Evaluation of the efficiency of maintenance of machines. Methodology for assessing the efficiency of cargo transportation by road Methodology for assessing the effectiveness of the use of maintenance workshops

I. S. Nazmutdinov, D. V. Vedishchev

VUNTS Air Force "VVA them. professors N. E. Zhukovsky and Yu. A. Gagarin»

The purpose of determining the effectiveness is to optimize the technical support (TO) system in the process of its creation and selection of an option to implement the one closest to the optimal one in terms of the selected efficiency indicator and modernize the existing system.

Under the efficiency of the TO system, it is customary to understand its properties to create a useful result for a certain period under certain conditions, the degree of adaptability to perform certain functions in specific conditions for a given time. At the same time, to evaluate the effectiveness, a generalized and a number of private indicators are used that characterize the degree of fulfillment of tasks for the maintenance and repair of radio equipment (RTS).

In accordance with the results of scientific research, it is recommended to evaluate complex systems, which include the TO system, based on a separate assessment of the technical and economic efficiency of the system under study, i.e. according to the complex criterion "efficiency - cost". The criterion of technical efficiency is the result of a comparison (for example, in the form of a difference or ratio) of the technical efficiency of real and ideal systems, or the result of a comparison of the real efficiency of the system with its required level, i.e.

The criterion of economic efficiency is the result of comparing the real cost of implementing the maintenance system (costs for ensuring the technical efficiency of Y) with the minimum possible:

The approach to assessing a generic indicator can be broken down into sequential steps that involve:

determining the purpose of the system;

determination of the range of tasks and conditions for the functioning of the system;

the choice of generalized and particular performance indicators, and, if necessary, a complex system is divided into constituent elements;

determination of the most probable state of the system elements; assessment of the system's effectiveness according to the selected indicator.

To evaluate the effectiveness of the maintenance system, it is necessary to have some indicators. The main requirements for indicators are reduced to the fact that these indicators make it possible to measure efficiency in strict accordance with the purpose of the system, characterize the quality of task performance, and evaluate the effectiveness of solving problems by the system. They must be sensitive to changes in the situation, have a quantitative expression, have reliability and accuracy, have a simple expression and have a physical meaning. In addition, system performance indicators are selected taking into account a systematic approach. It is desirable that the indicator be one - generalized, since the solution of the problem in the presence of two or more indicators is difficult and can lead to all kinds of unreasonable decisions. The maintenance system is characterized not only by a large number of elements, but also by the complexity of the internal structure. Therefore, it is first necessary to solve a number of issues in a structural order:

evaluate the quality of maintenance, repairs and logistics;

perform measures aimed at improving the serviceability of the RTS; create an optimal structure of the maintenance system;

meet the requirements for operational flexibility and survivability of the system;

determine (limit) at some level the costs of the system.

If we analyze the main characteristics of the maintenance system, with the help of which it is possible to evaluate the effectiveness, then these characteristics can be conditionally combined into three groups.

The first group - characteristics that determine the operational-tactical effectiveness of the system, assess the degree of fulfillment of the tasks facing the maintenance system.

The second group - characteristics that determine the technical efficiency of the system, are quantified by operational and technical indicators.

The third group - characteristics that determine the economic efficiency of the system.

Consider the above groups.

Under the operational-tactical effectiveness of the system is understood as a set of indicators quantitatively characterizing the ability of the system to solve the tasks facing it. The operational and tactical efficiency of the system helps to identify the degree of compliance of the MRO system with the requirements of the tasks being solved.

Technical efficiency is understood as indicators quantitatively determining the technical side of the system, the capabilities of the RTS used in the system.

Economic efficiency - a set of indicators characterizing the material costs of the system. To determine the economic efficiency of a system means to answer the question: at what cost is operational-tactical and technical efficiency achieved.

To assess the effectiveness of the TO system, it is necessary to determine the degree of its influence on the supersystem, i.e. to a higher order system. As a supersystem, we take a radar system (RL system), by which we mean a set of radio equipment, located in a certain way on the territory and functionally interconnected to solve the problems of airspace control.

Since the main purpose of the radar system is timely detection, identification, determination of current coordinates, and continuous tracking of airborne objects, operational-tactical efficiency, that is, a set of indicators that determine this efficiency, is of paramount importance in assessing the effectiveness of maintenance.

In addition, the quantitative result of achieving efficiency is determined by the readiness of the RTS for use. With this in mind, a generalized (integral) indicator of the efficiency of maintenance can be proposed to assess the effectiveness of the maintenance system. The coefficient, which is determined by the following formula:

where To^ - realizable and required coefficients of trace continuity; K ° r, - realizable and required frontier security coefficients; K rlp, K^ p- realizable and required coefficients for the area of ​​the radar field; - availability factor of RTS used in the radar system.

The readiness factor of radio equipment can be determined by the formula:

where M correct - the number of serviceable RTS; M total- total RTS; K t(- readiness factor of the 1st RTS.

The number of serviceable radio equipment is determined as follows

If a Kef.calc > Kef.tr, then the maintenance system ensures the fulfillment of the task. If not, then it is necessary to increase the number of RTS, increase the production capabilities of the maintenance system.

Thus, the calculation of the generalized indicator of the efficiency of the maintenance and repair system of the proposed option may look like this:

• 1. We calculate the efficiency of the maintenance system according to the selected indicator.
• 2. We calculate the maintenance efficiency factor taking into account the serviceability of the RTS, the production capabilities of the repair bodies, material resources, forces and means of repair.
• 3. The efficiency factor is calculated after the restoration of faulty RTS.
• 4. The calculation results are analyzed.
• 5. The calculated efficiency of maintenance is compared and measures are determined to improve the existing system.

LITERATURE

• 1. Oleinikov L.F. Operation and repair of weapons and military equipment of radio engineering troops at the stage of rearmament. - M.: Military Publishing, 1990. - 216 p.
• 2. Scientific and technical report on research "Mycelium". - Tver: military unit 03444, 2000. - 92 p.

