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Equipment management

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Equipmentmanagement

Basicfunctions

Reasonableuseofequipmenttechnologyandeconomicmethods,comprehensiveequipmentmanagement,engineeringtechnologyandfinancialoperations,etc.,tomaketheequipmentlifecyclecost/Benefitratio(thatis,cost-effectivenessratio)reachesthebestdegree,thatis,thecomprehensivebenefitofequipmentassetsismaximized.

Scopeofrequirements

Equipmentmanagementisthemanagementoftheentireprocessoftheequipmentlifecycle,includingthemanagementoftheentireprocessofselectingequipment,usingequipmentcorrectly,maintainingandrepairingequipment,andupgradingandrebuildingequipment.

Fromtheperspectiveofthetwofundamentalsofmaterialandcapital,theequipmentmovementprocesscanbedividedintotwobasicmovementpatterns,namely,thematerialmovementpatternoftheequipmentandthecapitalmovementpattern.Thematerialmovementpatternofequipmentreferstothefundamentalsofthematerialformoftheequipment,whichmeansthattheequipmentstartsfromresearch,design,manufactureorfromthepurchaseandacceptanceintotheproductionfield,throughuse,maintenance,repair,renewal,transformationandscrapping.Thewholeprocessofexitingtheproductionfield,themanagementofthislevelofprocessiscalledthetechnicalmanagementoftheequipment;thecapitalmovementformoftheequipmentisviewedfromtheformofthecapitalvalueoftheequipment,includingtheinitialinvestmentoftheequipment,operatingcosts,maintenancecosts,depreciation,income,andRenewalandtransformationmeasuresandoperatingcosts,etc.,themanagementofthislevelofprocessiscalledtheeconomicmanagementofequipment.Equipmentmanagementincludesnotonlythetechnicalmanagementofequipment,butalsotheeconomicmanagementofequipment.Itistheintegrationandunificationofthetwoaspectsofmanagement.Itisnottheultimaterequirementofmodernequipmentmanagementtofocusonanyonelevelofmanagement.

Maintasks

·Improvethequalityofthefactory’stechnicalequipment;

·Givefullplaytotheeffectivenessoftheequipment;

·Ensurethattheplant’sequipmentisingoodcondition;

·Achievegoodequipmentinvestmentbenefits;

Basicoverview

Equipmentmanagementisbasedonbusinessobjectivesandthroughaseriesoftechnical,economic,andorganizationalmeasures.Thescientificmanagementoftheentireprocessofequipmentisthemanagementoftheentireprocessfromequipmentplanningtoscrapping.Thisprocesscangenerallybedividedintotwostages:pre-managementanduse-periodmanagement.Early-stagemanagementofequipmentreferstoaseriesofmanagementtasksbeforetheequipmentisofficiallyputintooperation.Whenequipmentisselectedandpurchased,sufficientcommunication,research,comparison,biddingandselectionshouldbecarriedout,technicalandeconomicdemonstrationsshouldbestrengthened,andafter-salestechnicalsupportshouldbefullyconsideredAndoperationandmaintenance,selecttechnicalequipmentwithhighcomprehensiveefficiency.

Theservicelifemanagementoftheequipmentisdividedintoinitialmanagement,mid-termmanagementandlatemanagementoftheequipment.Theinitialmanagementofequipmentgenerallyreferstoequipmentadjustment,use,maintenance,conditionmonitoring,faultdiagnosis,andtrainingandeducationofoperationandmaintenancepersonnelwithinhalfayearoroneyearfromthedateofacceptanceoftheequipment.Allmanagementworkincludingthecollectionandprocessingofmaintenancetechnicalinformation,theestablishmentofequipmentfixedassetfiles,technicalfilesandoriginalrecordsofoperationandmaintenance.Themid-termmanagementoftheequipmentisthemanagementworkaftertheequipmenthaspassedthewarrantyperiod.Doingagoodjobinthemid-termmanagementofequipmentwillhelpimprovetheavailabilityandutilizationofequipment,reducemaintenancecosts,andobtainbetterequipmentinvestmentresults.Post-equipmentmanagementreferstothemanagementoftheequipment'srenewal,transformationandscrappingphases.Theequipmentwithoutdatedperformance,unabletomeetproductionneeds,aswellasequipmentagingandcontinuousfailure,requiringalargeamountofmaintenancecosts,shouldbemodifiedandupdated.

Enterpriseequipmentmanagementshouldfocusonefficiency,adheretothepolicyofrelyingontechnologicalprogress,promotingthedevelopmentofproductionandoperationandfocusingonprevention.Guidedbythescientificconceptofdevelopment,implementnationalguidelines,policies,andregulations,comprehensivelymanagethecompany’smainproductionequipmentthroughtechnical,economicandorganizationalmeasures,andadheretothecombinationofdesign,manufacturinganduse:maintenanceandplannedoverhaul;Combinationofrepair,transformationandrenewal;Combinationofprofessionalmanagementandmassmanagement:Theprincipleofcombiningtechnicalmanagementandeconomicmanagementtoachievecomprehensiveplanning,reasonablepurchase,timelyinstallation,correctuse,carefulmaintenance,scientificmaintenance,safeproduction,Transformandupdateattherighttime,continuouslyimproveandimprovethequalityoftheenterprise'stechnicalequipment,andservetheenterprise'sproductiondevelopment,technologicalprogress,andeconomicefficiency.

Classificationintroduction

Classificationofequipmentmanagement

Equipmentmanagementisdividedintoownequipmentmanagementandleaseequipmentmanagement.Self-ownedequipmentiscalculatedaccordingtoequipmentdepreciationandtheuseofshifts;theleasedmachinerycostiscalculatedaccordingtotheleasetimeandunitprice;theself-ownedmachineryusefeeandthemachineryrentalfeetogetherconstitutethemechanicalcostoftheproject.Costaccounting.

Ownequipmentmanagement

Thesystemdeploysequipmentaccordingtotheequipmentuseplan,improvesequipmentuseefficiency,rationallyallocatesequipmentresources,andensuresthesmoothconstructionoftheproject.Itmainlydealswiththedailymanagementofon-siteequipmentAndtheaccountingbusinessofmachineryexpenses.Mainlyinclude:useplan,purchasemanagement,inventorymanagement,equipmentaccountmanagement,equipmentuse,equipmentdailymanagement,machinerycostaccounting,etc.

Equipmentleasingmanagement

Accordingtotheprojectbudgetandoverallschedule,weformulateanequipmentleasingplanbasedonthesituationofourownequipment,rationallyallocateresources,improveequipmentutilization,andensurethesmoothconstructionoftheproject.Calculatetherentalfeebasedonthenumberofleases,leasetime,retiringtime,andleaseunitprice,andcalculatethecostofmachineryandmaterialsbasedontheleasefeeandcompensationfeecombinedwiththeengineeringproject.Mainlyinclude:leasingplan,leasingcontractmanagement,equipmententry,machineryexit,leasingfeesettlementandotherexpensessettlementandpayment.Basicworkofequipmentmanagement(equipmentmanagementcontentverifiedbyIS09000)

Basicworkcontentofequipmentmanagement

Vouchermanagement,datamanagement,quotamanagement,filemanagement,andmanagementofrulesandregulations.

Devicecredentialmanagement

1.Meaning:Inthetechnicalmanagementandeconomicmanagementofequipment,itisusedtorecordequipmentmanagementandtechnicalactivities,aswellaseconomicaccounting,andawrittenproofoftheresponsibilitiesofallpartiesinvolvedinthemanagementistheequipmentmanagementcertificate.

2.PrinciplesofVoucherSetting(BasisofActivities,GuaranteeFunction)

(1)Principlestomeetneeds

(2)Conciseandapplicableprinciples

(3)Theprincipleofscientificnorms.

3.Vouchersettingrequirements

(1)Generallysetintheformofatable,aformhasfixedcolumnsandcolumnstobefilledineachtime,thefixedcolumnsincludetitle,header,variouslinegridsandtextdescriptions,etc.,titleThemeaningshouldbeclearandthelanguageshouldbeconcise;fillinthecolumns,requirereliabledatasources,easytocollect,andconsiderthelargestpossiblevalue,leavingenoughroomforspace.

(2)Vouchersarepassedalongwiththeflowofequipmentlogisticsandvalueflow.Duringthetransmissionprocess,somelinksneedtoberetainedasabasis,sothedesignofthevouchershouldbereasonable,andthedepartmentofthedepositshouldbeindicatedoneachpage.

(3)Oncethevoucherformatisfinalized,itmustmaintainrelativestability.

4.Specificmanagementrequirementsforthevoucher

(1)Specifythevouchermanagementdepartment(section,group)

(2)Specifythevouchersettingunitandsettingprocedure

(3)Clearvoucheractivation,inspectionandsupervisionmethods

(4)Clearvoucherfilling,usedepartmentandpersonnel

(5)Clearvoucherreview

(6)Clarifythedeliveryandpreservationmethodsofthevoucher.

5.Equipmentcertificatereference(AttachedTable2-1-226)

1.Equipmentpre-managementvoucher

(1)Equipmentpurchase(update)voucher

①Equipmentpurchase(update)declarationform

②Annualequipmentpurchase(update)planItemlist

(2)Equipmentorderingcertificate

①Equipmentorderingcontract

②Equipmentunpackinginspectionacceptanceform

③Equipmentin(out)librarylist

(3)Equipmentinstallationandcommissioningtestreceipt

①Installationanddebuggingrecord

②Mechanicalequipmentprecisioninspectionrecord

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③Equipmentassettransferandhandoveracceptanceform

(4)Equipmentaccountcreation(update)

2.Equipmentlifemanagementcertificate

(1)Equipmentstatushandoverrecord

(2)Keyequipmentcheckcard

(3)Maintenanceinspectionrecord

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①Equipmentprimarymaintenancerecordcard

②Equipmentsecondarymaintenanceregistrationform

③Regularaccuracyandperformancetestrecords

(4)Leakageinspectionrecordsoffinesealpoints

(5)Lubricationoilchangerecords

(6)Equipmentmaintenancemanagementcertificate

①Maintenancenotice

②Repairrecordsheet

⑧Equipmentrepairtestrunrecordsheet

④Repairqualityinspectionsheet

⑤Repaircostaccountingtable

(7)Equipmentaccidentreportform

(8)Specialequipmentsafetyappraisalcertificate(generallyappraisedbythelaborbureau)

①Pressurevesselinspectionproductsafetyandqualitysupervisioninspectioncertificate

②Specialequipmentusecertificate.

