The system of planned preventive repairs or the PPR system, as it is commonly called this method organization of repairs is a fairly common method that originated and became widespread in the countries of the former USSR. A feature of such a “popularity” of this type of organization of the repair economy was that it fit rather harmoniously into plan form economic management that time.

Now let's look at what PPR (planned preventive maintenance) is.

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

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

PPR classification

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

regulated PPR (scheduled preventive maintenance)

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

PPR (scheduled preventive maintenance) according to the state:

PPR according to the permissible level of the parameter
PPR according to the permissible level of the parameter with the adjustment of the diagnostic plan
PPR on the admissible level of the parameter with its prediction
PPR with control of the level of reliability
PPR with a forecast of the level of reliability

In practice, the system of regulated preventive maintenance (PPR) is widespread. This can be explained by greater simplicity, compared with the state-based PPR system. In the regulated PPR, the binding goes to calendar dates and it is simply accepted that the equipment operates throughout the entire shift without stopping. In this case, the structure of the repair cycle is more symmetrical and has fewer phase shifts. In the case of organizing a PPR system according to some acceptable parameter-indicator, it is necessary to take into account a large number of these indicators specific to each class and type of equipment.

Benefits of using a PPR system or preventive maintenance of equipment

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

control over the duration of overhaul periods of equipment operation
regulation of equipment downtime for repairs
forecasting the cost of repairing equipment, components and mechanisms
analysis of the causes of equipment failure
calculation of the number of repair personnel depending on the repair complexity of the equipment

Disadvantages of the PPR system or preventive maintenance of equipment

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

absence handy tools renovation planning
complexity of labor costs calculations
the complexity of taking into account the parameter-indicator
the complexity of the operational adjustment of the planned repairs

The above shortcomings of the PPR system relate to certain specifics of the technological equipment park installed at CIS enterprises. First of all, this is a large degree of equipment wear. Often the wear of equipment reaches 80 - 95%. This significantly deforms the system of preventive maintenance, forcing specialists to adjust the PPR schedules and carry out a large number of unscheduled (emergency) repairs, significantly exceeding the normal amount of repair work. Also, when using the method of organizing the PPR system by operating time (after a certain time of equipment operation), the labor intensity of the system increases. In this case, it is necessary to organize accounting of actually worked machine hours, which, together with a large fleet of equipment (hundreds and thousands of units), makes this work impossible.

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

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

Despite the fact that the PPR system assumes an accident-free model for the operation and repair of equipment, in practice it is necessary to take into account unscheduled repairs. They are most often caused by poor technical condition or an accident due to poor quality

Introduction
1 General
2 The essence and content of the PPR system
3 Care, supervision and inspection of equipment
4 Types of repairs
5 Frequency and duration of repairs
6 Planning and execution of repairs
7 Transfer of equipment for repair and acceptance after repair
8 Organization of repairs
9 Repair methods
10 Accounting and reporting on repairs carried out
11 Technology and mechanization of repair work
12 Combination of professions and expansion of functions of repair and maintenance personnel
13 Provision of equipment with spare parts and assemblies. Organization of their storage
14 Unification of parts and components of equipment
15 Service life of parts and increasing their durability
Annex 1. Basic concepts of repair standards and terms
Appendix 2 Forms technical documentation and instructions for completing them.
Form 1. Journal of acceptance and delivery of shifts by foremen of the duty personnel of the mechanical service
Form 2. Journal of acceptance and delivery of shifts by crane operators
Form 3. Aggregate log
Form 4. Annual PPR schedule
Form 5. Monthly PPR schedule
Form 6. Repair list
Form 7. Operational (linear or network) repair schedule
Form 8. Work permit
Form 9. Equipment acceptance certificate after current repairs
Form 10. Workshop report on repairs carried out
Form 11. Report of the repair shop on the repairs carried out
Form 12. Report of the enterprise on the repairs carried out
Form 13. List of equipment components and their service life
Annex 3
A. Mining equipment
B. Quarry mining equipment
B. Concentration plant equipment
Annex 4. Periodicity and duration of repairs of sinter shop equipment
Annex 5. Periodicity and duration of repairs of equipment for the production of pellets
Appendix 6. Periodicity and duration of repairs of coke production equipment
Annex 7. Periodicity and duration of repairs of blast furnace equipment
Appendices 8. Frequency and duration of repairs of open-hearth shop equipment
Annex 9. Periodicity and duration of repairs of equipment of converter shops
Appendix 10
Appendix 11. Periodicity and duration of repairs of equipment for continuous casting plants
Annex 12. Periodicity and duration of repairs of equipment of rolling shops
Slammings
Bloomings
Continuous blank mills
Billet mills
Pipe mills
Rail Beam Mills
Large section mills
Medium section mills
Small section mills
Wire mills
Day mills
Hot rolling mills
Strip mills
Wheel rolling mills
Bandage rolling mills
Ball rolling mills
Rolling mills for periodic profiles
Cold rolling mills
Annex 13. Periodicity and duration of repairs of equipment of thermal calibration shops
Appendix 14
Annex 15. Periodicity and duration of repairs of equipment of pipe shops
Annex 16. Periodicity and duration of repairs of pipe foundry equipment
Appendix 17. Periodicity and duration of repairs of bottle shop equipment
Annex 18. Periodicity and duration of repairs of ferroalloy production equipment
Annex 19. Periodicity and duration of repairs of refractory industry equipment
Appendix 20. Frequency and duration of repairs of hoisting machines of ferrous metallurgy enterprises
Appendix 21
Appendix 22
Wire making
Rope making
Fastener manufacturing
Manufacturing of calibrated metal
Production of cold rolled strip
Manufacturing of electrodes and flux-cored wire
Mesh production
Chain making