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Lysanov Denis Mikhailovich Development of a methodology for assessing the effectiveness of the functioning of the production and technical base of autoservice enterprises: dissertation ... candidate of technical sciences: 05.22.10. - Naberezhnye Chelny, 2005. - 170 p. : ill. RSL OD,

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Introduction

1. Analysis of the state of the issue. purpose and objectives of the study 12

1.1. Features of the organization and operation of the system of maintenance and repair of vehicles 12

1.2. Domestic and foreign experience in the creation and operation of the FTB of service enterprises 21

1.3. The current state and directions of development of PTB, methods of analysis and evaluation. 26

1.4. Conclusions, purpose and objectives of the study 43

2. Models for the location of car service enterprises, taking into account adaptation to the demand for services 47

2.1. Analysis of factors influencing the formation of supply and demand in the technical service market 47

2.2. Methodical bases of rational development of car service 54

2.3. Development and analysis of economics - mathematical models for the location of enterprises of the service network 64

2.4. Chapter 77 Conclusions

3. Methodology for the selection of technological equipment based on the assessment of quality and competitiveness 78

3.1. Calculation of indicators of economic efficiency of lines of technical diagnostics 78

3.2. Analysis and selection of indicators of competitiveness of technological equipment 90

3.3. Equipment quality measurement and evaluation 94

3.4. Measuring and evaluating the competitiveness of equipment 102

3.5. Chapter 109 Conclusions

4. Simulation modeling of the functioning of car service enterprises 110

4.1. System analysis of the organization and performance of work at the enterprise 110

4.2. Selection and justification of the criterion for assessing the effectiveness of production activities 114

4.3. Determining the characteristics of the incoming flow of work requirements 119

4.4. Development of models for the functioning of maintenance and repair systems 125

4.5. Analysis and evaluation of simulation results 135

4.6. Chapter 146 Conclusions

Bibliographic list of used

Introduction to work

Road transport is developing qualitatively and quantitatively at a rapid pace. At present, the annual increase in the Russian fleet of trucks is approximately 100-150 thousand units, and its number, according to the forecasts of NAMI and the Ministry of Transport of the Russian Federation, by 2006 will be more than 4.0 million units.

Market analysis shows that annual sales of vehicles with a carrying capacity of 8-16 tons will be up to 40 thousand units. This group includes general transport vehicles, long-haul vehicles, and all-wheel drive vehicles. Sales volumes of heavy trucks with carrying capacity of 16 - 20 tons by 2006, according to the forecast, will be up to 7 thousand units.

Today, more and more strong positions in the market are occupied by companies whose policy in the field of service is based on the desire to win over the buyer to their products, to provide him with the highest quality of service work, in the shortest possible time and at minimal cost (the motto of Toyota Motor is: “ We're in the service business because we think service sells cars." This necessitated the creation by manufacturers of branched, efficiently functioning service networks.

In order to achieve greater success and maintain their position in the heavy-duty vehicle market, enterprises are learning not only to produce and sell, but also to organize the support of products in the sales markets from the moment of sale to the moment of disposal. According to market research, the consumer today puts warranty and post-warranty car maintenance on one of the most important places. So, for example, for the company KAMAZ OJSC, in connection with the production of new heavy-duty vehicles, the problem of service support becomes especially relevant.

In a competitive environment, the expansion and development of the service of manufactured products becomes an important means of fighting for potential buyers. Service refers to a set of services related to the sale and operation of products. The principle of modern service is that the company - the manufacturer of the goods takes responsibility for maintaining the performance of the product during the entire period of its operation. This is true for such complex types of equipment as a car, the buyers of which evaluate competing offers based on the “full cost” of consuming a product over the life cycle.

The growth in traffic volumes in road transport is ensured both in an extensive way - a direct quantitative increase in the country's vehicle fleet, and in an intensive way - a qualitative improvement in newly produced vehicles and an improvement in the structure of the fleet, as well as an improvement in the use of used vehicles. These ways are directly related to solving the problems of improving the production and technical base (PTB), which are currently becoming increasingly important.

The ability to maintain vehicles in a technically sound condition is largely determined by the level of development and operating conditions of the production and technical base of road transport enterprises, which is a set of buildings, structures, equipment, tooling and tools intended for maintenance (TO), current repair (TR) and storage of rolling stock.

The development of PTB in recent years has been carried out in an extensive way, without any significant change in its structure and principles of functioning. Small integrated enterprises for the maintenance and repair of automobiles were created. Therefore, the technical and economic indicators of work deteriorated sharply, and the availability of the production base became significantly below the standard level.

The condition of the PTB in most cases does not correspond to the standard level, and the dynamics of its development lags behind the rate of increase in the number and change in the structure of the vehicle fleet, and this lag will certainly continue in the near future.

The outstripping growth in the number of car parks has led to the fact that on average in the country, the provision of service enterprises with production facilities is 50 - 65%, posts for maintenance and repair 60 - 70% of the standard, and the level of equipment of production with mechanization of maintenance and repair processes and garage equipment does not exceed 30% of the personnel requirement. This state of the PTB leads to incomplete satisfaction of the needs for maintenance and repair services, to significant downtime of vehicles waiting for service and to an increase in the cost of maintaining them in good condition.

The current state of the PTB does not correspond to the volumes and nomenclature of maintenance and repair, effective forms of organization of production, the conditions for the use of new technological processes, the requirements for the mechanization of the work of maintenance personnel, the types and models of rolling stock in operation.

The production base of many enterprises has a high degree of wear and tear, that is, it is physically obsolete. At the same time, in recent years, the situation has been aggravated by the fact that in connection with the release of new and modernized car models, many production facilities of enterprises and some types of technological equipment, without noticeable physical wear and tear, have already become obsolete.