(9)Equipmenttechnicaltransformationcertificate

①Productionequipmentstorageapplicationform

②Equipmenttechnicaltransformationacceptanceform

(10)Equipmentassetmanagementcertificate

①Applicationformforsealingproductionequipment

②Applicationformforunsealingproductionequipment

③Equipmentleasecontract

④Equipmentscrapform

Equipmentdatamanagement

1.Meaning

Datamanagementreferstothecollection,processingandinterpretationofdatatomakeitusefulformanagementdecision-making(someinformation

stillexpressedindata).Itincludestheentireprocessofdatacollection,classification,sorting,retrieval,modification,storage,transmission,calculation,output(reportsorgraphics),etc.

Equipmentdatamainlyreferstothedatageneratedinthefieldofequipmentmanagementandmaintenance.

2.Theroleofequipmentdatamanagement

(1)Throughthemanagementofmaterialmovementpatterns,ensurethenormaloperationofequipmentmanagementandmaintenance,ensurethattheequipmentisingoodcondition,andcompleteproductionandoperationfortheenterpriseThemissionprovidesareliableguarantee.

(2)Throughthedatamanagementofthevaluestream(equipmentprocurement,maintenance,etc.),personnelatalllevelscanunderstandtheoccurrenceandflowofequipmentcostsinatimelymanner,andcarryoutcostcontrol;atthesametime,throughtheverificationofvouchersTheabovedataischeckedwiththephysicalobjecttoavoidthelossofassets.

(3)Throughstatisticsandanalysis,calculateandoutputvariousdatavalues​​tocomparewithtargetvalues,takemeasurestocontrolover-standardindicators,andprovidemanagementdepartmentswithequipmentmanagementgoals,workplans,maintenancedecisions,etc.inaccordancewith.

3.Howtodeterminethecontentofdatamanagement

(1)Usesystemthinkingfordatamanagement

(2)Determinethescopeofdatamanagement

(3)Determineoutputdata

(4)Determinedataprocessinglogic

(5)Optimizedatamanagementsystem

(6)Payattentiontodatacollectionandmanagement

4.Datamanagementprogram

(1)Datacollection

(2)Datastorage

(3)Datatransmission

(4)DataProcessing

(5)Dataoutput

5.Datasummary-theestablishmentofaccounts,cards,charts,andregisters

Datasummaryreferstotheclassificationandaccumulationofthedataoccurredintheequipmentmanagementlink,andthecalculationofthetotalnumber.Listedbelowarecommonlyuseddatasummarychartsandmethods.

l.Equipmentledgerandequipmentcard

Aftertheequipmentisacceptedandtransferredtoproduction,theenterpriseequipmentmanagementdepartmentandthefinancialdepartmentshouldestablishafixedassetledgerandcardforasinglepieceofequipment.Thedatamainlycomesfromtheequipmentordercontract,instructionmanualandinstallationhandoveracceptanceform,etc.

(1)Equipmentledger:Mainproductionequipment(F≥5)andnon-mainproductionequipment((F<5)

Generalequipmentledgerisdividedintothreetypes:

①Equipmentserialnumberaccount

②Equipmentledger

③Sub-workshop(useunithandling,worksection)account

(2)EquipmentCard:Inadditiontotheestablishmentofacompleteledgerforequipmentassetmanagement,itisalsonecessarytobuildacardbookintheorderoftheuserunit(workshop,department,etc.).Withthetransfer,transferandscrappingoftheequipment,thecardpositioncanbeadjustedinthecardbook.Transferorwithdraworcancel.

Inordertofacilitatetheverificationandensurethattheaccountsanditemsareconsistent,theequipmentcardshouldbeintwosets(onesetfortheequipmentmanagementandusedepartment).TheequipmentcardisavailableintheaccountbookstoreSales.

(3)Equipmentclassificationandassetnumber

Whenfillingintheequipmentaccountandcard,theequipmentassetnumbermustbeinvolved,andtheassetnumberisrelatedtotheequipmentclassification.Implementunifieddivisionandnumbering.Inaddition,inordertofacilitateequipmentmanagementandcomputerdataprocessing,enterprisesshouldscientificallycodeequipmenttomakeitbothidentifiableandusefulforcomputerstatistics.

①EquipmentClassification(seetheunifiedclassificationandnumberinglistofequipment)

(usedinthepreviousparagraphoftheassetnumber)

②Equipmentassetnumber

TheassetequipmentnumberconsistsofthreeparagraphsThenumberiscomposedofahorizontallinebetweeneachtwosegments.Onesegmentrepresentstheequipmentcategory;thesecondsegmentrepresentsthecodenumberoftheequipmentuseunit(includingbranch,workshop,anddepartment);thethreesegmentsrepresentthesequencenumbersofsimilarequipment,andtherepresentationmethodisshowninFigure2-1.

2.Equipmentoperationmanagementdatasummary

①Mainproductionequipmentlubricationcard

②Incompleteequipmentregister

③EquipmentAccidentregister

3.Equipmentsparepartsledger

4.Equipmentassetchangedatasummary

①Equipmentpurchase(self-made)transfertotheregister

②Equipmentsealing(unsealing)register

③Idleequipmentregister

④Equipmenttransferregister

⑤Equipmentscrapregister

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5.Mainproductionequipmentoperatinglicenseissuanceregister

6.Datastatistics

1.Equipmentassetstatusstatistics,includingthefollowingthreeaspects:

(1)Equipmentownershipandclassifiedownership(threelevels)

①Allequipment:referstoallequipmentthathasaservicelifeofmorethanoneyearandavalueabovethelimitspecifiedbytheindustry,whichisafixedasset

②Productionequipment:referstoequipmentthatdirectlyorindirectlyparticipatesintheproductionprocess.Itisanimportantpartofthecompany’sfixedassets.Themanagementscopeandmanagementcatalogofproductionequipmentshallberegulatedbythecompetentauthorityoftheindustry.

③Mainproductionequipment:referstotheproductionequipmentwhoserepairingcomplexitycoefficientisabovetheprescribedlimitandisthemaincomponentoftheproductionequipment.

Allequipment,productionThetotalandclassifiedownershipdataofequipmentandimportantproductionequipmentwillbecountedandtabulatedbythestatisticianoftheequipmentmanagementdepartmentaccordingtotheequipmentledger.

(2)Theoriginalvalue,netvalueandnewnessfactorofequipmentassets

Thisstatisticreflectsthescaleandagingdegreeofequipmentassetsofenterpriseseachyear.Theequipmentnewnesscoefficientistheratioofthenetvalueofequipmentassetstotheoriginalvalueofequipmentassets.Itisastatisticalindicatorthatreflectsthenewnessofthecompany’sequipmentduringthereportingperiodfromavalueperspective.Thestatisticalanalysisofthisindicatorprovidesabasisforenterprisestoformulateequipmentrenewalplans.

Theoriginalvalueandnetvalueofequipmentassetsareprovidedbythefinancialdepartmentoftheenterprise,andthefixedassetmanagementpersonneloftheequipmentmanagementdepartmentwillmakestatisticsandfillintheform.

(3)Depreciationrateandannualdepreciationamountoffixedassetproductionequipment

2.Statisticsofequipmenttechnicalstatus

(1)Intactrateofmainproductionequipment:

Intheformula,thetotalnumberofunitsshouldincludeallimportantitemsthatareinuse,spare,sealed,andrepairedbytheenterprise.Productionequipment,butdoesnotincludeequipmentthathasnotyetbeeninstalledandused.

(2)Leakagerateofmainequipment

Leakpointstatisticsarenotlimitedtostaticandtightjoints.Aleakisconsideredaleakpoint,whetheritisastaticsealpointoraweldcrack,Blistersandothercausesofleakagearecountedasleakagepoints.

3.Statisticsofequipmentoperationstatus

(1)Hourlyutilizationrateofmainproductionequipment

Thisrateisoneoftheindicatorsreflectingthedegreeofequipmenttimeutilization.Thebasisforcalculatingtheutilizationrateofequipment:

①Duringthereportingperiod,themainproductionequipmentwasactuallystartedbytheequipmentsystemutilizationsummarytable.Thedatainthetablewascompiledfromtheproductionoperationrecords

②Theworkinghoursofthemainproductionequipmentsystemduringthereportingperiodarecalculatedaccordingtotheworkinghoursoftheenterprise'sfirst,second,andthirdshiftsystem.

(2)Actualequipmentutilizationrate

Theactualequipmentutilizationratemainlyreferstotheutilizationdegreeofproductionequipmentintermsofquantity,time,andcapacity.Itcomprehensivelyreflectsthepotentialofidleequipment,unusableequipment,spareequipment,andshutdownequipment.Itscalculationfractionis:

4.Statisticsofequipmentmaintenancestatus

①Accident(failure)downtimerate

②Statisticsofequipmentrepaircomplexitycoefficient

③Completionrateofequipmentrepairplan

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④Thetotalannualmaintenancecost.

Equipmentquotamanagement

1.Themeaningandbasicformofquotamanagement

Enterprisequotaisaquantitystandardconsumedintheproductionprocessofaproduct.Itreferstothecompletionofaunit’squalifiedproductsortaskswithinacertainperiodoftimeandundercertainproductiontechnologyandorganizationalconditions.Therequiredconsumptionofmaterializedlaborandlivinglabor.

Therearetwobasicformsofenterpriselaborquotas:①workinghoursquota②outputquota

2.Inenterpriseequipmentmanagementandmaintenance,themainquotacontent

(1)Equipmentdailymaintenancetimequota

(2)Equipmentmaintenancetimequota

(3)EquipmentRepairstoptimequota

(4)Equipmentmaintenancematerialconsumptionquota

(5)Equipmentmaintenancecostquota

(6)Equipmentaccessoriesreservequota

(Introductiontothecalculationofquotacontentinequipmentrepairandpartsmanagement).

Equipmentfileanddatamanagement

1.Themeaninganddistinctionoffilesandmaterials

Equipmenttechnicalfilesrefertothedrawings,diagrams,textdescriptions,calculationdata,photos,videos,audiotapesthatareformedduringthewholeprocessofequipmentmanagementandshouldbearchivedandpreserved.Equipmentarchivesestablishedthroughcontinuouscollection,sorting,appraisalandotherscientificandtechnologicaldocumentsandmaterials.

Equipmentinformationreferstoproductsamples,drawings,procedures,technicalstandards,technicalmanuals,andequipmentmanagementregulations,methodsandworkrequiredforequipmentselection,installation,commissioning,use,maintenance,repairandtransformationSystemandsoon.

