Director of "CIT Projects and Solutions" (Kazan)

In my opinion, in many enterprises there is a certain stagnation in this issue. Namely: inherited from the Soviet period, at one time an established and well-established system of outage, at the present time in most enterprises was left without development and adaptation to the new conditions. This led to the fact that in enterprises a large proportion of equipment is repaired virtually to failure or emergency stop, and the CPD system lives its own separate life and is almost formal in nature - 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 over a short time interval may be invisible: an increase in the number of accidents and equipment downtime, increased equipment wear, an increase in the cost of its repair and maintenance. Many business leaders are unaware of what significant losses may be hiding here. One of the regulatory documents defining the conduct of scheduled maintenance, is the schedule of outage.

Speaking of the CPD schedule, one cannot do without a purely symbolic excursion into history. The first mention of the outage found in the mid 30s of the last century. From that time until the beginning of the 90s, during the Soviet era, an extensive amount of technical documentation was created that is necessary for the regular maintenance and service of a wide variety of equipment. The CPD 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 the entire annual and monthly maintenance and repair program with material and labor resources.

What is happening now? As our experience and numerous meetings with the technical staff of various enterprises show, in most cases, the RAP schedule has lost its original purpose. The process of preparing the annual schedule of the outage in many cases has become more symbolic, ritual. There are several reasons for the current situation, both objective and subjective, but all of them are mainly related to the fact that over the past 10-15 years the situation has changed radically both inside and outside of enterprises. Let's try to deal with some of the reasons for this situation and offer our own vision of how to change the situation for the better.

To begin, let us describe a typical scheme for preparing an outage schedule: how it looks in 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 should prepare its part of the budget, namely: the amount of expenses for materials, components, remuneration of maintenance personnel and services of third-party contractors. The basis for the preparation of the MRO budget for the next year should be the year-planned RAP schedule. However, when preparing the annual schedule of the outage for the next year, it is virtually unchanged based on the schedule of the outage of the current year, i.e. the list of equipment, types and list of maintenance works, as well as their frequency remain unchanged. In turn, the CPD schedule for the current year was obtained in a similar way - on the basis of last year. We met with a situation when such a copy was made 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 nevertheless made, but not on the basis of the future CPD schedule, but on the basis of the current year’s budget. As a rule, all changes are exhausted by adjusting the budget amounts for the inflation component of the cost of materials and works. As for the actual planned dates, the list and volume of the outage, these data are almost not corrected, remaining unchanged from year to year, and they do not take into account neither the actual technical condition of the equipment, nor the residual life and operating time, nor the history of equipment breakdowns and much more . Thus, the schedule of the PPR, as a document, performs a formal bureaucratic function and is not a product of engineering calculation.

The next stage - coordination of the expenditure budget - is a consequence of how this schedule is formed. Namely, at the enterprise, all services related to the technical one know and understand that the schedule of the outage plan is drawn up “in general” and “enlarged”. Therefore, the budget drawn up on its basis can be safely cut down: 10-15% percent, which, in fact, the financial service does. The technical service is usually forced to agree. Why? First, the technical service cannot substantiate the presented figures with real statistics: there is simply no data that can be trusted. Secondly, last year, the financial department cut the budget as well, and got the desired result: money saved and everything seems to be fine. "Normal" most often means that the equipment broke, as usual. Thirdly, a reserve can always be found in the “copied” schedule of the PPR: some of the PPR will not be executed or will be performed in a reduced volume, because the schedule is formal, and on-site specialists know what exactly can be done, and what not necessary. We repeat once again that such a “copied” schedule of an outage is not related to the actually necessary volume and timing of technical measures. Fourthly, if something suddenly breaks down and production stops, the money for the next urgent purchase will still be allocated, even if they are over the limit. Who will allow idle production?

It turns out that the preparation of the schedule of the PRD and the budget for the maintenance and repair of MROs is more like a formal process oriented solely to justify the budget of expenditures 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 schedule of the outage mainly in order to report on the costs of the allocated limits. Is the situation described above someone else's malice? Hardly. I will give an overview of some of the reasons that led to the described state of affairs.

