Organization of maintenance of the main production. Maintenance and repair planning

the main

Repair and cleaning

The concept maintenance production

The normal course of the production process can proceed only under the condition of uninterrupted supply of materials, billets, tools, equipment, energy, fuel, adjustment; maintaining equipment in working condition, etc.
The complex of these works makes up the concept of technical maintenance of production, or production infrastructure. Technical maintenance of production is an integral and most important part of the service system of the production process as a whole.
Maintenance of production includes functions to ensure the technical condition (readiness) of means of production and movement of objects of labor in the production process (production of products). For maintenance of the main production engineering plants have a whole range of so-called auxiliary services, or farms:
repair, tool, energy, transport, storage and warehouse, etc.
The composition and scale of these enterprises is determined by the characteristics of the main production, the type and size of the enterprise and its production relations.
Tool services and workshops of the plant must timely ensure the production of high quality tools and equipment with minimal costs for their manufacture and operation. The implementation of advanced technology, the mechanization of labor-intensive work, improving the quality of products and reducing their cost are largely dependent on the work of tool shops and services.
Repair shops and plant services ensure the working condition of the process equipment through its repair and modernization. High-quality equipment repair increases its service life, reduces losses from downtime and significantly increases the overall efficiency of the enterprise.

Energy workshops and services provide the enterprise with all kinds of energy and organize its rational use. The work of these workshops and services contributes to the growth of the energy supply of labor and the development of progressive technological processes based on the use of energy.
Transport, supply and storage facilities and services ensure timely and complete supply of all I material resources, their storage and movement in the production process. The rhythm of the production process and the economical use of material resources depend on their work.
All these workshops and services do not directly participate in the creation of the main products of the plant, but their activities contribute to the normal operation of the main workshops.
Currently, at most engineering plants, the entire range of maintenance work is carried out by the enterprises themselves, which leads to large non-rational costs; dispersion of funds, equipment, labor, etc. The fragmentation of auxiliary services and the low level of their specialization prevent the creation of an appropriate technical base and progressive forms of organization of auxiliary works.
For auxiliary productions, a single and are characteristic. small-scale types of production with significant manual labor costs, and manufactured products are much more expensive and less high-quality than in specialized enterprises.
The manufacture of certain types of tools and spare parts in the tool and repair shops of machine-building plants is two to three times more expensive than in the factories of the machine tool industry, and the cost of major repairs often exceeds the cost of new equipment.
Underestimation of the role of auxiliary farms has led to a significant gap in the levels of technology and the organization of primary and auxiliary production. In auxiliary workshops and in areas inefficient equipment and technology, a low level of mechanization of work, shortcomings in planning, rationing, remuneration, etc. prevail.
At the same time, it must be borne in mind that the specific nature of production maintenance work in many cases makes it difficult to mechanize and regulate it. All this led to a high number of auxiliary workers, reaching more than 50% of the total number of workers in machine-building enterprises, while in a number of industrialized countries this figure is half as much.
For example, the number of repairmen in the USA is 5, and in our country - about 15%; transport workers, respectively - 8 and 17%. This difference is mainly due to the different level of specialization and mechanization of work on technical maintenance of production. In the USA, the majority of maintenance work is carried out by specialized firms, and many engineering enterprises do not have their own service facilities.
According to Goskomstat, in the national economy of our country only 25% of the instrument was manufactured at specialized enterprises, while in the USA, specialized firms carried out about 65% of the instrument. It should be noted that in the USA, 88% of machine-building enterprises do not have their own tool shops and acquire all the tools on the side.
Excessive fragmentation of maintenance caused a significant gap in the levels of mechanization of the main and auxiliary production. So. in auxiliary (maintenance) production, the volume of mechanized work is approximately 28%, manual - 72%; in the main production, this ratio is the opposite.
The low level of mechanization of auxiliary work ultimately reduces the efficiency of using new equipment in the main production. For example, in many enterprises 2/3 of all losses of working time are caused by unsatisfactory work of auxiliary services.
Support workshops do not always allocate the necessary production space and equipment, skilled labor, scarce materials, incentive funds, etc. There are frequent cases when auxiliary workshops, especially repair and instrumental ones, are loaded by 30-40% with the work of the main and experimental production, which in fact disrupts the functional activity of these workshops and does not make it possible to organize preventive and regulated maintenance of the production. Improving the technical equipment of enterprises, mechanization, and automation of the main production necessitate a radical improvement of technology and the organization of auxiliary work, bringing them closer to the level of main production.
An increase in the technical level of production causes changes in the content of auxiliary works and increases their role in the production process. Increasing the degree of continuity of production processes, the introduction of integrated systems of mechanization and automation significantly expand the scope of work of auxiliary workers.
At the same time, the complexity of maintenance work is also increasing, caused by structural changes in equipment, concentration of technological operations, the use of complex control systems, etc.
Changing the role and content of service functions transforms them from secondary (auxiliary) to defining and requires a new approach to the forms and methods of technical maintenance of production. This, in turn, predetermined the need for training a new type of employee with a wide profile, combining in one profession functions related to servicing the facility as a whole, i.e. functions of a repairman, repairman, electrician, etc.
When servicing robots, CNC machine tools, GPS, the level of training of service personnel should not be lower than the technician or engineer.
Complex mechanized sections and workshops, as a rule, are serviced by just such personnel. During the growth of the technical equipment of production, the share of service personnel (adjusters, repairmen, electricians) will increase, but the total number of workers should decrease due to machine operators, controllers, transport and warehouse workers, etc.
Maintenance should be considered as part of a single production process, and maintenance work should be linked to the technology of direct production of products on the basis of a single integrated technology of the production process as a whole. All operations of the production process, both main and auxiliary, are subjected to technological development and standardization and become equivalent in a single technological process of production.
This can be ensured only on the basis of a clear regulation of work on all functions of technical maintenance of production. The regulation involves the establishment of a certain procedure for the performance of functional duties by the rational distribution of work among performers in time and volume in the established sequence.
In the process of service regulation, technological, normative and organizational-methodological documentation are developed, on the basis of which the service functions are linked to the mode and schedules of the main production units.
The decisive role in improving the entire system of technical maintenance of production belongs to the further centralization and specialization of homogeneous service functions. In recent years, there has been a tendency to industrialize a number of production service functions, i.e. to their centralization on the scale of individual industries or the national economy using the appropriate organizational and technical base.
So. associations have been created for the repair of equipment and instruments, tool factories are functioning for the manufacture of tools. At such plants, progressive technology and in-line methods of organizing work are widely used to ensure their cost reduction and quality improvement.
There is also a centralization of transport services through the creation of large auto fleets,
The greatest effect was achieved in centralizing the energy supply of enterprises through the creation of district and ring energy systems.
However, the capacities of these associations cannot yet satisfy the demands of all engineering enterprises, and the predominant volume of maintenance work has to be performed by the enterprises themselves. The head enterprises should establish large workshops and farms for the most important service functions. In such workshops, specialized equipment, advanced technology and equipment should be used, conditions should be created for mechanization of labor, sound planning and regulation of works on maintenance of production.
In general, the service system should be aimed at improving the efficiency of production - the maximum reduction in the duration of the production cycle with the minimum cost of performing maintenance work.
Tool economy occupies a leading position in the production maintenance system. The modern technical and organizational level of mechanical engineering is determined by the high equipment of its models, dies, molds, devices, cutting, measuring and auxiliary tools and instruments, combined into a common set of technological equipment.
Large production associations (enterprises) use hundreds of thousands of different types of tools and other technological equipment. The most important indicators of the enterprise’s work: productivity, quality and cost of production, and the rhythm of production directly depend on the degree of its perfection, the timeliness of providing jobs and the size of the costs of the tool.
The costs of tools and other equipment in mass production reach 25-30%, in serial - 10-15%, in small-scale and single - up to 5% of the cost of equipment, and their share in the cost of production is respectively 8-15%, 6-8 and 1.5-4%.
Of particular importance is the instrumental economy in the context of high rates of technological progress. The costs of designing and manufacturing special types of equipment reach 60% of the total cost of preparing the production of new types of products.
Given the great importance, as well as the specifics and complexity of organizing the production and acquisition of tools, tooling services are created at all machine-building plants, which are entrusted with the following tasks: determining the need and planning equipment for enterprises; rationing the consumption of equipment and maintaining the required size of its stocks; providing enterprises with purchased equipment and organizing their own production of high-performance and efficient equipment;
providing jobs with equipment, organizing its rational operation and recovery; accounting and analysis of the effectiveness of the use of technological equipment.
In the future, with the development of the instrumental industry, tool production and responsibility for its technical level should go to specialized factories in this industry, and the instrumental facilities of machine-building plants will mainly carry out the function of organizing the rational use of the tool (planning needs, acquisition, storage, job security, sharpening, repair, control).
The organizational and production structure of the instrumental economy is determined by its tasks, type of production and is a combination of factory and workshop units engaged in the design, manufacture, acquisition and operation of the tool.
Plant-wide divisions include the instrumental department (management), tool workshops, the central tool depot (CIS), and measuring laboratories. Workshop units include workshop bureaus (IIR), tool-distribution pantries (KFMs), and tool repair and repair shops.
Most engineering plants are characterized by a pronounced duality of management, i.e. centralized manufacture of the tool and its decentralized use (operation). Such practice, providing centralized design, preparation of production, planning and manufacturing of a tool, cannot ensure its rational operation, since this function is usually performed in production workshops.
On the scale of individual machine-building plants, the centralization of the tool economy should include both the production and operation of the tool under the guidance of the tool department.
The centralized tool farm of the plant includes tool shops that are engaged only in the manufacture of a new tool, and a tool workshop that combines all the factory departments for the operation of the tool. All IIR and KFM of production workshops are directly subordinate to the operation workshop, which provides production workshops with all types of tools and equipment, including acquisition, storage, delivery to workplaces, repairs, out-of-point and supervision of tool operation. An example of such centralization can be the ZIL tool farm, where the organization of the operation workshop (No. 2) ensured a 20% reduction in the total tool consumption.
The structure of tool workshops is determined by specialization and production volume. In large factories there may be subject-specialized workshops, in small factories - one workshop, including subject, technological, procurement. auxiliary and service areas.
