Electrical equipment design plan. Drawing up a schedule for preventive maintenance of equipment

How to draw up an annual maintenance schedule for electrical equipment? I will try to answer this question in detail in today’s post.

It is no secret that the main document by which electrical equipment is repaired is the annual schedule of preventive maintenance of electrical equipment, on the basis of which the need for repair personnel, materials, spare parts, and components is determined. It includes each unit subject to major and routine repairs of electrical equipment.

To draw up an annual schedule of preventive maintenance (preventive maintenance schedule) of electrical equipment, we will need standards for the frequency of equipment repairs. This data can be found in the manufacturer’s passport data for electrical equipment, if the plant specifically regulates this, or use the reference book “System for Maintenance and Repair of Power Equipment.” I use the A.I. reference book. FMD 2008, therefore, further I will refer to this source.

Download the reference book A.I. Foot and mouth disease

So. Your household has a certain amount of energy equipment. All this equipment must be included in the maintenance schedule. But first a little general information, what is the annual PPR schedule.

Column 1 indicates the name of the equipment, as a rule, brief and clear information about the equipment, for example, name and type, power, manufacturer, etc. Column 2 – number according to the scheme (inventory number). I often use numbers from electrical single-line diagrams or process diagrams. Columns 3-5 indicate service life standards between major repairs and current ones. Columns 6-10 indicate the dates of the last major and current repairs. In columns 11-22, each of which corresponds to one month, symbol indicate: K – capital, T – current. In columns 23 and 24, respectively, the annual equipment downtime for repairs and the annual working time fund are recorded. Now that we've looked at general provisions about the PPR schedule, let’s look at a specific example. Let's assume that in our electrical facilities, in building 541, we have: 1) a three-phase two-winding oil transformer (T-1 according to the diagram) 6/0.4 kV, 1000 kVA; 2) pump electric motor, asynchronous (designation according to scheme N-1), Рн=125 kW;

Step 1. We enter our equipment into the empty PPR schedule form.

Step 2. At this stage, we determine the resource standards between repairs and downtime:

a) For our transformer: open the reference book p. 205 and in the table “Standards for the frequency, duration and labor intensity of repairs of transformers and complete substations” we find a description of the equipment that is suitable for our transformer. For our power of 1000 kVA, we select the values ​​of the frequency of repairs and downtime during major and current repairs, and write them down in our schedule.

b) For an electric motor according to the same scheme - page 151 Table 7.1 (see figure).

We transfer the found standards in the tables to our PPR schedule

Step 3. For the selected electrical equipment, we need to decide on the number and type of repairs in the coming year. To do this, we need to determine the dates of the last repairs - major and current. Let's say we are making a schedule for 2011. The equipment is operational, we know the dates of repairs. For T-1 major renovation was held in January 2005, the current one is in January 2008. For the N-1 pump motor, the major one is September 2009, the current one is March 2010. We enter this data into the chart.

We determine when and what types of repairs the T-1 transformer will undergo in 2011. As we know there are 8640 hours in a year. We take the found service life standard between major repairs for the T-1 transformer, 103680 hours, and divide it by the number of hours in a year, 8640 hours. We calculate 103680/8640 = 12 years. Thus, the next major overhaul should be carried out 12 years after the last major overhaul, and since the last one was in January 2005, which means the next one is planned for January 2017. For current repairs, the operating principle is the same: 25920/8640 = 3 years. The last current repair was carried out in January 2008, so 2008+3=2011. The next routine repair is in January 2011, it is for this year that we draw up a schedule, therefore, in column 8 (January) for the T-1 transformer we enter “T”.

For the electric motor we get; major repairs are carried out every 6 years and are planned for September 2015. Current repairs are carried out 2 times a year (every 6 months) and, according to the latest current repairs, we plan for March and September 2011. Important note: if the electrical equipment is newly installed, then all types of repairs, as a rule, “dance” from the date of commissioning of the equipment.

Our graph looks like this:

Step 4. We determine the annual downtime for repairs. For a transformer it will be equal to 8 hours, because In 2011, we planned one routine repair, and in the resource standards for routine repairs the denominator is 8 hours. For the N-1 electric motor, there will be two routine repairs in 2011; the standard downtime for routine repairs is 10 hours. We multiply 10 hours by 2 and get annual downtime equal to 20 hours. In the annual working time column, we indicate the number of hours that this equipment will be in operation minus downtime for repairs. We get the final look of our graph.