Normative documentation for domestic equipment, remaining at enterprises from Soviet times, is outdated. Many of the copies of the equipment have developed their life, and the standards provided for them did not take into account such a “super-wear”. And for the new domestic equipment reference books of that time do not take into account that now the equipment uses other components, often imported, with other characteristics.

A significant part of the equipment park at the enterprises is imported equipment, for which there is no documentation. The level of development of services is very high in Europe, 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 MRO has traditionally been carried out by the technical specialists of the enterprise itself. Therefore, domestic specialists, accustomed to receiving the necessary documentation 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 CPD technique is related to the fact that in Soviet times, in the conditions of mass mass production of goods for people and industrial use, manufacturers were provided with mass-produced equipment. Therefore, to create and update standards for mass-produced equipment in the conditions of centralized planning was technically and organizationally much easier than at present. This was done by branch institutes, many of which are no longer there.

The next reason is that the production capacity of domestic enterprises assumed a constant and uniform load of equipment. Under such production, standards for maintenance were developed. Namely, a rhythmically working machine or line is guaranteed to build up, after a clearly defined calendar period, its motorcycle watches, necessary for the next MOT, TO-1, etc. Now the situation is completely different: the equipment is loaded unevenly. Therefore, with the calendar approach, the outage is very often carried out either knowingly before the normative groundwork, or with a serious “rerun”. In the first case, costs increase, and in the second - reliability of equipment decreases.

It should also be noted that the standards developed in the 60s-80s were redundant and included a serious safety stock. Such insurance was associated with the very method of developing standards - this is, firstly, and secondly, at that time, diagnostic tools were not as developed and accessible as they are at present. Therefore, one of the few criteria for planning maintenance work was the calendar period.

What is the future schedule of the CPD? How to be: leave everything as it is or try to get an effective management tool? Each company decides on its own. I am sure that most specialists will agree with me: only the “live” schedule of the CPD will allow the enterprise to intelligently plan and economically spend the company's budget funds. Obtaining such a schedule of PPR is impossible without switching the MRO system to modern management methods, which include the introduction of an automated control system necessary for storing, processing and analyzing data on the state of equipment, and using modern methods of preventive diagnostics of equipment, for example, thermography, vibration diagnostics, etc. Only with the help of this combination of methods (ACS MRO and diagnostics) is it possible to achieve an increase in equipment reliability, as well as significantly reduce the number of accidents GOVERNMENTAL stops and technically sound reduction of costs for the maintenance and servicing of equipment. How exactly, in practice, the introduction of modern MRO methods removes the sharp questions and problems indicated 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, ready to discuss!

ensure timely and high-quality maintenance, scheduled preventive maintenance (preventive maintenance) and preventive electrical installations;

Consider the concept of preventive maintenance (PPR) electrical installations.

Planned preventive maintenance  represents a certain system of works on maintenance of electrical equipment and other elements of electrical installations in a normal (working) state.

The system of preventive maintenance (CPD system)  electrical equipment provides for overhaul maintenance, current, medium and major repairs.

• Repair service includes:

1. maintenance care - cleaning, lubrication, cleaning, regular external examination, etc .;
   2. minor repair of electrical equipment - fixing small parts, fixing parts, tightening disassembled mounts.

• Current repair of electrical installations includes:

1. replacement of wear parts.
   2. correction of minor defects, washing and cleaning of oil and cooling systems.

During the current repair period, the condition of the electrical equipment and the degree of need for mid-level and major repairs are identified, and the originally scheduled repair time is adjusted.

Current repairs are made at the place of installation of electrical equipment.

For electric motors The following operations are carried out:
   1. external examination and wiping the motor from dust, oil and dirt;
   2. check:
   clamps for clamps;
   radial and axial clearances;
   rotation of the lubrication ring;
   motor mounting;
   3. the presence of lubricating oil in the bearings;
   4. restoration of insulation at jumpers and output ends;
   5. verification of good grounding, belt tension, proper selection of fuse-links;
   6. Measurement of winding insulation resistance by megger meter.

