1. Essence, forms and indicators of the level of concentration

2. Economic aspects of production concentration

3. The role of small business in the country’s economy

4. Concentration and monopolization in the economy, their relationship

5. Concentration and diversification of production

6. Essence, forms and indicators of the level of specialization and cooperation of production

7. Economic efficiency of specialization and cooperation of production

8. Essence, forms and indicators of the level of production combination

9. Economic aspects of combining industrial production

Review questions:

Topic 3. Legal basis for organizing production

1. Concept of production systems

2. Types of production systems

3.Organization of a new and termination of the activities of an existing enterprise

Review questions:

Section II. Scientific foundations of production organization topic 4. Structure and organization of production at the enterprise

1. Enterprise as a production system

2. The concept of the production structure of an enterprise. Factors determining it

3. Composition and organization of work of internal divisions of the enterprise

4. In-production specialization of production

5. General plan of the enterprise and the basic principles of its development

Review questions:

Topic 5. Tasks and forms of organizing the production process

1. Contents and main components of the production process

2. Structure of the working (production) process

3. Organization of the workplace

4. Organization of maintenance of the production process

Review questions:

Section III. Organization of main production processes topic 6. Organization of the production process over time

1. Rhythm of production and production cycle

2. Standard time for surgery

3. Operating cycle

4. Technological cycle

5. Production cycle

Review questions:

Topic 7. Organization of production using non-linear methods

1. Batch method of organizing production

2. Individual method of organizing production

3. Forms of organization of sites (shops)

4. Volumetric design calculations for creating sections

Review questions:

Topic 8. Flow method of organizing production

1. The concept of continuous production and types of production lines

2. Basics of organizing single-subject continuous production lines

2.1. Models and methods for calculating lines equipped with working conveyors

2.1.1. Working continuous conveyors

2.1.2. Working conveyors with periodic (pulsating) movement

2.2. Models and methods for calculating lines equipped with distribution conveyors

2.2.1. Conveyors with continuous movement and removal of products from the belt

2.2.2. Conveyors with periodic movement and product removal

3. Basics of organizing single-subject continuous production lines

4. Basics of organizing multi-subject variable production lines

5. Multi-subject group production lines

Review questions:

Section IV. Organization of production maintenance chapter 1. Maintenance topic 9. Tool facilities of the enterprise

1. Purpose and composition of the instrumental equipment

2. Determining the need for a tool

3. Organization of the enterprise’s instrumental facilities

Review questions:

Topic 10. Repair facilities of the enterprise

1. Purpose and composition of the repair facility

2. System of scheduled preventive maintenance of equipment

3. Organization of repair work

4. Organization of the enterprise’s repair facilities

Review questions:

Topic 11. Energy management of the enterprise

1. Purpose and composition of the energy sector

2. Rationing and primary accounting of energy consumption

3. Energy supply planning and analysis

Review questions:

Chapter 2. Transport and warehouse services for production Topic 12. Organization of the enterprise’s transport facilities

1. Purpose and composition of the enterprise’s transport facilities

2. Organization and planning of transport services

Review questions:

Topic 13. Organization of warehouse facilities of the enterprise

1. Classification of warehouses

2. Decisions on the organization of warehouses

3. Organization of work of material warehouses

4. Calculation of warehouse space

Review questions:

Chapter 3. Organization of supply and sales activities of the enterprise topic 14. Content of supply and sales activities of the enterprise

1. Logistics and sales activities

2. Organizational structures of supply and sales services

Review questions:

Topic 15. Organization of supplying the enterprise with material and technical resources

1. Study of the market for raw materials and materials

2. Drawing up a procurement plan for material and technical resources

3. Organization of economic relations for the supply of products

4. Legal basis of procurement

5. Material reserves of the enterprise. Management structure and models

6. Maintenance and regulation of stocks

7. Inventory management systems

Review questions:

Topic 16. Organization of supply of material and technical resources to enterprise divisions

Review questions:

Topic 17. Organization of sales activities of the enterprise

1. Organization of marketing market research

2. Formation of the enterprise’s sales program

3. Selection of sales channels for finished products

4. Organization of operational and sales work of the enterprise

5. Settlements with customers

Review questions:

Topic 18. Organizational structures of the marketing service

Review questions:

Chapter 4. Organization of the economic security service of the enterprise topic 19. Organization of the economic security service of the enterprise

1. Concepts of economic security and security services

2. Tasks of organizing the regime and security of the enterprise

3. Organization of access control

4. Ensuring the security of enterprise facilities

Review questions:

Problem book Introduction

Brief summary of the solution methods used and the main theoretical principles

Examples of solving typical problems

Problems to solve independently

2. System of planned preventive maintenance equipment

The planned preventive form of organizing the repair of technological equipment throughout the world is recognized as the most effective and has found the greatest distribution. The development of a system for scheduled preventive maintenance of equipment began in the USSR in 1923. Currently, various versions of the preventive maintenance system are the basis of the organization Maintenance and repair of equipment at enterprises in most sectors of material production and service.

