Coursework: Calculation of maintenance costs, repair activities of control systems and electrical parts of CNC equipment. Calculating equipment repair costs How to calculate equipment repair costs

The cost of maintenance and repair of equipment is determined by the formula:

where Z r.m = 3600 rubles. - annual costs for maintenance and repair of equipment per unit of repair complexity of the mechanical part of the equipment;

Z r.e \u003d 1080 rubles. - annual costs for maintenance and repair of equipment per unit of repair complexity of the electrical part of the equipment;

Calculation of costs for maintenance and repair of process equipment according to the base case is presented in Table 7.11.1.

Table 6.11.1 - Costs for those. basic equipment maintenance and repair

Calculation of costs for maintenance and repair of process equipment according to the design option is presented in Table 6.11.2.

Table 6.11.2 - Costs for those. maintenance and repair of equipment according to the design option

For CNC machines, we additionally calculate the cost of maintenance and repair of CNC devices using the formula:

(6.10.2)

where E \u003d 1400 rubles is the annual cost of maintenance and repair of CNC systems.

For the base version:

.

For the project option:

.

The total cost of maintenance and repair of equipment according to the basic variant ΣЗР о = 87.66 rubles.

The total cost of maintenance and repair of equipment according to the design option ΣЗР о = 14.69 rubles.

6.12 Calculation of cutting tool costs

The cost of a cutting tool is calculated for each operation and for each tool using the formula:

(6.12.1)

where C and - the price of the instrument, rub.;

P and - the cost of all regrinding of the tool, rub.;

T about - the main time for the operation, min;

Kub - the coefficient of random loss of the tool;

T st - tool life period, h;

h is the number of tool regrindings until complete wear;

The calculation of the cost of cutting tools for the base case is presented in Table 6.12.1.

Table 6.12.1 - The cost of cutting tools for the base case

The total cost of the cutting tool according to the basic option ΣZI = 2.66 rubles.

The calculation of the cost of cutting tools for the design option is presented in table 6.12.2.

Table 6.12.2 - The cost of cutting tools for the design option

The total cost of the cutting tool according to the design option ΣZI = 1.29 rubles.

Preparation of cost estimates for maintenance and repair of equipment

Introduction

Conclusion

Literature

Introduction

Enterprises in the process of production and sale of products consume raw materials, materials, fuel, energy, depreciate fixed assets, pay for the labor of employees, bear the costs of servicing and managing production, selling products, paying for the services of other organizations. The totality of all current costs of the enterprise for the production and sale of products, expressed in monetary terms, forms the cost. The cost of production, representing the costs of the enterprise for production and circulation, serves as the basis for comparing costs and income, that is, self-sufficiency - a fundamental feature of market economic calculation.

The value of this economic category in the activities of enterprises is very high. It reflects the rationality of the use of material, labor and financial resources, fixed and working capital, the level of organization of production and labor; cost indicator is one of the most important economic indicators when comparing costs and results in various options for technical and organizational solutions. Therefore, the analysis of the cost of industrial products and the identification of the factors that influenced it are so important in today's market conditions. It allows you to find trends this indicator, the implementation of the plan according to its level, determine the influence of factors on its growth and, on this basis, evaluate the work of the enterprise in using the opportunities and establish reserves for reducing the cost of production.

Both the economic analysis as a whole and the analysis of the production and sale of products are objectively necessary element production management, including costs. Cost management is the main element of management activities. Via economic analysis the essence is known business processes, economic situations are assessed, production reserves are identified and, thus, decisions for planning and management are justified.

Expenses, costs, prime cost have always been under close attention of theory and practice. In the period of building a market economy, the importance of these indicators has increased. The relevance is due to the fact that the value of the main types of resources spent on the production of products, to a large extent affects the efficiency of production, the amount of profit and the level of profitability. Therefore, an enterprise that uses diverse types of resources: material, labor, technical, and others, needs to manage them effectively in order to know how they are related to each other, what decisions to make to increase the return on the resources used, since the level of their use directly affects the amount of consumption. .

The problem of cost management in modern conditions relevant for most Russian companies. The high cost of products and services reduces its competitiveness and forces management to look for reasons and reserves to reduce costs.

Effective cost management is an effective tool for increasing the transparency and efficiency of the company and its structural divisions, and is possible only on the basis of a comprehensive and systems approach to solving the problem, i.e. based on a unified cost management system of the company.

The cost management system allows you to receive accurate and timely information on costs with any level of detail required for management; create a unified cost management loop for the company, its branches and subsidiaries, including planning, accounting, control and cost analysis; make costs transparent structural unit companies; pursue a reasonable tariff policy, identify and expand highly profitable areas of activity, and on this basis increase the efficiency of the company.

In the period of the formation of the economy, the effective management of production costs and the results of the activities of enterprises is an important and complex task. The method of calculating the cost price significantly affects the financial results of the work, as well as management decisions aimed at increasing profitability by reducing production costs.

Methodological problems of calculating the cost of production (works, services) are given great attention in Russian and foreign economic literature. Various aspects of cost and profit management are considered in the works of domestic authors: M.A. Vakhrushina, V.P. Gruzinova, V.I. Danilina, N.P. Kondrakova, V.D. Novodvorsky, V.L. Perlamutrova, N.Ya. Petrakova, A.D. Sheremeta, N.D. Vrublevsky, O.D. Kaverina, V.E. Kerimova, A.A. Kuznetsova, Yu.A. Mishin and others, as well as foreign scientists: K. Drury, J.B. Clark, A. Marshall, J. Foster, J.R. Hicks, C.T. Horngren and others. Their scientific research contributed to the development of the theory and the formation of a sound cost accounting system, the successful application in practice of recommendations aimed at increasing the flexibility and completeness of accounting, strengthening its role in the management process.

The purpose of the course work is to analyze the cost of enterprise services and develop proposals for its reduction.

The object of the study is JSC "Uraldomnaremont".

The subject of the study is the cost of enterprise services.

Research objectives:

Conduct an analysis of the costs of production and sale of services on the example of JSC "Uraldomnaremont";

Find out trends in costs, cost, implementation of the plan for the level of cost, identifying factors for its increase in the enterprise;

Assess the work of the enterprise on the use of opportunities to reduce costs and optimize costs for services;

Propose ways to reduce the cost of services of JSC "Uraldomnaremont".

When conducting this study The following techniques and methods were used:

Horizontal analysis;

Vertical analysis;

Factor analysis of coefficients (relative indicators);

Comparative analysis.

Sources of information: The theoretical basis of the study was the works of scientists-economists, educational and methodical literature. Data of primary, synthetic and analytical accounting and reporting of OAO Uraldomnaremont.

1. Technical and economic characteristics of the enterprise

1.1 Organizational and legal status of the enterprise

open joint-stock company"Uraldomnaremont" was established and registered for the first time by the City Hall of Yekaterinburg, registration number 19 dated 19.01.1995.

The Company is a legal entity and owns separate property recorded on its independent balance sheet, can acquire and exercise property and other rights on its own behalf, incur obligations, be a plaintiff and defendant in court.

The full corporate name of the Company is Open Joint Stock Company Uraldomnaremont.

The abbreviated company name of the Company is OAO Uraldomnaremont.

Location of the Company: Yekaterinburg, VIZ district, st. Kraulya, d. 61.

Types of work performed by JSC "Uraldomnaremont":

Installation of equipment and metal structures.

Work related to heightened danger industrial productions and objects.

Refractory lining.

Installation of technological pipelines.

Installation of hydraulic equipment and communications.

Works on the arrangement of external engineering networks and communications.

Works on the arrangement of internal engineering systems and equipment.

Protection of structures, process equipment and pipelines.

Design of buildings and structures of I and II levels of responsibility.

Commissioning works.

Civil works.

1.2 Organizational structure enterprise management and ways to improve it

The mechanical assembly section is one of the significant production units of the shop. The site management scheme is shown in fig. 1.1.

Rice. 1.1 Scheme of mechanical assembly department management

Four foremen organize the work, three of them foremen of the CCM section No. 1-4 work in shifts, the rest only on the day. Management is carried out by the head of the section.

The main task of the site is to carry out repairs of equipment, mainly roller sections and molds of continuous casting machines (CCM) of the steel casting shop of the converter production. The following equipment is available for repairs at the site:

Special stands for assembly, adjustment, hydraulic testing of equipment;

Lifting equipment incl. bridge type cranes with lifting capacity up to 120t;

Hydraulic presses with a force of up to 800 tons for the assembly / disassembly of rollers, the production of stampings;

Stations for thick lubrication of equipment units;

Mechanized warehouses for finished products and semi-finished products;

Drilling, turning and emery machines;

Washing machine, induction furnace for heating bearings;

Racks, transfer trolleys, special equipment and tools necessary for repair work.