Equipmentfilesanddataareakindofinformationmethodforequipmentmanufacturing,use,repairandothertasks,andtheyarethebasicinformationindispensableintheprocessofmanagementandrepair.Thedifferencebetweenequipmentarchivesanddatais:①Fileshaveexclusivecharacteristics,anddatahaveuniversalcharacteristics;②Filesareoriginalmaterialsaccumulatedandcollectedfromactualwork,whichhavethecharacteristicsofbeinglostandirrecoverable;materialsareprocessedandrefinedFormationisoftenofficiallypromulgatedandpublished.Equipmentfilesarealsoakindofdata,specialdata.

Themanagementofequipmentarchivesanddatareferstothemanagementofequipmentarchivesanddatacollection,storage,storage,delivery,modificationandupdate,etc.

2.Fileanddatamanagementcontent

(1)Equipmentfilecontent

Equipmentfilegenerallyincludestwoparts:theearlystageandthelatestageofthedevice.Theearlyfilesincludematerialsforordering,randomsupply,andinstallationandacceptance:thelatefilesincludevariousmanagementandrepairmaterialsafteruse.

①Equipmentpre-filedetails

A.Ordercontract

B.Packinglistandmanualsandmaterials,accessories,toolschedule(original)

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C.Ex-factoryqualificationcertificate,ex-factoryprecision(performance)inspectionrecord(original)

D.Unpackingacceptanceform

E.Instructionsanddrawingsofself-madeequipment,Documents

F.Equipmentfoundationandconcealedengineeringdrawings

G.Powerpipelinedrawings

H.Installationandcommissioningtestreceipt

I.Purchaserelevantoriginalmaterialsofsecond-handequipment.

②Equipmentlaterfiledetails

A.Equipmentuseinitialconditionrecord

B.Periodicmaintenancerecord

C.PeriodicinspectionandMonitoringrecords

D.Equipmentfailureanalysisreport

E.Equipmentmaintenancerecords

F.Equipmentstorage(enable)form

G.Equipmentlubricationcard

H.Overhaultaskandcompletionacceptancereport

Itechnicaltransformationapplicationandprojecttechnicalandeconomicdemonstrationreport

J.technicaltransformationspecificationAppraisalwithdrawingsandtrialresults

K.Equipmentaccidentreportform

L.Equipmentscrapform.

(2)Equipmentinformationcontent

Equipmentmanagementinformationincludesregulations,systems,procedures,standardsandothermaterialsformulatedorwrittenbyequipmentmanagementdepartmentsatalllevelsandenterprisestostrengthenequipmentmanagement.Generallyinclude:

①Equipmentcomprehensivemanagementinformationdetails

A.National,industry,andlocalequipmentmanagementdocuments

B.Enterpriseequipmentmanagementpolicygoals

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C.Annualworkplanandworksummary

D.Enterpriseequipmentassetmanagementrulesandregulations

E.Equipmentassetmanagementstatusannualreport

F.Specialrequests,reportsandapprovals

②Equipmentassetmanagementandtechnicalmanagementinformationdetails

A.Equipmentclassificationandnumberingcatalog

B.Large,heavyandrare,High-precisionequipmentstandards

C.Equipmentintegritystandards

D.Equipmentoperation,maintenance,andoverhaulprocedures

E.Equipmentlubricationmanual(includingimportedoilComparisontablewithdomesticoilproducts)

F.Equipmentrepairtechnicalstandards

G.Equipmentrepaircomplexitycoefficient

H.Specialequipmentpreventivetestprocedures

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I.MachineRepairManual

J.ElectricRepairManual

K.MechanicalEquipmentSparePartsManual

L.GeneralEquipmentVulnerablePartsCatalog

M.Electricalcomponentsmanual(includingthecomparisontableofimportedequipmentcomponentsanddomesticcomponents)

N.Mechanicaldesignmanual

O.Productsamples

P.ProfessionalJournals

Q.ReferenceBooksforTranslation

EquipmentRegulationsManagement

EquipmentmanagementregulationsreferstotheguidanceandinspectionofequipmentmanagementVariousworkregulationsarethebasisandinspectionstandardsfortheimplementationofequipmentmanagement,use,andrepair.Equipmentmanagementrulesandregulationscanbedividedintotwomajorcategories:managementandtechnology.Themanagementcategoryincludesmanagementsystemsandmethods;thetechnicalcategoryincludestechnicalstandards,workproceduresandworkquotas.

Themanagementofrulesandregulationsreferstotheformulation,modificationandimplementationofrulesandregulations.

1.Theformulationofrulesandregulations

(1)Principlesofformulation

①Policy-oriented:implementtherelevantnationalequipmentmanagementguidelinesandpolicies,andmeettherequirementsofthe"Regulations"

②Haveinheritance

③Haveadvanced

④Havecoordination

⑤Havefeasibility

⑥Havestandardization

(2)Contentcompositionofrulesandregulations

①Scopeofapplication:Accordingtothebusinessscopeofeachdepartment,scientificallydividetheequipmentlifeintosections,anddeterminethemanagementscopeandmanagementofeachsection

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Manageobjectsandwritecorrespondingrulesandregulations.

②Managementfunctions:determinetheresponsibilitiesandauthoritiesofrelevantfunctionaldepartments,suchasequipment,supply,andfinancedepartmentsinthismanagement.

③Managementbusinesscontent:Generally,inaccordancewiththeflowdirectionofequipmentlogisticsandvalueflowormanagementworkprocedures,themanagementworkcontent,methods,methods,correspondingvouchersandvoucherstransmissionroutesofvariousfunctionaldepartmentsshallbespecified.Atthesametime,itisnecessarytoformulatethebusinessconnection,coordinationandcontrolmethodsbetweenrelevantdepartments.

④Inspectionandassessment:stipulatethestandardsandrequirementsthatshouldbemetbythemanagementbusiness,theassessmentcontent,assessmenttime,assessmentmethods,rewardsandpunishmentsforrelevantmanagementpersonnel,etc.

(3)Proceduresforformulatingrulesandregulations

①Determiningtasks:Accordingtotheneedsofmanagementwork,theequipmentmanagementdepartmentputsforwardtheopinionsonformulatingthesystem,andthedraftingdepartmentisagreedbythepersonincharge.

②Preparethedraft:thedrafterwillconductinvestigationandresearch,collectdata,writethedraft,sendittotherelevantdepartmentforcomments,andthenmodifyittoformadraftforreview

③Countersignapproval:sendThedraftreviewiscountersignedbyrelevantdepartments,andimportantsystemsarereviewedatthemeeting,andthensenttothepersoninchargeoftheequipmentforapproval,andthefactorydepartmentwillissueandimplementitintheformofadocument.

2.Theimplementationoftherulesandregulations

Onlywhentherulesandregulationsarecarefullyimplementedintheenterprisepracticecantheyexerttheirdueeffectiveness.Atthesametime,theimplementationoftherulesandregulationsisalsoacomprehensiveverificationoftherulesandregulations,whicharenotscientificorunrealistic.Partofitwillbediscovered,andaftertheorganization'srevision,thechildregulationsystemwillbemoreperfect.

(1)Proceduresforimplementingtherulesandregulations

①Formulatemeasurestoimplementtherulesandregulations:

A.Developaplanforimplementation

B.Formulateinspectionandassessmentmethods.

②Organizereadingandtraining.Itisnecessarytoimplementequipmentmanagementrulesandregulationstotheleaders,businesscadresandfront-lineworkersofvariousdepartmentsinvolvedinequipmentassetmanagement,andorganizestudyanddiscussion.

(2)Implementtherequirementsoftherulesandregulations

①Doagoodjobofcoordination.Intheimplementationofvariousrulesandregulations,therewillbesomeproblemsthatwerenotestimatedatthetimeofformulation.Iftheyarenotproperlyresolved,theimplementationoftherulesandregulationswillbeaffected.Therefore,itisalwaysnecessarytotakemeasuresandorganizeandcoordinatetosolvetheproblems.Thesolutionistocarefullyrecordtheproblemsexposedduringthetrialperiod,andthecompetentauthoritymustinvestigatethecausesoftheproblemsclearly.Ifitisindeedaproblemwiththerulesandregulations,theycanberevisedasrequired.

②Fundingguarantee.Intheprocessofimplementingtherulesandregulations,someadditionalformsanddocumentsmustbeprinted;theremustberewardsintheinspectionandassessmentoftheimplementationoftherulesandregulations,andsomeexpensesarerequired.Therefore,thecostofthisaspectshouldbeconsideredintheplantoimplementtherulesandregulationsandincludedinthefinancialbudgetoftheenterprise.

3.Modificationofrulesandregulations

(1)Variousrulesandregulationsshouldbesetforatrialperiodinadvancebasedonspecificcircumstances.Afterthetrialperiodexpires,accordingtotheproblemsexposedinthetrialimplementation,centralizedresearch,comprehensivebalance,unifiedrevisions

(2)Aftertherulesandregulationsareofficiallypromulgatedandimplemented,theymustremainrelativelystableatastage,generallywhenthecountryorIftherearemajorchangesintheindustry’sequipmentmanagementguidelinesandpolicies,ormajorchangesintheproductionscaleormanagementorganizationofthecompany,andtheoriginalrulesandregulationsarenolongerapplicable,modifythem;ifacertainsystemdoesnotfit,itcanalsobemodifiedindividually

(3)Therevisionoftherulesandregulationsshouldbebasedontheimplementationoftherulesandregulations,keepthoseapplicableparts,andthenewlyaddedpartsshouldbefullyinvestigatedanddemonstrated,andtheopinionsofrelevantpersonnelshouldbesolicited.Therevisionprocedureisthesameastheformulationprocedure

(4)Therevisionoftherulesandregulationsmustbeapproved,andtheapprovallevelandproceduresarethesameastheformulationoftherulesandregulations.

4.Enterpriseequipmentmanagementrulesandregulations(introduction)

(1)Early-stageequipmentmanagementmethodsorsystems

(2)Equipmentuseandmaintenancemanagementmethodsorsystems

(3)Equipmentlubricationmanagementmethodorsystem

(4)Equipmentmaintenancemanagementmethodorsystem

(5)Equipmentsparepartsmanagementmethodorsystem

(6)Equipmenttechnicaltransformationmanagementmethodorsystem

(7)Equipmentaccidentmanagementmethodorsystem

(8)Equipmentassetdisposalmanagementmethodorsystem

(9)Equipmentfilemanagementmethodorsystem

(10)Equipmentstatisticsmanagementmethodorsystem

(11)Equipmentmanagementandtechnicalpersonneltrainingmanagementmethodorsystem

(12)Equipmentworkassessmentandrewardsandpunishmentmethodsorsystems.