For control gear required:
   1. external examination and rubbing;
   2. Stripping burnt contacts;
   3. adjustment of sliding sliding contacts;
   4. verification:
   a) contacts in connections;
   b) operation of the magnetic circuit;
   c) contact density;
   d) relay or thermocouple settings;
   5. adjustment of the springs and the mechanical part;
   6. checking the correct grounding of the device.

• Average repair of electrical installations.

Medium repairs include partial disassembly of electrical equipment, disassembly of individual components, repair or replacement of worn parts, measurement and determination of the condition of parts and components, preparation of a preliminary list of defects, drawing sketches and checking drawings for spare parts, checking and testing electrical equipment or its individual components.

Medium repairs are made at the place of installation of electrical equipment or in a repair shop.

For electric motors  perform all operations repair; In addition, it provides:
   1. complete disassembly of the electric motor with the elimination of damaged winding sites without replacing it;
   2. flushing the mechanical parts of the electric motor;
   3. washing, impregnation and drying of the windings;
   4. varnish coating of windings;
   5. health check and fan mounting;
   6. if necessary, the groove of the necks of the rotor shaft;
   7. checking and alignment of clearances;
   8. change flange gaskets;
   9. washing the bearings and, if necessary, refilling the bearings;
   10. brewing and groove sharpening the shields of the electric motor;
   11. assembly of the electric motor with testing at idle and working strokes.

For control gear  perform all operations repair, in addition, provides for:
   1. complete replacement of all worn parts of the apparatus;
   2. check and adjust the relay and thermal protection;
   3. repair covers, painting and testing equipment.

• Overhaul.

GRAPHICS DRAWING FOR PLANNED-PRECAUTIONARY REPAIR (CPD)

In order to ensure the reliable operation of the equipment and the prevention of malfunctions and wear, enterprises periodically conduct preventive maintenance of equipment (CPD). It allows you to carry out a number of works aimed at the restoration of equipment, replacement of parts, which ensures economical and continuous operation of equipment.

The alternation and periodicity of preventive maintenance (SPR) of equipment is determined by the purpose of the equipment, its structural and repair features, dimensions and operating conditions.

Equipment is stopped for scheduled maintenance when it is still in working condition. This (planned) principle of equipment withdrawal for repairs allows for the necessary preparation for stopping equipment, both from the service center specialists and the customer’s production staff. Preparation for scheduled preventive maintenance of equipment consists in clarifying equipment defects, selecting and ordering spare parts and parts that should be replaced during repair.

Such training allows for the full scope of repair work without disrupting the normal operation of the enterprise.

Proper implementation of the outage involves:

• · Planning of preventive maintenance of equipment;
• · Preparation of equipment for preventive maintenance;
• · Carrying out scheduled preventive maintenance of equipment;
• · Carrying out activities related to preventive maintenance and equipment maintenance.

Planned equipment repair includes the following steps:

1. The interim maintenance stage.

The overhaul phase of equipment maintenance is carried out mainly without stopping the operation of the equipment itself.

The overhaul stage of equipment maintenance consists of:

• · Systematic cleaning equipment;
• · Systematic lubrication of equipment;
• · Systematic inspection of equipment;
• · Systematic adjustment of the equipment;
• · Change parts with a short life;
• · Elimination of minor faults and defects.

The overhaul phase of maintenance is prevention in other words. The overhaul phase of maintenance includes everyday inspection and maintenance of equipment and must be properly organized in order to:

• · Dramatically extend the period of operation of the equipment;
• · Maintain excellent quality of work;
• · Reduce and accelerate the costs associated with scheduled repairs.

The overhaul maintenance stage consists in:

• · Tracking the condition of the equipment;
• · The conduct of workers the rules of proper operation;
• · Daily cleaning and lubrication;
• · Timely elimination of minor damage and regulation mechanisms.

The overhaul maintenance phase is carried out without stopping the production process. This stage of service is carried out in the period of interruptions in equipment operation.