1.3 Technical and economic indicators of the enterprise and their analysis

Table 1.1 shows the dynamics of the main technical and economic indicators of the enterprise.

Table 1.1 - Dynamics of the main technical and economic indicators of the enterprise

Figures 1.1 and 1.2 show the dynamics of the main technical and economic indicators of the enterprise.

Figure 1.1 - Dynamics of financial results in 2006-2009

Figure 1.2 - Dynamics of the number of personnel and average annual wages in 2006-2009

Thus, the data presented in Table 1.1 indicate that in the dynamics for the study period, all performance indicators of the enterprise have improved.

2. Calculation of the cost of maintenance and repair of equipment

2.1 Planning the number of employees for a smooth scope of work

Table 2.1 shows the dynamics of labor costs in 2007-2009.

Table 2.1 - Analysis of labor costs

Analyzing the data in Table 2.1, the following conclusion can be drawn. Average headcount personnel in 2008 compared to 2007 increased by 4 people, and in 2009 compared to 2008 decreased by 24 people. At the same time, the average annual wage per employee in 2008 increased by 20.68 thousand rubles, but at the same time there was a saving in wages due to a decrease in the labor intensity of a unit of services (-19 kopecks) in connection with the implementation of innovative measures. This trend is also observed in 2009: the average annual wage per employee decreased by 14.45 thousand rubles, and the labor intensity of a unit of services - by 66 kopecks.

2.2 Calculation of labor costs and contributions to off-budget funds

cost estimate service reduction

To determine the degree of influence of individual factors on the level of labor costs, we will use the data from Table 2.1:

1. Labor costs (LOC):

a) 2007 ZOT 0 = 22532 thousand rubles

b) 2008 ZOT 1 = 26284 thousand rubles

c) 2009 ZOT2 = 20284 thousand rubles

2. Determine the average wage per employee

salary of 1 worker = ZOT / N

a) 2007: salary of 1 employee 0 = 22532 / 148 = 152.24 thousand rubles.

b) 2008: salary of 1 employee 1 = 26284 / 152 = 172.92 thousand rubles.

c) 2009: salary of 1 employee 2 = 20284 / 128 = 158.47 thousand rubles.

3. Let's determine what would be the cost of labor with the average wage per employee at the level of the previous year and the number of employees in the reporting year:

ZOT 1 \u003d salary of 1 employee 0 * N 1 \u003d 152.24 * 152 \u003d 23140.48 thousand rubles.

ZOT 2 \u003d salary of 1 employee 1 * N 2 \u003d 172.92 * 128 \u003d 22133.76 thousand rubles.

4. Let's determine the influence of individual factors on the level of labor costs:

a) change in the number of employees

ΔZOT 1 number of employees \u003d ZOT 1 - ZOT 0 \u003d 23140.48 - 22532 \u003d 608.48 thousand rubles.

ΔZOT 2 number of employees \u003d ZOT 2 - ZOT 1 \u003d 22133.76 - 26284 \u003d - 4150.24 thousand rubles.

b) change in the average wage per employee

ΔZOT 1 salary 1 employee \u003d ZOT 1 - ZOT 1 \u003d 26284 - 23140.48 \u003d 3143.52 thousand rubles.

ΔZOT 2 salary 1 employee = ZOT 2 - ZOT 2 = 20284 - 22133.76 = - 1849.76 thousand rubles.

c) the overall influence of factors

ΔZOT 1 \u003d ΔZOT 1 number of employees + ΔZOT 1 salary 1 employee = 608.48 + 3143.52 = 3752 thousand rubles.

ΔZOT 2 \u003d ΔZOT 2 number of employees + ΔZOT 2 salary 1 employee \u003d - 4150.24 - 1849.76 \u003d - 6000 thousand rubles.

Thus, in 2008 at JSC "Uraldomnaremont" there was an increase in labor costs by 3,752 thousand rubles compared to 2007. This growth was due to an increase in the average wage per employee, under the influence of which the STB increased by 3143.52 thousand rubles, as well as due to an increase in the number of employees by 4 people, which led to an increase in the STB by 608, 48 thousand rubles.

In 2009, Uraldomnaremont JSC reduced labor costs by 6,000 thousand rubles compared to 2008. This decrease occurred due to a decrease in the average wage per employee, under the influence of which the STB decreased by 1849.76 thousand rubles, as well as due to a decrease in the number of employees by 24 people, which led to a decrease in the STB by 4150, 24 thousand rubles.

2.3 Calculation of workshop and general factory costs

Let's analyze the costs for 1 ruble of the volume of services at OAO Uraldomnaremont.

Table 2.2 - Analysis of costs per 1 ruble of the volume of services at JSC "Uraldomnaremont"

Figure 2.2 shows the dynamics of costs per ruble of marketable products in 2007-2009.

Figure 2.1 - Dynamics of costs per ruble of commercial output in 2007-2009

In the course of the cost analysis for 1 ruble of the volume of services, it was revealed that the costs for 1 ruble of the volume of services at Uraldomnaremont OJSC amounted to 0.7576 rubles in 2007, 0.7752 rubles in 2008, and 0 in 2009, 6241 rub. Costs per 1 ruble of services increased in 2008 compared to 2007 by 0.0176 rubles; in 2009 compared to 2008 are reduced by 0.1511 rubles. This is a positive moment in the activities of the organization and indicates an increase in the profitability of services.

Let's spend factor analysis costs per 1 ruble of the volume of services by the method of chain substitutions using table 2.3, using data from 2008 and 2009:

Factor model Z-you for 1 rub. Y \u003d Zo / Y, where Zo - total costs (multiple model). Both factors are quantitative.

Table 2.3 - Factor model W-you for 1 ruble

Factor analysis showed that the total costs decreased, this led to a decrease in costs by 1 rub. the volume of services by 0.1202 rubles; costs for 1 rub. volume of services increased by 0.0260 rubles. by reducing the volume of services.

A direct impact on the change in the level of costs per ruble of marketable products is exerted by 4 factors that are in direct functional connection with it:

o change in the structure of manufactured products;

o change in the level of costs for the production of individual products;

o change in prices and tariffs for consumed material resources;

o change wholesale prices for products.

The cost per 1 ruble of the volume of services is determined by the formula:

Cost = ΣQ*P / ΣQ*Z, (2.1)

1. Determine the costs per 1 ruble of services in 2007.

Cost 0 \u003d ΣQ 0 * Z 0 / ΣQ 0 * P 0 \u003d 30722/40645 \u003d 0.7576 rubles.

2. Determine the costs per 1 ruble of services in 2008.

Cost 1 \u003d ΣQ 1 * Z 1 / ΣQ 1 * P 1 \u003d 34132/40032 \u003d 0.7752 rubles.

3. Calculate the costs per 1 ruble of the volume of services in 2008 at the cost of a unit of services and prices in 2007

Cost 1 \u003d ΣQ 1 * Z 0 / ΣQ 1 * P 0 \u003d 30691/40615 \u003d 0.7557 rubles.

4. Calculate the costs per 1 ruble of the volume of services in 2008 at the unit cost of services in 2008 and prices in 2007

Cost 2 \u003d ΣQ 1 * Z 1 / ΣQ 1 * P 0 \u003d 34132/40615 \u003d 0.8404 rubles.

ΔZap Q \u003d Zap 1 - Zap 0 \u003d 0.7557 - 0.7576 \u003d - 0.0019 rubles.

ΔZap P \u003d Zap 2 - Zap 1 \u003d 0.8404 - 0.7557 \u003d + 0.0847 rubles

ΔZtr Z \u003d Cost 1 - Cost 2 \u003d 0.7752 - 0.8404 \u003d - 0.0652 rubles.

ΔZatr \u003d -0.0019 + 0.0847 - 0.0652 \u003d 0.0176 rubles.

Thus, the cost of services rendered in 2008 increased by 0.0176 rubles. per rub. sales. This happened as a result of a change in the structure products sold- decrease by 0.0019 rubles. per rub. costs, upward price changes - by 0.0847 rubles. per rub. costs, cost reduction due to changes in the prices of services sold, which made it possible to reduce the cost by 0.0652 rubles. per rub. costs.

1. Determine the costs per 1 ruble of services in 2008.

Cost 0 \u003d ΣQ 0 * Z 0 / ΣQ 0 * P 0 \u003d 34132/44032 \u003d 0.7752 rubles.