On-sitesafety

Strengthenon-sitesafetymanagement,continuetohighlightkeypoints,strengthenthespecialrectificationworkwith"oneventilationandthreeprevention"asthetoppriority,andcontinuetodoagoodjobofroofing,electromechanicalandtransportation,Waterprevention,rainyseason"threepreventions"andpublicsecurity"threepreventions"work,strengthentherectificationofself-madeprocessingandspecialequipmentmanagement,continuetoincreasetherectificationof"non-standard"problems;atthesametime,themajorhazards,dangerousgoods,andvitalpointsDepartments,andtransportationshouldstrengthenprevention,real-timemonitoring,eliminatehiddendangers,andavoidaccidents;continuetoimplementthestudyofmajoraccidentpreventionandemergencyrescueplans,andcarryoutaccidentpreventiondrillsinatimelymanner.Canwin.Strengthentheimplementationandstudyofaccidentpreventionplansforvariouspositionsandworktypes,soastomemorizethemanddealwiththemfreely.

Wemusthavetheawarenessoffloodprevention,andfocusonstrengtheningspecialinspectionsandkeypreventionofsubsidenceareas,ganguehills,coalpiles,railwaylines,powersupplylines,highways,bridges,dams,anddangerousbuildings.

First,payattentiontotheimpactofhightemperatureweatherontheequipment,continuoushightemperature,efficientoperationoftheequipment,needtopayattentiontotheproblemofexcessivetemperature,topreventtheequipmentfromburninganddestroying

Second,payattentiontorainTheimpactontheequipment,intherainyseason,theairishumid,andtherainisfrequent.Therainandmoistureprotectionoftheequipmentshouldbeputontheagenda.

Three,payattentiontotheimpactofcontinuousworkontheequipment.Fieldengineeringprojectsareallvyingfortime,fightingforspeed,andcontinuouslyfighting.Theequipmentisalsofullyloadedorevenoverloaded.Thissituationisunderstandable,butequipmentmaintenanceandmaintenancemustkeepup.

Four.Payattentiontotheconditionoftheequipment.Theequipmentoperatesefficiently.Itisinevitablethattheequipmentwillbedamageddueto"fatigue"ornotworkinginanormalstate.Youmustnot"donotwashthemudwhentheradishisfast."Workingwithillnesswillinevitablycausebiglosses.

Fifth,payattentiontothetrainingof"novices".Duringthebusyproductionseason,itisinevitabletohiresometemporaryworkers.Somecollegegraduatesandtechnicalsecondaryschoolgraduatesalsocometoreportoneafteranother.Theirenthusiasmforworkshouldbeencouraged,buttheperformanceoftheequipment,operatingprocedures,andprotectivemeasuresusedmustbeclearlyexplainedtothem.Aftertheassessment,theyhavedeterminedthattheyhavemasteredthesetechnologies.,Canonlytakeupthepost,otherwise,thegreenlightmustnotbeturnedon.

Six.Payattentiontostrengtheningthelearningoftheequipmentmanagementsystem.Theuseofequipmentisstrictlyregulatedandmustbestudiedfrequently,otherwisetheoldemployeeswillforgetit,anditwillbedifficulttoobtaintheequipmentwithoutfollowingtheregulations.Implementtheequipmentmanagementsystem,itispossibletocausedamagetotheequipmentandharmtotheuserhimself.Therefore,itisnecessarytofrequentlystudytheequipmentmanagementsystemandcarryoutworkundertheconstraintsofthesystem.

Seven,payattentiontothehiddendangersofrectifyingequipment."Knifesharpeningandnotchoppingwoodbymistake"forvariousknownequipmenthazards,suchasincompletedrillingrigprotectionequipment,machineoilleakage,inflexibleswitches,inaccurategauges,etc.,mustbecheckedandverifiedonebyone,andthecalibrationisperfecttoensuretheequipmentIntegrityrate.

Inshort,thebusieryouwork,themoreyoumustpayattentiontosafety.Thehighertheutilizationrateofequipment,themoreyoumuststrengthenoverhaul.Anynegligenceorflukewillleadtounsafedisasters.

Method

1.Cultivateandestablishaprofessionalmechanicalteam

2.Strengthenthemaintenanceofequipmentandkeeptheequipmentingoodtechnicalcondition

3.Strengthenthemanagementofequipmentusesite

4.Increaseequipmentallocationandacceleratethescrappingofoldequipment

5.Clarifyresponsibilitiesandstrengthensystemreform

Newmethodofequipmentmanagement

Productionequipmentmanagementneedstopayattentiontothesafetyproductionmanagementofspecialequipmentandlargeequipment.Itisusedtosetupequipmentfilecardstorecordindetailthemodel,purchasetime,placeofproduction,maintenancerecords,regularinspectiontime,scrapdateandothercontent.Designandarrangetheequipmentsafetychecklist,recordandsavethecheckdetailsforeasyinquiries.Remindregularequipmentmaintenance,maintenanceandtestingaccordingtotherelevantattributesoftheequipment,sothattheequipmentmanagementoftheenterpriseismoreinlinewiththesafetymanagementrequirementsofthecountryandtheindustry.

Withthedevelopmentofinformationtechnology,equipmentfilemanagement.Datamanagementandquotamanagementhavebasicallyrealizeddata.Thepreviousmanagementideasaresolidifiedintheformofsoftware,andregularequipmentmaintenance,maintenanceandtestingareremindedbasedontherelevantattributesoftheequipment,sothattheequipmentmanagementoftheenterpriseismoreinlinewiththesafetymanagementrequirementsofthecountryandtheindustry.

  • Establishadeviceprofilecardtorecorddetailedequipmentinformation;

  • Establishequipmentoperatingproceduresandstandardizeequipmentoperationsafety;

  • Regularremindersforequipmentmaintenance,maintenanceandtesting;

  • Securityequipmentclassificationmanagement,checkthemanagementstatusatanytime;

    >

  • Detailedregistrationofthedailymaintenanceandperiodicverificationinformationofspecialequipmentandkeyequipment;

  • Savehistoricalmaintenanceandinspectioninformation.

Newideasforinformationmanagementequipment(3photos)

Continueddevelopment

Ifyouwanttodowell,youmustfirstsharpenyourtools."Mechanicalequipmentisrelatedtothesafety,quality,technology,scheduleandbenefitsofconstructionandproduction,andthelevelofequipmentmanagementisaconcretemanifestationofthemarketcompetitivenessofconstructionenterprises.Therefore,howtoimprovethemanagementabilityofmachineryandequipmentisaproblemthatconstructioncompaniesmustthinkandexploreunderthenewmarketsituation.Thefivemajorissuesthatplagueequipmentmanagementaredescribedindetailbelow:

Withthedeepeningofthemarketeconomy,constructioncompanieshavefullyimplementedproject-basedconstruction,whichiscompletelydifferentfromtheoriginaladministrativeorganizationasaunittoorganizeconstructionandproduction,andtomanagemachineryandequipment.Ontheonehand,theorganizationofequipmentmanagementhasweakened.Someconstructioncompanieshavecancelledthefull-timeequipmentmanagementdepartment,orputequipmentmanagementunderthecomprehensiveengineeringmanagementdepartmentformanagement,lackingprofessionalmanagement;ontheotherhand,Itisbecausetheinvestmentinrenewalofmechanicalequipmenthasdecreased,andtheleaseduseismore,andtheequipmentrateofmechanicalequipmentofconstructionenterpriseshasremainedattheoriginallowlevel.Asaresult,constructioncompanieshavegraduallyincreasedtheirmechanicalandequipmentproblems:

1.Theageingofmachineryandequipmentmanagement,operation,andmaintenancepersonnel,seriouslossofpersonnel,andaccelerateddeclineintheproportionofself-employedemployeeshaveledtoalargenumberofmigrantworkerswithoutcertainworkexperience.

2.Theequipmentisobsoleteandagingisaccelerating,andmanymechanicalequipmenthasreachedorevenexceededtheretirementlife,whichhasledtothecontinuoushiddendangersofsuchmechanicalequipmentandtheincreaseinmaintenancecosts.

3.Mechanicalequipmentfilesarenotcomplete,equipmentmanagersanduserscannotcontroltheservicelifeofequipment,andtherearemanypotentialsafetyhazards.

4.Donotpayattentiontothemaintenanceofmechanicalequipment,equipmentrunningwithdefects,missingparts,anddemolishingtheeastwalltomakeupthewestwalliscommon,andtheeffectivenessofallthemechanicalequipmentcannotbebroughtintoplay.

5.Managementisdisorderly,self-ownedequipmentandleasedequipmentareusedtogether,thereisaphenomenonof"whobuysit,whousesit",anddoesnotpayattentiontotheutilizationrateofmechanicalequipmentandinvestmentbenefits.

Inshort,duetothechangeintheprojectmanagementstyleofconstructionenterprises,theuseandmanagementofmechanicalequipmentisabsent.Theideaof​​"focusingonoperationbutnotmanagement,butnotonmaintenance"iswidespread,whichmakesthehiddendangersofmechanicalequipmentfailureincreasingdaybyday.,Allkindsofaccidentseedlingscontinuetoappear.Tocompletelychangethecurrentdilemmafacedbymachineryandequipmentmanagement,constructioncompaniescanonlyactivelyexploreandfindbreakthroughsfromsysteminnovationandmanagementinnovation.

Bottleneckproblem

1.Reviewingthefailuresthathaveoccurred,youwillfindthatalargenumberoffailuresarerepeating!Thereasonisthatthe"threedonotletgo"hasbecomeahomeworkassignment,andthereisnorealanalysisoftherootcause.Whenthesamefailureisrepeated,whenthesamepartfailsrepeatedly,whenthesamecomponentisalwaysdamaged,youhavetostudythereasonsbehindthem,andyoushouldconsiderimprovedmaintenance,includingtheuseofsomefoolproofmeasures.

2.Don'twanttodothecomplexityofequipmentmaintenancemakesmanycompanieshavenogoodincentives,andthepersonnelaremostlydoing"conscientiouswork."Thecapableonesareexhausted,buttheincomeisalmostthesame,soslowlythecapableonesstopped.Incentivesfortechnicalworktypesmusttransformtheorganizationalgoalsintoeveryone’spersonalgoals,sothateveryonefeelsthattheworkisdoneforthemselvestogeneratemotivation,andtodistinguishwhatcanbedone,everyonewillworkhard.HereisoneThepremiseisthateveryonehasclearresponsibilitiesandcleargoals.