System of scheduled preventive maintenance of equipment- this is a set of planned organizational and technical measures for the care, supervision of equipment, its maintenance and repair. The purpose of these measures is to prevent progressively increasing wear, prevent accidents and maintain equipment in constant readiness for work. The PPR system involves carrying out preventive measures for maintenance and scheduled repair of equipment after a certain number of hours of its operation, while the alternation and frequency of activities are determined by the characteristics of the equipment and its operating conditions.

PPR system includes

Maintenance

and scheduled equipment repairs.

Maintenance- this is a set of operations to maintain the functionality of equipment when used for its intended purpose, during storage and transportation. Maintenance includes

routine maintenance between overhauls

and periodic preventive maintenance operations.

Routine maintenance between overhauls consists of daily monitoring of the condition of the equipment and compliance with the rules of its operation, timely adjustment of mechanisms and elimination of minor malfunctions that arise. These works are performed by the main workers and repair personnel on duty (mechanics, lubricators, electricians), as a rule, without equipment downtime. Periodic preventive maintenance operations regulated and carried out by repair personnel according to a pre-developed schedule without equipment downtime. Such operations include

inspections carried out to identify defects that must be eliminated immediately or during the next scheduled repair;

flushing and oil change provided for equipment with centralized and crankcase lubrication systems;

accuracy check performed by technical control and chief mechanic personnel.

Scheduled repairs includes

Maintenance

and major repairs.

Maintenance is carried out during the operation of the equipment in order to ensure its operability until the next scheduled repair (the next routine or major). Current repairs consist of replacing or restoring individual parts (parts, assembly units) of equipment and adjusting its mechanisms. Major renovation carried out with the aim of restoring the full or close to full resource of equipment (accuracy, power, productivity). Major repairs, as a rule, require repair work in stationary conditions and the use of special technological equipment. Therefore, it is usually necessary to remove the equipment from the foundation at the site of operation and transport it to a specialized department where major repairs are carried out. During a major overhaul, the equipment is completely disassembled, all its parts are checked, worn parts are replaced and restored, coordinates are aligned, etc.

The repair and maintenance system, depending on the nature and operating conditions of the equipment, can operate in different organizational forms:

in the form of a post-examination system,

periodic repair systems

or standard repair systems.

Post-examination system involves carrying out equipment inspections according to a pre-developed schedule, during which its condition is established and a list of defects is compiled. Based on the inspection data, the timing and content of the upcoming repairs are determined. This system is used for certain types of equipment operating under stable conditions.

Periodic repair system involves planning timing and volumes repair work all types based on a developed regulatory framework. The actual scope of work is adjusted relative to the standard based on the results of the inspection. This system is most common in mechanical engineering.

Standard repair system involves planning the volume and content of repair work based on precisely established standards and strict adherence to repair plans, regardless of the actual condition of the equipment. This system applies to equipment whose unscheduled shutdown is unacceptable or dangerous (for example, lifting and transport devices).

The effectiveness of the PPR system is largely determined by the development of its regulatory framework and the accuracy of the established standards. The standards of the enterprise's PPR system are differentiated by equipment groups. Basic repair standards are

repair cycles and their structure,

labor and material intensity of repair work,

material supplies for repair needs.

Repair cycle- this is the period of time from the moment the equipment is put into operation until the first overhaul or between two consecutive major overhauls. The repair cycle is the smallest repeating period of equipment operation, during which all types of maintenance and repair are carried out in the established sequence in accordance with the structure of the repair cycle. The structure of the repair cycle establishes the list, quantity and sequence of equipment repairs during the repair cycle. For example, the repair cycle structure may include the following repair sequence:

K–T 1 - T 2 - T 3 - TO,

Where T 1 , T 2 And T 3 - respectively, the first, second and third current repairs;

TO- major repairs (only one major repair is included in the repair cycle).