Important note: at some enterprises, power engineers in their annual production schedules, instead of the last two columns of annual downtime and annual capital, indicate only one column - “Labor intensity, man*hour”. This labor intensity is calculated by the number of pieces of equipment and the labor intensity standards for one repair. This scheme is convenient when working with contractors performing repair work.

Do not forget that repair dates must be coordinated with the mechanical service and, if necessary, the instrumentation service, as well as with other structural divisions directly related to the repair and maintenance of related equipment.

If you have any questions about drawing up the annual PPR schedule, ask questions, I will try, if possible, to answer them in detail.

Director of CIT Projects and Solutions LLC (Kazan)

In my opinion, at many enterprises there is a certain stagnation in this matter. Namely: inherited from Soviet period, a once proven and streamlined PPR system, is currently left without development and adaptation to new conditions in most enterprises. This has led to the fact that at enterprises a large share of equipment is repaired virtually to the point of failure or emergency stop, and the PPR system lives its own separate life and is practically worn out. formal character- as a habit inherited from the past. The danger of this state of affairs lies in the fact that Negative consequences These situations accumulate gradually and may not be noticeable in a short time interval: an increase in the number of accidents and equipment downtime, increased wear and tear of equipment, increased costs for its repair and maintenance. Many business managers have no idea what significant losses may be hidden here. One of the regulatory documents that determines the implementation of scheduled preventive maintenance is the maintenance schedule.

Speaking about the PPR schedule, one cannot do without a purely symbolic excursion into history. The first mentions of PPR date back to the mid-30s of the last century. From then until the early 1990s, during the Soviet era, a vast volume of technical documentation necessary for routine repairs and maintenance of a wide variety of equipment. The PPR schedule, as one of the main documents of the technical service, carried out not only organizational and technical function, but also served as the basis for the calculation financial resources necessary to provide material and labor resources for the entire annual and monthly MRO program.

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

To begin with, we will describe a typical scheme for preparing a production schedule: what it looks like at many enterprises. By the end of the year, the financial division of the enterprise prepares a draft enterprise budget for the next year and coordinates it with other services. The technical service must prepare its part of the budget, namely: the amount of expenses for materials, components, wages for repair personnel and the services of third-party contractors. The annual maintenance and repair schedule should serve as the basis for preparing the maintenance and repair budget for the next year. However, when preparing the annual PPR schedule for the next year, it is formed virtually without changes on the basis of the current year’s PPR schedule, i.e. the list of equipment, types and list of routine maintenance, as well as their frequency remain without any changes. In turn, the PPR schedule for the current year was obtained in a similar way - based on last year’s. We encountered a situation where such copying was carried out for many years, and the company personnel could not remember the origin of the original source. Of course, some amendments to the budget are still made, but not on the basis of the future PPR schedule, but on the basis of the current year’s budget. As a rule, all changes are limited to adjusting budget amounts for the inflationary component of the cost of materials and work. As for the actual planned dates, list and volume of PPR, these data are practically not adjusted, remaining unchanged from year to year, and they do not take into account the real technical condition equipment, neither the residual life and operating time, nor the history of equipment breakdowns and much more. Thus, the PPR schedule, as a document, performs a formal bureaucratic function and is not a product of engineering calculations.

The next stage - agreeing on the expenditure budget - is a consequence of how this schedule is formed. Namely, at the enterprise, all services related to technical know and understand that the maintenance schedule is drawn up “in general” and “enlarged”. Therefore, the budget compiled on its basis can be safely cut: by 10-15%, which, in fact, is what the financial service does. The technical service, as a rule, is forced to agree. Why? Firstly, the technical service cannot substantiate the presented figures with real statistics: there is simply no data that can be trusted. Secondly, last year the finance department also cut the budget, and got the desired result: money was saved and everything seemed to be fine. “Normal” most often means that the equipment broke down as usual. Thirdly, in the “copied” PPR schedule it will always be possible to find a reserve: something from the PPR will not be carried out or will be completed in a reduced volume, because the schedule is drawn up formally, and local specialists know what exactly can be completed and what cannot be completed not necessary. Let us repeat once again, there is no connection between such a “copied” PPR schedule and the actually required volume and timing technical events does not have. Fourthly, if something suddenly breaks down and production stops, then money will still be allocated for the next urgent purchase, even if it is over the limit. Who will allow production to stand idle?