2. Determine the costs per 1 ruble of services in 2009.

Cost 1 \u003d ΣQ 1 * Z 1 / ΣQ 1 * P 1 \u003d 28621/45863 \u003d 0.6241 rubles.

3. Calculate the costs per 1 ruble of the volume of services in 2009 at the cost of a unit of services and prices in 2008

Cost 1 \u003d ΣQ 1 * Z 0 / ΣQ 1 * P 0 \u003d 29797.6 / 42559.8 \u003d 0.7001 rubles.

4. Calculate the costs per 1 ruble of the volume of services in 2009 at the unit cost of services in 2009 and prices in 2008

Cost 2 \u003d ΣQ 1 * Z 1 / ΣQ 1 * P 0 \u003d 28621/40615 \u003d 0.7047 rubles.

5. Let us determine the impact on the costs per 1 ruble of the volume of services of various factors:

a) change in the structure of products sold

ΔZap Q \u003d Zap 1 - Zap 0 \u003d 0.7001 - 0.7752 \u003d - 0.0751 rubles.

b) change in cost of goods sold

ΔZap P \u003d Zap 2 - Zap 1 \u003d 0.7047 - 0.7001 \u003d + 0.0046 rubles

c) change in prices of products sold

ΔZtr Z \u003d Cost 1 - Cost 2 \u003d 0.6241 - 0.7047 \u003d - 0.0806 rubles.

d) the total influence of all factors

ΔZatr = - 0.0751 + 0.0046 - 0.0806 = - 0.1511 rub.

Thus, the cost of goods sold in 2009 decreased by 0.1511 rubles. per rub. sales. This happened as a result of a change in the structure of sold products - a decrease by 0.0751 rubles. per rub. costs, upward price changes - by 0.0046 rubles. per rub. costs, but the greatest impact was exerted by the cost reduction due to changes in the prices of products sold, which made it possible to reduce the cost by 0.0806 rubles. per rub. costs.

2.4 Budgeting and analysis

We will analyze the cost of services at OAO Uraldomnaremont. When calculating the cost by cost elements, the following expenses are included in its composition:

material costs;

labor costs;

contributions for social needs;

other costs.

Table 2.4 - Analysis of the cost of services at JSC "Uraldomnaremont" by economic elements for 2007-2008

Table 2.5 - Analysis of the cost of services at JSC "Uraldomnaremont" by economic elements for 2008-2009

Based on the data in tables 2.4 and 2.5, we can conclude that the total amount of costs in 2008 compared to the level of 2007 increased by 3340 thousand rubles, the total amount of costs in 2009 compared to the level of 2008 is reduced by 5511 thousand roubles. The largest share in the cost structure in 2008 was occupied by labor costs, although in 2009 their share decreased by 6.1%, thus the company saved 6,000 thousand rubles. The amount of material costs in 2008 compared with the level of 2007 decreased by 384 thousand rubles. or 1.9%, and the amount of material costs in 2009 compared to the level of 2008 increased by 374 thousand rubles. or 2.5%. In 2008, compared to 2007, other costs decreased by 2.5%, or by 569 thousand rubles, but in 2009, compared to 2008, they increased by 4.5%, or by 928 thousand rubles.

The share of costs in the total cost is shown in Figures 2.2 - 2.3.

Figure 2.2 - The share of costs in the total cost of services in 2007

Figure 2.3 - The share of costs in the total cost of services in 2008

Figure 2.4 - The share of costs in the total cost of services in 2009

These figures indicate that in the study period, the main share of costs fell on the remuneration of employees, by 2009 the share of this cost item decreased by 4%, the share of costs for raw materials and materials increased by 1%, other costs of the enterprise increased by 2%. %.

3. Development of measures for good governance costs

When repairing equipment, unloading work is carried out manually. At the moment, 14 people are employed in the loading operations of the port direction. In order to save costs, the company is offered to purchase an autoloader, which will reduce the share of manual labor, which will positively affect the cost of the company's services.

For the implementation of loading and unloading operations, the company is recommended to purchase an MSI 20-35 forklift.

MSI series forklifts are mainly designed for loading work in open areas. The scope of their application is quite wide - this is the work of loading and unloading vehicles (the loader is able to work in the bodies of trucks and their trailers), work on unpaved areas and uneven terrain, work in the port, work in the winter. Forklifts can also work indoors. For each of these conditions, loaders are equipped with the appropriate type of wheel tread.

MANITOU MSI forklifts are equipped with PERKINS diesel engines or TOYOTA gasoline engines. The hydrostatic transmission makes it possible to control with millimeter precision without jerking during acceleration and deceleration. The hydraulic valve precisely transmits the driver's signals to the loader. The front axle differential lock allows normal operation on slippery surfaces, including icy and snowy areas. High ground clearance (ground clearance) of 260 mm. allows you to easily overcome surface irregularities without the risk of damage to the load. The rear axle of the loader is with a transverse slope, which does not hang out the wheels when hitting an obstacle. Large-diameter front wheels with low-pressure tires absorb small surface irregularities and also improve traction on slippery surfaces. The rear wheels, equipped with built-in hydraulic cylinders, have a large steering angle, which provides good maneuverability for MSI forklifts. Two brake systems: hydrostatic and hydraulic. Hydrostatic braking occurs by disabling the pump drive.

MSI lift trucks are equipped as standard with an open cab with front and rear windows. The height of the loader with a standard cab is 2.10 m, and for the Buggi version - 1.99 m (for work in the bodies of vehicles). To reduce vibration from the engine and driving on uneven surfaces, the cab is equipped with shock absorbers. To facilitate the work of the driver, the cab of the loader is designed so that only one step is necessary for the driver to access. Also, for convenience, the loader is equipped with two handrails. Front and rear windshield wipers with glass washer are provided as standard. The cab can also be equipped with two 180° opening doors and with an installed heater.

MANITOU forklift trucks can work with different types of cargo. As attachments all sorts of grabs and buckets for bulk cargo can be used. Mast tilt 10/12° is the best indicator among loaders. Loaders can be equipped with several types of masts with lifting heights up to 6 meters, including those with free lifting forks.

To work with various types of cargo, MANITOU offers a set of additional equipment for quick attachment change (fig.) and, for example, changing the fork carriage to the bucket takes only a few seconds and the operator can make the change without leaving the cab.

MSI 20-35 forklift for open areas is offered to be purchased from JSC Technology and Logistics. Founded on May 21, 2002, the company "Technology and Logistics" today is the official partner of the German company Pfaff-Silberblau and offers warehouse equipment in Moscow and St. Petersburg (St. Petersburg) at the best prices, in the shortest possible time. The cost of the forklift is 258,000 rubles, the equipment will be purchased at the expense of own funds companies.

As mentioned earlier, at the moment, 14 people are currently employed in the loading operations of the port direction. Due to the introduction automatic equipment the enterprise will be able to reduce the number of personnel employed in unloading by 4 people.

13205*12*4 = 633840 rub.

633840*0.26=164798.4 rub.

258,000 * 20% = 51,600 rubles.

Table 3.1 shows the dynamics of the enterprise's costs before and after the implementation of the proposed measure.

Table 3.1 - Dynamics of enterprise costs before and after the implementation of the proposed measure

Thus, total cost JSC "Uraldomnaremont" will be reduced by 747.24 thousand rubles.

Let us calculate the efficiency of capital investments. When calculating the discount rate, we will take the level of interest rate at 20%, taking into account the refinancing rate set by the Central Bank of the Russian Federation at 8.5%, the planned inflation rate of 7.5%, and the planned risk level of 4%. The project implementation period is 2 years.

The amount of capital investments is 258 thousand rubles.

The calculation of net present value is presented in table 3.2.

Table 3.2 - Net present value of the project, thousand rubles

Project Profitability Index:

PI = 1494.48/258= 5.79

Simple payback period of the project:

PP \u003d 258 / (1,494.48 / 2) \u003d 0.35 years.

Discounted payback period of the project:

DPP = 258/(1141.0355/2) = 0.45 years.

So, the payback period of the project is 0.45 years, which confirms the effectiveness of the implementation of the proposed measure.

The use of specialized and universal load gripping devices allows to increase the productivity and safety of work, significantly increase the service life and reduce the risk of deformation of containers, fittings and lifting eyes during overload. Equipment of this type, used for lifting and moving containers, can be divided into four main groups:

- universal rigging general purpose(slings of all types, including textile);

- removable load-handling devices made in the form of traverses with flexible traction elements;

– frame-type traverses (cargo frames) with special locks for capturing containers by the top fittings;

- load-handling devices of manual, semi-automatic and automatic action, which are the load-handling body of a container crane (container grips) or a reloader.