The content of work performed within each of the current repairs is regulated and may differ significantly from others present in the repair cycle. The structure of the repair cycle may include a small ( M) and average ( WITH) repair: for example, T 2 = C; T 1 = T 3 = M.

Similarly, the structure of the maintenance cycle can be presented, establishing the list, quantity and sequence of work on between-repair maintenance (shift inspection, partial inspection, replenishment of lubricant, replacement of lubricant, preventive adjustment, etc.). It is possible to include maintenance work ( THAT) into the structure of the repair cycle, for example:

WHO 1 - T 1 - THAT 2 - T 2 - THAT 3 - T 3 - THAT 4 - TO.

The repair cycle is measured by the operating time of the equipment; downtime during repairs is not included in the cycle. The duration of the repair cycle is determined by the service life of the main mechanisms and parts, the replacement or repair of which can be carried out during complete disassembly of the equipment. Wear of main parts depends on many factors, the main ones being

type of production, on which the intensity of equipment use depends;

physical and mechanical properties of the material being processed, on which the wear rate of equipment and its parts depends;

operating conditions such as high humidity, dust and gas contamination;

equipment accuracy class, which determines the level of requirements for monitoring the technical condition of equipment;

Repair cycle duration T is determined in machine-hours worked by calculation using empirical dependencies that take into account the influence of many factors, including those listed above:

Where T n- standard repair cycle, hours (for example, for certain metal-cutting machines T n= 16,800 hours);

ß P , ß m , ß at , ß T , ß R- coefficients that take into account, respectively, the type of production, the type of material being processed, operating conditions, accuracy and dimensions of equipment.

The values ​​of the coefficients and the standard duration of the repair cycle are determined on the basis of generalization and analysis of the actual data of the enterprise or are taken from reference data.

Overhaul period T mr And maintenance frequency T That are also expressed by the number of hours worked:

, (104)

, (105)

Where n T And n THAT- accordingly, the number of routine repairs and maintenance work per one repair cycle.

The duration of the repair cycle, the period between repairs and the frequency of maintenance can be expressed in years or months if the shift of equipment operation is known. Proper care maintenance of equipment during its operation, carrying out organizational and technical measures that extend the service life of parts and components of equipment, contribute to a change in the actual duration of the repair cycle and overhaul periods compared to the standard ones. The service life of wear parts and equipment parts is shorter than the duration of the overhaul period. Therefore, it is advisable to replace them as they wear out during the period between repairs. At the same time, the labor intensity of repairs is reduced, and the volume of work on between-repairs increases.

The labor and material intensity of repair and maintenance of equipment depends on its design features. The more complex the equipment, the larger its size and the higher the processing accuracy, the higher the complexity of its repair and maintenance, the higher the labor and material intensity of this work. Based on the complexity of the repair, the equipment is divided into categories of repair complexity. The complexity of repair work separately for the mechanical and electrical parts of the equipment is determined through the complexity of the repair complexity unit.

Repair complexity category (TO) is the degree of complexity of equipment repair. The category of repair complexity of equipment is determined by the number of units of repair complexity assigned to a given group of equipment by comparing it with the accepted standard - conventional equipment. At domestic mechanical engineering enterprises, the unit of repair complexity of a mechanical part is traditionally taken to be the repair complexity of conventional equipment, the labor intensity of a major overhaul of which is 50 hours, and the unit of repair complexity of its electrical part is 12.5 hours (1/11 of the labor intensity of a major overhaul of a 1K62 screw-cutting lathe, which is assigned the 11th category of repair complexity).

Repair unit (R. e.) is the complexity of the corresponding type of equipment repair of the first category of repair complexity. Labor intensity standards per repair unit are set by type of repair work (washing, checking, inspection, current and major repairs) separately for plumbing, machine tools and other work. The complexity of each type of repair work is determined by multiplying the time standards for this type of work for one repair unit by the number of repair units of the complexity category for repairing the corresponding equipment.

Total labor intensity of repair work (Q) in the planning period is calculated using the formula:

q K , q T And q THAT- labor intensity standards for capital and current repairs, maintenance per repair unit, hours;

n TO , n T , n THAT- number of major and current repairs, maintenance work in the planned period.