It turns out that preparing a maintenance schedule and a budget for maintenance and repair costs is more like a formal process, aimed solely at justifying the cost budget for the next year. The primary consumer of this document is the financial service, not technical personnel. And even during the year, the technical service refers to the annual PPR schedule primarily in order to report on expenses for the allocated limits. Is the situation described above due to someone's malicious intent? Hardly. I will give an overview of some of the reasons that led to the described state of affairs.

Regulatory documentation for domestic equipment that remained at enterprises from Soviet times is outdated. Many of the pieces of equipment had exhausted their service life, and the standards provided for them did not take such “excessive wear” into account. And for new domestic equipment, reference books of that time do not take into account that now the equipment uses other components, often imported, with different characteristics.

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

Another factor that has had a serious impact on the degradation of the SPR technique is due to the fact that in Soviet time in conditions of mass serial production of consumer and industrial goods, manufacturers were provided with mass-produced equipment. Therefore, it was technically and organizationally much easier to create and update standards for mass-produced equipment under centralized planning conditions than at present. This was done by industry institutes, many of which no longer exist.

The next reason is that the production capacity of domestic enterprises assumed a constant and uniform load on the equipment. Maintenance standards were also developed for such production. Namely, a rhythmically operating machine or line is guaranteed to work through a clearly established calendar period its engine hours necessary for carrying out the next maintenance, maintenance-1, etc. Now the situation is completely different: the equipment is loaded unevenly. Therefore, with a calendar approach, maintenance work is very often carried out either obviously earlier than the standard operating time, or with a serious “overrun”. In the first case, costs increase, and in the second, equipment reliability decreases.

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

What is the future of the PPR schedule? What to do: leave everything as it is or try to get effective tool management? Each company decides for itself. I am sure that most specialists will agree with me: only a “live” PPR schedule will allow an enterprise to competently plan and economically spend funds from the enterprise budget. Obtaining such a maintenance schedule is impossible without the transition of the maintenance and repair system to modern management methods, which include the implementation automated system management necessary for storing, processing and analyzing data on the condition of equipment, and using modern methods preventive diagnostics of equipment, for example: thermography, vibration diagnostics, etc. Only with the help of this combination of methods (automatic maintenance and repair control system and diagnostics) is it possible to increase the reliability of equipment, as well as significantly reduce the number of emergency stops and technically justify the reduction of costs for equipment maintenance and servicing. How exactly, in practice, the introduction of modern MRO methods eliminates the pressing issues and problems identified in this article - I will share these thoughts in the second part of the article. If you, Dear Reader, have comments or additions to this article, write, I’m ready to discuss!

For efficient work equipment at RUE MZIV requires a clear organization of its material and technical maintenance. A large amount is devoted to organizing equipment repairs. The essence of repair is to preserve and restore the functionality of equipment and mechanisms by replacing or restoring worn parts and adjusting mechanisms. Every year, more than 10-12% of equipment undergoes major repairs, 20-30% - medium and 90-100% - minor. The costs of repairs and maintenance of equipment account for more than 10% of the cost of production. Over the entire service life of the machine, the cost of repairing it is several times higher than its original cost.

The main task of the repair facility is to maintain equipment in technically sound condition, which ensures its uninterrupted operation. This requires systematic care and maintenance of equipment during its operation and the organization of scheduled preventive maintenance. Depending on the size of enterprises and the nature of production, three forms of work organization are used:

• – decentralized - in which all types of repair work and maintenance are carried out by the repair services of the workshops. It's not very effective;
• – centralized - in which all repair work and production of spare parts are carried out by specialized workshops. Centralization of repairs improves the quality of repair services, reduces the cost of work;
• – mixed - in which overhauls and production of spare parts are carried out by the mechanical repair shop, and small and medium repairs and inter-repair maintenance are carried out by the repair sections of the main shops.

For repair of complex equipment (computers, power equipment) proprietary service is increasingly being used, which is carried out by special units of the manufacturer.