Mitsubishi FD80K forklift with a load capacity of 8000 kg Designed for intensive work in wagons, containers, trucks, in open and closed warehouses The series of Mitsubishi heavy loaders of the FD60-90 series are equipped with powerful diesel engines with high fuel efficiency and low emissions in combination with automatic 2-way or 3 speed transmission. The robust chassis and hardy steering axle ensures a long service life, while reliability and excellent serviceability ensure low operating costs.

The 1.2-20 ton capacity Mitsubishi FD80K loader series is exceptionally compact and easy to operate, with low maintenance costs. maintenance. It is the ideal assistant for a company whose goal is maximum productivity and profitability.

The operator spends at least 70% of the time in the warehouse on the loader, so comfort is essential throughout the day and ergonomics and vibration isolation are key to the design of the loader. The Grammer MSG12 handlebar is standard on the FD80K series loader models, with the MSG20 handlebar available as an option.

The loader has a wide legroom, easy command control is provided. To the right of the display are the backlight buttons, the shift lever and the emergency lever. The handbrake lever is easily operated with the corresponding button.

To turn the loader from the extreme left to the extreme right position, it is necessary to make 4 full turns of the steering wheel for a 3-wheel model.

The new optimized anti-glare screen is equipped with an IP54-rated processor, which ensures clear information.

In loaders new series FD80K The new steering system has been greatly improved by installing a larger power hydraulic box and the latest priority valve.

The new hydraulic steering system delivers lighter and more precise turning force regardless of load, which greatly improves productivity.

The pump motor with priority valve for the control system is a 9 kW (IP20) JULI type serial motor. The steering column has an inclination of 5, which makes steering easier.

The loader systems are tuned to maximize operator error correction under normal operating conditions.

Automatic cornering speed control: New technology allows you to independently adjust the speed of the traction motor when maneuvering the loader. The electronic system uses a potentiometer mounted on the rear axle to adjust the speed of each motor individually without reducing torque, especially when cornering. The electronic differential obtained with this solution ensures complete safety of the loader when steering. When steering a three-wheel loader, the potentiometer sends a signal to the power module to stop the turn during the turn and when the direction of rotation of the wheel is reversed, which creates a small turning radius. Any malfunction of the potentiometer is recorded in real time using electronic system, which immediately turns on the emergency systems.

Slow rolling unattended: When the loader is left on a slope without the handbrake applied, the loader will roll downhill. This triggers an alarm.

Inability to Accelerate When Turning: When the loader is turning, the operator cannot increase speed.

Seat microswitch test: When the operator leaves the seat while the truck is in operation, the electric brake is immediately applied and all functions except steering are disabled.

The cost of the forklift is 398,500 rubles, the equipment is purchased at the expense of the company's own funds.

We will calculate the savings from the implementation of the proposed measure.

As mentioned earlier, at the moment, 15 people are currently employed in the loading operations of the railway direction.

Due to the introduction of automatic equipment, the enterprise will be able to reduce the number of personnel employed in unloading by 5 people.

The average salary of one employee of JSC "Uraldomnaremont" is 13,205 rubles.

Thus, there will be savings in the wage fund on:

13205*12*5 = 792300 rub.

Savings of social contributions will be:

792300 *0.26=205998 rub.

Due to the purchase of a loader, the company will increase the amount of depreciation related to other expenses:

398500 * 20% = 79700 rubles.

Table 3.3 shows the dynamics of the company's costs before and after the implementation of the proposed measure.

Table 3.3 - Dynamics of enterprise costs before and after the implementation of the proposed measure

Thus, the total cost of JSC "Uraldomnaremont" will be reduced by 918.6 thousand rubles, which confirms the effectiveness of the implementation of the proposed measure.

Conclusion

The transition to a market economy requires enterprises to increase production efficiency and competitiveness of products and services through the introduction scientific and technological progress, effective forms of management and production management, overcoming mismanagement, enhancing entrepreneurship, initiative, etc.

The cost price is the main price-forming and profit-making factor, therefore, its analysis allows, on the one hand, to give a general assessment of the efficiency of resource use, on the other hand, to determine the reserves for increasing profits and reducing the price of a unit of production.

Cost reduction is the basis for increasing production efficiency. The cost of production is a consolidated synthetic indicator that characterizes in a generalized form all aspects of production economic activity enterprises. Cost price serves economic form reimbursement of consumed, elements of production, as well as to build a system of economic indicators and standards: profits, profitability, prices. Therefore, it plays an important role in the mechanism of economic accounting.

Obtaining the greatest effect at the lowest cost, saving labor, material and financial resources depends on how the enterprise solves the issues of reducing the cost of production.

Factor analysis showed that the cost of services at OAO Uraldomnaremont in 2009 decreased compared to 2008 by 5511 thousand rubles, while decreasing by 6813 thousand rubles. by reducing the wage fund; increased by 374 thousand rubles. due to an increase in material costs and by 928 thousand rubles. by increasing other costs. The decrease in the payroll had the greatest impact on the change in the cost of services.

The cost of goods sold in 2009 decreased by 0.1511 rubles. per rub. sales. This happened as a result of a change in the structure of sold products - a decrease by 0.0751 rubles. per rub. costs, upward price changes - by 0.0046 rubles. per rub. costs, but the greatest impact was exerted by the cost reduction due to changes in the prices of products sold, which made it possible to reduce the cost by 0.0806 rubles. per rub. costs.

Thus, the cost of services rendered in 2008 increased by 0.0176 rubles. per rub. sales, and in 2009 decreased by 0.1511 rubles. per rub. sales.

The obtained results of the analysis show that in 2009 in relation to 2008 the level of profitability increased due to the increase in the price level and specific gravity more profitable types of services in total sales. Reducing the cost of services sold by 1,176.6 thousand rubles. caused an increase in the level of profitability of services by 6.32%.

In order to save costs, Uraldomnaremont OJSC proposes a number of measures for implementation.

Literature

1. Analysis and diagnostics of the financial and economic activities of the enterprise / ed. P.P. Taburchak, V.M. Tumin and M.S. Saprykin. - Rostov n / a: Phoenix, 2006. - 352 p.

2. Bakanov, M.I. Theory of economic analysis / M.I. Bakanov, A.D. Sheremet. - M. : Finance and statistics, 2006. - 416 p.

3. Bank, V.R. The financial analysis/ V.R. Bank, S.V. Bank, A.V. Taraskin. - M. : Prospekt, 2005. - 158 p.

4. Bednenko, T.E. Cost management as a factor in increasing the competitiveness of an enterprise / T.E. Bednenko // Director's consultant. - 2008. - No. 2. - P.35-38.

5. Vasin, Yu.P. To the question of the classification of production costs / Yu.P. Vasin // Accounting. - 2007. - No. 4. - P.52.

6. Kanke, A.A. Analysis of the financial and economic activities of the enterprise / A.A. Kanke, I.P. Koschevaya. - M. : INFRA-M, 2005. - 288 p.

7. Kerimov, V. Management accounting and classification of costs / V. Kerimov Director's consultant. - 2008. - No. 14. - P.23-28.

8. Savitskaya, G.V. Analysis of economic activity of the enterprise / G.V. Savitskaya. - M. : INFRA-M, 2007. - 425 p.

9. Cost management at the enterprise / Ed. V.G. Lebedev and others - St. Petersburg. : Business Press, 2007. - 287 p.

10. Cost management at the enterprise / Ed. G.A. Krayukhin. - St. Petersburg. Business press, 2006. - 325 p.

11. Fedotov, I. Enterprise cost management / I. Fedotov // Economy and life. - 2006. - No. 21. - P.23.

12. Khotinskaya, G.I. Conceptual foundations cost management / G.I. Khotinskaya // Management in Russia and abroad. - 2007. - No. 4. - P.18-24.

13. Changli, D.F. On the management of production costs at the enterprise D.F. Changli, D.I. Khismatullin // Accounting. - 2007. - No. 2. – P.67-68.

14. Shchiborsch, K.V. Analysis of the economic activity of Russian enterprises K.V. Shiborsch. - M. : DIS, 2007. - 320 p.

15. Yanchenko, S.V. Application of Operational Analysis in Solving Economic Problems S.V. Yanchenko Company management. - 2008. - No. 11. - P.24-27.

Equipment repair costs are calculated using the formula:

Group of repair complexity of the main part of the equipment:

Costs for all types of scheduled preventive maintenance and overhaul maintenance for the repair cycle per unit of equipment repair complexity, rub. per cycle/unit repair, complexity.