3.Unwillingtolearntodoequipment.Justlikebeingadoctor,youstoplearningifyoustoplearning.However,manymaintenancepersonnelareunwillingtolearnactively,eventhoughtheirtechnicallevelisverydifferent.Thisaspectisrelatedtotheorientationofperformanceincentives,withoutcreatingahigh-levelandhigh-incomemechanism;ontheotherhand,itisrelatedtodailytraining.Itisimpossibletoconducttheoreticaltrainingforequipmentmaintenancealldaylong,butin-depthandthoroughanalysisofequipmentfailures,especiallytypicalfailures,isstillagoodteachingmaterial.Itwillhavegoodresultswithregularskillscontestsandobstacletesting.

4.Manyfailureswithoutmaintenanceareforewarned.Thesesignsarethefirsttoreflectthesubtlechangesinoperation,suchassound,vibration,etc.,andtheseoperatorsaretheeasiesttofind,soweadvocateThehiddendangerreportwithfullparticipationisveryimportant,itcaneliminatealargenumberoffaultsinthebud.Aftermanyfailuresoccur,theanalysiswillfindthatalargenumberoffailuresarerelatedtobasicmaintenance,astheso-called"looseascrewtobreakabeam,pullabrickandpourawall".Therefore,equipmentmaintenancewithfullparticipationisthebasisforbreakingthroughthebottleneck.

5.Afteratrainingcourseregardlessofthefocus,adirectorofequipmentapproachedmeandsaidthattheircompanyhadnospecialequipmentdepartmentbeforeandtheequipmentmanagementwasverymessy.Thecomprehensiveimplementationofmanagementreformresultedinunprecedentedresistance,andevensomemaintenanceworkershadtodoit...Manypeoplemayencountersimilarsituations,howtodealwithit?"Comprehensiveadvancement"regardlessofkeypointsisobviouslynotfeasible.Justlikechronicillnesspatients,multiplesymptomsareactuallyacause.Wemustfindoutoneortwokeythingsforthecurrentsituationandworkhard,anddon'tworryaboutotherthingsthatarenotimportant.he.Whenyoutakecareofthesetwothingsyourself,youwillfindthatmanyother"sicknesses"havebeencured.

6.Manymaintenancepersonnelandevenmanagementcadresdonotmakepre-plans.Themainjobofaday’sworkis"waitingfortheoccurrenceofdisasters."Theequipmentisbrokenandeverythingwillbefine.Howtodealwithit,whichequipmentispronetoproblems,theresultismoreandmoreproblems,andtheworkbecomesmoreandmorebusy.

7.Oneproblemthatmaintenancepersonneloftenmakewhentheycocoonandbindthemselvesisto"fudge",connecttemporarywiresrandomly,changetherelaytobeunfixed,andopenthetwistinthecabinet;theequipmentalarmisshort-circuited...andfinallycausesamajoraccident,So,"fooling"is"makingtrouble"!Equipmentmanagementshouldstartfromthedetailsandrelyontheaccumulationofbitsandpiecesofdetails.

8.Someequipmentmaintenancepersonnelareassignedtothebranchfactory,andtheequipmentdepartmentsimplyinspects,reportsandpunishes;somemaintenanceworkersbelongtotheequipmentmanagement,andthebranchfactorydoesnotcooperate,accuse,orcomplainThetwosidesseemtobeatoddswitheachother.Infact,itisnotaboutthedivisionandintegrationofmaintenancework,thekeyliesinhowtomanage.Whetheritisthebranchplantortheequipmentdepartment,everyone'sgoalsarethesame,butthefocusisdifferent.Therefore,thetwolinesmustbeclarifiedseparatelybyclarifyingtheirrespectivepositionsandresponsibilities.Thesameistruefortherelationshipbetweentheequipmentdepartmentandthepurchasingdepartment.Manycompanies’equipmentprocurementislike"drummingandspreadingflowers".Technologyandbusinessareseparated.Asaresult,theequipmentpurchasedlookscheapandtheactualoperatingcostsarehigh(suchasenergyconsumption,defectiverate),Andsomecompaniesarebuyingandchangingthenewequipmentwhilesafetyaccidentsoccur.Theseareallsignsofmanagementdisconnection.Weemphasizegoalorientationanddonotallowworkaroundresponsibilities!

Reformproblems

Buildingconstructionisanindustrywithstrongfluidityandvariableproductionconditions.Buildingproductshavethecharacteristicsoffixedness,diversity,andlong-termproduction.Theleasingofmachineryandequipmentcanbetteradapttothesecharacteristics,sotheestablishmentofaleasingcompanyistheonlywaytoreformthemachineryandequipmentmanagementsystemofconstructionenterprises.

Thetraditionalequipmentmanagementsystembelongstohierarchicalmanagement.Theequipmentmanagementdepartmentoftenonlycompilesequipmentpurchaseplans,andisresponsibleforequipmentpurchase,acceptance,anddistribution.Whenthereisnotask,theequipmentisstackedonthesitewithoutinspectionandmaintenance.Itisoftenthemanagementofthephysicalformoftheequipmentandthemanagementofitsvalueform.Noattentionispaidtotheuse,utilization,andlongevityoftheequipment.Withthein-depthconstructionoftheprojectmethod,thistraditionalequipmentmanagementsystemhasbecomemoreandmoreincompatible,becausetheprojectconstructionisorganizedbytheprojectdepartmentasaunit,andtheultimategoalistopursuethebesteconomicbenefits.Theprojectdepartmentwasestablishedwiththestartoftheproject,anddisintegratedwiththecompletionoftheproject.Thenatureofthisone-timemanagementdeterminesthattheprojectdepartmentcannotoccupyalargeamountofmechanicalequipment.Itmustsignamechanicalequipmentleasecontractwiththeleasingcompany,andeconomicbehavioroccursbecauseEquipmentrentalisthemosteconomicalandconvenient.

Inordertomeettheneedsofthemarketeconomyandprojectmanagementmode,manyconstructioncompanieshavesetupleasingcompanies,buttheequipmentmanagementsystemhasbasicallynotchanged.Theleasingcompaniesarestillundertheequipmentmanagementdepartment,andtheirbusinessislimitedtoenterprises.Internally,ithasnotreallybecomeanindependenteconomicentity,andthereismoreorlessadministrativeintervention.Asaresult,theleadersofsomecompanieswillthinkthattheincomeoftheleasingcompanyisaproblemofputtingmoneyintherightpocket,whichismeaningless.Sometimes,inordertotakecareoftheenthusiasmoftheprojectdepartment,apieceoftheleasingcompany'sduebenefitwasarbitrarilycutoff,whichseriouslydampenedtheenthusiasmoftheleasingcompany.Therefore,constructioncompaniesmustimplementfirst-levelmanagementofmachineryandequipment,sothattheleasingcompanytrulybecomesanindependenteconomicentity,withmachineryandequipmentastheoperatingobjectofitsassets,focusingonvaluepreservationandappreciation,optimalallocationandeffectiveuseofresources,andpuremanagementChangefrommanagementtomanagement.Becauseunderthenaturaladjustmentofmarketeconomiclevers,thequalityofequipmentmanagementwillalsobedirectlyreflectedineconomicbenefits,soitwillalsoencourageequipmentmanagerstoresearch,exploreandadoptadvancedmanagementmethodsinordertoobtainmaximumbenefits.Reallymobilizetheenthusiasmofequipmentmanagementpersonnel,graduallymakeequipmentmanagementprocedures,standardization,standardization,andinstitutionalization,andeffectivelyimprovethemanagementlevelofmachineryandequipment.

Persistinthefourmodernizations

Constructioncompaniesimplementa"centralizedmanagement,leaseduse"modelformachineryandequipment,whichnotonlyfullysupportsandguaranteesthedevelopmentofthemainconstructionbusiness,butalsoeffectivelyImproveequipmentutilizationandinvestmentbenefits.However,inordertohaverealeffectsanddeliverresults,wemustinsistonthemanagementinnovationofmachineryandequipment,andspecifically,wemustadheretothe"fourmodernizations":

1.Marketizationisthekeytotheefficiencyofmachineryandequipmentmanagement.Equipmentleasingcompaniesinconstructionenterprisesmusttrulycarryoutmarket-orientedoperationofmechanicalequipmentmanagement,fullyreleaseexistingconstructionequipmentcapabilitiesandexpandtheexistingequipmentleasingmarket.Adheretomachineryandequipmentastheunit,strengthenvariousmanagements,strictlyfollowtheleasecontractfortheinternaluseofmachineryandequipment,andtheconditionscanbeappropriatelyinclined,butnotblindlyobeythemainbusinessneedsoftheconstructionenterprise,improvetheutilizationrateoftheequipment,andenhancetheequipmentLeasingservicecapabilitiestopursuethebesteconomicandinvestmentbenefitsofmachineryandequipment.Atthesametime,constructioncompaniesmustadheretothepathofsocializationformachineryandequipmentleasing,becausetheinternalmarketcapacityislimited,andtheymustfindbenefitsandfindtheirowndevelopmentpathinthelargesocializedleasingmarket.

2.Institutionalizationisamanifestationofthemanagementlevelofmachineryandequipment."Thereisnoruleandnocircle."Systemmanagementistheentrypointforallwork,andthesameistrueformachineryandequipmentmanagement.Constructioncompaniesshouldstartwiththecontractsigningofmachineryandequipmentleasingandextendtotheformulation,supervision,andmaintenanceofmachineryandequipment.Completeandoperablerulesandregulationshavebeenformulatedintermsoftraining,education,andcertificate-holding.Ensurethatthereareconstructionplansformechanicalequipmentconstruction,operatingproceduresforoperations,andrelevantsystemsforacceptance.Withrulesandregulations,managementhasabasis,operationhasadirection,andthemanagementeffectofmachineryandequipmentcanshowitsduepowerinspecificprojectconstruction,andmarketcompetitivenesscanbetrulyreflected.Projectconstructiontime,safety,quality,etc.Stepintotheorderlystateofavirtuouscircle.

3.Humanismistheguaranteeforthesafetyofmachineryandequipmentmanagement.Afterall,themanagementofmachineryandequipmentisembodiedbypeople,andthemanagementanduseofpeoplearethemostfundamentalaspectoffulfillingthemanagementsystem.Moreover,accidentstatisticsshowthatmorethan80%ofaccidentsarecausedbyhumancauses.Therefore,machineryandequipmentmanagementmustadheretothepeople-orientedapproach,strengthenskillstrainingthrougheducation,training,andassessment,andcontinuouslyimprovepeople'ssafetyawareness,andconstantlyimprovepeople'soperationlevel,sothatmachineryandequipmentmanagementhasarealfoothold.Andstrengthentheinvestmentofmachineryandequipmentmanagementpersonnel,implementthemachineryandequipmentsafetyresponsibilitysystemtopeople,andclarifythecorrespondingresponsibilitiesofmachineryandequipmentleasingcompanies,projectmanagers,technicalleaders,andoperators.Onlywhenthesafetyqualityofpeopleissignificantlyimproved,thesafetyproductionofconstructionenterprisescanbeguaranteed.