The results of previous studies have shown that solving the problem of increasing the efficiency of using fixed production assets and maintaining a constantly growing fleet of vehicles in a technically sound condition is possible through further improvement and development of the production and technical base of the service system: service stations (SRT), car repair enterprises (ARP ), bases

centralized service (BTsTO), as well as technical centers (TC) of automobile plants and enterprises for the repair and restoration of units, assemblies and parts.

The development and production of modernized and new models of cars will definitely require additional capital investments in the development of the material base of production for the maintenance and repair of cars. The development of production is inextricably linked with the construction of new, reconstruction and technical re-equipment of existing enterprises.

Equipping workplaces and posts with high-performance equipment should be considered as one of the main directions of technical progress in the creation and reconstruction of road transport enterprises.

Expansion, reconstruction and technical re-equipment provide the opportunity to increase capacity in a shorter time and with lower capital investments than with new construction.

One of the most important tasks of the economy of road transport is to determine a rational option for the development of production for the maintenance and repair of rolling stock. An efficiently operating enterprise combines the widespread introduction of new equipment and advanced technologies, rational forms and methods of organizing production and labor, the use of progressive methods of providing spare parts and managing production activities.

Capital investments in the creation of the base of the enterprise according to the standards should be equal or even greater than the cost of the rolling stock. Large amounts of money are spent on the production base and in the process of its operation. That is why, along with the improvement of automotive technology, the PTB of enterprises should be considered as an object of many and diverse research and engineering developments.

Despite the versatility of research work carried out over several decades of the operation of road transport in our country, insufficient attention was paid to the problems of the integrated development of the production and technical base, the specifics and objective complexity of organizing this capital-intensive and long-term process were not taken into account.

An analysis of the work on this problem, as well as the practical experience of a number of enterprises, showed that the main direction for stabilizing the work of the PTB in the face of a shortage of material resources and qualified personnel is to improve the forms of organizing the production of maintenance and repair based on advanced methods and progressive technological processes.

The dissertation is devoted to solving the problems of rational development and functioning of the car service system, which is a complex of services for the sale of cars, their maintenance, repair, instrumental and technical support, personnel training, etc.

At present, the lack of scientifically based recommendations on the organization of the integrated development of the production and technical base of service enterprises in accordance with the regulated conditions limits further growth in the efficiency of its use. Therefore, the task of studying the current state and ways of possible development of the production and technical base of car service enterprises, as well as improving the functioning of its structural elements with limited material and labor resources, is especially relevant.

In connection with the intensive growth in the number of the country's car fleet and the need to improve the efficiency of the transport process, solving the problem of rational development of the production and technical base and improving its structure is of great national economic importance.

The relevance of the work is determined by the contribution to the theoretical and practical substantiation of the process of formation and rational development of the production and technical base of car service enterprises, increasing the efficiency of its use.

Subject and object of research. The object of the study is the production and technical base of the enterprises of the service network of KAMAZ OJSC and KAMAZTEKHOBSLUZHIVANIE OJSC, which includes a complex of buildings, structures, technological equipment and equipment necessary to maintain vehicles in working condition. The subject of the research is methods for evaluating the effectiveness of the functioning of the production base of car service enterprises, in particular, mathematical and simulation models used to analyze production activities.

Research methods: system analysis, optimization methods, probability theory and mathematical statistics, expert evaluation methods, mathematical and simulation modeling, queuing theory, verification of calculation results and experimental data characterizing the activities of car service enterprises.

The purpose of the work is the development of a methodology for assessing the functioning of the production and technical base of enterprises of the auto service network, which makes it possible to increase the efficiency of their activities, determine the rational structure and the best utilization of production capacities.

Scientific novelty of the work are:

A mathematical model has been developed for the rational placement of car service enterprises, taking into account the territorial distribution of cars, the location of enterprises and allowing to reduce the costs of customers for waiting and performing work, the costs of enterprises for the operation of production by the best distribution of demand between them to fully meet the needs for technical service services.

The proposed method for selecting technological equipment, based on a comparative assessment of the economic efficiency, quality and competitiveness of similar models of equipment and enabling consumers to objectively evaluate competitive models and make a reasonable choice of one of them with taking into account the quality characteristics and price indicators of equipment.

The resulting simulation model of the functioning of the car maintenance and repair system, based on the laws of distribution of the time of arrival of cars in the system, the laws of distribution of the labor intensity of the work performed, the number of requirements for services, taking into account the technology of work, the organizational structure of enterprises and allowing the most efficient use of available production assets and get the maximum profit from the services provided.

The practical value of the work is to solve the problem of rational distribution of demand for technical services between enterprises, which allows to most fully meet the needs of customers; in the use of a methodology that makes it possible to make a reasonable choice of technological equipment, taking into account the technical and economic characteristics, quality and competitiveness of the compared models; in improving the structure of enterprises for maintenance and repair of vehicles and increasing the efficiency of using the production base in order to reduce production costs and maximize profits.

Implementation of work results. The results of the studies performed are used in assessing the effectiveness of the functioning of the production base at Naberezhno-Chelninskiy Automobile Center KamAZ LLC, in assessing the current state, choosing development paths, developing a comprehensive plan for the technical re-equipment of the production and technical base of enterprises that are part of the service network of KAMAZ OJSC and

OJSC KAMAZTEKHOBSLUZHIVANIE, as well as in the educational process at the Kama State Polytechnic Institute.

Approbation of work. The main results and provisions of the dissertation work were reported and discussed at the 61st scientific, methodological and research conference of MADI in Moscow (2003), at the 2nd international scientific and technical conference "Problems of quality and operation of vehicles" in Penza (2003), at the 3rd international scientific and practical conference "Automobile and technosphere" in Kazan (2003), at international scientific and practical conferences in Naberezhnye Chelny (2003 - 2005).

The following are submitted for defense:

mathematical model of rational placement of automobile service enterprises;

methodology for selecting technological equipment, which is an active part of the production base;

Simulation model of the functioning of the service system and
car repairs at auto service enterprises.