The technical base of the instrumental economy includes the development of the necessary capacities, the introduction of advanced types of equipment and advanced technology, the improvement of technological training using the maximum standardization and unification of tools and equipment, and the search for new materials.
The development of the capacities of the existing tool workshops is on the way to increasing the specific gravity of equipment, space and number of employees. On the whole, in machine building, from 6 to 10% of the fleet of metal-cutting machine tools, about 5% of production areas and up to 8% of the number of workers are concentrated in tool shops.
At many machine-building plants, the structure of the machine tool park of the tool shops and the technology used do not provide for the production of high-quality and cheap tools. The proportion of specialized equipment is insufficient, there is a significant amount of obsolete equipment. Due to the insufficient capacity of specialized enterprises of the machine tool industry, machine-building plants are developing their own tool bases, focusing on full self-sufficiency in tools and equipment.
At present, engineering receives from the tool industry about 10-15% of the total demand for tools and is forced to produce up to 90% of the tool in its own tool shops. In the future, this ratio should change in favor of the tool industry.
Classification and indexation systematize the huge range of tools and create the necessary prerequisites for rationalizing the entire tool management system for production.
The classification facilitates the planning, accounting, storage of tools and creates the opportunity for the introduction of an automated control system in the tool farm. Classification refers to the grouping and subsequent separation of the entire variety of tools and accessories according to their typical characteristics in accordance with the production and technical purpose and design features.
By the nature of use, the tool is divided into standard (normal) and special.
A general-purpose tool, i.e. to perform numerous operations in the manufacture of various products. It is manufactured mainly at specialized tool mills in accordance with applicable standards.
A special tool is used to carry out a certain operation; it is manufactured mainly in the instrumental workshops of machine-building plants and is not covered by standardization.
In the practice of mechanical engineering, the decimal system of classification and indexation is used. Interdepartmental norms have established a decimal system for classifying an instrument and a digital indexing system.
The entire tool is divided into eight categories, of which the first four are an operational and constructive characteristic: groups, subgroups, types and varieties. The remaining four digits are the serial number of the special tool or standard equipment size.
Each category of the classification group includes ten digits from 0 to 9, which determine the corresponding characteristic of the tool. Thus, the entire tool is divided into 10 groups (for example, measuring, cutting, etc.). In turn, the cutting tool group is divided into ten subgroups (for example, cutting, milling, drilling, etc.). The subgroup of the milling tool contains ten types, etc.
Based on the classification, the tool is indexed, i.e. assignment of a standard designation to each tool size - an index (code). The index represents a series of digits arranged in the order of classification digits: the first digit means a group, the second represents a subgroup, the third represents a view, etc. For example, a three-sided solid disk mill made of high speed steel has the code 2240-0002-P-18. The index is fixed in the card of the corresponding instrument -
Classification, in addition to systematization, creates real preconditions for reducing the multi-nomenclature of the instrument by standardizing it. Standardization is understood as meaningful reduction of the constructive and dimensional variety of a tool and other equipment while expanding their areas of application. Practice shows that about 80% of special tools (taps, cutters, drills) can be standardized and transferred to specialized production. The standardization of universal prefabricated devices (USP) and universal adjustment devices (UNP) is especially effective, when instead of special devices, a set of standardized interchangeable elements is created that allows you to repeatedly assemble various combinations of devices from ready-made elements.
The use of a standardized tool significantly reduces the production cycle, labor input and tool and tool costs.
The minimum stock is insurance and is used only if there is a delay in the receipt of the next batch of the order. The order lot is changed in the same way as the carry stock in the KFM.
In small-scale and single-unit factories, a custom-made planning system * is applied, consisting in the fact that all the necessary tools are ordered at the same time, usually once a month. In the future, separate urgent orders have to be given separate urgent orders.
This system is less reliable than the “maximum-mini-minimum” system, but with a constant change in the range of products of the main production, it does not create unnecessary and excessive tool stocks in the CIS.
Based on calculations of the need for the tool and taking into account the production programs of the workshops, limits are established (annual, quarterly, monthly) for receiving and consuming tools for each workshop.
The final stage of demand planning is to determine the sources of its coverage both due to external revenues, and due to our own production by compiling the production program for the tool workshop.
Organization of tool operation is the main task of the tool economy and includes the following functions:
- organization of the work of the CIS and instrumental dispensing pantries; providing jobs with tools;
- organization of sharpening, repair and restoration of the tool;
- technical Supervision.
All work on the operation of the tool should be carried out centrally, through a special workshop.
The Central Tool Depot (CIS) accepts, checks, stores, issues and records the movement of the tool. The whole tool goes to the CIS, where it is subjected to acceptance control and design.
During storage, the normalized tool is located by size, and the special one - by the products, parts and operations for which it is intended. The areas of acceptance, storage and delivery of the tool are equipped with special lifting vehicles, racks, trays, etc. The delivery of the tool to operation is carried out only through the instrumental dispensing pantries of the workshops in the limits established by it. Accounting in the central tool warehouse is carried out according to the cards, which indicate the name, index, established standards for the "maximum-minimum" system and the movement of the tool.
Tool-dispensing pantries (KFMs) are located in production workshops and provide uninterrupted provision of workplaces with the necessary tool and its storage. The procedure for storing and recording tool movement in KFMs is basically the same as in the CIS. The peculiarity of the organization of KFMs is There is a direct and active connection with workplaces.
Organization of servicing workplaces with a tool should ensure timely and complete delivery, minimal time spent on receiving and replacing, and simple and clear accounting of the tool located at workplaces.
In mass-production and automated production, the tool should be delivered to workplaces by technological operational sets. In this case, centralized delivery of the tool by special workers is provided with the forced replacement of the worn tool in accordance with its durability.
Centralized (active) delivery agrees inst-1 room service with the operational course of production, reduces tool consumption and supplies at workplaces, and reduces downtime for equipment and workers.
In mass production, the tool is delivered to workplaces in accordance with the picking and operational cards by the time the processing of each batch of parts begins. The selection of the tool kit is carried out according to shift-daily tasks, and submission to workplaces is carried out according to the instructions of the master through the KFM.
In the factories of small-scale and single-unit production, in the manufacture of normalized parts and the use of batch processing technology, a complete tool delivery is used, in other cases, workers themselves receive the necessary tool.
A decentralized (passive) delivery system is associated with large losses of working time and uneconomical use of the tool.
Accounting for the issuance of a tool is carried out in various ways: a tool for permanent use is recorded in the instrumental book of a worker, a tool for one-time or temporary use is issued according to tool marks for receipt on picking and operating cards, etc.
The organization of tool sharpening is determined by the type of production. At mass production plants there is a centralized grinding, which is a system of organizing the restoration of the cutting properties of the tool by tool-grinding workers on special equipment using standard technology in grinding departments. Sharpening departments are created in each workshop; go to a group of workshops depending on the nomenclature and quantity of the tool, as well as the location of the workshops. Centralized sharpening is combined with a forced tool change, has the same advantages and, in addition, provides high quality sharpening and a longer tool life. In small-scale single-unit production, decentralized sharpening predominates, when the worker himself grinds the tool, which is accompanied by increased tool consumption and loss of working time.
Repair of the tool is carried out in the repair and tool workshops of production shops or in tool workshops. Repair of dies and complex fixtures is carried out according to the system of preventive maintenance of the tool, similar to equipment repair.
A tool of mass use after complete wear and tear can be restored - either to its original size for its intended purpose, or to alteration into smaller sizes of the same purpose, or as a blank for the manufacture of other standard sizes. For restoration, various methods are used - regrinding, metallization, chromium plating, surfacing with hard alloys, etc. The cost of restoration usually does not exceed 40-60% of the cost of a new tool, and the quality in some cases is much higher than that of a new tool. In addition, due to the restoration of a worn-out tool (decommissioned), the total need for a new tool can be reduced to 1/3. The effectiveness of using the tool in many respects depends on compliance with the rules and the requirements of its rational operation. This function is performed by the technical supervision service of the instrumental department. In addition to the control functions, the supervision service must identify the causes of abnormal wear and breakdowns of the tool, develop measures to eliminate them, study the experience of operating the tool at other enterprises, and adjust the current regulatory and technological documentation.
During operation, technological equipment is subject to physical and moral wear and tear and requires constant maintenance. The performance of the equipment is restored by repair. Moreover, the repair should not only restore the original condition of the equipment, but also significantly improve its basic specifications due to modernization.
Thus, the essence of repair is to preserve and qualitatively restore the operability of equipment I: by replacing or restoring worn parts and adjusting mechanisms.
About 4 million people and more than 25% of the machine tool fleet are engaged in equipment repair, and the total costs are more than three times the production volume of the machine-tool industry. In mechanical engineering alone, the cost of repairing equipment annually reaches 17-26% of its original cost, which corresponds to 5-8% of the cost of production of the plant. [Turovets]
Practice shows that the cost of repair and maintenance of equipment is constantly increasing, the capacity of repair services and the number of repair workers are growing (15%). At the same time, the organizational level and the quality of repair work are generally unsatisfactory.
Decentralization of repairs leads to the parallelism of homogeneous work and a low technical level of their execution, the cost of a major overhaul of a machine sometimes exceeds the cost of a new one, machine downtime in repairs, as a rule, exceeds the planned.
In this regard, the tasks of organizing equipment repair become the most relevant. The main task of the repair facility is to ensure uninterrupted operation of equipment with minimal repair costs. This problem is solved in the following ways:
- rational organization of the current maintenance of equipment during its operation in order to prevent progressive wear and tear and accidents;
- timely preventive maintenance of equipment; modernization of obsolete equipment; improving the organizational and technical level of the repair facilities.
The organizational and production structure of the repair farm is determined by the scale of the plant and the accepted form of repair organization. In large factories, there are general water and workshop repair services, in small factories, the repair facilities are centralized on a plant scale.
General factory units include the department (management) of the chief mechanic, mechanical repair shop, warehouse of equipment and spare parts. In small factories, the repair facilities also include energy. Workshop units include workshop and hull repair bases in production shops (CRH, KLB).
Supervises repair facilities chief mechanical engineer plant through the department of the chief mechanic, which consists of a number of bureaus:
equipment (scheduled preventive repairs), production planning, technical, etc. The department of the chief mechanic performs design, technological, production, and economic planning for the entire repair facility. The mechanical repair shop (RMC) is subordinate to the chief mechanic and carries out major repairs and modernization of complex equipment, manufactures spare parts and non-standard equipment, and assists workshop repair services.
The structure of the repair shop is comprehensive and ensures the implementation of all repair work and their maintenance. The departments and sections of the RMC include dismantling, procuring, mechanical, locksmithing, blacksmithing, welding, metalworking, restoration of parts, painting, etc.