4.Specializationisthefoundationoftheefficiencyofmachineryandequipmentmanagement.Mechanicalequipmentmanagementhasastrongprofessionalism,whichrequiresmechanicalequipmenttechnology,operation,andmanagementpersonneltohavestrongprofessionalknowledge,andstrengthenthecontrolofthemainhazardsofmechanicalequipment,andpreventaccidentsfromvariousfactors.Minimizetheoccurrenceofmechanicalaccidents.Moreover,itisnecessarytoregularlyrepairandmaintainmechanicalequipmenttomakefulluseofthequalityofthemechanicalequipmentitself,whichnotonlyensuresthatthemechanicalequipmentplaysitsdueroleintheconstructionandproductionprocess,butalsoeffectivelyreducesequipmentfailures,andatthesametimeextendsthemechanicalequipment.Servicelife.

Significanceandfocus

Equipmentmanagementisthefocusoftheinternalmanagementofanenterprise

Internalmanagementofanenterprisereferstotheimplementationoftheenterpriseinordertocompletetheestablishedproductionandoperationgoals.Allmanagementactivities,whichincludeenterpriseplanningmanagement,qualitymanagement,equipmentmanagement,financialmanagement,teammanagement,sitemanagement,andsoon.Peopleoftenrefertostrengtheninginternalmanagementofenterprisesaspracticinginternalskills.Thelevelofinternalmanagementreflectsthestrengthofanenterprise'sinternalstrength.Withstronginternalstrength,anenterprisehasastrongabilitytoresistwindandrain,astrongmarketcompetitiveness,andastrongabilitytosurviveanddevelop.Therefore,intheprocessofproductionandoperation,enterprisesshouldfrequentlycarryoutvariousactivities,constantlygraspthemanagementwork,anddoeverythingpossibletoimprovethelevelofinternalmanagement.Invariousbasicmanagementtasks,anymanagementisveryimportanttoimprovetheoverallqualityoftheenterprise.Theinternalmanagementofanenterpriseisacomplextask.Onlybychoosingtheentrypointandbreakthroughpointoftheinternaloperationandmanagementwork,graspingthekeypoints,andtakingthepointtothesurface,cantheoverallqualityoftheenterprisebeimproved.Equipmentmanagementisoneofthekeypointsofinternalmanagementofanenterprise.

Productionequipmentisanimportantpartofproductivityandoneofthebasicelements.Itisanimportanttoolandmeansforanenterprisetoengageinproductionandoperation,animportantmaterialwealthforthesurvivalanddevelopmentofanenterprise,andamaterialsymbolofthedevelopmentlevelofsocialproductivity..Productionequipmentoccupiesaconsiderableproportionandaveryimportantpositionintermsoftheshareofcorporateassets,thecontentofmanagementwork,andthemanifestationofcorporatemarketcompetitiveness.Goodmanagementanduseofproductionequipmentandimprovementofequipmentmanagementareofgreatsignificancetopromotetheprogressanddevelopmentofenterprises.

Equipmentmanagementistheguaranteeofenterpriseproduction

Intheproductionandoperationactivitiesofanenterprise,themaintaskofequipmentmanagementistoprovidetheenterprisewithexcellentandeconomicaltechnicalequipment,sothattheenterprise’sproductionBusinessactivitiesarebasedonthebestmaterialtechnologytoensurethesmoothprogressofproductionandoperationtoensurethatthecompanyimprovesproductquality,increasesproductionefficiency,increasesvarietyofcolors,reducesproductioncosts,andconductssafeandcivilizedproduction,sothatthecompanycanobtainthehighesteconomicbenefits.Accordingtomarketdemandandmarketforecast,theenterprisedecidestocarryouttheproductionandoperationactivitiesoftheproduct.Theimportanceofequipmentmanagementisreflectedintheentireproductionandoperationactivitiesofproductdesign,trialproduction,processing,salesandafter-salesservice.Inordertowinandoccupythemarket,reduceproductioncosts,saveresources,andproducehigh-qualityproductsthatmeetuserneedsandcreatemaximumeconomicbenefitsfortheenterprise,equipmentmanagementistheguarantee.Thelevelofequipmentmanagementisoneoftheimportantsignsofanenterprise'smanagementlevel,productiondevelopmentlevelandmarketcompetitiveness.

"Workersmustfirstsharpentheirtoolsiftheywanttodotheirjobswell."Thedevelopmentandproductionofadvancedproductsmustbebasedonthecompany'sadvancedequipmentandgoodmanagement.Ifyouneglectmanagementanduseadvancedequipmenttoproducegeneralproducts,itwillincreaseproductioncosts,losemarketcompetitiveness,andcausegreatwaste;Theefficiencyofallequipmentisbroughtintofullplay,andtheutilizationrateofequipmentisreduced;someequipmentisdamagedandproductionisstopped.Althoughthecompanyhasadvancedequipment,ithasnotplayeditsadvantage.Onthecontrary,duetothehighequipmentpriceandhighoperatingcost,ithasbecomeaheavyburden,causingthecompanyWithhighdebts,productionandoperationarestruggling.Althoughsomecompanieswithgoodequipmentmanagementdonothaveforeignadvancedequipment,theycanproducehigh-qualityproductsduetotheirhighmanagementlevel,goodequipmentoperationandhighefficiency.Theyhavestrongmarketcompetitivenessandsteadygrowthincorporateefficiency.

Equipmentmanagementistheguaranteeofenterpriseoutput,quality,efficiencyanddeliverytime.Undertheconditionsofamarketeconomy,companiesoftenorganizeproductioninaccordancewithcontracts,inordertosellandsetproduction.Oncethecontractissigned,itisprotectedbylawandcannotbechangedwithoutspecialcircumstances.Breachofthecontractwillbesubjecttosevereeconomicsanctions.Ifthereisnoguaranteeofahighlevelofequipmentmanagementandgoodequipmentoperationstatus,itisimpossibletoperformthecontractually.Oncethecontractisbreached,itwillnotonlycauseeconomiclossestotheenterprise,butalsooftenlosethemarket,whichwillhaveaseriousimpactonthedevelopmentoftheenterprise.

Equipmentmanagementistheguaranteeofsafeproductionofenterprises.Safeproductionisaprerequisiteforenterprisestodoagoodjobinproductionandoperation.Withoutsafeproduction,allworkmaybeuseless.Therefore,governmentsanddepartmentsatalllevels,fromthecentraltothelocallevel,allemphasizesafeproduction,andalwayspaycloseattentiontosafeproduction.Safetyproductionismandatoryandmustbeunconditionallyobeyed.Anyproductionandoperationactivitiesofanenterprisemustbeestablishedonthebasisofsafetyproduction.Accordingtostatisticsonsafetyaccidents,excludingindividualhumanfactors,morethan80%ofsafetyaccidentsarecausedbyequipmentunsafefactors.Inparticular,poormanagementofpressurevessels,powerrunningequipment,andelectricalequipmentisahiddendangerofaccidents.Toensuresafeproduction,youmusthavewell-functioningequipment,andgoodequipmentmanagementeliminatesmostofthehiddendangersofaccidentsandpreventsmostoftheoccurrenceofsafetyaccidents.

Equipmentmanagementisthefoundationforenterprisestoimprovetheirefficiency

Thepurposeofenterprises'productionandoperationistoobtainthegreatesteconomicbenefits,andallbusinessmanagementactivitiesarecloselyfocusedonimprovingeconomicbenefits.Inthiscenter,equipmentmanagementisthebasisforimprovingeconomicefficiency.

Improvetheeconomicefficiencyofenterprises.Simplyput,ontheonehand,itistoincreaseproductoutputandimprovelaborproductionefficiency;ontheotherhand,itistoreduceconsumptionandreduceproductioncosts.Inthisseriesofmanagementactivities,equipmentmanagementOccupyaparticularlyprominentposition.

(1)Toimproveproductqualityandincreaseoutput,equipmentisanimportantfactor.Strengtheningequipmentmanagementisanimportantmeanstoimprovequality,increaseproductionandincreaseincome.Therefore,thepartyandthegovernmenthaverepeatedlyproposedtoimplementthe"RegulationsonEquipmentManagement"oftheStateCouncil,andstrengthenequipmentmanagementmustbecombinedwiththedoubleincreaseanddoublefestivalactivitiescarriedoutbyenterprises,applymoderntechnology,carryouttechnologicalinnovation,andensurethatequipmentisingoodoperatingcondition;fornewequipmentItisnecessarytogivefullplaytoitsadvancedperformance,maintainhighequipmentutilization,preventanddiscoverhiddendangersofequipmentfailures,andcreategreatereconomicbenefits;foroldequipment,itisnecessarytoimproveandimproveequipmentquality,enhanceequipmentperformance,andextendequipmentthroughtechnologicaltransformationandrenewal.Servicelife,soastoachievethepurposeofimprovingefficiency.

(2)Toimprovelaborproductivity,thekeyistoimprovetheproductionefficiencyofequipment.Mostpeopleinthecompanyworkaroundequipment.Toimprovetheworkefficiencyofthesepeople,thepremiseistoimproveequipmentproductionefficiency,reduceequipmentfailures,andincreaseequipmentutilization.

(3)Reducingconsumptionandreducingproductioncostsisthemaincontentofequipmentmanagement.Mostoftheconsumptionofrawmaterialsisrealizedontheequipment.Poorequipmentconditionswillincreasetheconsumptionofrawmaterials,suchaswasteproducts,rawmaterialwastewillbeevengreater.Intermsofenergyconsumption,equipmentaccountsforagreaterproportion.Strengtheningequipmentmanagement,improvingequipmentoperationefficiency,andreducingequipmentenergyconsumptionareimportantmeanstosaveenergyandarealsotheeternalthemeofenergysavingandconsumptionreductionforenterprises.Duringtheoperationoftheequipment,inordertomaintainthenormaloperationoftheequipment,acertainamountofmaterialconsumptionisalsorequired.Equipmentgenerallyhassparepartsandwearingparts,whicharenotwellmanaged,andthepartsconsumptionislarge,andtheequipmentmaintenancecostsarehigh.Especiallyforimportedequipment,thecostofsparepartsishigher.Theequipmentneedstobeoverhauledafteracertainperiodofoperation.Overhaulcostsarealsoanimportantexpenditureinequipmentmanagement.Ifequipmentmanagementisdonewell,theequipmentoverhaulperiodcanbeextended.Overhaulcostsaffectproductioncostsduringtheentireequipmentlifecycle.Asaresult,itsproportioncanbereduced,thuslayingthefoundationforreducingproductioncosts.