Currently, processing enterprises operate a system of planned preventive maintenance of equipment (PSM), which is a progressive form of organizing repair work.

PPR is a set of organizational and technical measures aimed at maintaining equipment in working condition and preventing its emergency decommissioning. Each machine, after working a certain number of hours, is stopped and subjected to preventive inspection or repair, the frequency of which is determined by the design features and operating conditions of the machines.

The PPR system at RUE MZIV provides the following types services:

• 1. Routine technical care, which includes preparing equipment for operation (inspection, cleaning, adjustment), as well as startup and monitoring in operation. It is carried out by maintenance personnel, with the involvement of repair workers in some cases.
• 2. Periodic inspections carried out regularly according to plan at certain intervals, depending on design features equipment and its operating conditions. They are carried out to check the technical condition of machines and identify defects that need to be eliminated during the next repair.
• 3. Current (minor) repairs consist of replacing wear parts, as well as carrying out other work to ensure normal operation of the machine until the next repair. It also identifies parts that require replacement during medium or major repairs.
• 4. Medium repairs are more difficult. Here you need to partially disassemble the mechanism, replace and restore worn parts. It is performed without removing the mechanism from the foundation.
• 5. Major repairs, consisting of replacing worn parts and assemblies, checking and adjusting machines and restoring them in accordance with technical specifications. Carrying out a major overhaul involves complete disassembly of the equipment, removing it from the foundation if necessary.

Inspections, current and major repairs are performed by special repair personnel with the assistance of maintenance staff.

The basis for drawing up a maintenance plan is the standards and structure of the repair cycle. The repair cycle is the operating time of the machine from the start of its commissioning until the first major overhaul. It depends on the durability of the parts and operating conditions of the equipment. Therefore, the duration of the repair cycle is determined by the initial value established for a given type of equipment, which is given in the PPR system for the relevant industry and equipment.

The structure of the repair cycle is the number and sequence of repairs and inspections included in the repair cycle.

Overhaul period ( Mrts) is the operating time of the equipment between two scheduled repairs:

Where RC

Number of average repairs;

Number of current (small) repairs.

The inter-inspection period is the operating time of equipment between two adjacent inspections or between inspection and the next repair:

where is the number of inspections.

Each piece of equipment is assigned a repair complexity category (R). It characterizes the degree of difficulty of repairing this type of equipment. The category number assigned to or another machine indicates the number of conditional repair units contained in it.

The category of repair complexity is used to calculate the volume of repair work, which is necessary to determine the labor intensity of repair work and, on this basis, calculate the number of repair personnel and their wage fund, determine the number of machines in mechanical repair shops.

Let's build the structure of the repair cycle and determine the number of all types of repairs and inspections for some equipment of RUE MZIV.

For the convenience of performing calculations, we summarize the initial data in Table 4.1 (based on data from the RUP MZIV (by the number of equipment) and the “Regulations on the system of scheduled preventive maintenance of equipment”).

Table 4.1 - Initial information

Indicators	Bottle washing machine	Filling machine
Number of equipment units
Number of repairs (inspections) of equipment in the structure of the repair cycle
capital
· average
current
· inspections
Duration of equipment repairs, shifts
capital
· average
current
· inspections
Duration of the repair cycle, months.
Labor intensity of repairs (inspections)
capital
· average
current
· inspections

The rate of overhaul maintenance per worker per shift (based on the “Regulations on the system of planned preventive maintenance of equipment): for wine bottling equipment - 100 and others technological equipment 150 conditional repair units

The annual working time of one worker is 1860 hours, the production rate fulfillment rate is 0.95, the equipment shifts are 1.5. The duration of the work shift is 8 hours. The number of workers directly involved in repairs is 9 people (according to RUP MZIV).

Let's build the structure of the repair cycle for all types of equipment according to Table 4.1.

