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

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

System of planned preventive maintenance (PPR) of 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 repair work, their frequency, duration, costs of 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 equipment wear 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 system PPR equipment 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. Their cause is most often an unsatisfactory technical condition or an accident due to poor quality

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 the negative consequences of this situation accumulate gradually and may not be noticeable in a short time interval: an increase in the number of accidents and equipment downtime, increased equipment wear, and 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 for the entire 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.

First, let's describe typical scheme preparation of the 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 actually formed without changes 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% percent, which, in fact, the financial service 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. Secondly, last year the finance department also cut the budget, and got the desired result: 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, 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 had a serious impact on the degradation of the PPR methodology is related to the fact that in Soviet times, in the conditions of mass mass production of consumer and industrial goods, 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 the production capacities of domestic enterprises assumed a constant and uniform load on the 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!

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". Let's use the reference book of A.I. FMD 2008.

Let's take a concrete example. Let's assume that in our electrical facilities, in building 541, we have:

1. Three-phase two-winding oil transformer 6/0.4 kV,

2. Pump motor, asynchronous Рн=125 kW;

Step 1. We enter our equipment into the empty form of the table “Initial data for drawing up a 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 the table "Initial data for drawing up a PPR 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 the table “Initial data for drawing up a PPR schedule”.

Table. - Initial data for drawing up a PPR schedule

Regular inspections of electrical equipment (without turning them off) are carried out once a month. The duration and complexity of the maintenance of electrical equipment should be 10% of the current repair.

In order to determine how long the repair will last in months, it is necessary to divide the number of hours of the frequency of repairs for equipment by the number of hours per month. We make a calculation for the T-1 transformer: 103680/720 = 144 months.

Step 3 After the table “Initial data for drawing up a PPR schedule”, it is necessary to calculate the number of repairs between inspections and draw up a structure for the repair cycle for each type of equipment.

Step 4

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 2014. The equipment is operational, the dates of repairs are known to us. For transformer T-1 overhaul was held in January 2008, the current one is January 2011. For the N-1 electric motor, the capital one is September 2012, the current one is March 2013.

We determine when and what types of repairs are due for the T-1 transformer in 2014. 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 hours and divide it by the number of hours in a year 8640 hours. 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 2008, so the next one is planned for January 2020.

For current repairs, the same principle of operation: 25920/8640=3 years. The last current repair was carried out in January 2011, thus. 2011+3=2014. The next current repair is in January 2014, it is for this year that we draw up a schedule, therefore, in column 8 (January) for the T-1 transformer, enter “T”.

For the electric motor, we get: a major overhaul is carried out every 6 years and is planned for September 2018. 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 2014.

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.

Step 5 We determine the annual downtime of current repairs. For a transformer, it will be equal to 8 hours, because. in 2014, we planned one current repair, and in terms of resource for current repairs - 8 hours. For the N-1 electric motor in 2014 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 .

Step 6 Determine the annual labor intensity of repairs.

For a transformer, it will be equal to 62 people / hour. in 2014, we planned one current repair, and in terms of resource for current repairs - 62 people per hour. For the N-1 electric motor in 2014 there will be two current repairs, the labor intensity rate in the current repair is 20 people per hour. We multiply 20 people / hour by 2 and get the annual labor intensity - 40 people / hour.

Our chart looks like this:

Step 7 Based on the structure of the repair cycle for each equipment, we put down the number of inspections between repairs and determine the annual downtime for maintenance.

For one transformer, downtime will be equal to 0.8 hours, according to the structure of the repair cycle, the number of inspections between repairs is 35TO. In 2014, we planned one current repair, so the number of inspections will be only 11, the annual maintenance downtime rate will be 8.8 (11 times 0.8).

For the N-1 electric motor, downtime will be equal to 0.1 hours, according to the structure of the repair cycle, the number of inspections between repairs is 5TO. In 2014, we planned two current repairs, so the number of inspections will be 10, the annual maintenance downtime rate will be 1.0 (10 times 0.1).

The labor intensity is calculated by the number of pieces of equipment and the norms of labor intensity of one repair. For a transformer, it will be equal to 68.2 people / hour (we multiply 6.2 people / hour by 11TO).

When organizing planning and scheduling, network scheduling is used.

Network planning and management includes 3 main stages:

1. A network schedule is being developed that reflects the entire range of works, their relationship in a certain technological sequence to be completed to achieve the first goal;

2. The network schedule is being optimized, i.e. choice of the received variant;

3. Operational management and control over the progress of work. The order of building a network diagram:

a list of works is compiled;

a list of events is compiled;

a rational technological sequence and interconnection of works is determined;

the need for material and labor resources for each work is determined;

set duration of work.

4.2 Drawing up a card-determinant of work for the network diagram.

Drawing up a job identification card is the first step in network planning. The identification card is compiled according to the following data:

norms for the duration of installation and deadlines for completion of work;

production project electrical work and technological maps;

valid maps and prices for electrical work;

data on the duration of certain types of work based on practical experience.

The Department of the Chief Power Engineer works in close cooperation with the departments:

capital construction;

chief mechanic;

marketing department;

planning and economic.

Repair personnel calculation

Chrem \u003d Labor ppr / Ffak

Chrem=1986/1435=1.3=1 person

For safety reasons we accept 2 people

Staff on duty - around the clock

Changes per day

1st shift from 7 am to 4 pm

II shift from 16-23 hours

III shift from 23-7 hours

IV shift - day off

5. Operation of electrical equipment.

5.1 Preventive maintenance system.

The PPR system is a set of technical and organizational measures for the care, maintenance and repair of equipment, carried out in a planned manner and of a preventive nature.

This system is called planned because all activities are carried out according to a plan (schedule) within a predetermined time frame.

It is called preventive because, in addition to repair work, it includes preventive measures that prevent accidents and breakdowns. Such activities include:

daily care;

equipment supervision;

overhaul maintenance - checking for accuracy;

• wash and oil change.

PPR system

overhaul

service

flushing