RCM

RCM(ReliabilityCenteredMaintenance)isamaintenancesystemdevelopedbyEuropeandtheUnitedStatesthroughfurtherresearchonequipmentwearcurvesandequipmentfaultdiagnosistechnology.RCMemphasizesearlydiagnosisandearlytreatmentofabnormalworkingconditionsofequipment,andarrangesplannedmaintenanceinvariouswaysbasedonequipmentstatustoachievethehighestequipmentavailabilityandlowestmaintenancecosts.Thedevelopmentofitsmaintenancesystemhasapproximatelyexperiencedafter-the-factmaintenance,preventivemaintenanceandpredictivemaintenance.RCMintegratesmoremaintenancemethodsanddiagnosticmethodsintheUnitedStates,andisdevelopingintoRCM2,especiallyinpowerplantsandchemicalindustriesthatrequireextremelyhighequipmentreliability.

ThegoalofRCMistoachievethebalancepointoftheoverallcost,sothatthereturnonthereliabilityinvestmentisthehighest.Itachievesthisgoalthroughasetofsystemworkprocesses.TheguidingprinciplesofRCMare:

1.RCMisorientedtodevicefunctionorperformance

2.RCMfocusesontheentiresystem

3.RCMrecognizesthelimitationsofdesignandpursuescontinuousimprovementofdesign

4.RCMdefinesdefectsasanyunsatisfactoryconditions,suchas:notreachingcertainperformanceorrealizingcertainfunctions

5.TheRCMtaskmustbevalid

6.RCMtasksmustbeapplicable

7.RCMfocusesonfourtypesofdefectprocessing:post-defectprocessing,regularmaintenance,conditionmonitoring,defectdetection/pre-repair

8.RCMisaclosedloopsystem.

TheBoeingAircraftManufacturingCompanyoftheUnitedStateshasconductedlong-termsamplingstudiesoncomplexequipmentsuchasaircraftandengines,andfoundthattherearemanywaystoweartheequipmentwearcurve,andasthecomplexityoftheequipmentincreases,therandomnessofequipmentfailuresWiththeincreasing,theaccuracyofMTBFandtheguidingsignificanceoftheplanhavechanged.ThepreventivemaintenancemethodbasedonMTBFisreplacedbythepredictivemaintenancemethodbasedonP-Fintervalinsomecases.TheP-Fintervalreferstothetimeintervalfromthemomentwecanpredictthefailureofthedevicetothemomentthedevicecompletelyfails.

Otherpoints

Mobilityrateandutilizationrate

Mobilityratemeansthatwhenyouwanttoproduce,equipmentandmoldsarealwaysinanormalstateofuseTheratioreferstothetimeavailablefortheequipmenttocompletethemanufacturingofqualifiedproductsaccordingtothestandardquotawithintheloadtimeoftheequipmentthatneedstobeused.100%mobilityisanidealstate.

Infact,itisverydifficulttoachieve100%mobilityduetounavoidablereasonssuchasprogramreplacementandtheuseofotherproducts.Therefore,itisnecessarytoavoidreducedmobilityduetomalfunctions,poorperformance,etc.thingshappen.

Theutilizationratereferstotheratiooftheactualproductiontime(operationtime)totheproductiontime(loadtime),alsoknownasthetimeutilizationrate.

Autonomousmaintenance

Autonomousmaintenancereferstotheoperationpersonnelofthemanufacturingdepartment,undertheguidanceoftheideologicalguidanceof"self-maintenanceoftheirownequipment",self-maintainingoftheequipmentinoperation.Inadditiontolearningmaintenanceskillssuchasdailyinspectionandoiling,itisalsonecessarytomakesmallimprovementstoequipmentabnormalities,failures,andlifeextensions.

Inspection

TheinspectionisBeforeandafteruseorbeforeandafterdailywork,checktheequipmentandinstrumentsinaccordancewithcertainguidelinestoconfirmwhethertherearefaultsandabnormalities.

Softeningequipment

Theso-calledsofteningequipmentreferstoequipmentthatiseasytochangethefunctionandpurpose,easytoexpandthefunctionandincreasetheproductioncapacity.

Relatedbooks

Title:EquipmentManagement(HigherVocational)Author:YuJunping

Press:MachineryIndustryPress

Publicationtime:2010-07-13

ISBN:7-111-09598-7

Format:16open

Price:24.00yuan

Thisbookisequippedwithelectroniccourseware

EquipmentManagement

First,payattentiontothe"threeprinciples"intheselectionofequipment.Whenselectingequipment,enterprisesshouldchooseequipmentaccordingtotheactualneedsofthecompany’sproductiontechnologyandtherequirementsoffuturedevelopment,inaccordancewiththeprinciplesoftechnologicallyadvanced,economicallyreasonable,andapplicableinproduction,andfullyconsiderthequalityassurance,lowconsumption,andsafetyoftheequipment.,Durability,maintainability,completeset,flexibility,environmentalprotectionandeconomy,etc.,canensuretheeconomicoperationoftheequipmentafteritisputintoproduction,andbringbetterreturnstotheenterprise.

Second,a"three-levelnetwork"shouldbeconstructedintheequipmentmanagementorganization.

Enterprisesshouldcombinetheirownrealitytoestablishathree-levelenterpriseequipmentmanagementnetworkwithlegalpersonsasthecoreoftheenterprise,workshops,andteams,improveequipmentmanagementinstitutions,clarifyresponsibilities,andstraightenoutrelationships.

Three,implementthe"threefullmanagement"intheequipmentmanagementmethod.

Modernequipmentmanagementisdifferentfromtraditionalequipmentmanagement.Itiscomprehensiveandcanbesummarizedascomprehensivemanagementofequipment,fullmanagementandfullprocessmanagement,whichcaneffectivelyensurethetechnicalperformanceandnormalworkoftheequipment,andimproveItsservicelifeandutilizationrate.

Fourth,implementthe"threestricts"inthemaintenanceofequipment.

Thefirstistostrictlyimplementthemaintenanceplanandmaintenanceprocedures,andcarryouttheinspectionandmaintenanceoftheequipmentinaplannedandpreparedmanner.Thesecondistostrictlycontrolthequalityofspareparts.Strivetoensurebothqualityandeconomy.Thethirdistostrictlygraspthequalityofinspectionandrepairandtheacceptanceofthecompletionoftechnicalrenovationandrepair.Forequipmentmaintenanceandtechnicalrenovationandmaintenance,thepersonnel,timing,fixedpoint,quality,andquantificationshallbeimplemented,andtheyshallbeincludedintheassessmentoftheeconomicresponsibilitysystemtoensurethequalityofmaintenanceandtechnicalrenovation.

Fifth,wemuststriveforthe"threepersistences"inthesafeoperationofequipment.

First,wemustadheretothesystemofcadresonduty.Keeparecordofshifts,findproblemsintimeanddealwiththemintime,anddonottransferhiddenequipmenthazardstothenextshift,soastominimizeandeliminatetheoccurrenceofman-madeoperationsandequipmentaccidents.Thesecondistoadheretothecertificate-holdingsystem.Itisnecessarytoincreaseeducationandtrainingsothattheoperatorisfamiliarwithandmasterstheperformance,structure,andoperationandmaintenancetechniquesofallequipment,andachievesthreegood(gooduse,goodmanagement,goodmaintenanceofequipment),fourmeetings(gooduse,goodmaintenance,goodinspection),Willtroubleshoot).Forsophisticated,complexandcriticalequipment,adedicatedpersonmustbeappointedtomasterandbecertified.Thethirdistopersistingraspingthe"threedisciplines."Safety,craftsmanship,labordisciplineandequipmentsafetyoperationmanagementarecloselylinked.Therefore,wemustadheretothethreedisciplines(safety,craftsmanship,labordiscipline),energyconservation,consumptionreduction,civilizedsanitationandotheron-sitemanagementasthemainlinks,sothatthebottomoftheditch(sewage,drainageditch),nodebris,equipmentonthegroundSeethetruecolors,andperseveretoformasystem,formahabit,formafashion,sothattheequipmentsitemanagementworkismoresolid.

Six."Three-levelmaintenance"shouldbeimplementedinthemaintenanceofequipment.

Three-levelmaintenancereferstothedailymaintenance(dailywarranty),primarymaintenance(monthlywarranty)andsecondarymaintenance(annualwarranty)oftheequipment.Routinemaintenanceisthedailyroutinemaintenanceoftheoperators.Thecontentmainlyincludesthecarefulinspectionoftheoperatorsbeforeandaftertheshift,thewipingofallpartsoftheequipmentandtheoilingmaintenance,sothattheequipmentisoftenkeptlubricatedandclean.Iftheequipmentfailsduringtheshift,itshouldbeeliminatedintimeandtakenseriously.Keeparecordofshifts.Thefirst-levelmaintenanceismainlyoperatedbyoperatorsandsupplementedbymaintenanceworkers.Theequipmentispartiallydisassembledandinspected.Generally,itcanbecarriedoutonceamonth.Thesecondarymaintenanceismainlyperformedbymaintenanceworkers,withtheparticipationofoperators,andpartoftheequipmentisinspectedandrepairedbydisassembly,whichisgenerallycarriedoutonceayear.Whiledoingagoodjobofthree-levelmaintenance,allenterprisesmustalsoactivelydopreventivemaintenancework.

Seven,the"threedonotletgo"inhandlingequipmentaccidents.

Enterprisesshouldgraduallyimprovevariousequipmentmanagementsystems,fromsystemimplementation,inspectiontoassessment,andtheimplementationofthesystemasanimportantconditionforrewardsandpunishments.Insistonhandlinggeneralequipmentaccidentsaccordingtotheprincipleof"threedonotletgo",thatis,thecauseoftheaccidentisnotclear,theresponsiblepersonisnotletgowithouteducation,andthepreventivemeasuresarenottaken.

Eight,payattentiontothe"threeissues"inequipmenttransformationandrenewal.