Each properly organized construction must have well-written construction documentation, which, as a rule, includes the development of documents such as a traffic management project (abbreviated as POD), construction organization project (abbreviated as POS) and work production project (abbreviated as PPR). All these documents are capable of ensuring the safety of employees during construction and installation work, ensuring proper organization directly construction of the facility itself, as well as improve the quality of the work performed construction work.

Today, due to the fact that construction work has become characterized by the highest degree of severity, there has arisen a need for the creation and more responsible development of technological and technical solutions, which are used in the production of work. That is why the main and most significant document in the system of organizational and technological training becomes the PPR document in construction - download for free, which can be found at the end of this article.

This document contains a list of technological rules, requirements for labor protection and safety and environmental safety, among other things. Based on the work project, construction work is organized and determined necessary materials and resources, the deadlines for completing the work are determined and possible risks are worked out.

Who develops the PPR?

Work projects for the construction of new structures or for the reconstruction or expansion of any facility are developed by general contracting construction and installation enterprises. If PPRs are ordered by a general contracting or subcontracting construction and installation organization, then they can be developed by design and technology institutes or design and engineering organizations.

It should also be noted that sometimes, when carrying out large volumes of work, PPRs are drawn up not for the object as a whole, but for a specific type of work, for example, for the installation of prefabricated structures, for excavation work, for roofing work, etc. Previously, such documents were called work organization projects (abbreviated POR), but in current standards SNiP 12-01-2004 instead of SNiP 3.01.01-85, they are also called PPR with the caveat that these are projects for the production of specific works. When carrying out certain types of work related to general construction, special or installation work, PPRs are developed by companies that are directly involved in this.

Composition of PPR

• Work schedule;
• Technological maps;
• Construction general plan;
• Arrival schedules for the facility building materials, products and equipment;
• Lists of technological equipment and installation equipment;
• Worker movement schedules around the facility;
• Solutions for geodetic work;
• Safety solutions;
• Explanatory note, which should contain:
  • justification of decisions on the implementation of certain types of work, including those performed in winter;
  • calculations of temporary utility networks;
  • measures that would ensure the safety of materials, products and structures, as well as equipment at the construction site;
  • a list of mobile structures with calculation of the need and justification of the conditions for their location on the construction site;
  • measures to protect these structures from damage, as well as environmental protection measures.

But it is worth noting that the main ones in the PPR still remain only 4 documents: construction plan, calendar plan execution of work, explanatory note and technical map. Let's look at them in more detail.

The key PPR document in construction is, of course, the work schedule. The success of the entire project largely depends on the literacy of its development. In short, a calendar plan is a model construction production, which clearly and accurately establishes the sequence and timing of construction work at the site.

The second most important PPR document remains the construction master plan (or abbreviated construction plan). The quality of its preparation depends primarily on reducing the costs of organizing a construction site, which at the same time allows you to create safe conditions labor for workers. When developing a construction plan, experts take into account various ways organization of the construction site, from which the most rational one is subsequently selected.

The next no less important PPR document is the technological map, which defines the most optimal ways and the sequence of performing this or that type of work. In addition, labor costs are calculated here, the necessary resources are determined and the organization of labor is described. Technological maps, as a rule, include graphic and text documents, which may include workplace diagrams, which indicate the scope of work and the boundaries of the areas into which the object is divided. In principle, technological maps can be of three types:

• typical without reference to specific objects;
• typical with reference to standard objects;
• individual with reference to a specific project

And lastly important element The PPR can be called an explanatory note, in which, as mentioned above, all kinds of labor protection measures are indicated, the conditions and complexity of construction are determined, the presence of warehouses and temporary structures is justified, etc. Besides, in explanatory note technical and economic indicators of construction are given.

You can download the PPR for construction.

Here you can see examples of work projects

PPRk (Crane Work Project)

Installation and safe operation three tower cranes during the construction of a series of monolithic residential buildings. Due to cramped conditions, the cranes operate with a limited service area.

Stationary tower cranes of the Jaso J110N and Jaso J140N brands erect structures of a 19-story building from elevation 0.000 to elevation. +63.000. The cranes are mounted on foundation supports with a slab elevation of -2.200, with anchorage towers.

The maximum load lifted by cranes at a reach of 2.5-15 m is 5 tons, at a reach of 15-40 m - 2.5 tons.

Tower cranes are used at all stages of construction of the underground and above-ground parts of the building, namely:

• for unloading from vehicles and storing materials and products as they arrive at the construction site
• for supplying packs of reinforcement, reinforced mesh and formwork, as well as for supplying concrete in buckets during construction monolithic structures
• for supplying small-piece materials to the installation horizon and mortar
• for supplying and removing construction equipment from the building, Supplies etc.