Coefficient taking into account the cost of repairing the energy part of the equipment; ;

Duration of the repair cycle, year/cycle;

Coefficient taking into account the influence of the type of production, etc.

Energy costs per product

Electricity costs are calculated using the formula:

Annual electricity consumption, kWh/year;

The cost of 1 kW / hour of electricity, rubles / kWh (data must be taken at the enterprise for which the graduation project is being carried out);

Annual output of products, (pcs/year).

The value of the annual electricity consumption attributable to the annual volume of production of parts is calculated based on the norm of time for the operation:

The total installed power of the electric motors of the equipment;

Load factor by time of electric motors;

Power load factor;

Coefficient of simultaneous operation of engines; ;

Coefficient taking into account the loss of electricity in plant networks, ;

The norm of time for the i-th operation of manufacturing the product;

Average efficiency of electric motors;

Coefficient of fulfillment of time norms for the -th operation; ;

Annual release program.

It is advisable to summarize the initial data for calculating the cost of electricity in Table 2.

Table 2.

Input data for calculating electricity costs

Tooling costs

The cost of fixtures (equipment) is calculated by the formula:

, (rub./pcs.-oper.)

The book value of one unit of fixtures d-th standard size;

Factor taking into account the cost of repairing fixtures d-th size, ;

Number of fixture units d-th standard size;

Fixture occupancy rate d-th standard size, ;

Equipment depreciation period d-th standard size;

.

2.1.3.5. Premises maintenance costs

The cost of maintaining the premises is calculated by the formula:

, (rub/piece - operas)

Area, to perform the -th operation, m 2;

Area occupancy rate,

Annual expenses for the maintenance of the premises per 1 m 2 of the area of ​​\u200b\u200bthe workshop (data must be taken at the enterprise for which the graduation project is being carried out).

Then the total cost of maintaining all used premises is calculated by the formula

Shop costs.

The cost of maintaining the workshop is determined by the formula

where, С ЗО - wages of the main workers, (see clause 2.1.3.2.)

K C - coefficient that takes into account workshop costs, is within the following limits: for machine shops - 0.4 - 0.6; for stamping and galvanic - 0.5 - 0.65; for thermal - 0.55 - 0.7; for foundries - 0.6 - 0.75; for assembly - 0.3 - 0.4.

After calculating all the components, it is necessary to calculate the total amount of current costs and present them in table 3. Table 3.

Total cost of manufacturing a part (product)

The amount of current costs for the annual production of products is calculated for both options for the technological process according to the formula:

(rubles/year), where:

3rd ed.- the cost of manufacturing a unit of the product, rub.;

- annual release program, pcs.

Introduction……………………………………………………………………...…....2

1. Maintenance and repair of control systems and electrical equipment with CNC and RTK…………………..……6

1.1 Requirements for the operation of CNC equipment……………………...…..6

1.2 Scheduling maintenance and repair work………...9

1.3 Organization of maintenance and repair work………....21

2. Control over the implementation of the rules of operation and the timing of the repair work of CNC equipment………………………………………..….22

2.1 Control over the implementation of the operating rules………………………….22

2.2 Quality control and timing of repairs……………...23

3. Economic part………………………………………………………….24

3.1 Calculation of the labor intensity of the finished scope of work on maintenance and repair activities for the planned period………………………………24

3.1.1 Calculation of labor intensity for maintenance……………...……………….24

3.1.2 Calculation of labor intensity for repair work……………...……………...25

3.2 Calculation of the need for labor………………………………………...28

3.3 Calculation of the payroll……………………………………………….30

3.4 Determining the cost of materials and spare parts for the repair of equipment………………………………………………………………………….32

3.5 Determining the annual cost of maintenance and repair activities with CNC…………………………………………………………………..…………....33

4. Technical and economic indicators for the maintenance and repair of control systems and the electrical part of the CNC equipment group……………………………………………………………...……………… …..35

Literature…………………………………………………………..…………...36

Introduction

Behind last years significantly increased the level of automation series production in mechanical engineering due to the widespread use of machine tools with numerical control. The experience of operating such machines in many branches of mechanical engineering has convincingly shown that when implementing a certain set of organizational and technical measures necessary for the introduction of CNC machines, and with the optimal use of their capabilities, these machines provide significant advantages compared to universal ones.

Generations of CNC electronic devices have changed, their capabilities have fundamentally changed, which left an imprint on the design and functionality of the control object itself - a metal-cutting machine. This, in turn, posed new challenges for the developers of CNC devices. As a result of such interdependent development, highly advanced CNC devices arose, built according to the structure of a computer, and also created a high-performance technological equipment with CNC, including technological modules, automated technological cells, automatic lines, automated sections, etc.

Progress in all areas of technology has somewhat increased the range of products, accelerated their obsolescence. The number of types and sizes of machines and products has now increased dramatically. The requirements for their quality and reliability have increased, and it became necessary to manufacture a larger number of experimental, experimental and specialized machines. The consequence of this was an increase in the share of single and small-scale production in the total production volume.

The use of CNC systems in machine tools is the most effective means of increasing machine time and automating small-scale production, which ensures its high technical and economic efficiency and allows organizing centralized preparation of processing programs that can be easily duplicated and transferred from one center to any factories. Scientific and technological progress also imposes increased requirements on the level of training of specialists, especially in professions related to new technology.

The experience of using CNC machines has shown that the efficiency of their use increases with increasing accuracy, complicating the processing conditions for multi-tool, multi-operational processing of workpieces from one stop. The great advantage of machining on CNC machines is also that the role of manual labor is significantly reduced, the need for qualified general-purpose machine operators is reduced, and the composition of workers in metalworking shops is changing. The functions of the operator are greatly simplified and come down to installing the part on the machine, removing it from the machine and changing tools, while eliminating operator errors when setting coordinates due to automatic positioning.

Modern production is unthinkable without CNC equipment. The number of CNC machine tools is constantly growing, numerical control itself is developing and changing rapidly, which has made it possible to expand the technological capabilities of the equipment equipped with it, improve processing accuracy, and reduce processing time.

The ever-increasing reliability of CNC machines should also expand the scope of application of CNC machines, which reduces operating costs, reduces downtime, and ultimately leads to a decrease in the number of machines required. Technical process today is inextricably linked with the widespread introduction of computer technology into production. Tens of thousands of CNC machines work at machine-building plants. On their basis, production systems and computer-controlled sections are created.

Increasing production efficiency and product quality is largely determined by the creation of machines that allow for complex automation. technological processes in mechanical engineering. Integrated automation involves the use of self-controlled machines for basic and auxiliary operations, as well as the use of computer technology for planning, organizing and controlling production processes. Integrated automated production is characterized by the use of machine systems.

The implementation of complex mechanization and automation of production can significantly improve working conditions in the manufacturing sector. Raising the efficiency of social production is possible only by automating and mechanizing it, equipping it with high-performance machine tools with numerical program control and industrial work.

The desire to increase the number of products produced by CNC machines, accelerate the turnover of products in mechanical engineering and avoid a shortage of machine operators has led to the emergence of flexible production modules and flexible production systems, which are a combination of multi-operation CNC machines, robotic Vehicle and microelectric control systems, branching areas flexible structure. Thanks to the use of flexible production models and systems, the problem of round-the-clock use of equipment is being solved, and opportunities for the practical implementation of “unmanned technology” are opening up.

Table 1 - Initial data

1. Maintenance and repair of control systems and electrical parts of CNC equipment

1.1 Requirements for the operation of CNC equipment

Installation of high precision CNC equipment, classes B and A, in common areas for machine shops is not allowed. It is installed in thermally constant rooms, where the temperature is maintained within the range of 200±10 and humidity 30 ÷ 60 percent. Machine tools of classes N and P are installed in machine shops (or in separate areas) at a sufficient distance from equipment that cause vibration or is protected by a vibration-isolating base. Water heating radiators must be removed at least 1 m from the installed equipment and must be covered with a heat-insulating screen. The premises must be equipped with lifting and transport mechanisms. There should be no caustic gases and vapors in concentrations that cause corrosion of metals.

Other requirements for the premises are the same as for conventional equipment of normal and high accuracy.

The CNC equipment installed in the shops is at the disposal of the heads of the shops, who are fully responsible for its safety, for the implementation of the operating rules and the timeliness of scheduled maintenance and repair.

Control over the correct operation of CNC equipment rests with the foremen and mechanics of production workshops.