The workshop repair base includes a mechanical workshop, locksmith's workshop, repair crews, and a pantry. The management of the repair work in the workshops is carried out by the workshop mechanics through the foremen and foremen. At most factories, the mechanics of the workshops are administratively repaired to the heads of the production workshops. The types and volumes of repair work carried out in the workshop are determined by the form of organization of equipment repair accepted at the plant.
The technical base of the repair facility is determined by the Standard System of Maintenance and Repair of Metal and Woodworking Equipment, as well as by general engineering standards for technological design of the RMC and the Central Design Bureau and provides for the number and structure of equipment, production areas, means of mechanization of repair work and the technology for their implementation . The composition and quantity of the main equipment in the repair facility should ensure the implementation of all types of repair work, the manufacture of spare parts and non-standard equipment, as well as its modernization.
The main equipment of repair services is universal machines for metal cutting (turning and revolving - 50%, milling - 12, grinding - 16%, etc.). Ancillary and fitter equipment is defined as a set (set). The total amount of basic equipment in the RMC and the Central Design Bureau is calculated on the basis of the complexity of machine work to repair the equipment installed at the plant and the effective operating time of one machine during two-shift operation, but should not exceed 2-2.5% of the plant
The area is determined on the basis of the layout of the departments and premises of the workshop, as well as the layout of equipment and workplaces in compliance with the technological design standards of auxiliary workshops. The enlarged method is also used according to the specific area per unit of basic equipment (36-46 m).
At most engineering plants (with the exception of particularly large ones), the technical equipment of repair facilities does not meet modern requirements. The nomenclature of the fleet of repair shops is poorly adapted for high-performance and high-quality performance of work during the repair of complex and accurate equipment.
Spare parts are manufactured mainly on universal equipment using outdated technology. Locksmith's works are performed, as a rule, manually. Virtually no mechanical scrapers, portable grinding tools, electric riveters and pneumatic keys are used.