Publications. The main provisions of the dissertation were published in 8 publications, including 8 articles.

Structure and scope of work. The dissertation consists of an introduction, four chapters and conclusions, presented on 170 pages of typewritten text, contains 23 tables, 37 illustrations, 1 appendix, the bibliography includes 137 titles.

Domestic and foreign experience in the creation and operation of the FTB of service enterprises

Maintenance of cars in a technically sound condition can be ensured by conducting timely and high-quality maintenance and repair, which requires an appropriate production and technical base, which includes a network of car service stations, repair and technical bases, workshops, workshops, spare parts warehouses and other enterprises.

In our country in the 70s, there were about 300 service stations with a total of 2140 working posts for the maintenance and repair of cars. They were poorly equipped, the range of garage equipment, diagnostics and tools did not meet the level of technical requirements, and the supply of service stations with spare parts was unsatisfactory. Existing service stations were often located in poorly adapted premises, and their production capacity was clearly insufficient. The production capacity of these service stations provided only about 20% of the needs for maintenance and repair.

In the 80s, there were already 820 service stations in the country with a total of 7180 working posts. This made it possible to meet the needs for maintenance and repair of cars by 43.8%. An analysis of the results of the activity of the Autotechnical Service system showed that, on average, up to 24 thousand rubles were annually accounted for by one work post. services (including the cost of spare parts).

OJSC KAMAZ operates in the service market through a network of subsidiaries: auto centers - specialized enterprises for the provision of services and the organization of sales of OJSC KAMAZ products, located in the regions of Russia and the CIS countries (Table 1.3).

The property complex of the dealer network enterprises includes: equipment in the amount of 2,000 units; real estate located in 80 regions of the Russian Federation and CIS countries on land plots with a total area of ​​103.6 hectares. The real estate objects have an area of ​​311.7 thousand square meters. m., including industrial premises - 127.5 thousand sq. m. m., warehouse - 110.9 thousand square meters. m., administrative - household - 49.8 thousand square meters. m. and other premises - 23.6 thousand square meters. m. 19 auto centers were built according to a standard project. 20 auto centers are located on leased premises.

Abroad, a wide network of car service enterprises has been created for maintenance and repair, which is constantly developing and improving. The organization of an extensive and well-established network of service and repair enterprises is one of the most important ways to develop new sales markets and the main indicator of the competitiveness of various firms. The system and organization of car maintenance in developed countries is characterized by a wide network of service enterprises.

In the 80s, the number of service stations and workshops was: in France - 35,000, Germany - 22,000, England - 23,000, Sweden and Finland - 2,500 each. In the USA, there were more than 450 thousand enterprises related to maintenance for 78 million cars cars: PO thousand service stations and parking lots, 10.6 thousand garages, 18.7 thousand rental points, 105.5 thousand dealers (enterprises involved in the sale of cars and their maintenance) and 216.1 thousand gas stations .

At present, car maintenance and repair abroad is carried out by service stations and enterprises run by various companies: independent enterprises and stations owned by companies whose main activity is not related to the production and maintenance of automotive equipment.

In a number of foreign countries, such as the USA, England, Japan, car maintenance and repairs are carried out by manufacturers at specialized enterprises.

Many service stations are financially dependent on car manufacturers. The development of a wide network of service enterprises is explained by the fact that the sale of cars at present cannot be successful without their maintenance and repair.

In the US, many regional firms pay great attention to improving PTB. They create bases for centralized maintenance and repair (BTsTOR) of rolling stock. Some firms have specialized enterprises for maintenance and repair.

There are three main directions of the regional organization of maintenance and repair in the US road transport: the implementation of all work on its own by the ATP of transportation companies; performance of maintenance and repair by specialized ATP and service stations; Carrying out the necessary work by the company - the manufacturer of cars on their BTsTOR.

In Germany, the main principles of the functioning of the regional system of service enterprises related to the maintenance and repair of vehicles include: the rejection of small structural units, the centralization of the management of the maintenance and repair of rolling stock, the widespread use of cooperation between car repair shops (AWS).

In France and other countries of Western Europe, some firms host a wide network of maintenance and repair enterprises, numbering over 450 regional BTSTOR, performing maintenance and repair of trucks.

The largest French automotive company Renault has a wide service network with more than 12,000 stations worldwide, including 5,000 in France. The company includes a department for car maintenance. The management staff consists of 500 people. Headquarters service stations located throughout France are subordinated to the management. These are large, well-equipped enterprises that determine the technical policy of the company. The main enterprises are subordinated to medium-sized stations of concessionaires, which, in turn, are subordinated to small stations of dealers.

Methodological foundations for the rational development of a car service

Among the most general principles of regional forecasting of the development of the service sector are the following: 1. Taking into account the specifics of the considered regional structure. This primarily concerns the type of region (republic, region, city). 2. Study of trends in demand for the types of services under consideration and analysis of factors influencing it. 3. Study of the existing production and technical base to meet the demand for services and identify opportunities for its expansion. 4. Search for sources of financial resources for the implementation of the planned strategy for the development of enterprises. 5. Analysis of specific investment projects for the creation, expansion and reconstruction of enterprises. 6. Formation of a network of service enterprises based on the most effective combination of large, medium and small structures and their rational distribution on the territory.

Comparison of various regional structures allows us to consider large cities as some basic structures in which the largest part of production capacities and car service enterprises is concentrated. Acting as centers for the development of car service, large cities are at the same time the nodal points of the entire transport network of a large region, around which small and medium-sized service enterprises are also located.

The process of predicting the development of a service network is a complex task that should be divided into several stages.

The distribution of the truck fleet by regions (districts) is characterized by great unevenness. The regional distribution of production capacities is also uneven. As a result, there is a significant imbalance between the available vehicle fleet and the need for its maintenance and repair by region.