table 2

The number of repairs per piece of equipment per year is calculated using formulas with an accuracy of 0.1:

number of overhauls К1к

K1k = Tk

Tk - calendar period = 24 hours. * 365 days = 8760 hours

Mk - the duration of the overhaul cycle.

K1k = 8 760 = 1 repair.

Number of current repairs K1t

K1t = Tk– K1k – K1s

K1t = 8 760 – 1 = 11 repairs.

2. The number of repairs for all equipment is determined by multiplying the number of repairs per piece of equipment by the corresponding amount of equipment:

A is the number of pieces of equipment.

Then the number of repairs for all equipment is determined by:

Kk \u003d K1k * A \u003d 1 * 5 \u003d 5 repairs.

Kt \u003d K1t * A \u003d 11 * 5 \u003d 55 repairs.

4.3. Calculation of labor intensity of repairs

To determine the labor costs for repairs and maintenance. services per year, the complexity of each type of repair is multiplied by the number of each repair during the year, determined when calculating the PPR schedules:

the complexity of major repairs:

Tk = 128 * 5 = 640 people * hour.

complexity of current repairs:

Tt \u003d 16 * 55 \u003d 880 people * hour.

the total labor intensity of all repairs, taking into account other costs that take into account the repair of your own workshop, will be:

Total \u003d (Tk + Tt) * Kpr. costs

Cpr. costs – coefficient of other costs = 1.1.

Total \u003d (640 + 880) * 1.1 \u003d 1,672 people * hour.

We summarize all the received data in a table:

The amount of repair work.

Table 4

Equipment identification

Number of units

Frequency of repairs

Number of repairs per piece of equipment per year

Number of repairs for all equipment per year

Labor intensity per piece of equipment per year

Labor intensity for all equipment per year

Capital

Designation

Hammer crusher

4.4. Calculation of the number of workers required for repairs

1. To determine the number of days and hours that one worker must work during the year, a balance of working time per one average worker is drawn up, taking into account various working conditions and working hours.

Drawing up an annual schedule for the maintenance of electrical equipment

For the timely implementation of the next repair work on the PPR system, the enterprises draw up a schedule for the repair of equipment for the planned year.

The schedule of preventive maintenance of electrical equipment is drawn up for each piece of equipment separately.

When compiling the annual schedule, it is necessary to proceed from the even distribution of all repair work by months of the year. The plan - the schedule of the PPR is compiled on the basis of data on the frequency of repairs. The duration of the overhaul cycle and overhaul periods.

The PPR schedule is shown in table 4

Calculation of the number of personnel of the repair site

The structure of the department of the chief power engineer depends on the number of operating technological, thermal power equipment and on the organization of repair work. On large enterprises in the structure of the department of the chief power engineer of the OGE there are the following divisions:

Groups of thermal power equipment; electrical equipment and automation; plumbing and external communications; for ventilation installations; electrical shop; substations; telephone exchange; radio node.

Group of thermal power equipment - provides technical supervision for compliance with the rules technical operation boiler room, boiler rooms, plumbing, pumping and compressor units, gas generating stations and industrial furnaces operating on liquid, solid, gaseous fuels.

Group electrical equipment and automation - carries out technical supervision of the operation of the transformer substation, all inputs of electric machines, electric furnaces, electrical equipment, high-frequency installations, lighting fittings and systematically monitors the grounding network.