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Introduction

1. Production maintenance

1.1. Organization of instrumental economy

1.2. Organization of repair facilities at the enterprise

1.3. Energy Management Organization

2. Transport and storage services for production

2.1. Organization of transport

2.2. Organization of a warehouse

Conclusion

Introduction

For the organization of production, the presence of a direct production process is insufficient. For the main production of the enterprise, it is necessary to supply materials, semi-finished products, various types of energy, tools, vehicles.

A prerequisite for the successful implementation of production activities is the organization of instrumental, repair, energy, transport, storage and other production support. The performance of all these diverse functions constitutes the task of technical maintenance of production, which are assigned to the system of auxiliary units of the enterprise.

The system of auxiliary units is designed to ensure the smooth and efficient operation of the main production.

Increasing the efficiency of technical maintenance of production as a whole depends to the greatest extent on their proper organization and further improvement.

All of the above justifies the relevance of this topic of the abstract.

Purpose of work: to characterize the content and main tasks of the organization of technical maintenance of production.

RS structure of work: the work consists of introduction, two chapters, conclusion and list of used literature. The total amount of work is 13 pages.

1 . Production Maintenance

1.1 Organization of instrumental economy

Tool economy is a set of departments engaged in the acquisition, design, manufacture, restoration and repair of technological equipment, its accounting, storage and delivery to workplaces.

The purpose of the instrumental economy of the enterprise is to timely and fully satisfy the needs of the production units of the enterprise in technological equipment with minimal costs.

The main tasks of the instrumental economy of the enterprise are:

Identification of needs and planning of providing the enterprise with equipment;

Rationing the consumption of equipment and maintaining its reserves at the required level;

Providing the enterprise with purchased equipment;

Organization of own equipment manufacturing;

Organization of accounting, storage and provision of workplace equipment;

Organization of rational operation of equipment and technical supervision;

Organization recovery tooling;

Monitoring the implementation of accounting and analysis of the effectiveness of using equipment.

Industrial equipment (tool) is all kinds of cutting measuring and assembly tools, as well as dies, molds, and various devices. The instrumental economy includes:

The tool department is engaged in the centralized supply of tools and fixtures, as well as their design;

Tool shop produces, repairs and restores special equipment and tools;

The central tool warehouse carries out storage, accounting and issuance of tools and equipment for production;

Workshop tool pantries directly serve workers with tools and technological equipment.

The cost of a tool in mechanical engineering is up to 15% of the cost of production. Issues of organizing an instrumental economy include determining the nomenclature of the necessary instrument, setting norms for the consumption of the instrument and its reserves, organizing the production and repair of the instrument in the tool workshops and on the plant sites, organizing the storage and delivery of the instrument to workers (KFM - tool-distribution pantries), cost analysis, durability tools and resolving the issue of ordering on the side or own production. The tool can be measuring, cutting, stamping dies, it is used at all stages of the technological process, and it takes 2-3 years to equip production to organize the production of an aircraft engine (design and manufacture of tools). There are special databases at the factories where the tool is entered under the numbers in order to save the cost of re-manufacturing. Large factories create their own tool factories. These issues are managed by the Chief Engineer Service.

1.2 Organization of repair facilities at the enterprise

During operation, the equipment is subject to physical wear and tear, due to which its accuracy, performance, etc. are reduced. This causes a decrease in product quality, deterioration of technical and operational characteristics of equipment and technical and economic indicators of production. To compensate for wear and maintenance of the equipment in working condition, it is necessary to timely replace the worn-out parts of the equipment, restore their original properties, configure individual units and perform other types of maintenance and repair work on the equipment. The basis for this at industrial enterprises is the system of maintenance and repair of fixed assets.