Justification of the project for the development of the service network in the future should be based on the forecast of the growth dynamics of the fleet of vehicles. The task of predicting the growth dynamics of the car park is complex, multifactorial and difficult to formalize. The size of the fleet depends on the quality indicators of the car service industry, which can either stimulate or slow down the process of purchasing cars. For forecasting, you can use indicators that indirectly reflect the qualitative aspects of the development of a car service: indicators of the average load of a work post (the number of cars per one work post per year).

The calculation of the need for an increase in the capacity of service enterprises is carried out on the basis of a forecast of the number of vehicle fleets (taking into account differentiation by regions) and using the predicted values ​​of the system of economic standards adopted for a service enterprise (throughput capacity of a work post, the frequency of repeated calls to the enterprise, the utilization rate of equipment used when doing work).

When making calculations, it is necessary to take into account: a possible increase in production capacities, which are determined by the number of working posts; trends in changing the structure of the vehicle fleet; social, environmental and urban planning restrictions on the permissible saturation of regions with car service enterprises; possible options for car maintenance standards.

The calculation of the required number of work posts (X) for each region r can be carried out according to the following formula: v krNrINrko6 Xg kip V-2) where kr is the adjustment coefficient of the regional structure, taking into account the saturation of the region with production capacities; Nr is the number of cars in the i-th region; iNr - predicted index of growth in the number of cars for the period; k0b - the coefficient of repetition of calls to the enterprise; ki - coefficient of utilization of production capacities; P - performance of the post: the number of cars per one working post.

It is advisable to calculate the required number of work posts, taking into account the range of possible fluctuations in the individual characteristics of the enterprise. Various options for changing the regional structure of the fleet (1mg), changing the performance of the post (P) can be considered, taking into account improving the quality of services provided and reducing the waiting time for the start of work.

Analysis and selection of indicators of technological equipment competitiveness

When choosing technological equipment for car service enterprises, the main criterion is the optimal price-quality ratio. This ratio determines the competitiveness of the product. Competitiveness is the property of an object assessed by the consumer to surpass at the moment similar products in a particular market segment in terms of quality and price characteristics. The competitiveness of products determines the well-being of a manufacturer who is interested in achieving high technical and economic indicators in the process of developing, manufacturing a product and maintaining the achieved level of competitiveness at other stages of the product life cycle. In this regard, the problem of measuring the competitiveness of products arises.

The development and production of cost-effective and competitive products is the main task of the engineering industry. This task becomes especially relevant in connection with increased competition in the commodity markets. To ensure the competitiveness of products at all stages of its life cycle, it becomes necessary to assess the economic efficiency and quality of the product being developed.

The product on the market is evaluated by the consumer by two criteria: quality and price. Quality is a set of properties of an object that characterizes its ability to satisfy established or implied human needs. Established needs include needs that are regulated by regulatory legal acts, and estimated needs are needs that must be identified by marketing research. The objective features of the product are manifested during its development, manufacture, storage, operation and have a cost estimate - the price. Quality and price are two interrelated categories inherent in any product. To measure competitiveness, it is enough to evaluate the quality and price of a product, and then compare them with similar values ​​of competitor products.

The quality of a product is manifested through its properties, which can be characterized qualitatively and quantitatively. Qualitative characteristics for measurement purposes should be expressed in quantitative indicators that reflect the characteristics of the properties of the product during its creation or during operation. The quality of complex technical products is characterized by a set of different indicators.

Fatkhutdinov R. A. proposes to characterize the competitiveness of a product by four complex indicators: quality, price, consumer costs and quality of service. But the operating costs characterize the efficiency of the product, therefore they are indicators of the quality of the product and there is no need to separate them into a separate group. And the quality of service is not directly a property of the object, but it cannot exist in isolation from the product. If there is no product, there can be no question of its service. The service accompanies the product in operation, is, as it were, its outer shell, so the quality of service can be conditionally included in the quality indicators of the product.

Taran V. A. proposes to characterize the competitiveness of a product by three main groups of indicators: utility (quality, effect from use, etc.); costs to the consumer (production costs, maintenance and repair, disposal, etc.); terms of sale (method of promoting goods on the market, terms of delivery and payment, service, etc.). Without indicating the hierarchical position of these indicators in relation to competitiveness, normative, economic, technical indicators of competitiveness are also proposed. In this work, there is no consistency in the classification of indicators of the competitiveness of products, since all the listed groups of indicators characterize nothing more than the quality of the product. In addition, nothing is said about the most important estimated indicator of any product - its price. Kolesov I. M. and Sycheva N. A. consider it unlawful to include product efficiency indicators in the quality indicators, arguing that they express the cost of its consumer properties. But efficiency indicators are not limited only by price, there are also such indicators as the cost of the product, the laboriousness of manufacturing and maintenance in operation, the cost of maintenance and repair, the payback period, unit costs, which are objective properties of a particular product and characterize its quality. It is necessary to consider separately not quality and profitability, but quality and price. Cost-effectiveness is only one of many complex indicators of quality.

This brief analysis shows the ambiguity of the approaches of different researchers to the issue of classifying indicators of the competitiveness of products, which is explained by the complexity and versatility of the concept of "competitiveness", the difference in approaches to its assessment by manufacturers and consumers. It should be noted that the product is produced for the buyer, who evaluates it unambiguously in terms of price and quality, therefore, when classifying competitiveness indicators, it is necessary to take into account, first of all, the interests of the consumer.

Selection and justification of the criterion for assessing the effectiveness of production activities

The functional dependence of the "red" price on the quality factor for the lines under consideration has the form (in thousand rubles): C = - 1325.7 + 5448.3 Kk. (3.19)

Using the price-quality chart, you can compare competitive models and make the right choice when buying, based on the preferences of the buyer. For example, the buyer is satisfied with the line quality factor in the range of 0.56 ... 0.6. Then the choice will be made on the price. In the range of the selected quality factor, the cheapest is the Cartec diagnostic line, and it will be chosen by the buyer. In markets with low solvency, when choosing goods, buyers, as a rule, give preference to the price indicator. For example, the buyer has set for himself the maximum price of the stand at the level of 1 million 300 thousand rubles. Among the compared models of lines, this condition is met by the only model - GARO, and therefore the buyer will be forced to purchase it.