Production foremen are obliged to monitor the performance of daily maintenance by production workers, in accordance with the operating rules: timely lubrication, removal of chips and equipment cleaning, compliance with the established procedure for transferring equipment from shift to shift, maintaining general cleanliness in the room.

The shop mechanic ensures timely removal of equipment for scheduled maintenance and checks entries in the operation log of CNC equipment.

Compliance with the rules of operation is mandatory for all services of the enterprise.

CNC metal cutting machines, regardless of the accuracy class, should be used only in accordance with the technological purpose of the machine and within the limits of the loads allowed by the machine.

On CNC machines of classes B and A, only types of work that are indicated in the manuals of manufacturers can be performed. To avoid premature wear of the guides or the formation of scuffing on them, it is forbidden to process parts whose weight exceeds the allowable weight specified in the instruction manual.

It is forbidden to put parts and tools on rails and other places not provided for storage.

Before installing tools or adapters, their tapered shanks and the tapered sockets of machine spindles and quills must be checked and wiped. It is strictly forbidden to use tools and accessories that are damaged (scratches, nicks, marks).

Only qualified adjusters who have undergone appropriate training and certification may be allowed to set up CNC equipment and devices. Repair work is allowed for persons who have studied the design and technological features of the equipment and the rules of technical operation, who have the appropriate qualification group on safety when working with electrical installations, who have undergone special instruction, passed the exam of the factory qualification commission, which must include engineers from the laboratory for maintenance and repair of CNC equipment.

Pm = (K1 + K2) K3 K4, (1)

where K1 - coefficient reflecting the weight characteristics;

K2 - coefficient, depends on the power of the drive of the main movement;

K3 - coefficient characterizing the accuracy class of the equipment;

K4 - coefficient characterizing the number of working coordinates.

Using the manuals (passports) according to tables 2, 3, 4, 5 we find for machines K1, K2, K3, K4.

Pm = (6.1 + 6.6) 1.1 1.1 ≈ 15

K1 = 9.5; K2 = 12.8; K3 = 1; K4 \u003d 1.2

Pm = (9.5 + 12.8) 1 1.2 ≈ 27

IP500 - PMF4

K1 = 8.4; K2 = 12.8; K3 = 1.1; K4 = 1.2

Pm = (8.4 + 12.8) 1.1 1.2 ≈ 28

K1 = 25.4; K2 = 12.8; K3 = 1; K4 = 1.4

Рm = (25.5 + 12.8) 1 1.4 ≈ 43

K1 = 6.1; K2 = 6.6; K3 = 1.1; K4 = 1.1

Pm = (6.1 + 6.6) 1.1 1.1 ≈ 14

K1 = 9.5; K2 = 14.6; K3 = 1.1; K4 = 1.3

Pm = (9.5 + 14.6) 1.1 1.3 ≈ 34

K1 = 6.7; K2 = 11.1; K3 = 1.1; K4 = 1.2

Pm = (6.7 + 11.1) 1.1 1.2 ≈ 10

Record the results in table 1

1.2 Planning for the maintenance and repair of CNC equipment

In accordance with model organizations structures operating in the industry, at enterprises with more than 100 pieces of CNC equipment, specialized laboratories for the repair and maintenance of these machines are organized. They are independent structural units and report to the chief mechanic. At enterprises with less than 100 units of maintenance of CNC systems, overhaul maintenance, elimination of failures and failures, technical guidance and constant monitoring of compliance with the rules for maintaining equipment, analysis of causes, drawing up requests for spare parts and components, etc.

During scheduled preventive maintenance, mandatory design, technological, material and organizational preparation for maintenance and repair of CNC equipment is carried out.

Design preparation consists in the development of working drawings of replaceable wear parts.

Technological preparation consists in the preparation of technological processes for the development, assembly of CNC equipment, as well as the preparation of a defective statement. The defective statement is an executive technological statement and is compiled during major and current repairs. A preliminary defective statement is compiled during maintenance performed before a scheduled repair.

The preparation of repair work provides for the timely receipt or manufacture of spare components and parts for worn ones, the provision of the necessary tools and fixtures, as well as materials and purchased components.

When developing a PPR schedule, planning of all repair activities is carried out. The main objective of the schedule is to ensure the efficient use of equipment in a system of preventive repairs and inspections. The annual planned schedule is compiled on the basis of the structure and duration of the repair cycles of equipment intended for maintenance. The structure of the repair cycle is a list in a certain sequence of maintenance of systems and repair work in the period between two overhauls.

The system of scheduled preventive maintenance provides for the timing of maintenance work, which is functionally dependent on the number of hours worked by the equipment. The operating time of the machine is taken as the time worked, when the equipment mechanisms are in motion and the radio elements of the racks are functioning. Therefore, to use standard norms time, a necessary condition is the organization of an accurate accounting of the operating time of CNC machines and robots.

The repair work schedule is coordinated with the workshop and approved by the chief mechanic, in some cases the chief engineer. The postponement of scheduled work on the repair or replacement of one repair measure with another repair measure must be technically justified by the relevant act and approved by the chief engineer.

Maintenance includes monthly and periodic inspections, preventive checks, cleaning of control systems, checking of drive control circuits, preventive maintenance of boards and connectors, as well as work to replace or restore randomly failing parts, blocks, automation elements, electric drives and control systems, performed up to 30% of planned work.

The structure of the repair cycle of the machine and maintenance cycles (with two types of structure) is determined depending on the quality of accuracy and the mass category of the machine according to Table 2, empirical formulas are immediately given for determining the duration of repair cycles and their parts.

Table 2 - The structure of the repair cycle of the machine and maintenance cycles

Note to table 6:

Tcr - the duration of the repair cycle in years

Tmr - the duration of the overhaul period in months

Tmo - the duration of the inter-examination period in months

The duration of the repair cycle (Tcr) in years is determined by the formula:

Ttst \u003d Km Kt Ki Kks Kv, (2)

where 16800 is the nominal repair cycle in worked hours of operational time for CNC machines, hour;

Top.year - operating time of the machine for the year, hour

The value of the coefficients for calculating the duration of the repair cycle are shown in Table 7 ( guidelines for course and diploma design).

Operational time per year (Top.year) is determined by the formula:

Top year = F eff Kz (3)

where Feff is the effective (real) fund of the annual operating time of the equipment;

Kz - machine load factor (0.85);

a - coefficient of additional losses for changeover with the type of production (0.08);

Post - the percentage of time spent on maintenance of the workplace and rest.

Feff 16B16T1 = 4015;

Feff 2A459AF4 = 5960;

Fef IP500-PMF4 = 4015;

Feff UFS-32P = 4015;

Fef МН600Р = 4015;

Feff С500/04 = 4015;

Fef 16K20F3S18 = 4015.

Let's determine the operating time per year, Top.year in hours, according to the formula (3):

Top year = 4015 0.85 = 2935;

Top year = 5960 0.85 = 4357;

IP500 - PMF4

Top year = 4015 0.85 = 2935;

Top year = 4015 0.85 = 2935;

Top year = 4015 0.85 = 2935;

Top year = 4015 0.85 = 2935;

Top year = 4015 0.85 = 2935;

Let us determine the duration of the repair cycle, Тcr in years, according to the formula (2):

Тcr = 0.75 1.5 1 1 1 = 6.4;

Тcr = 0.75 1 1 1.35 1 = 3.91;

IP500 - PMF4

Тcr = 0.75 1.5 1 1.35 1 = 6.4;

Тcr = 0.75 1 1 1.35 1 = 5.8;

Тcr = 0.75 1.5 1 1 1 = 6.4;

Тcr = 0.75 1.5 1 1.35 1 = 8.7;

Тcr = 0.75 1.5 1 1 1 = 6.4;

The duration of the overhaul period, Tmr in months, and the inter-inspection period Tmo in months, (Table 6, guidelines for course and diploma design):

Tmp = = = 8.5;

Тmo = = = 4.3;

Tmp = = = 7.8;

Тmo = = = 2.6;

IP500 - PMF4

Tmp = = = 11.6;

Тmo = = = 5.8;

Tmp = = = 11.6;

Тmo = = = 3.9;

Tmp = = = 8.5;

Тmo = = = 4.3;

Tmp = = = 11.6;

Тmo = = = 3.9;

Tmp = = = 8.5;

Тmo = = = 4.3;

The structure of the plan - schedule for the repair cycle is a list and sequence of repair work for scheduled maintenance in the period between overhauls or between putting the equipment into operation and the first overhaul.