Repair facilities are a set of production units that carry out a set of measures to monitor the state of equipment, care for it and repair. The repair service is headed by a chief mechanic, under his leadership there is a repair shop and orders for equipment repair for the entire enterprise.

Repair facilities are created at the enterprise in order to ensure rational operation of its basic production assets with minimal costs. The main tasks of which are: the implementation of maintenance and repair of fixed assets; installation of newly purchased or manufactured equipment by the enterprise; modernization of operating equipment; manufacturing of spare parts and assemblies (including for equipment modernization), organization of their storage; planning of all maintenance and repair work, as well as the development of measures to increase their effectiveness.

At enterprises, repair of technological equipment is carried out on the basis of:

1. repair systems based on the results of technical diagnostics (all types of repairs are made depending on the actual need for it after an objective control of the technical condition of the equipment);

2. preventive maintenance systems (PPR) - a set of planned technical and organizational measures for maintenance, supervision and repair, aimed at preventing premature wear of equipment, accidents, as well as maintaining it in good technical condition. This also includes the modernization of equipment during the repair process. The PPR system provides for:

Inspections at which the degree of wear of individual parts is revealed, minor defects (malfunctions) are eliminated;

Maintenance-partial disassembly of the machine, replacement of worn-out rubbing surfaces, adjustment, assembly, testing of units at idle and under load;

Medium repair - disassembling units, replacing and repairing parts worn out between two current repairs, equipment painting, equipment testing, etc .;

Overhaul involves complete disassembly of equipment, inspection of all its components and parts. In this case, the entire volume of average repair is carried out and, in addition, the repair of all components and mechanisms, foundations and supports, the replacement of the lining, lining and insulation of the surface. For most types of equipment, overhaul is accompanied by modernization.

Along with scheduled preventive repairs, which form the basis of maintenance and repair of fixed assets, unplanned (emergency) and restoration repairs can also take place at enterprises. The need for emergency repairs may arise as a result of an unexpected equipment failure. Reconditioning has as its object those elements of fixed assets, the further operation of which is no longer possible.

Regulation of repair work in the PPR system is carried out using several standards:

1. repair cycle - the period of time between two overhauls;

2. structure of the repair cycle - a sequence of different types of repairs;

3. overhaul period - the time interval between two adjacent repairs, regardless of their type;

Repair can be carried out at the workplace, site, in the repair shop or outside the enterprise.

Large plants for the repair of their products have a repair shop for the maintenance of their products (maintenance and repair department), a representative office for repair and maintenance of users, a network is created for technical maintenance of products, supply of spare parts (warehouses).

1.3 Energy Management Organization

In the process of production, enterprises consume significant amounts of energy and energy sources of various types and parameters: electricity, gaseous, liquid and solid fuels, hot and cold water, steam, compressed air, oxygen, etc. To maintain the normal course of the production process at each enterprise, the organization of sustainable energy supply is required. This task is assigned to the energy sector of the enterprise.

An energy economy is a combination of technical means to ensure uninterrupted supply of an enterprise with all types of energy at a minimum cost. It may include the following farms:

- electric power - step-down and step-up substations, generator and transformer plants, power networks, battery storage;

- heat power - boiler rooms, steam and air networks, compressors, water supply and sewerage;

- gas - gas networks, gas generating stations, refrigeration-compressor and ventilation units;

- stove - heating and thermal furnaces;

- low-current - automatic telephone exchange, radio network, dispatch communication;

- workshops for repair, modernization of power equipment.

The main task of organizing the economy is the uninterrupted provision of industrial production with all types of energy, rational use power equipment and increasing its efficiency, improving the technology and organization of the energy economy, obtaining the maximum possible savings of all types of energy while reducing its cost.

An important feature of energy supply is the impossibility of creating significant energy reserves, which forces to produce and consume energy at the same time, as well as to ensure proportionality in terms of its production and consumption. The mode of energy production at each time interval depends on the mode of its consumption. Energy consumption in production is uneven in the hours of the day, days of the week, months and seasons of the year.

Another important feature that defines the requirements for the organization of the enterprise’s energy economy is the inadmissibility of failures in the energy supply of the technological means involved in the production of commercial products: the energy economy should ensure reliability and uninterrupted power supply.

Energy demand is determined on the basis of a plan for production and processing of raw materials, specific norms of energy consumption and equivalent fuel per unit of production of raw materials, norms of energy consumption and standard fuel for auxiliary services, norms of losses in networks and pipelines, as well as in the process of energy conversion.

2 . Transport and storage services for production

Transportation and storage systems complement and mutually replace each other when organizing deliveries for technological purposes of enterprises. It is the cost of storage and transportation that determines the choice of the supply and marketing scheme and the location of production, and it is these costs that are crucial in making many other decisions in the field of managing the operating activities of enterprises. The transport and storage system performs important functions of servicing the main and auxiliary processes at all levels (from the workplace to the company level) in the field of production, supply and marketing.

2.1 Organization of transport

Transport facilities are a complex of enterprise facilities intended for the transportation of raw materials, materials, semi-finished products, finished products, waste and other cargoes on the territory of the enterprise and beyond.

The purpose of the transport facilities of the enterprise is to fully satisfy the needs of the enterprise in freight traffic with the maximum use of vehicles and the minimum cost of transport operations. This is possible only on the basis of the proper organization of the transport sector of the enterprise and effective planning of cargo transportation.

The main functions of the transport facilities of the enterprise are transportation, loading, unloading and freight forwarding.

According to the purpose of transport is classified as external and internal.

Material resources (raw materials, materials, fuel, components, etc.) must be delivered to external factory warehouses of the enterprise and workshops without fail from external suppliers. Finished products for external consumers, as well as waste, utilization and marketing items, must be continuously exported from factory-wide warehouses of the enterprise and from workshops. These functions are performed by external transport.

Inside the enterprise, the movement of goods between workshops, sections and workplaces should be ensured. To perform these functions, internal transport is intended, which, in turn, is interdepartmental, intradepartmental and intra-warehouse.

By type of transport, they are divided into railway, water and automobile, and intra-factory - into rail and rail; according to the method of action - on intermittent (cars, electric cars, autotractors, electric locomotives, etc.) and continuous (conveyors, pipelines, etc.).

The composition of the transport and handling equipment used at the enterprise depends on the nature of the product, its weight, dimensions, technology features and scale of production.

Transportation costs make up a significant part of factory expenses, and also are included in the main production costs of construction, installation, supply, trade and other services.

Key performance indicators of the plant’s transport service: average operating time per day, average technical speed, average daily tonnage of shipments, tonnage of shipments for the period, shift factor, average vehicle mileage per day, total mileage.