Project scope: Explanatory note A4 - 35 sheets, drawings A1 - 5 sheets

This example PPR for excavation of a pit under the protection of sheet piling. Excavation is carried out in 3 stages.

• Stage 1. Work at the level of 135.50÷134.60 is carried out by a Hitachi ZX 200 excavator with a bucket capacity of 0.8 m3 (maximum digging radius - 9.75 m, maximum digging depth - 6.49 m) equipped with a backhoe bucket with loading of soil into dump trucks. With a lag of 4 meters from the operation of the Hitachi ZX 200 excavator, the installation of the strapping belt (1 I-beam N45 B2) is carried out. Installation is carried out using a truck crane according to a separately developed design and maintenance plan.
• Stage 2. Work at level 132.50 is carried out with a Hitachi ZX 200 excavator. At this level, a pit is developed to a design depth of 127.84÷127.84 m, by excavating and moving the soil into a dump truck. With a lag of 4 meters from the operation of the ZX 200 excavator, a spacer structure is made, consisting of a strapping belt (2 I-beams N45 B2), spacers made of pipes 426x10mm in axes 1÷10 and struts, as well as pipes 630x12mm in axes 11÷16. Installation is carried out using a truck crane according to a separately developed design and maintenance plan.
• Stage 3. Excavation of slopes is carried out by developing and moving soil with a Bobcat S330 excavator into the work area of ​​a Hitachi ZX 225 grab. The grab brings the developed soil to the surface and loads it into a dump truck. The Bobcat S330 excavator is released from the pit upon completion of the work by a truck crane according to a separately developed work permit.

At the last stage, the berm soil is excavated under the installed jibs of the sheet pile fencing of the pit using a mini excavator.

Project scope: Explanatory note A4 - 28 sheets, drawings A1 - 5 sheets

Project for the installation of a water pipeline using the auger method

Laying a water pipeline in a case constructed using a closed auger tunneling method. Excavation of a working pit is also being considered rectangular shape and a receiving round shaft.

Work on laying pipes using auger tunneling is carried out in several stages:

• 1st stage. Pushing the pilot line, consisting of rods and a pilot head, to the length of the interval from the starting pit to the receiving pit. The exact direction of the route is ensured by a system for monitoring the position of the pilot head, information about the position of which is displayed on the monitor screen suspended in the launch shaft.
• 2nd stage. Punching casing steel pipes and an expander mounted in the starting pit on the last rod of the pilot line within the length of the entire interval between the pits. Pushing out working pipes from the starting pit with simultaneous removal of the squeezed out casing steel pipes in the receiving pit. Squeezing is underway casing pipes with a drilling head at the head of the pipe string, which serves to develop soil in the face, the soil is transported from the face to the bucket in the starting pit by a screw conveyor.
• 3rd stage. Pushing working pipes with a diameter less than or equal to the diameter of the casing pipes, with simultaneous pushing of the casing pipes and screw conveyor links into the receiving pit and their disassembly. When the diameter of the working pipes is less than the diameter of the casing, the construction gap (space) formed between the working pipeline and the inner surface of the excavation must be filled with cement mortar.

Project scope: Explanatory note A4 - 25 sheets, drawings A1 - 4 sheets

PPR for installation of sheet piling and bored piles

An example of a PPR for the installation of sheet piling fencing for a pit in the security zone of a power transmission line (power lines). Making bored piles: drilling a well with augers, installing the reinforced frame of the pile with a drilling rig, filling the pile with concrete mixture using the bottom-up method.

Drilling of bored piles Ø620 mm is carried out using a Hitachi-based drilling rig

Drilling of each well should begin after an instrumental check of the grades of the planned surface of the earth and the position of the contour axes on the site.

Concreting of piles is carried out by feeding concrete mixture into the well through hollow augers.

As concrete is fed into the well, the auger sections are lifted and dismantled, and the level of concrete in the well must be at least 1 m higher than the bottom of the auger. The distance between the bottom of the well and the lower end of the auger when concreting begins should not exceed 30 cm.

Project scope: Explanatory note A4 - 20 sheets, drawings A1 - 6 sheets

Project for the installation of scaffolding

Example of a project plan for installing scaffolding on the facade of a building under construction

Rack-mounted attached clamp scaffolding is a spatial frame-tier system mounted from tubular elements: racks, cross members, longitudinal and diagonal braces, which are connected to each other using node connections - clamps.