For bottle washing machine: K-O1-O2-O4-O5-T1-O6-O7-O8-O9-010-C1-O11-O12-O13-Ol4-O15-T2-O16-O17-O18-O19- O20-K

Filling machine K-O1-O2-OZ-O4-O5-O6-O7-O8-T1-O9-O10-O11-O12-O13-O14-O15-O16-S1-O17-O18-O19-O20-O21- O22-O23-O24-T2-O25-O26-O27-O28-O29-O30-OZ1-O32-S2-OZZ-O34-O35-O36-O37-O38-O39-O40-TZ-O41-O42-O43- O44-O45-O46-O47-O48-K

In order to distribute all repairs and inspections by month of the planned year, it is necessary to determine the duration between repairs ( Mrp) and inter-examination ( Mop)periods (according to table 4.1) according to the formula:

RC- duration of the repair cycle,

For bottle washer:

Mrp=18/(1+2+1)=4.5 months=135 days.

Filling machine

Mrp=48/(2+3+1)=8 months=240 days.

Let's determine the duration of the inter-examination period:

For bottle washer:

Mop=18/(1+2+20+1)=0.75 months=23 days.

Filling machine

Mop=48/(2+3+48+1)=0.9 months=27 days.

The system of scheduled preventive maintenance or the PPR system, as this method of organizing repairs is usually called for short, is a fairly common method that originated and became widespread in countries former USSR. The peculiarity of such “popularity” of this type of organization of repair facilities was that it fit quite neatly into the planned form economic management that time.

Now let's figure out what PPR (scheduled preventive maintenance) is.

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

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

PPR classification

I would highlight several types of scheduled maintenance systems, which have the following classification:

regulated PPR (scheduled preventive maintenance)

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

PPR (scheduled preventive maintenance) according to condition:

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

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

Advantages of using a preventive maintenance system or scheduled maintenance of equipment

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

• monitoring the duration of equipment operation between repair periods
• regulation of equipment downtime for repairs
• forecasting the costs of repairing equipment, components and mechanisms
• analysis of the causes of equipment failure
• calculation of the number of repair personnel depending on the repair complexity of the equipment

Disadvantages of the preventive maintenance system or planned preventive maintenance of equipment

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

• lack of convenient tools for planning repair work
• complexity of labor cost calculations
• the complexity of taking into account the indicator parameter
• difficulty in quickly adjusting planned repairs

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

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

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

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

Preventative maintenance is the simplest and most reliable way to plan repair work.

The main conditions ensuring planned preventive relations regarding equipment repair are as follows:

The main need for electrical equipment to be repaired is satisfied by performing scheduled repairs after a specific number of hours worked, thanks to which a periodically repeating cycle is formed;

Each scheduled preventative repair of electrical installations is carried out to the extent necessary to eliminate all existing defects, as well as to ensure the natural operation of the equipment until the next scheduled repair. The period of planned repairs is determined according to the established periods;

The organization of scheduled preventive maintenance and control is based on the usual scope of work, the implementation of which ensures the operational condition of the equipment;

The normal volume of work is determined due to the established optimal periods between scheduled periodic repairs;

Between scheduled periods, electrical equipment undergoes scheduled inspections and checks, which are a means of prevention.

The frequency and alternation of scheduled equipment repairs depends on the purpose of the equipment, its design and repair features, dimensions and operating conditions. Preparation for scheduled repairs is based on identifying defects, selecting spare parts and spare parts that will need to be replaced during repairs. An algorithm for carrying out this repair is specially created, which ensures uninterrupted operation during repairs. This approach to preparation makes it possible to carry out complete repairs of equipment without disrupting the usual production operations.

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;

Conducting employees to follow appropriate use guidelines;

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. At the current stage, measurements and tests are carried out, with the help of which equipment defects are identified 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 maintenance. 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 that are of an emergency nature are eliminated immediately.

Each individual type of equipment has its own frequency of scheduled preventive maintenance, which is regulated by the Technical Operation Rules. All activities are reflected in the documentation, strict records are kept of the availability of equipment, as well as its condition. According to the approved annual plan, a nomenclature plan is created, which reflects the implementation of major and current repairs. Before starting current or major repairs, it is necessary to clarify the date of installation of electrical equipment for repairs.

Yearly schedule of preventative maintenance- this is the basis that serves to draw up a plan and estimate for the year, developed 2 times a year. The annual budget amount is divided into months and quarters, it all depends on the period of major repairs.

Today, for the system of scheduled preventive maintenance of equipment, computer and microprocessor technology (structures, stands, installations for diagnostics and testing) are most often used, which affects the prevention of equipment wear, reduction of repair costs, and also helps to increase operating efficiency.