The work plan of the transport sector includes sections (for a year, quarter, month) - transportation and handling, repair and purchase of new equipment, a plan for labor and wages, logistics costs (fuel, oils, spare parts, etc. .), the cost of transportation, as a result, a schedule of factory transport is compiled.

2.2 Organization of a warehouse

At any enterprise, part of the territory (areas) must be allocated for the reception, unloading, storage, processing, loading and dispatch of goods. To carry out such work, cargo platforms and platforms with access roads, specially equipped and equipped with technological means points of weighing, sorting, etc. Such facilities are the logistics infrastructure of the enterprise are warehouses. A warehouse is called a production building or production area intended for the temporary placement of material assets, storage of standard stocks of raw materials and materials, and for performing business operations to prepare these categories for production.

Warehousing includes a complex of warehouses specialized in the types of material resources and organized taking into account the requirements for their storage and processing.

Tasks of the warehouse facilities: reception, storage and accounting of materials, equipment and finished products, regulation of inventory levels, packaging and preparation of products for shipment to the consumer.

Distinguish between specialized and universal warehouses, supply, production and marketing, closed, half-closed and open, factory-wide (central material warehouse, metal warehouse, spare parts warehouse, etc.) and workshop (technological stock of blanks, repair stock for equipment, fuel warehouse, warehouse of finished parts and products and located near the workshop).

When organizing a warehouse economy, it is necessary to establish the number and size of warehouses, their location relative to production facilities, and choose the most rational types of warehouse equipment and inventory.

When calculating the area of \u200b\u200bstorage facilities, it is necessary to determine the area for storage - cargo, as well as for walkways, driveways, unloading of raw materials and materials, sorting and dispatching them into production - auxiliary area.

Acceptance, storage and dispensing of raw materials in warehouses is carried out in such a way as to ensure the complete safety of material assets, their quick retrieval according to a given nomenclature and leave at the request of production sites, and fire safety.

Work shop planning indicators: cargo turnover (in tons), storage duration, storage form (open or closed) warehouse, storage conditions (refrigerated warehouse, heated warehouse). Additional requirements: direct-flow (on technological routes), utilization factor of usable area, efficiency of acceptance-leave accounting, mechanization of loading and unloading operations.

Integrated mechanization and automation of labor-intensive loading and unloading and other cargo handling operations is the most important factor in increasing labor productivity and reducing the cost of warehouse operations.

Conclusion

Based on the foregoing, the following conclusions can be made.

The key to the successful implementation of production activities is the organization of a technical maintenance system for production - auxiliary units - instrumental, repair, energy, transport, storage, etc., which are designed to ensure uninterrupted and efficient operation of the main production.

Up to 50% (and even more) of all workers can be engaged in auxiliary production and maintenance at the enterprise.

Thus, the organization of production maintenance is an integral part of any production and therefore it is given the same serious attention as any other process related to the organization of the enterprise.

List of references

1. Organization of production and enterprise management: Textbook / O.G. Turovets, M.I. Bukhalkov, V.B. Rodinov et al. / Ed. O.G. Turovets. - 2nd ed. - M .: INFRA-M, 2005 .-- 544 p.

2. Production management: Textbook. for universities for special. "Organization Management" / N.A. Salomatin, M.A. Dyachenko, E.E. Panfilova, A.V. Fell // Ed. ON. Salomatina. - M .: INFRA-M, 2001 .-- 217 p.

3. Economics of the company: Dictionary - reference book / Ed. O.I. Volkova, V.K. Sklyarenko. - M: INFRA-M, 2000 .-- 225 s.

4. Business Economics: Textbook / Edited by prof. V.Ya. Gorfinkel, prof. EAT. Kupryakova. - M .: Banks and exchanges, UNITI, 1996. - 342 p.

5. Yarkina T.V. Fundamentals of the enterprise economy / T.V. Yarkina. - M.: RGIU, 2005 .-- 190 p.

7.1 Content of the enterprise infrastructure and production service system

The efficiency of manufacturing and producing competitive products with minimal costs and the uninterrupted production and economic activities of the enterprise are ensured not only by rational organization of technological processes, but also by a high level of technical maintenance of the main production and all divisions of the production infrastructure.

Enterprise Infrastructure - this is a complex of units and services, the main task of which is to ensure the normal functioning (without interruptions and stops) of the main production and all areas of activity of the enterprise.

The composition and scale of the enterprise infrastructure depends on the type of production, nomenclature and volume of output, the level of specialization and cooperation, the organization of production processes, the size of the enterprise and its production relations.

To perform the maintenance functions, a number of workshops and farms are created at the enterprise, which are not directly involved in the creation of the main products that determine the profile of the enterprise, but in their activities contribute to the work of the main shops.

Refers to infrastructure : instrumental, energy, transport, warehousing and other enterprises, as well as logistics services, external cooperation, marketing, technical quality control of products, metrology and patent science, preparation for the production of new products, laboratory tests, planning and accounting, personnel and financial activities sales of finished products, etc.

7.2 Organization of production service repair of technological equipment

High rates of industrial development are accompanied by the rapid growth of fixed assets and especially their active part - machinery and equipment. In ensuring the most efficient use of them, an important role belongs to the repair sector. Through repair, the effects of physical wear and tear are eliminated, parameters lost during operation are returned, and modernization compensates for obsolescence of equipment. A significant number of workers are employed in the repair shop of the enterprise (10-15% of their total number), the cost of repairs is 6-8% of the cost of production.

In these conditions, the effective organization of repairs not only ensures the operability of the equipment, but also significantly affects the results of the production activities of the enterprise.

Repair facilities include mechanical repair shop, repair sections of workshops, warehouses of equipment and spare parts and other units. It carries out all types of repairs, modernization and technical inspections (maintenance) of equipment.

The nature of the repair business determines it tasks :

maintenance and repair of all equipment of the enterprise;

installation of equipment newly acquired or manufactured by the enterprise itself; modernization of operating equipment;

manufacturing of spare parts and assemblies; organization of storage of equipment and spare parts;

planning of all maintenance and repair of equipment;

development of measures to improve the efficiency of maintenance and repair of equipment.

The organization of the repair facilities of the enterprise is based on preventive maintenance system (PPR). It is a set of organizational and technical measures for the course, supervision, maintenance and repair of equipment, preventive measures carried out according to a previously drawn up plan in certain volumes and at certain times in order to prevent progressively increasing wear, prevent accidents and maintain equipment in constant technical readiness.

Basic principles this system are: helpfulness; planning.

Precautionary principle consists in the fact that after each unit has worked out the set period of time, maintenance and repair work is carried out for it regardless of the physical condition and degree of wear.

Principle of planning suggests that the implementation of these technical impacts is carried out according to a special schedule with the specified volumes of work at the appointed time.