Table 3 - Plan - schedule for the repair cycle of the machine 16B16T1

Table 4 - Schedule for the repair cycle of the machine 2A459AF4

Table 5 - Schedule for the repair cycle of the IP500-PMF4 machine

Table 6 - Schedule for the repair cycle of the UFS-32P machine

Table 7 - Plan-schedule for the repair cycle of the MH600R machine

Table 8 - Schedule for the repair cycle of the C500 / 04 machine

Table 9 - Plan-schedule for the repair cycle of the machine 16K20F3S18

Rational operation and timely maintenance of the direction to improve the reliability of this equipment.

The organization of repair work and maintenance in accordance with the requirements of the preventive maintenance system (PPR) increases the likelihood of safe operation of CNC equipment, allows for preliminary preparation of repair work and their completion in the shortest possible time, which increases the efficiency of using this high-performance and expensive equipment. The schedule of preventive maintenance of CNC equipment is the basis for determining the volume and frequency of the necessary preventive maintenance, provided for in order to maintain the operability of the equipment.

To draw up a PPR schedule, from the schedules of each machine, we select the repair measures for the mechanical and hydraulic parts that fall within the planned period (year) and get a list of repair measures for 2005.

Table 10 - List of repair activities for 2005

The electrical part and the control system are serviced, as a rule, every 500 hours of the operating time of the machine, and with this in mind, the PPR schedule will take the form as shown in Table 11.

Table 11 - PPR schedule for 2005 for the maintenance of the control system and the electrical part of machine tools

1.3 Organization of maintenance and repair of equipment

Maintenance and repair work is carried out by teams, such an organization of labor contributes to the achievement of high results, reducing losses and unproductive costs of working time, increasing labor productivity, etc.

The basis for determining the number of employees for equipment maintenance is the planned amount of work in terms of labor intensity attributable to this group of CNC machines assigned to them.

The professional and qualified composition of employees is determined on the basis of the complexity of maintaining program management systems.

The rational organization of labor involves the use of an aggregate method, in which electrical and electronic parts are replaced with new or pre-repaired ones, which significantly reduces the recovery time of the serviced equipment after a failure. With the accumulation of experience in maintenance and repair, it is planned to develop and prepare instructions for eliminating the most significant malfunctions and failures, indicating the causes and methods of elimination.

The main condition for ensuring the high-quality performance of work is the rational organization of the workplace, which provides for the availability of technical passports, electrical diagrams, serviced equipment and relevant specifications. The requirements for illumination and sanitary and hygienic requirements are also given.

2. Control over the implementation of the rules for the operation of CNC equipment (robotic lines)

2.1 Monitoring compliance with operating rules

Control over the implementation of the rules for the operation of the equipment is assigned to the personnel of the repair service of the shop mechanic. Selective control is carried out by the personnel of the laboratory for the repair and maintenance of CNC equipment.

Responsibility for the implementation of the rules (5 p. 42-48) of operation lies with the foreman of the site and the head of the workshop.

Operating rules are developed by the laboratory on the basis of the requirements set forth in the manuals.

Control includes:

Checking the quality of equipment care by the workshop operating the equipment (equipment cleanliness, timely lubrication, oil cleanliness control, etc.);

Finding out the causes of premature equipment failure;

Checking the fulfillment of the requirements and comments entered in the operation log.

In case of detection of violations of the rules of operation, the laboratory worker writes down remarks in the operation log and reports this to the management of the shop.

In case of repeated violation of the rules of operation, the laboratory through the chief engineer about the place of violation of the rules of operation for the adoption of administrative and economic measures to the shop manager. And in cases where violation of the operating rules can lead to serious accidents, the chief mechanic has the right to give instructions to turn off the equipment.

2.2 Quality control and timing of repairs

Quality control of current repairs and overhauls is carried out by laboratories and OGM.

Control over the timing of maintenance and all types of repairs, as well as verification of timely preparation for the next event on the part of the workshop and laboratory (according to the requirements of section 2 of the industry standard) are assigned to the bureau of the PPr OGM.

All cases of untimely fulfillment of the PPR schedule or untimely preparation of equipment for the next repair are reported in writing to the chief mechanic.

3 Economic part

3.1 Calculation of the labor intensity of maintenance and repair activities for the planned period

On the basis of the prepared PPR schedule, the planned scope of work is determined in terms of labor intensity, which is for the planned period (year) for the maintenance and repair of equipment.

3.1.1 Calculation of labor intensity for maintenance (TR and K)

The complexity of the current repair (TR7) of the control system Electronics NTs - 31 and the electrical part of the machine 16B16T1 is shown in table 12

Table 12 - Calculation of the labor intensity for maintenance (TR) of the 16B16T1 machine

For the rest of the equipment, the calculation is done in a similar way:

Ttr 2A459AF4 (cards 23, 24) = 161.2;

Ttr IR500 - PMF4 (cards 33, 35) = 100;

Ttr UFS - 32P (cards 33, 35) = 185.5;

Тtr МН600Р (cards 33, 35) = 185.5;

Ttr С500/04 (cards 33, 35) = 171.1

3.1.2 Calculation of labor intensity for maintenance (TO)

Maintenance is carried out according to PPR schedule between repairs.

Labor input for these works (Tto):

a) Control systems, cat. 22

16B16T1 the norm of time is 18.2

Kuv = = = 2.94;

Annual labor intensity \u003d 18.2 2.94 \u003d 53.5 people / h;

2A459AF4 time rate is 23.5

Kuv = = = 4.36;

Annual labor input = 23.5 4.36 = 102.5 man/h;

IR500 – PMF4 time norm 40

Kuv = = = 2.94;

UFS - 32P time limit 33.3

Kuv = = = 2.94;

С500/04 time norm 33.3

Kuv = = = 2.94;

Annual labor input = 33.3 2.94 = 97.9 person/h;

16K20F3S18 time rate 40

Kuv = = = 2.94;

Annual labor input = 40 2.94 = 117.6 person/h;

b) Electrical part:

16B16T1 time limit 11.26, card 11 b

Annual labor input = 11.26 2.94 = 33.1 person/h;

Tto \u003d 53.5 + 33.1 \u003d 86.6 people / h.

2A459AF4 time rate 84.33, card 16 v

Annual labor input = 84.33 4.36 = 367.7 man/h;

Tto \u003d 102.5 + 367.7 \u003d 470.2 people / h.

IR500 - PMF4 time norm 30.7, map 18 b

Annual labor input = 30.7 2.94 = 90.3 man/h;

Tto \u003d 117.2 + 90.3 \u003d 207.5 people / h.

UFS - 32P time limit 47.31, card 18 g

Annual labor intensity = 47.31 2.94 = 139.1 person/h;

Tto \u003d 97.9 + 139.1 \u003d 237 people / h.

МН600Р norm of time 26.15, map 18 a

Annual labor input = 26.15 2.94 = 76.88 man/h;

Tto \u003d 97.9 + 76.88 \u003d 174.88 people / h.

S500/04 time limit 39.42, card 18

Annual labor input = 39.42 2.94 = 115.9 person/h;

Tto \u003d 117.6 + 115.9 \u003d 233.5 people / h.

16K20F3S18 time limit 15.59, card 11 in

Annual labor input = 15.59 2.94 = 45.8 man/h;

Tto \u003d 117.6 + 45.8 \u003d 163.4 people / h.

Calculation of labor intensity for the installation (U) of equipment

Planned labor intensity according to the PPR schedule

The data on the complexity of repair activities and maintenance of fixed equipment determined in this way are summarized in Table 13.

Table 13 - Planned labor intensity of repair activities and maintenance of control systems and the electrical part of the equipment for 2005

In the presented table 13, the planned labor intensity will be, taking into account possible failures and the emerging need to carry out unplanned work, we multiply by 1.3.

Тppr = (1572.9 + 1010.4) 1.3 = 3358.3 h.

3.2 Calculation in the need for labor

The basis for determining the number of service personnel is the planned scope of work in terms of labor intensity (table 14) and the effective working time fund for the planning period (year).

Table 14 - Balance of working hours for 2005

We determine the annual effective fund of working time, in hours:

Feff = Ftab ,(4)

where Ftab is the personnel fund of working time, hour

Percentage of loss of working time per year according to the balance.

Feff = 2032 = 1774.95

The calculation of the number of workers for the production of planned work is determined by the formula:

Rservice and rem. = ,(5)

where Тppr is the labor intensity of annual routine maintenance, in man/hour;

Квн is the coefficient of fulfillment of the norms (1.1).