2. The current stage of preventive maintenance.

The current stage of preventive maintenance is often carried out without opening the equipment, temporarily stopping the operation of the equipment. The current stage of preventive maintenance is the elimination of failures that occur during operation and consists of inspection, lubrication of parts, cleaning equipment.

The current stage of preventive maintenance precedes the overhaul. At the current stage of preventive maintenance, important tests and measurements are carried out, leading to the identification of equipment defects at an early stage of their occurrence. Having collected the equipment at the current stage of scheduled repair, it is adjusted and tested.

The decree on the validity of equipment for further work is made by repairmen, who are based on a comparison of the results of tests at the current stage of scheduled preventive maintenance with existing standards, the results of past tests. Testing of equipment, which is not possible to transport, is carried out with the help of mobile electrical laboratories.

In addition to preventive maintenance to eliminate any flaws in the operation of the equipment carry out the work out of plan. These works are carried out after exhausting the entire working life of the equipment. Also, to eliminate the consequences of accidents, emergency repair work is carried out, which requires the immediate cessation of equipment operation.

3. The middle stage of scheduled maintenance

The middle stage of preventive maintenance is intended for partial or full recovery of the spent equipment.

The middle stage of preventive maintenance is to disassemble equipment nodes for viewing, cleaning parts and eliminating identified defects, changing parts and assemblies that wear out quickly and that do not ensure proper use of equipment until the next major overhaul. The average stage of preventive maintenance is carried out no more than once a year.

The middle stage of preventive maintenance includes repair, in which the regulatory and technical documentation establishes the cyclical nature, volume and sequence of repair work, even without looking at the technical condition in which the equipment is located.

The middle stage of preventive maintenance affects the fact that equipment operation is maintained normally, there is little chance that the equipment will fail.

4. Overhaul

The overhaul of the equipment is carried out by opening the equipment, checking the equipment with a meticulous inspection of the "viscera", testing, measuring, eliminating the detected failures, as a result of which the equipment is being modernized. Overhaul provides restoration of the original technical characteristics of the equipment.

Overhaul of equipment is carried out only after the turnaround time. For its implementation it is necessary to conduct the following steps:

• · Scheduling work;
• · Conducting a preliminary examination and verification;
• · Preparation of documentation;
• · Preparation of tools, spare parts;
• · Implementation of fire prevention and safety measures.

The overhaul of the equipment consists of:

• · To replace or restore worn parts;
• · Modernization of any parts;
• · Performing preventive measurements and checks;
• · The implementation of works on the elimination of minor damage.

Deficiencies that are detected during the inspection of the equipment are eliminated during the subsequent overhaul of the equipment. Failures that are of an emergency nature, eliminate immediately.

A specific type of equipment has its own frequency of scheduled maintenance, which is governed by the rules of technical operation.

Measures on the PRD system are reflected in the relevant documentation, with strict accounting for the availability of equipment, its condition and movement. The list of documents includes:

• · Technical passport for each mechanism or its duplicate.
• · Equipment accounting card (appendix to technical data sheet).
• · Annual cyclical equipment repair schedule.
• · Annual plan-estimate of the equipment overhaul.
• · Monthly plan-report of equipment repair.
• · Acceptance report for the overhaul.
• · The replaceable magazine of violations of work of processing equipment.
• · Extract from the annual schedule of PPR.

On the basis of the approved annual schedule of the PPR, a nomenclature plan is drawn up for the production of capital and current repairs broken down by months and quarters. Before the start of a major or current repair, it is necessary to clarify the date of equipment installation for repair.

The annual schedule of PPR and tables of baseline data are the basis for drawing up the annual budget plan, which is developed twice a year. The annual amount of the budget plan is broken down by quarters and months, depending on the period of the overhaul according to the CPD schedule of a given year.

On the basis of the plan-report, the accounting department is provided with a report on the costs incurred for the overhaul, and the head of the report on the implementation of the nomenclature plan of repairs according to the annual schedule of maintenance work.