The scaffolding is fastened to the wall using anchors placed in holes punched in the walls with a diameter of 14 mm.

Scaffolding must be attached to the wall of the building under construction. Fastening is carried out through at least one tier for fastening racks, through two spans for the upper tier and one fastening for every 50 sq.m of projection of the scaffolding surface onto the building facade.

Project scope: Explanatory note A4 - 38 sheets, drawings A1 - 4 sheets

On what basis are you required to have a PPR? List of normative documents.

Main stages of PPR equipment

Planned and preventative well-designed repairs include:

Planning;

Preparation of electrical equipment for scheduled repairs;

Carrying out scheduled repairs;

Carrying out activities related to scheduled maintenance and repairs.

The system of scheduled preventive maintenance of equipment includes a couple of stages:

1. Inter-repair phase

Performed without disturbing the operation of the equipment. Includes: systematic cleaning; systematic lubrication; systematic examination; systematic adjustment of electrical equipment; replacement of parts that have a short service life; elimination of minor faults.

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

The main work performed during the overhaul phase:

Monitoring the condition of equipment;

Enforcement of appropriate use policies by employees;

Daily cleaning and lubrication;

Timely elimination of minor breakdowns and adjustment of mechanisms.

2. Current stage

Planned preventative maintenance of electrical equipment is most often carried out without disassembling the equipment, only stopping its operation. Includes the elimination of breakdowns that occurred during operation. On current stage Measurements and tests are carried out to identify equipment defects at an early stage.

The decision on the suitability of electrical equipment is made by repairmen. This ruling is based on a comparison of test findings during routine current repairs. In addition to scheduled repairs, unplanned work is performed to eliminate defects in equipment operation. They are carried out after the entire resource of the equipment has been exhausted.

3. Middle stage

Carried out for the complete or partial restoration of used equipment. 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 scheduled preventive maintenance of equipment includes setting the cyclicity, volume and sequence of work in accordance with the regulatory and technical documentation. The middle stage affects the maintenance of equipment in good condition.

4. Major renovation

It is carried out by opening electrical equipment, checking it completely and inspecting all parts. Includes testing, measurements, elimination of identified faults, as a result of which electrical equipment is modernized. As a result of major repairs, complete restoration occurs technical parameters devices.

Major repairs are possible only after the inter-repair phase. To carry it out you must do the following:

Draw up work schedules;

Conduct preliminary inspection and verification;

Prepare documents;

Prepare tools and necessary replacement parts;

Carry out fire prevention measures.

Major repairs include:

Replacement or restoration of worn mechanisms;

Modernization of any mechanisms;

Carrying out preventative checks and measurements;

Carrying out work related to the elimination of minor damage.

Malfunctions discovered during equipment testing are eliminated during subsequent repairs. And breakdowns of an emergency nature are eliminated immediately.

PPR systems and its basic concepts

Preventative maintenance system energy equipment(hereinafter referred to as the PPREO System) is a set of methodological recommendations, norms and standards designed to ensure the effective organization, planning and implementation of maintenance (TO) and repair of power equipment. The recommendations given in this System of PPR EO can be used at enterprises of any type of activity and form of ownership that use similar equipment, taking into account the specific conditions of their work.

The planned and preventive nature of the EO PPR System is implemented by: carrying out equipment repairs at a given frequency, the timing and logistics of which are planned in advance; carrying out maintenance operations and technical condition monitoring aimed at preventing equipment failures and maintaining its serviceability and performance in the intervals between repairs.

The EO PPR system was created taking into account new economic and legal conditions, and in technical terms, with maximum use of: the capabilities and advantages of the aggregate repair method; the entire range of strategies, forms and methods of maintenance and repair, including new tools and methods of technical diagnostics; modern computing technology and computer technologies for collecting, accumulating and processing information about the condition of equipment, planning repair and preventive actions and their logistics.

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

All equipment operated at enterprises is divided into basic and non-core. 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 a cessation or a sharp reduction in the output of products (energy). Non-core equipment ensures the full flow of energy and technological processes and the operation of the main equipment.

Depending on the production significance and functions performed in the energy and technological processes equipment of the same type and name can be classified as both primary and non-main.