All work on maintaining equipment in working condition is divided into maintenance (inspection) and repair .

Maintenance - This is a set of operations to maintain the operability of equipment and ensure its technical parameters during operation.

These inspections are carried out by production workers, as well as on-duty repair personnel, and provide for the following types of technical influences: changing and replenishing oils; adjustment of mechanisms; minor troubleshooting; lubrication of rubbing surfaces; verification of geometric accuracy in accordance with the standards provided by GOST or TU; tests (for electrical equipment, electric networks, hoisting machines), etc.

Repairs - a set of operations to restore the parameters of the technical characteristics and ensure its further operation.

Repair is divided into small, medium and major .

Small (current) repair provides for the replacement of wearing mechanisms.

At average repair partial disassembly of the unit, replacement and repair of individual assembly units and mechanisms, and subsequent assembly. adjustment and testing under load.

Overhaul It provides for complete disassembly of the unit, troubleshooting (sorting into fit, unusable and requiring restoration parts), replacement or repair of assembly units with subsequent assembly, adjustment and testing in all operating modes.

Repairs caused by equipment failures and failures are called unscheduled (emergency) . With a well-organized PPR system and a high culture of equipment operation, the need for such repairs, as a rule, does not arise.

At enterprises, repair work can be organized as follows methods : centralized, decentralized and mixed.

At centralized method all types of repairs and some maintenance work are carried out by the mechanical repair shop (RMC). This workshop has specialized repair teams, the necessary universal equipment, spare parts, materials, etc. It is used in small enterprises of single and small-scale production.

At decentralized method all types of repair work and the manufacture of parts of replaceable parts is carried out by the forces and means of workshop repair services. RMC of the enterprise carries out work on overhaul and modernization of complex and large equipment; makes spare parts for mass use; restores parts that require the use of special equipment and accessories. This method is used in large-scale and mass production with a large number of equipment in each workshop (typical for enterprises with a block production structure).

Mixed method characterized by the fact that repair work is performed by both the workshop repair service and the RMC. The latter is entrusted with the overhaul of all equipment of the enterprise and the manufacture of spare parts. It is used in heavy engineering enterprises with a small number of equipment.

With all methods of organizing repairs, inspections (maintenance) are mandatory. These types of work are carried out by the main production workers, who must monitor the operation of the equipment during the shift, prevent the ingress of abrasive materials onto working surfaces, monitor the level of oil and coolant. the nature of noise in gearboxes, gearboxes and other mechanisms. They must carry out operations for the care and cleaning of waste. daily lubrication of equipment. In addition, some types of work are carried out by repair personnel on duty (adjustment. Changing and replenishing oil, flushing, checking technical parameters).

Comprehensive crews of repairmen are assigned to a specific site, workshop for all repair work. Overhaul can be carried out by individual teams. To reduce equipment downtime in repairs, all major repairs are carried out on lunch breaks and weekends, for which repair personnel are set a work schedule that differs from the main production workers.

The main methods of repairs are: modular and sequentially modular.

At aggregate method individual assembly units (components, assemblies) are replaced by spare (from the working capital), previously repaired or new. In this way, repair equipment of the same model (destination).

At sequentially method, structurally isolated assembly units (gearboxes, gearboxes, electric motors, etc.) are repaired (replaced) sequentially on one piece of equipment during breaks in its operation (non-working shifts). This method is used to repair conveyor equipment in foundries and forges, automatic machines, modular machines, etc. The introduction of these repair methods is a condition for performing repair work without stopping production.

Equipment repair planning is based on the following basic standards : category of repair complexity; repair unit; the duration of the overhaul periods and examinations.

Under category of difficulty the degree of complexity of repairing the unit (unit of equipment) is understood, which depends on its technical and design features, the dimensions of the workpieces, the accuracy of their manufacture and the features of the repair.

Repair unit - conditional indicator characterizing the standard costs for the repair of equipment of the first category of complexity r e . The unit of repair complexity of the mechanical part is the repair complexity of conventional equipment, overhaul which in conditions of average RMC is 50 h, and per unit of repair complexity of the electrical part of the equipment - 12.5 h. The complexity category of equipment repair is determined by the number of repair complexity units assigned to this equipment group.

The complexity of repair work and inspections during overhaul cycles, it is calculated by the number and complexity of the installed equipment, the duration and structure of the repair cycle, the approved labor costs per unit of repair complexity according to the formula:

where Trem zag - the total complexity of repair work and inspections;

Tto, Tfrom, Tt, Tabout - the amount of labor (time rate) of a conventional unit of capital, medium, small repair and inspection, respectively, normal h;.

Pto, Pfrom, Pt, Pabout - the number of capital, medium and small repairs and inspections for the overhaul cycle, respectively;

R - total number of repair units, r.E.;

T m.ts . - the duration of the overhaul cycle.

(7.2)

where R wed - the average repair complexity of the equipment, r.e .;

TO about - total amount of equipment.

Under overhaul cycle It means the shortest repetitive period of equipment operation during which all types of maintenance and repair are carried out in the prescribed sequence in accordance with the structure of the repair cycle, i.e. the period of time from equipment installation to major repairs or between two successive repairs.

Under repair cycle structure the list and sequence of inspection and repair work between the overhauls or between commissioning and the first overhaul are understood. It depends on the technological purpose of the equipment, its complexity and operating conditions.

The duration of the overhaul cycle is determined by the formulas:

where t mr , t m.o. - the duration of the overhaul and meosmotrovogo period, respectively;

The annual repair plan includes all types of repairs. The month in which the next scheduled repair (inspection) is to be carried out is determined by adding to the month of the previous (completed) repair the entire duration of the overhaul (inter-inspection) period. The type of the next technical impact is determined by the structure of the repair cycle, depending on the types of previous impacts.

The greatest effect of the mechanization and automation of technical preparation of production is achieved by combining CAD, an automated system for technological preparation of production (ASTPP), an automated process control system (ACCS) as part of an automated production management system (ACS). In this case, acceleration and improvement of the technical level of design and technological developments are ensured, the optimal technological process, rational use of production capacities, material and labor resources, improvement of product quality and all economic and economic work are selected.

But to develop a production process and technology is not all. For the normal functioning of the line, we need to ensure normal maintenance and supply of all necessary components.

Maintenance and repair planning

For the main production, it is also necessary to supply materials, semi-finished products, various types of energy, tools, vehicles. The fulfillment of all these diverse functions constitutes the task of the auxiliary divisions of the enterprise: repair, tool, energy, transport, storage, etc.