The constructed chart allows you to compare any pair of equipment and identify their rank even if there is no “red” price line. For example, if we examine a pair of diagnostic lines MANA - Bosch, we can see that the quality of the MANA line is higher and the price is lower than that of Bosch, therefore, MANA surpasses Bosch in both criteria. If we compare the MANA line with Muller, we can see that the quality factor of MANA is lower and the price is higher than that of Muller. Therefore, the buyer will give preference to a more high-quality Muller diagnostic line.

When measuring competitiveness, it is incorrect to compare goods whose quality differs, since with an increase in quality, the price of a product should also increase. Therefore, the coefficient of competitiveness of the product (K) with the established integral quality factor (Kk) can be determined by the ratio: K(KK) = IV (3.20) where Tsk is the “red” price of the product; Tsf - the actual price of the product with the quality factor Kk.

If K(KK) 1, then the buyer underpays for the goods. At this level of quality, the actual price is underestimated relative to the consumer value of the product. If K(KK) 1, then the buyer overpays for this product. The choice of a less competitive product by the buyer often occurs because he does not have sufficient information about the goods presented on the market, or the buyer is satisfied with the level of quality and price of the goods.

With K(KK) = 1, the actual price of the goods is equal to the "red", the buyer pays exactly as much as the goods of this quality actually cost. The margin of competitiveness of the product in this case is equal to zero.

The margin of competitiveness (Zk) is defined as the difference between the "red" and the actual price of the goods: Zk = Tsk-Tf. (3.21)

The margin of competitiveness, on the one hand, shows the underpaid (overpaid) amount for the goods by the buyer, on the other hand, the potential for changing the price of the goods in order to bring it to the price established in society for goods of a given quality level. The greater the margin of competitiveness, the greater the potential for expanding the market share of the firm. If there is a negative margin of competitiveness in the market in the presence of similar products, then the market share of the firm may decrease, and buyers may refuse to purchase this product.

The coefficient of competitiveness of the product must integrate the price and quality of the product. Any buyer seeks to buy as much "quality" as possible for one monetary unit. Therefore, the competitiveness coefficient in this case can also be calculated as the ratio of the product quality coefficient to its price: К(КК) = (3.22)

This coefficient shows how many units of quality can be bought for one monetary unit. The larger this ratio, the greater the competitive potential of the product. The indicator of competitiveness K(KK) is devoid of subjective errors, because both the quality factor and the price of the product are determined objectively. The calculation of the competitiveness factor is based on the individual characteristics of the product, and there is no need to select a base product for comparison. The obtained value of the competitiveness coefficient is compared with the values ​​of this indicator for analogues - competitors, obtained by the same method.

At present, the position has developed that in road transport the efficiency of social production is primarily determined by the efficiency of the use of rolling stock, on which labor productivity, the cost of transportation, the amount of profit and the level of profitability of the motor transport enterprise depend.

As noted by D.P. Velikanov, the efficiency of using a vehicle can depend and be determined, on the one hand, by the perfection of its design and compliance with operating conditions - transport, road and climatic, on the other hand, it depends on the organization of transportation; the duration of the daily time on duty, the number of days of work per year, the rational organization of transportation routes, the mechanization of loading and unloading operations,

The experience of evaluating the work of the rolling stock of road transport shows that the “ton-kilometer” indicator has serious drawbacks. Natural ton-kilometers, which determine the volume of transportation work, are the product of weight and travel distance. Therefore, each ton-kilometer separately characterizes one unit of work performed, regardless of the nature and conditions of transportation and labor costs for their implementation. Since a wide variety of transportations are carried out by road transport, differing both in the nature of the transported cargo, and in the distance of transportation, and in their quality, then in specific conditions of transportation per unit of work, expressed in one ton-kilometer, there may be a very different amount of labor costs. A natural ton-kilometer does not characterize the usefulness and consumer value of the work performed, as well as the amount of labor costs socially necessary for the production of work, does not establish a connection between the transportation process and the national economy.

The indicator for evaluating the efficiency of the transport process "ton" also has disadvantages. It only determines the amount of transported cargo and does not characterize the economic costs associated with its movement. And society is interested not only in the fact that the cargo is transported, but also in the fact that the transportation costs are as low as possible. The profitability calculated as the ratio of profit to production assets cannot be used to assess the efficiency of the transportation process. As experience shows, profit in road transport is not an objective factor in assessing the activities of a motor transport enterprise, the efficiency of using various types of rolling stock. The profit depends not only on the technical, operational and economic performance of the motor transport enterprise, but also on the tariffs for the transportation of goods. Tariffs, on the basis of which the income of the enterprise is formed, are not entirely perfect and can put some enterprises in more favorable conditions than others.

The cost of rolling stock is not proportional to its carrying capacity. Motor transport enterprises with different rolling stock will be in unequal economic conditions, i.e. will have a different share of profit per ruble of production assets with the same income. Therefore, profitability, defined as the ratio of profit to the production assets of a motor transport enterprise, does not objectively reflect the efficiency of the transportation process.

In the conditions of the modern division of social labor, the efficiency of road transportation consists of the following components: the degree of satisfaction of the needs of the serviced enterprise in the transportation of goods, the efficiency of using the rolling stock of road transport and the efficiency of using loading and unloading and other means. Therefore, the performance indicator should combine the efficiency of the functioning of the transport team and the impact of cargo transportation on the activities of the serviced enterprises.