Currently, for scheduled preventive maintenance (CPD), computing and microprocessor-based equipment (installations, stands, devices for diagnostics and testing of electrical equipment) are increasingly used, which affect the prevention of equipment wear and reduction of equipment repair time, reduction of repair costs, also contributes to the efficiency of electrical equipment operation.

The system of planned preventive repairs or the CPD system, as it is commonly called this method of organizing repairs, 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 repair facilities was the fact that it fairly harmoniously fit into the planned form of economic management of the time.

Now let's understand what is the outage (scheduled preventive maintenance).

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

At the enterprises different types of systems of scheduled preventive repairs are used. The main similarity in their organization is that the regulation of repairs, their frequency, duration, cost of these works is of a planned nature. However, indicators for determining the timing of scheduled repairs are various indicators.

CPD classification

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

regulated outage (scheduled preventive maintenance)

• CPD by calendar period
• CPD for calendar periods with adjustments to the scope of work
• Time of work
• RCC with regulated control
• PPR on operating modes

PPR (scheduled preventive repair) as:

• PPR at permissible parameter level
• CPD at the permissible level of the parameter with the adjustment of the diagnostic plan
• CPD at the permissible level of the parameter with its prediction
• PRD with reliability control
• PRD with a predicted level of reliability

In practice, the system of regulated scheduled preventive maintenance is widespread. This can be explained by greater simplicity compared with the state-of-art PPR system. In a regulated outage, the reference goes to calendar dates and the fact that the equipment operates during the entire shift without stopping is simply accepted. In this case, the structure of the repair cycle is more symmetrical and has less phase shifts. In the case of organizing an outage system for any permissible indicator parameter, a large number of these indicators, specific to each class and type of equipment, must be taken into account.

Benefits of using an outage system or preventive maintenance of equipment

The system of scheduled preventive maintenance of equipment (CPD) 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 of the period of overhaul periods of equipment operation
• regulation of equipment downtime under repair
• forecasting the cost of repairing equipment, components and mechanisms
• analysis of the causes of equipment failure
• calculation of the number of maintenance personnel, depending on the repair complexity of equipment

Disadvantages of an outage system or scheduled preventive maintenance of equipment

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

• lack of convenient repair planning tools
• labor input calculations
• the complexity of the accounting parameter indicator
• the complexity of the operational adjustment of planned repairs

The above drawbacks of the CPD system relate to certain specifics of the technological equipment park installed in the CIS enterprises. First of all, this is a large degree of equipment wear. Often, equipment wear reaches 80–95%. This significantly distorts the system of preventive repairs, forcing specialists to correct the schedules of preventive maintenance and to carry out a large number of unplanned (emergency) repairs, which are significantly higher than the normal amount of repair work. Also, when using the method of organizing an outage system for operating time (after a certain time of equipment operation), the complexity of the system increases. In this case, it is necessary to organize the accounting of actually spent machine hours, which, together with a large fleet of equipment (hundreds and thousands of units), makes this work impracticable.

Structure of repair work in the system of equipment outage (scheduled preventive maintenance)

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

Despite the fact that the PRD system implies a trouble-free model of equipment operation and maintenance, in practice it is necessary to take into account unplanned repairs. Their cause is most often unsatisfactory technical condition or accident due to poor quality

The main stages of the outage equipment

Planned preventive well-designed repair includes:

Planning;

Preparation of electrical equipment for the planned repair;

Carrying out planned repairs;

Carrying out activities that are associated with the planned maintenance and repair.

The system of preventive maintenance of equipment includes a couple of steps:

1. Stage overhaul

It is carried out without violation of equipment operation. Includes: systematic cleaning; systematic lubrication; systematic inspection; systematic adjustment of electrical equipment; replacement of parts that have a short life; elimination of small faults.

In other words, it is prevention, which includes daily inspection and care, while it must be properly organized in order to maximize the life of the equipment, preserve quality work, and reduce the cost of scheduled repairs.

The main work performed at the turnaround stage:

Equipment status monitoring;

Conducting staff rules appropriate use;

Daily cleaning and lubrication;

Timely elimination of minor breakdowns and adjustment mechanisms.

