation was generated that was necessary for routine maintenance 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 calculating the financial resources necessary to provide material and labor resources throughout the annual and monthly MRO program.
And what is happening now? As our experience and numerous meetings with the technical staff of various enterprises show, in most cases the PPR schedule has lost its original purpose. The process of preparing the annual PPR schedule in many cases has acquired a more symbolic, ritual character. There are several reasons for this 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 enterprises has changed radically. Let's try to deal with some of the reasons for the current situation and offer our 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 division of the enterprise prepares the draft budget of the enterprise for the 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, labor costs for repair personnel and services of third-party contractors. As a basis for the preparation of the MRO budget for the next year, an annual PPR schedule should serve. However, when preparing the annual PPR schedule for the next year, it is formed virtually unchanged on the basis of the PPR schedule for 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 - based on last year. We have come across a situation where such copying has been done for many years, and the personnel of the enterprise could not remember the origin of the original source. Of course, some amendments to the budget are still being 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 dates, the list and volume of WEP, these data are practically not corrected, remaining unchanged from year to year, and they do not take into account either the real technical condition equipment, neither residual life and operating time, nor the 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 stage - the coordination of the expenditure budget - is a consequence of how this schedule is formed. Namely, at the enterprise, all services related to 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, as a rule, is forced to agree. Why? First, justify the presented figures with real statistics technical service cannot: there is simply no data that can be trusted. Second, last year financial department cut the budget as well, and got the desired result: the money was saved and everything seems to be fine. "Normal" most often means that the equipment broke down as usual. Thirdly, it will always be possible to find a reserve in the “copied” PPR schedule: some of the PPR will not be carried out or will be completed in a reduced volume, because the schedule is drawn up formally, and on the ground specialists know what exactly can be done and what - not necessary. Let us repeat once again that such a “copied” PPR schedule has no connection with the actually required volume and timing of technical measures. Fourthly, if something suddenly breaks down and production stops, then the money for the next urgent purchase will still be allocated, even if it is over the limit. Who will allow idle production?
It turns out that the preparation of the PPR schedule and the budget for maintenance and repair costs is more like a formal process focused solely on justifying the budget for the next year. The main consumer of this document is the financial service, not the technical staff. And even during the year, the technical service refers to the annual PPR schedule mainly in order to report on the costs of the allocated limits. Is the situation described above someone's malicious intent? Hardly. 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 exhausted their resource, and the standards provided for them did not take into account such "extra wear". And for new domestic equipment, reference books of that time do not take into account that other components are now used in equipment, often imported production, with different characteristics.
A significant part of the equipment fleet at enterprises is imported equipment, for which there is no documentation. Europe has a very high level of development services, 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 maintenance and repair has traditionally been carried out by technical specialists the enterprise itself. Therefore, domestic specialists, accustomed to receiving necessary documentation together 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 has had a serious impact on the degradation of the PPR methodology is related to the fact that in Soviet time in the conditions of mass serial production of goods for national and industrial use, manufacturers were provided with mass-produced equipment. Therefore, it was technically and organizationally much easier to create and update standards for mass-produced equipment under centralized planning than at present. This was done by sectoral institutions, many of which no longer exist.
The next reason is that production capacity domestic enterprises assumed a constant and uniform load of equipment. For such production, standards for maintenance were also developed. Namely, a rhythmically working machine or a line is guaranteed to accumulate its motorcycle hours after a clearly established calendar period, which are necessary for the next MOT, MOT-1, etc. Now the situation is completely different: the equipment is loaded unevenly. Therefore, with the calendar approach, PPR is very often carried out either obviously earlier than the standard operating time, or with a serious “overmileage”. In the first case, costs increase, and in the second, equipment reliability decreases.
It should also be noted that the standards developed in the 60-80s were redundant and included a serious safety stock. 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 planning maintenance work was the calendar period.
What is the future of the PPR schedule? What to do: leave everything as it is or try to get an effective management tool? Each company decides for itself. I am sure that most experts will agree with me: only a “live” PPR schedule will allow an enterprise to plan competently and economically spend the enterprise’s budget funds. Obtaining such an outage schedule is impossible without the transition of the maintenance and repair system to modern management methods, which include the introduction automated system management needed to store, process and analyze data on the state of the equipment, and use modern methods preventive diagnostics of equipment, for example: thermography, vibration diagnostics, etc. Only with the help of this combination of methods (ACS MRO and diagnostics) it is possible to achieve an increase in equipment reliability, as well as significantly reduce the number of emergency stops and technically justify a reduction in the cost of maintaining and servicing equipment. How exactly, in practice, the introduction of modern maintenance and repair methods removes the acute issues and problems identified 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!