Efficiency is a socio-economic category that characterizes objective causal relationships or quantitative relationships between costs and results. There is a difference between the concepts of "production effect" and "production efficiency". The effect of production is its result. Production efficiency is not the result itself, but its relation to costs, that is, efficiency is the ratio of the beneficial effect (result) to the costs of obtaining it. Evaluation of the effectiveness of such a complex system as a transport process, which changes depending on changes in the external and internal conditions of the organization of transportation, should include a combination of many properties and indicators of individual links and components of the transport complex organized for the carriage of goods. The indicator of the efficiency of the transportation process, on the one hand, should characterize the volume of transportation performed, and on the other hand, the consistency of the transportation performed with the satisfaction of the needs of the enterprises served, with the stability and proportionality of the functioning of the links of the transport complex. The complexity of the assessment lies in the fact that road transport transports a wide variety of goods and rolling stock operates in a wide variety of conditions. The problem lies in finding a specific form of interconnected summation of the quantitative and qualitative functioning of individual links and components of the transport complex.

At present, comparable indicators of the functioning of various components of the transport complex can be cost or labor costs. At the current level of economic development, cost costs are used to determine the efficiency of production processes. In the current and proposed methods for determining economic efficiency, it is recommended to take into account: the time factor; integral economic effect; economic efficiency of the use of new technology; assessment of the effectiveness of measures to improve nature management; foreign economic, social, environmental factors and uncertainty factors; taking into account the spillover effect (which may occur in industries or areas not directly related to those in which the activity is carried out); formation of a system of payments for various types of resources used.

At present, it is generally accepted that a reduction in transportation time leads to a decrease in the volume of cargo mass in transit, and, as a result, to a reduction in working capital. This statement is true only for consumer goods, the volume of transportation of which is about 3%. For the sphere of production, in which 96% of the volume of transportation is carried out, it is not the speed of transportation that is characteristic, but the delivery time of the cargo. In this area, an increase in the speed of rolling stock, and consequently, a reduction in the delivery time can even lead to undesirable consequences - the need for warehousing at the recipient, storage of cargo and additional costs caused by this. Therefore, when measuring the efficiency of the transportation process, all these factors must be taken into account.

As a rule, transport complexes are organized for a short time, usually for a year. This is due to the fact that every year there is a redistribution of assignment of suppliers of products to consumers, as well as clarification and change in the volume of cargo transportation. In addition, a significant part of the transportation of goods by road is seasonal. Therefore, it is necessary to evaluate the efficiency of the transportation performed for the entire planning period (year or season) for which the technological project for the transportation of goods has been developed.

Evaluation of the effectiveness of the functioning of transport complexes does not affect long-term economic standards. When determining the national economic costs associated with the implementation of the transportation process, it is necessary to take into account the technical and economic indicators of the rolling stock used (carrying capacity, technical speed, use of the rolling stock, downtime under loading and unloading operations, etc.), transportation distance, costs associated with the implementation loading and unloading operations, with damage and loss of cargo, with violation of the delivery time of cargo and others.

In our case, the cost of transportation will serve as a criterion for the efficiency of the transportation process. Due to the fact that our proposals will only directly affect the process of centralized delivery of goods, the economic effect of the introduction of new technologies will be measured simply as the difference between the cost of transportation on existing routes and on the planned ones:

E \u003d C pr - C noun, (16)

where E is the economic effect of the introduction of new technologies;

С pr - the cost of transportation on the designed routes;

With noun - the cost of transportation on existing routes.

In turn, the cost of transportation is determined as the sum of:

C \u003d C at + C cm + C then, p + C ash + C amo + C from + C nr, (17)

where C at - the cost of automotive fuel;

C cm - the cost of oils and lubricants;

C then, p - the cost of maintenance and repair;

C ash - the cost of restoring wear and repair tires;

C amo - depreciation deductions for the restoration of rolling stock;

From - wage fund;

С нр - overhead costs.

Let's now consider each of these indicators:

1. Car fuel costs:

С at \u003d (L total * P) / 100 * C t (18)

where L total - total mileage per day, km;

P - fuel consumption per 100 kilometers, l;

Ct - the price of one liter of fuel.

2. The cost of oils and lubricants - are determined in the amount of 10% of the cost of fuel:

C cm \u003d 0.1 * C at (19)

3. Costs for maintenance and repair of vehicles operating on the route:

C then, p \u003d 0.001 * (N cp + N cf + N mat) * L total * A e, (20)

N zp - the rate of costs for maintenance and repairs in terms of the wages of repair workers equal to 1051 rubles per 1000 kilometers;

N sch - consumption rate for spare parts, equal to 589 rubles per 1000 kilometers;

H mat - the cost rate for materials, equal to 10% of the cost rate for spare parts;

A e is the number of cars in operation.

4. Costs for restoration of wear and repair of tires:

C ash \u003d L total * A e * (N w * C w / L w), (21)

where N W - the number of tires of the vehicle;

C w - the price of a car tire, rub.;

L w - car tire range

5. Depreciation deductions for the restoration of rolling stock:

C amo \u003d C b * N am * L total / 100 (22)

where C b - book value of the car;

N am - depreciation rate equal to 0.3% of the book value of the car;

6. Payroll fund:

Partial wages of drivers:

ZP sd \u003d Q months * T * K prem * K inf, (23)

where Q months - the volume of delivery of products per month;

T - piece rate;

K prem - premium coefficient;

K inf - coefficient of inflation.

Bonus payroll premiums are determined at the rate of 57% of the piecework wages of drivers:

FOT prem \u003d 0.57 * ZPs d (24)

Wages for unworked time (holidays, days off) are set at 9.5% of the FOTprem:

ZP additional \u003d 0.095 * Payroll premium (25)

The total salary of drivers is determined by:

ZP total \u003d ZP sd + ZP additional + PAYMENT prem (26)

The contributions to social needs and the pension fund account for 37% of the total wages of drivers:

OTCH soc \u003d 0.37 * ZP total, (27)

The wage fund on the route is determined by:

FOT \u003d ZP total + OCH soc. (28)

7. Overhead costs up to 40% of drivers' wages:

C nr \u003d 0.4 * ZP total (29)

Thus, as a result of studying various methods for optimizing transportation during the transportation of goods, we can draw the following conclusions:

1. Vehicle performance is significantly affected by such technical and operational indicators as the load capacity utilization rate, the mileage utilization rate, the technical speed of the vehicle, idle time under loading (unloading) and others. So, for example, the value of the performance of a car will be the greater, the greater the utilization rate of the run and the higher the technical speed. An increase in the length of the journey with a load and the idle time of the rolling stock under loading and unloading leads to a decrease in productivity. The degree of influence of the use of mileage becomes especially significant when the vehicle is moving at high speeds, increasing the carrying capacity and reducing downtime under loading and unloading operations. At low values ​​of the technical speed, its change will have a much greater impact on the change in the performance of the car than at large ones. With an increase in idle time for loading and unloading, productivity will decrease, and approaching zero, and the degree of influence of time for loading and unloading on productivity will be the smaller, the greater the value of the idle time of the car.