Equipmentrenewalisanindispensableandimportantlinkinequipmentmanagement.Intheequipmentrenewalandtransformation,firstly,wemustpayattentiontothekeyandweaklinkstodowhatwecan.Therenewalandtransformationofequipmentshouldbebasedontheactualsituationoftheenterpriseforoverallplanning,prioritizingthepriority,andmanpowerfromthekeyandweaklinkscanachievesignificantresults.Thesecondistopayattentiontothecombinationofequipmentrenewalandequipmenttransformation.Althoughwiththecontinuousadvancementofscienceandtechnology,thenewlyproducedequipmentistechnologicallymoreadvancedandreasonablecomparedwithsimilarequipmentinthepast,butthetransformationofexistingequipmenthassmallinvestment,shorttime,quickresults,andtargetedproduction.Ithasuniqueadvantagessuchasstrongadaptability.Therefore,itisnecessarytocombineequipmentrenewalwithequipmenttransformationinordertoacceleratethepaceoftechnologicalprogressandachievebettereconomicbenefits.Thethirdistopayattentiontothecombinationofequipmenttransformationandequipmentrepair.Inequipmentrepairs,especiallymajorrepairs,theequipmentisoftendisassembled.Iftheequipmentcanberepaired,theequipmentshouldbeimprovedaccordingtotheproblemsexposedduringtheuseoftheequipmentandtheactualproduction.Repairingcannotonlyrestoretheperformanceandaccuracyoftheequipment,butalsoimprovethemodernizationleveloftheequipment,greatlysavingworkload,andgettingtwicetheresultwithhalftheeffort.Therefore,whenrenovatingtheequipment,itisnecessarytoadheretoascientificattitudeandcombineequipmentrepairandremodelingasmuchaspossible.

Pre-equipmentmanagement

Pre-equipmentmanagementreferstothemanagementfromequipmentrequirementstoequipmentprocurement,installationandcommissioning,andacceptanceintouse.Itincludesequipmentrequirementsplanning,equipmentprocurementreview,andequipmentProcessessuchasbidding,signingoftechnicalagreementsandcontracts,equipment-to-factoryinspection,equipmentinstallation,equipmentcommissioning,equipmentfinalacceptance,andequipmenthandover.

Basicmanagement

Basicmanagementworkistoimplementinstitutionalized,standardizedandstandardizedmanagementofmachineryandequipmentfromtheestablishmenttotheremovaloffixedassetsinaccordancewithregulationsandscientificmethods,soastomakeuseoffixedassetsTheefficiencyoftheuse,protecttheintegrityandsafetyofnationalproperty,andbetterserveconstructionandproduction.

Managementoftheuseofmachinery

Theuseofmachineryshouldbebasedonthepremiseofimprovingthecomprehensivebenefitsoftheequipmentandtheeconomyoftheequipmentlifecycle.Itisnecessarytocarefullyplantheuse,adheretotheprinciplesofuse,andfollowvariousregulations.Systemtoensureconstructionneedsandreduceprojectcosts.

Mechanicalmaintenancemanagement

Mechanicalmaintenanceistoimplementthemanagementpolicyof"equalattentiontomaintenanceandpreventionfirst"toensurethenormaloperationofequipment,reducefailuresandpreventaccidents,andmaximizeMechanicalefficiencyisanimportanttasktoprolongtheservicelifeofmachinery.Regularmaintenancemustbecarriedoutinaccordancewiththemaintenancecycleandoperatingrangespecifiedbyvarioustypesofmachinery.

Theequipmentmanagementdepartmentshallformulatemachinerymaintenanceproceduresaccordingtothetypesofmachineryheld,asthebasisformaintenanceoperationsandqualityinspection.Themaintenanceofimportedmachineryshouldbecarriedoutinstrictaccordancewiththemaintenanceintervalandscopeofworkspecifiedinthemachinerymanual,andpracticalmaintenanceproceduresshouldbeformulatedthroughpractice.

Selectequipment

1.Equipmentselection

Theselectionofequipmentisthemostimportantpartofenterpriseequipmentmanagement.Reasonableselectionofequipmentnotonlymeetstheneedsofproduction,butalsoreducesequipmentusagecostsandobtainsequipmentinvestmentbenefits.Theselectionofequipmentmustfollowtheprinciplesoftechnologicallyadvanced,economicallyreasonable,andfeasibleinproduction.Whenselectingequipment,thefollowingfactorsshouldbeconsidered:

1)Theproductionefficiencyoftheequipment.Theproductionefficiencyofequipmentreferstothenumberofproductsthatcanbeproducedperunittime,whichisgenerallyexpressedinaseriesoftechnicalparameterssuchaspower,stroke,andspeed.Whenconsideringthisfactor,itisnecessarytoavoidchoosingequipmentthatwillsoonbeoverloaded,butalsotopreventchoosingequipmentwithtoomuchsurplusproductioncapacity.

2)Thedegreeofassuranceofproductquality.Whenselectingequipment,thedegreeofassuranceofthequalityoftheproductsproducedbythemachineryandequipmentshouldbeconsidered.Itisgenerallyexpressedintermsofthephysicalpropertiesandchemicalcompositionoftheproductsandpartsprocessedbytheequipment.

3)Thereliabilityoftheequipment.Reliabilityreferstothemaintenanceofequipmentprocessingaccuracy,thestabilityofperformance,andthedurabilityofparts.High-reliabilityequipmentcanensurethattheequipmentdoesnotoccurorrarelyfailsduringuse.Itisusuallyexpressedquantitativelybythemeantimebetweenfailures.

4)Themaintainabilityoftheequipment.Maintainabilityreferstowhethertheequipmentiseasytoinspect,disassemble,andwhetherpartsareeasytoreplace.

5)Energyandrawmaterialconsumption.Whenchoosingequipment,oneshouldtrytochooseequipmentwithenergysavingandlowrawmaterialconsumption.

6)Thesafetyandenvironmentalprotectionoftheequipment.Safetymeansthattheequipmentmustbesafeduringusetoavoidpersonalandequipmentaccidents.Environmentalprotectionmeansthatthenoiseoftheequipmentandthepollutiondegreeoftheharmfulsubstancesdischargedbytheequipmentarecontrolledwithinacertainstandardrange,andtheequipmentisrequiredtobeequippedwithcorrespondingauxiliarydevicesorpurificationequipmentforthetreatmentof"threewastes".

7)Thecompletesetofequipment.Completenessreferstothedegreetowhichtheselectedequipmentandtheexistingequipmentcomplementeachotherintermsofperformanceandcapabilities.Equipmentsupportingincludes:singlemachinesupporting,unitsupporting,andprojectsupporting.

8)Theflexibilityoftheequipment.Theflexibilityoftheequipmentincludesthefollowingcontents:Oneisthattheequipmentcanadapttodifferentworkingenvironmentsandconditionsundertheconditionsofafixedworkobject,andtheoperationandusearemoreconvenientandflexible;theotheristheprocessingequipmentwithvariableworkobjects.Itisadaptabletotheperformanceofavarietyofpartsprocessing,andhasstrongversatility;third,theequipmenthasasimpleandcompactstructure,lightweight,smallsize,smalloccupationareaandconvenientmovement.

9)Theeconomyoftheequipment.Whenselectingequipment,itshouldbebasedontheactualsituation,andonthepremiseofmeetingtheproductiontechnologyrequirements,trytochoosetheequipmentwiththeleastlifecyclecost.

Equipmentmanagementstandards

⑴On-sitetoolingequipmentisequippedtomeettheon-siteconstructionqualityandschedule,toensurethesafeandnormaluseandmaintenanceoftoolingequipment,andtoensuretheeffectiveuseoftoolingequipmentformanagement.

⑵Theconstructionheadquartersshouldstrengthenthesupervisionandmanagementofmechanicalequipment,setupafull-time(orpart-time)materialandmachinemanagerwhounderstandsthemanagementofmechanicalequipment,andsupervisetheconstructionunittostrictlymanagetheon-siteconstructionequipment.Eachprofessionalengineermustmasterthetypesandperformanceofcommontoolingequipmentineachmajor.

⑶Theconstructionheadquartersshouldfocusonthefollowingtwoaspectsofsupervisionandmanagement:

①Carefullyreviewtherationalityofthemechanicalequipmentallocationplanintheconstructionorganizationdesign,andreviewthetoolingequipmentallocationWhetheritmeetsthebidpromise,reviewwhetherthetoolingequipmentisincompliancewiththebidinspectionandotherrelevantmandatoryregulations.

②Superviseandspotcheckwhethertheconstructionunitisequippedaccordingtothetypeandperformancedesignedbytheconstructionorganization,whetheritmeetstheconstructionscheduleandneedstobeequippedintime,whethertheequipmententryproceduremeetstherequirements,andwhethertheequipmentmanagementmeetsthesafetystandards.

⑷Theconstructionprojectdepartmentshoulddothefollowing:

①Setupthephysicalmachinerydepartmenttoberesponsiblefortheunifiedmanagementoftoolingequipment(includingself-ownedandleasedmachineryandequipment).Accordingtotheequipmentplan,timelyandreasonableselection,inspectionandacceptanceofthemachineryandequipmententeringthesiteasrequiredandreportingtothesupervisorforapproval;responsibleforthesafetyandtechnicalclarificationoftherelevantpersonnelandoperators;responsibleforestablishingtheequipmentaccountandregisteringtheentryandexitstatusintime;organizingthemachineryonaregularbasisSafetyinspectionofequipment.

②Theoperatorsofthemachineryandequipmentshallholdvalidcertificatestooperateinaccordancewiththeregulations,andthesafetyprotectiondevicesofthemachineryandequipmentinusemustbecompleteandeffective.

③Allthemachineryandequipmentusedmustadheretothe"two-determinationandthree-guarantee"system(namely,order,machine,packageuse,packagestorage,packagemaintenance)system,andmachineoperatorsmuststicktotheirpoststoensurethatthemachineryisnormalrun.

④Theuseoflarge-scaleliftingequipment(referringtobridgeerectingcranes,gantrycranes,towercranes,etc.)andtheuseofDalinmechanicalfacilities(suchasmobileformwork,transportanderectionequipment,tracklayingmachines,etc.)由物资机械部组织有关部门做好使用前的检查、验收工作，确认安全和无质量问题后方可投入使用。

⑸大规模铁路施工过程中，本标准对隧道工程、桥梁工程、路基工程、站场工程不同的专业所需的施工机械设备的基本配备、使用操作注意事项、工作标准、机械设备检修、设备标定管理等方面进行了规定，确定了现场工装设备的管理标准，使现场使用的机械设备达到合理化、高效化、标准化、安全化，以实现现场工装设备的标准化管理，达到建设项目的标准化管理要求。

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