Rservice and rem. = = 1.72 people,

3.3 Payroll calculation

Planned annual wage fund (ZPgod) in rubles. personnel servicing the equipment is determined on the basis of the forthcoming volume of work (Tppr), the average hourly rate for this volume of work and the corresponding surcharges to the tariff according to the formula:

ZPyear \u003d ZPtarif hgen, (6)

where ЗПtarif - the amount of earnings for work on the maintenance and repair of equipment without additional payments, rub.;

htotal coefficient of additional payments to the tariff;

h= Kpr Kryon.coefficient Kb`, (7)

where Kpr is a coefficient depending on the size of the premium (1.5);

Kryon. coefficient - coefficient taking into account the belt allowance of 15 percent (1.15);

Kb` - the coefficient of loss of working time per year, determined by the balance (with the exception of absenteeism due to illness and loss of time due to pregnancy and childbirth) table 14

b = 12.68 - 0 -1.57 = 11.11

htotal = 1.5 1.15 1.11 =1.91

To determine the tariff wage (ZPtariff), you should find the average coefficient for these works, this indicator characterizes the complexity of the upcoming work and is determined by the arithmetic weighted average, according to the formula:

, (8)

where Тppr is the total labor intensity of maintenance work according to the PPR schedule, hour;

CT - tariff coefficient the corresponding ranks.

The initial data for the average discharge and Ktsr for the maintenance and repair of the control system and the electrical part of the machine 16B16T1 are given in table 15

Table 15 - Initial data for the maintenance and repair of the control system and the electrical part of the machine 16B16T1

Thus:

Ktsr = = = 1.34;

Average rank = = = 3.83;

Knowing the hour tariff rate of the first category, acting at the enterprise and for a given period Ktsr (table 15), it is possible to determine the annual wages ZPgod in rubles. according to the formula:

Zpyear \u003d (Sch1 of the category Ktsr) Tppr htot, (9)

Zpgod \u003d (Sch1 of the category 1.34) 3358.3 1.91,

Sch1discharge = = 3.6;

ZPyear = (3.6 1.34) 3358.3 1.91 = 30942.84

3.4 Determining the cost of materials, spare parts and purchased components for maintenance and repair

Preparation of repair work and elimination of emerging failures during the operation of the equipment provide for the timely receipt of materials, spare parts and purchased components. Their need is determined on the basis of a study of the actual consumption for the past period, the condition of the equipment and its upcoming load.

The basis for the requests for the necessary spare parts should be the lists of defects compiled in the process of performing maintenance and repairs and statistical data taken from the operation logs.

Spare parts for CNC equipment necessary for repairs are provided either through centralized deliveries, including under industry funds or contracts, or by manufacturing them by the enterprise operating the equipment, or by purchasing them from a regional enterprise.

The nomenclature of spare parts, applications for them, the minimum stock is established by the laboratory, and controlled by the PDB OGM.

Consumption rates per year (set in accordance with the industry standard OST 92-0281-73) are taken as a percentage of the number of these parts, spare parts and radio elements.

The number of necessary components, materials and spare parts stored in warehouses should not exceed one and a half year's need.

The company should clarify what share of the costs in the total cost of maintaining and repairing CNC equipment falls on materials and spare parts and what percentage this is of the total payroll of repairmen. If it is difficult to obtain such data, then find out how much these costs fall on one unit of repair.

In term paper, these costs can be taken in the range of 20 to 55 percent or more of the annual payroll (including shipping and storage costs).

3.5 Calculation of annual costs for maintenance and repair activities for a group of CNC equipment

Estimated costs for the maintenance and service of equipment are presented in table 16.

Table 16 - Estimated costs for the maintenance and service of equipment

Explanation for filling in table 16:

Production costs = = 30942.84 0.3 = 9282.85;

ZPosnov \u003d Avgav Tmpr ή \u003d 4.82 3358.3 1.5 1.15 \u003d 27922.58;

ZPdop \u003d ZPyear - ZPosn \u003d 30942.84 - 27922.59 \u003d 3020.25;

Deductions = = 30942.84 0.356 = 11015.65;

General expenses = = 27922.59 3.5 = 97729.07.

4 Technical and economic indicators for the maintenance and repair of control systems and the electrical part of the CNC equipment group

Table 17 - Technical and economic indicators for the maintenance and repair of control systems and the electrical part of the CNC equipment group

Conclusion: in the calculations made by me to determine the amount of costs for the implementation of repair measures for a group of equipment, the amounts are determined in the amount of 148970.41

Total labor intensity 3358.3;

Number requirement 2 people;

The annual wage fund is determined in the amount of 30942.84;

Average monthly salary 363.3;

Average work grade 3.84.

Literature

1 Rational system of maintenance and repair of CNC machines - M: ENIMS, 1979

2 Unified PPR system - M: ENIMS, sixth edition Mechanical Engineering, 1967.

4 Nefedov N.A. Diploma design in engineering technical schools - M: V.Sh., 1986.

5 Central Bureau of Labor Standards of the State Committee for Labor and Social. RF Issues Model enlarged norms time for work on the repair of CNC machines (by type of repair) ”- M: Economics, 1989.

6 Margolin R.V. Operation and adjustment of machine tools with program control and industrial robots - M: Mashinostroenie, 1991.

7 Central Bureau of Labor Standards of the State Committee for Labor and Social. For issues of the Russian Federation, standard time standards for the maintenance of CNC machines and robotic manipulators - M: Economics, 1990.

8 ETKS works and occupations of workers. Issue 1 and 2 approved by the Decree of the USSR State Committee for Labor and Social Affairs and the All-Union Central Council of Trade Unions dated 16.01.83 No. 17 / 2-54 and 01.31.85 No. 31 / 3-30.

An article in the calculation of the cost of production, consisting of the cost of energy, auxiliary and fuel and lubricants, for current repairs, adjustment and maintenance of equipment, depreciation and other expenses of a similar nature.

RSEO \u003d (ZPo + RN + ZPd) *,

where K RSEO coefficient of expenses for the maintenance and operation of equipment.

Accept K RSEO = 90-120%.

Basic option

RSEO=(31603.76+316037,6

design option

RSEO=(31603.76+316037,6 +52146.20)*(90/100)=359808.804 r

Depreciation of machinery and equipment is calculated in table 10.

The depreciation rate is calculated using the formula:

where, Tn is the standard operating life (useful life).

For lathe 16K20:

At=100/10=10% (Tn=10 years)

For Machine 16K20 + A1406:

At=100/12=8.33% (Tn=12 years)

For grinding machine 316M:

At=100/7=14.2% (Tn=7 years)

For Machine 16K20 + OKS1252:

At=100/12=8.33% (Tn=12 years)

Table 10 Calculation of depreciation deductions for equipment and inventory

2.2.5. Calculation of overhead costs

General production costs are the costs of maintaining, organizing and managing production (main, auxiliary, servicing).

These include: expenses for the maintenance and operation of machinery and equipment; depreciation and repair costs of property used in production; expenses for heating, lighting and maintenance of premises; rent for premises; remuneration of workers engaged in maintenance of production; other similar expenses

ODA \u003d (Zpo + RN + ZPd) *,

where, K def - coefficient of overhead costs.

Accept K def = 130-250%

ODA(b)=(31603.76+316037,6

ODA(n)=(31603.76+316037,6 +52146.20)*(130/100)=519723.82 r

2.2.6. Calculation of the workshop cost of the base and design options

The cost price is all the costs (costs) incurred by the enterprise for the production and sale (sale) of products or services.

A more complete definition of cost:

“The cost price is the valuation of natural resources, raw materials, materials, fuel, energy, fixed assets used in the production process (works, services), labor resources and other costs for its production and sale

Cost types

According to the stages of cost formation, depending on the degree of readiness of products for sale, the cost price is technological, workshop, production and full (commercial).

The production cost is the total cost of the enterprise (association) for the production of this type of product. It consists of the workshop cost and general factory expenses.

It is necessary to distinguish between individual and industry-average cost. In the conditions of production of a certain type of product at several factories, the total cost of production at each individual manufacturer is taken as an individual cost. Individual cost reflects the level of organization of production, automation and mechanization, specialization and concentration, which are not the same at different enterprises in the same industry. The average industry cost of this type of product reflects the industry average level of technology, organization of production, labor productivity and progressive consumption rates of material resources.

The cost price can be planned and reporting. The planned cost of production is calculated on the basis of progressive norms for the consumption of raw materials, materials, fuel, energy, transport and procurement costs, technical norms for the use of working time, equipment, and a strict economy in the costs of managing and maintaining production. The reporting cost of production is determined by the actual costs of production and sales of products. Actual costs may be lower or higher than planned.

Table 11 Workshop cost