Purpose: to learn how to calculate the frequency of scheduled maintenance and repair work. Draw up an annual plan - a schedule for the maintenance of equipment.
Progress:
1.
Select the equipment number according to the option (see Appendix 1)
2.
We enter our equipment into the empty form of the PPR schedule.
3.
At this stage, we determine the resource standards between repairs and downtime:
4.
We look at Appendix No. 1 “Standards for the frequency, duration and complexity of repairs”, select the values \u200b\u200bof the frequency of repairs and downtime during major and current repairs, and write them down in your schedule.
5.
For the selected equipment, we need to determine the number and type of repairs in the coming year. To do this, we need to determine the number of equipment hours worked (the calculation is conditionally carried out from January) (see Appendix 2)
6.
4. We determine the annual downtime in repairs
7.
In the column of the annual working time fund, we indicate the number of hours that this equipment will be in operation, minus downtime for repairs.
8.
Draw a conclusion
Table 1 - Task
|
Option |
Equipment number |
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Theoretical part
Scheduled preventive maintenance (PPR) - This is a complex of organizational and technical measures for supervision, maintenance and all types of repairs, which are carried out periodically according to a predetermined plan.
Thanks to this, premature wear of equipment is prevented, accidents are eliminated and prevented, fire protection systems are maintained in constant operational readiness.
The preventive maintenance system includes the following types technical repair and service:
weekly maintenance,
monthly maintenance,
annual scheduled preventive maintenance,
Annual scheduled preventive maintenance is carried out in accordance with the annual equipment maintenance schedule.
Drawing up a PPR schedule
The annual preventive maintenance schedule, on the basis of which the need for repair personnel, materials, spare parts, and components is determined. It includes each unit subject to major and current repairs.
To draw up an annual preventive maintenance schedule (PPR schedule), we need standards for the frequency of equipment repairs. These data can be found in the manufacturer's passport data, if the plant specifically regulates this, or use the "Maintenance and Repair System" reference book.
There is some equipment. All this equipment must be included in the PPR schedule.
Column 1 indicates the name of the equipment, as a rule, brief and understandable information about the equipment.
In column 2 - the number of equipment
In column 3-4 - indicate the resource standards between major repairs and current ones. (See Appendix 2)
Columns 5-6 - the complexity of one repair (see Table 2 Appendix 3) based on the list of defects.
In columns 7-8 - the dates of the last major and current repairs are indicated (we conditionally accept the month of January of the current year)
In columns 9-20, each of which corresponds to one month, the symbol indicates the type of planned repair: K - capital, T - current.
In columns 21 and 22, respectively, the annual downtime of equipment in repair and the annual fund of working hours are recorded.
The annual plan-schedule of scheduled preventive maintenance of equipment can be downloaded here.
Annex 1
STANDARDS OF PERIODICITY, DURATION AND LABOR-INCESSION OF MAINTENANCE AND REPAIR
|
No. p / p |
Name of equipment |
Resource standards between repairs |
Equipment downtime |
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|
Overhead crane Q=3.2t |
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Sheet bending machine IV 2144 |
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Zigmashina IV 2716 |
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Crank shears H3118 |
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Welding transformer |
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Zigmashina VM S76V |
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Overhead crane Q=1t |
|||||
|
Rectifier for arc welding VDU - 506C |
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Semi-automatic welding machine |
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Overhead crane Q=3.2t |
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Turning - screw cutter 1M63 |
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Turning - screw-cutting machine 16K20 |
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Vertical milling machine 6M13P |
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Appendix 2
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Accounting for equipment operation time |
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Name of equipment |
Month of the year |
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September |
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Overhead crane Q=3.2t |
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Turning - screw-cutting machine 1M63 |
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Turning - screw-cutting machine 16K20 |
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Sheet bending machine IV 2144 |
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Combined press scissors NB 5221B |
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Zigmashina IV 2716 |
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Crank shears H3118 |
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Welding transformer |
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Three-roll bending machine IB 2216 |
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Finishing and boring vertical machine 2733P |
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Zigmashina VM S76V |
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Welding transformer TDM 401-U2 |
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Rectifier for arc welding VDU - 506C |
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|
Overhead crane Q=1t |
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|
Vertical milling machine 6M13P |
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Rectifier for arc welding VDU - 506C |
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Vertical - drilling machine GS2112 |
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Vertical milling machine 6M13P |
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|
Semi-automatic welding machine |
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|
Overhead crane Q=3.2t |
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|
Turning - screw-cutting machine 1M63 |
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|
Turning - screw-cutting machine 16K20 |
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|
Vertical milling machine 6M13P |
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