Group plumbing and outdoor communications - supervises the correct operation and repair of heating systems, pipelines of compressed air, oxygen, acetylene and other gases, as well as fuel oil pipelines. Provides the plant with all types of energy, except for electricity. The group is also working to prepare the plant for operation in winter conditions.

Ventilation Group - carries out technical control over the correct operation of ventilation systems. Leads the repair, reconstruction and installation of ventilation systems.

Electrical shop- carries out repairs of electrical equipment, rewinding of engines and other works related to the repair and modernization of electrical equipment.

Planning is carried out by drawing up a balance of working time. When setting the balance, such aspects are considered as: the calendar fund of working time, the number of non-working days (including holidays and weekends), the number of calendar working days, absence from work ( another vacation, study or sick leave), the number of working days per year, the average length of the working day and the actual annual fund of working hours. This calculation is necessary for us to further calculate the number of the repair site.

The calculation is made according to the formulas:

Number of working days:

Number of working days.

- Calendar Fund of working time.
- Number of non-working days.

Number of working days:

nr.d - The number of working days.

Absence from work (another vacation, study or sick leave).

Effective working time fund of one worker:

365 - 116 =249

nr.d=249 - 35=214

8CH208) -8 = 1654

The rest of the data is GOSTed and entered in the table along with the calculations, all calculations are displayed in table 5

Table 5 Planned balance of working time per worker

	Composition of the working staff	Indicators
	Calendar fund of working time
	Number of non-working days, including
Festive
Weekend
	Number of working days (line1-line2)
	Absenteeism
a) Regular and additional holidays
b) Study leave
c) maternity leave
d) Diseases
	Number of working days (line3-line4)
	Loss of working time due to the reduction of the working day in hours
	Average working day in hours
	Effective working time fund of one worker (line 7 * line 5) - (line 6)

Planning the number of operational personnel. When planning the headcount, the following parameters are taken into account: Maintenance rate of electrical facilities in conventional units of repair complexity c.u.r. Total repair complexity of the general plant part of the electrical facilities, including power transformers, etc.

The number of shifts in the operation of electrical equipment depending on the work of the operating personnel (it is determined technological process and the head or production technologist), the number of operational personnel, the attendance of operational personnel.

The formulas for finding the values are shown in table 6

The total repair complexity is found from the calculation table 1

The coefficient of use of working time (number of working days / number of calendar working days is found by the formula:

Krt= 208243 =0.85

All data are entered in table 6

Table 6 Planning of the number of operational personnel

Name of indicators, coefficients and norms	The value of indicators
The rate of maintenance of electrical facilities in conventional units of repair complexity
Total repair complexity of the general plant part of the electrical facilities, including power transformers, etc.
The number of shifts in the operation of electrical equipment depending on the mode of operation of the operating personnel
Number of operating personnel (n2/n1) people
Attendance staff of operational personnel (p3 * p4), people
Working time utilization ratio (number of working days/number of calendar working days
The payroll of the operational staff (n5/n6), pers.

When compiling a table of the distribution of numbers by category, the following is taken into account:

Repair electricians: 3 categories = 30% of the total;

3rd category \u003d 27 * 30 / 100 \u003d 8 people

Duty electricians: 3 categories = 30% of the total number;

4 digits = 40% of the total;
5 digits = 20% of the total;
6 digits = 10% of the total.
3rd category=27*30/100=8 people

Data are entered in table 7

Table 7 Distribution of secret service numbers by categories

Payroll calculation.

1. Number of shifts =2;
2. Attendance staff (day) = 8 people;

To determine the attendance per shift, it is necessary: attendance per day / number of shifts:

I.s.sm. \u003d 8/2 \u003d 4 people;

To determine payroll attendance required

day/time utilization factor (0.85):

Sp.s. \u003d 8 / 0.85 \u003d 9.4 people;

The following calculations are calculated in a similar way; the data are entered in table 8

Table 8 Calculation of payroll

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 the calculation 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 maintenance work, these data are practically not adjusted, remaining unchanged from year to year, and they do not take into account either the actual technical condition of the equipment, or the residual resource and operating time, or 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? Firstly, the technical service cannot substantiate the presented figures with real statistics: there is simply no data that could 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 formal process, oriented solely to justify the budget of expenses 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, with different characteristics.

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

Another factor that has had a serious impact on the degradation of the PPR methodology is related to the fact that in Soviet time in a mass series production 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 were also developed for Maintenance. 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? How to be: leave everything as it is or try to get effective tool management? 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!