The EO PPR system provides that the equipment’s need for repair and preventive actions is satisfied by a combination various types MOT and scheduled repairs equipment that differs in frequency and scope 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 actions are implemented in the form of regulated repairs, repairs based on operating hours, and repairs based on technical condition, or as a combination of them.

Table 5 - number of repairs in 12 months

Table 6 - Planned balance of working time for the year

Payroll ratio

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

Friends, need your comments, write if you found what you were looking for, and if you didn’t find it, write what. We want the library to have all possible documents.

Often, when performing work, various documents are required. And even more often they are not at hand. Here is a library of documents necessary for preparing and carrying out work at height. You can download it absolutely for free. Today, you may encounter a diametrically different attitude towards papers from your customer: they may not ask for anything, they may ask for a work permit, or they may drag you through all the stages in the most difficult way possible. Let's consider the maximum that the customer can require from the work manufacturer.

What does the procedure for obtaining work at height look like?

1. Certificate of admission issued and signed by the customer. In “severe cases”, the foreman appointed by order signs an admission certificate in all customer services: labor protection, fire protection, security environment etc., indicating the specifics of the work and safety measures (hot work, work at height, equipment used, garbage collection, etc.)
2. Transfer and Acceptance Certificate work front. Drawed up between the Customer and the Contractor.
3. (who will instruct and sign all journals, acts and orders). The person in charge must have valid certificates labor protection, if hot work is carried out - crusts according to fire safety . They may ask for crusts organization of high-altitude work.
4. Work permit drawn up by the person in charge appointed by order (the work permit is signed by the safety manager/chief engineer/general director)
5. All high-altitude workers, welders, electricians should have valid certificates for all types of work performed .
6. Magazines on T.B.(with signatures for the instructions provided). T.B. Instruction Journal It's better to have a new one for each object. All magazines must be bound and stamped. A variety of magazines may be required - on fire safety, electrical safety, etc.

Let's look at all the papers in detail:

1. Certificate of admission —

   Sample of filling out the admission certificate —

2. Transfer and Acceptance Certificate scope of work -
3. Order to appoint a person in charge on occupational safety and fire safety at the site -

   Order to appoint a person in charge in shortened form -

4. Work permit in 2 versions: the text is the same, but in the second version there are more fields to fill out, and therefore it is on 2 pages:

   Work permit for increased danger —

5. Pay careful attention to the crusts - the admission of a high-altitude climber with ineffective crusts shifts ALL the responsibility is on you. Fake crusts are the responsibility of the high-altitude climber himself.
6. TB magazines. On-the-job training log is a journal in the form specified in Appendix 6 to GOST 12-0-004-90 “System of Occupational Safety Standards”. This standard specifies the procedure and forms of training and methods for testing knowledge on occupational safety and other types of activities of employees, managers, employees, students and specialists. It is better to buy them in advance; they are available in bookstores. But if you need it tomorrow morning, you can print it and flash it. The main thing is to tie the thread with which you will stitch at the back, seal it with a piece of paper, put the seal and signature of the safety manager/chief engineer/general there. director. Usually they ask for a log of initial (introductory) briefing and at the workplace. You can fill out both briefings in one log, or you can make two separate ones.
7. Project (plan) of work execution (WPR).

PPR stands for Work Production Project, although it is often deciphered as PRP Plan, but this is incorrect. By downloading files from our library, you can easily customize the templates to suit your high-altitude work, such as:

• installation of metal structures
• facade works
• lifting loads
• any other high-altitude work

Usually PPR is compiled as follows :

1. We meet the customer’s safety engineer and politely but persistently ask him for detailed requirements for PPR.
2. Download the sample file PPR.
3. Fill out the title page.
4. Section 1 - General provisions- Suitable for all high-altitude work.
5. Section 2,3,4 - we briefly describe a specific type of work.
6. If you need volume, download the instructions, intersectoral or Ministry of Emergency Situations, and add as much as necessary.
7. We add applications as required by the customer’s safety engineer.
8. Editing the table of contents.

Sample PPR —

Section 3 example. Production order construction and installation work(actual) —

Example technological map production of work —

For volume - excerpts from inter-industry rules— edited for a specific type of work —

Instructions and rules.

Cross-industry rules on labor protection at height POT R M-012-2000 -

Temporary safety rules in industrial mountaineering EMERCOM 2001 —

Safety regulations in industrial mountaineering EMERCOM 2002 —

Labor protection instructions Ministry of Emergency Situations 2005 —