Up to 50% of all workers can be employed in auxiliary production and maintenance at the enterprise. Of the total volume of auxiliary and maintenance work, transport and storage account for approximately 33%, repair and maintenance of fixed assets - 30, tool maintenance - 27, energy maintenance - 8 and other works - 12. Thus, repair, energy, Tool, transport and storage services account for approximately 88% of the total volume of these works. Increasing the efficiency of technical maintenance of production as a whole depends to the greatest extent on their proper organization and further improvement.

Repair facilities are created at the enterprise in order to ensure rational operation of its basic production assets with minimal costs. The main tasks of the repair facilities are: the implementation of maintenance and repair of fixed assets; installation of newly purchased or manufactured equipment by the enterprise; modernization of operating equipment; manufacturing of spare parts and assemblies (including for equipment modernization), organization of their storage; planning of all maintenance and repair work, as well as the development of measures to increase their effectiveness. The structure of the repair facilities of the enterprise includes: the department of the chief mechanic, mechanical repair shop, lubricating and emulsion facilities, equipment and spare parts warehouses. In workshops, workshop repair services are organized, headed by workshop mechanics. The department of the chief mechanic includes the following units: design and technological bureau, which carries out the preparation of all necessary technical documentation repair, modernization and maintenance of equipment; planning and production bureau engaged in planning and dispatching the work of repair shops, as well as material preparation of repair work; preventive maintenance bureau (PPR), which provides general management and control over compliance with the PPR system at the enterprise. The chief mechanic subordinate to the chief engineer of the enterprise manages the repair facility.

In the process, parts of machinery and equipment are subject to wear. The restoration of their performance and operational properties is achieved by repair, maintenance and maintenance of the equipment. The basis for this at industrial enterprises is the system of maintenance and repair of fixed assets, which is a set of interrelated provisions, means, organizational decisions aimed at maintaining and restoring the quality of operating machines, mechanisms, structures, buildings and other elements of fixed assets.

The leading form of the system of technical maintenance and repair of equipment at industrial enterprises is the system of preventive maintenance of equipment (PPR). Under the PPR system is understood the totality of the planned measures for the care, supervision and repair of equipment. Work on maintenance and repair of equipment in the PPR system includes: equipment maintenance, overhaul maintenance, periodic repair operations. Maintenance of equipment consists in observing the rules of technical operation, maintaining order at the workplace, cleaning and lubricating work surfaces. It is carried out directly by production workers serving the units under the supervision of production masters. Overhaul maintenance consists in monitoring the condition of the equipment, the implementation of the operating rules of operation, timely regulation of mechanisms, elimination of minor malfunctions. It is carried out by duty workers of the repair service without equipment downtime - during lunch breaks, non-working shifts, etc. Periodic repair operations include flushing equipment, changing oil in lubrication systems, checking equipment for accuracy, inspections and scheduled repairs - current, medium and major. These operations are carried out by the repair personnel of the enterprise according to a pre-developed schedule. Not all equipment is subjected to washing as an independent operation, but only that which operates in conditions of high dust and pollution, for example, foundry equipment, food production equipment. Oil change is performed in all lubrication systems with centralized and other lubrication systems according to a special schedule, linked to the schedule of scheduled repairs. All equipment is checked for accuracy after the next scheduled repair. Separately, according to a special schedule, all precision equipment is checked periodically. Checking for accuracy consists in identifying the compliance of the actual capabilities of the unit with the required accuracy of its operation. This operation is carried out by the OTC controller with the help of a repairman.

All equipment is periodically inspected. Their task is to identify the degree of wear of parts, regulate individual mechanisms, eliminate minor malfunctions, replace worn or lost fasteners. When inspecting the equipment, the scope of the upcoming repair and the timing of its implementation are also specified. Maintenance is the smallest type of scheduled repair performed to ensure or restore the unit’s performance. It consists in the partial dismantling of the machine, the replacement or restoration of its individual units and parts, and the repair of non-replaceable parts.

The average repair differs from the current one in a large amount of work and the number of worn parts to be replaced.

Overhaul - full or near-complete restoration of the resource of the unit with the replacement (restoration) of any of its parts, including the basic ones. Therefore, the task of overhaul is to bring the unit into a state that fully meets its purpose, accuracy and performance class. Progressive PPR systems proceed from the implementation for the repair cycle of only two types of scheduled repairs - current and overhaul, i.e. without average repairs. At the same time, major repairs are often accompanied by equipment upgrades. 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 repair and inter-repair maintenance are carried out by the mechanical repair shop, subordinate to the chief mechanic of the enterprise, decentralized - by workshop repair services under the guidance of a workshop mechanic. A mixed form of repair organization 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 inter-repair services, except for major repairs, by workshop repair services, as is the case with a decentralized system. Major repairs are made by the mechanical repair shop.

Sections

Organization of maintenance of the main production. Maintenance and repair planning

Introduction

1 . Production Maintenance

1.1 Organization of instrumental economy

Tool economy is a set of departments engaged in the acquisition, design, manufacture, restoration and repair of technological equipment, its accounting, storage and delivery to workplaces.

1.2 Organization of repair facilities at the enterprise

1.3 Energy Management Organization

An energy economy is a combination of technical means to ensure uninterrupted supply of an enterprise with all types of energy at a minimum cost. It may include the following farms:

- electric power - step-down and step-up substations, generator and transformer plants, power networks, battery storage;

- heat power - boiler rooms, steam and air networks, compressors, water supply and sewerage;

- gas - gas networks, gas generating stations, refrigeration-compressor and ventilation units;

- stove - heating and thermal furnaces;

- low-current - automatic telephone exchange, radio network, dispatch communication;

- workshops for repair, modernization of power equipment.

2 . Transport and storage services for production

2.1 Organization of transport

Transport facilities are a complex of enterprise facilities intended for the transportation of raw materials, materials, semi-finished products, finished products, waste and other cargoes on the territory of the enterprise and beyond.

The main functions of the transport facilities of the enterprise are transportation, loading, unloading and freight forwarding.

According to the purpose of transport is classified as external and internal.

Inside the enterprise, the movement of goods between workshops, sections and workplaces should be ensured. To perform these functions, internal transport is intended, which, in turn, is interdepartmental, intradepartmental and intra-warehouse.

By type of transport, they are divided into railway, water and automobile, and intra-factory - into rail and rail; according to the method of action - on intermittent (cars, electric cars, autotractors, electric locomotives, etc.) and continuous (conveyors, pipelines, etc.).

2.2 Organization of a warehouse

Warehousing includes a complex of warehouses specialized in the types of material resources and organized taking into account the requirements for their storage and processing.

Tasks of the warehouse facilities: reception, storage and accounting of materials, equipment and finished products, regulation of inventory levels, packaging and preparation of products for shipment to the consumer.

Similar documents

7.1 Content of the enterprise infrastructure and production service system

7.2 Organization of production service repair of technological equipment