2. Stage current

Planned preventive maintenance of electrical equipment is most often performed without disassembling the equipment, only its operation stops. It includes the elimination of breakdowns that occurred during the work. At the current stage, measurements and tests are carried out with the help of which the defects of the equipment are detected at an early stage.

The decision on the validity of electrical equipment made repairmen. This decree is based on a comparison of the findings of tests for planned maintenance. In addition to scheduled repairs, out-of-plan work is performed to eliminate defects in equipment operation. They are carried out after exhaustion of all equipment resource.

3. Stage average

Carried out for the full or partial restoration of old equipment. It includes disassembly of components, intended for viewing, cleaning mechanisms and eliminating identified defects, replacing some quickly wearing parts. The middle stage is carried out no more than once a year.

The system at the middle stage of preventive maintenance of equipment includes the installation of cyclical nature, volume and sequence of work in accordance with the regulatory and technical documentation. The middle stage affects the maintenance of equipment in the norm.

4. Overhaul

It is carried out by opening electrical equipment, its full inspection with inspection of all parts. Includes testing, measuring, eliminating the identified faults, as a result of which the electrical equipment is being modernized. As a result of the overhaul, the technical parameters of the devices are fully restored.

Overhaul is possible only after the overhaul stage. To conduct it, you must perform the following:

Draw up production schedules;

Conduct a preliminary inspection and verification;

Prepare documents;

Prepare tools and necessary replacement parts;

Perform fire prevention measures.

Overhaul includes:

Replacing or restoring worn mechanisms;

Modernization of any mechanisms;

Performing preventive checks and measurements;

Implementation of work related to the elimination of minor damage.

Malfunctions detected during equipment inspection are eliminated during subsequent repairs. And breakdowns that have an emergency character are eliminated immediately.

CPD systems and its basic concepts

The system of scheduled preventive maintenance of power equipment (hereinafter referred to as the ESPREO system) is a set of methodical recommendations, norms and standards intended to ensure the effective organization, planning and conduct of maintenance and maintenance of power equipment. The recommendations given in this System of PPR EO can be used at enterprises of any kinds of activities and forms of ownership using similar equipment, taking into account the specific conditions of their work.

The planned-preventive nature of the PPR EO System is implemented: carrying out, at a specified frequency, repairs of equipment, implementation dates and material and technical support of which are planned in advance; maintenance operations and technical condition monitoring aimed at preventing equipment failures and maintaining its operability and operability in the intervals between repairs.

The system of PPR EO was created taking into account the new economic and legal conditions, and technically, with maximum use: the possibilities and advantages of the aggregate method of repair; the whole range of strategies, forms and methods of maintenance and repair, including new tools and methods for technical diagnostics; Modern computer technology and computer technology for collecting, accumulating and processing information about the state of equipment, planning maintenance and preventive effects and their material and technical support.

The operation of the PPR EO System covers all equipment of energy and technological workshops of enterprises, regardless of the place of its use.

All equipment operated at the enterprises is subdivided into basic and non-basic. The main equipment is the equipment, with the direct participation of which the main energy and technological processes of obtaining a product (final or intermediate) are carried out, and the failure of which leads to termination or a sharp reduction in output (energy). Non-core equipment provides a full course of energy and technological processes and the operation of the main equipment.

Depending on the production significance and the functions performed in energy and technological processes, the equipment of the same type and name can be attributed both to the main and to the minor.

The system of PPR EO provides that the need of equipment for repair and preventive effects is satisfied by a combination of different types of maintenance and planned repairs of equipment that differ in frequency and composition of work. Depending on the production significance of the equipment, the impact of its failures on the safety of personnel and the stability of energy technological processes, repair effects are realized in the form of regulated repair, repair by operating time, repair according to the technical condition, or in the form of their combination.

Table 5 - the number of repairs in 12 months

Table 6 - the planned balance of working time for the year

List Factor

• 1. For tidal production = 1.8
• 2. For continuous production = 1.6