2. One of the main ways to reduce the costs of the transport process is the optimal choice of the mode of transport. There are several methods for choosing the type of vehicle. The simplest and most effective is the method of comparative analysis by a generalized indicator, the essence of which is as follows:

First, a set of indicators is determined by which it is supposed to evaluate the rolling stock;

For each indicator, the best value of all options is selected and taken as one, the remaining values ​​are represented by relative values ​​that will reflect the degree of deterioration of the value of this indicator compared to the best;

The indicators under consideration have a different influence (weight) in the formation of a generalized criterion, therefore an additional column "rank" is introduced and the indicators are placed in significance from 1st to 10th place;

Then each relative value of the indicators is divided by its rank and added up by columns;

The resulting value is the value of the total coefficient, which is taken as a generalized indicator;

The highest value of the total indicator corresponds to the best option.

3. One of the most important tasks in the delivery of goods is the preparation of routes for the movement of rolling stock. Of the whole set of methods for solving routing problems, we are interested in the method of "benefit" functions and the method of sums - the "traveling salesman problem". The method of "benefit" functions is based on the concept of the effect (benefit), which is obtained from the combination of two pendulum routes into one circular one. Some routes can be combined, according to the value of the "benefit", into larger routes. If, at the same time, for possible associations we use routes, the value of the "benefit" on which is of the greatest importance, then we can expect that the resulting solution will be close to optimal and the costs associated with transportation will be minimal.

The decision ends when no further merging of routes becomes possible. This can be for two reasons: either there is not a single positive benefit value left (that is, it is unprofitable to merge), or when merging, the car's cargo capacity is exceeded.

4. When introducing new technologies into the production process, it is necessary to evaluate the effectiveness of innovations. Currently, several indicators are used to measure the efficiency of the use of rolling stock: profit, profitability, productivity of the rolling stock in tons and ton-kilometers, specific productivity of the rolling stock, etc. The most accessible and convenient criterion for evaluating the effectiveness of transportation is the cost of transportation. Due to the fact that our proposals will affect only the process of cargo delivery itself, the economic effect from the introduction of new technologies will be measured simply as the difference between the cost of transportation on existing routes and on those being designed.

Reliable and safe operation of systems, equipment, buildings and structures of enterprises is inextricably linked with repair activities. EZh spoke about the directions for improving the management structure of the maintenance and repair system last year (see No. 32). Today we will talk about approaches to assessing the effectiveness of maintenance and repair work. Vladimir Minaev, General Director of OJSC Atomenergoremont, Ph.D.

The maintenance and repair system is a set of processes, organizational structures, means of technical equipment for repair, methodological support that ensure efficient maintenance and repair of enterprise equipment.

Repair Strategies

Here are three main strategies.

The first is the classic scheduled preventive maintenance (PPR). It involves a repair cycle (a predetermined sequence of repairs of a certain type and intervals between them) and a task of the scope of work when performing repairs of a certain type. In the PPR variant, called "planning by operating time", with given volumes and maintaining a fixed sequence of repairs, the time between them is determined not on a calendar basis, but depending on the operating time of the equipment (hours of operation, number of starts, etc.).

The second is failure repair. The equipment is repaired (or replaced) due to its failure and the impossibility of its further use. Technically, this is justified for some types of equipment if its elements fail by accident, regardless of the duration of their operation; economically, when the consequences of a breakdown are insignificant, and preventive measures are more expensive than replacing a failed unit or device. If there is clear evidence of an impending failure (increased vibration, oil leakage, temperature rise above the acceptable level, signs of unacceptable wear), you can choose the “repair as defects” option.

The third is “repair according to condition”. With this strategy, the scope of repairs and the time between them are not fixed in advance, but are determined based on the results of regular revisions (examinations) of equipment and monitoring of its condition using automated control and diagnostic tools. This strategy can significantly save resources, so it is considered the most progressive for complex and expensive equipment.

For the customer, the method of aggregate repair, which involves the replacement of the unit either in its entirety or part of it, and after-sales service of the equipment, is becoming more profitable and a priority today. This method significantly reduces repair time. In many industries, after-sales service is common and, although it costs the customer a little more, it has a great chance for the future.

Our maintenance and repair system is mainly based on carrying out maintenance work. In the near future, it is planned to switch to the repair of a number of equipment according to its technical condition and the use of the method of aggregate repair and maintenance of equipment.

MRO efficiency

The efficiency of maintenance and repair is determined by the ratio of the maximum possible result of maintenance and repair (high quality of work while observing the standard repair period) to the minimum possible operating costs (the minimum reasonable level of costs without loss of quality and volume of work performed).

The result of maintenance and repair works, as well as reconstruction and modernization of equipment of power units, plant-wide systems, external facilities of operating NPPs, is their reliable and trouble-free operation in the planned overhaul period. Economically, this means no financial losses for under-produced electricity due to unscheduled shutdowns and downtime of NPP equipment for repairs.

The performance of the repair personnel, as a rule, is estimated by the average monthly output per worker (see diagram).

Such a measurement of labor productivity has a significant drawback - it depends on the limited funds for repairs, the price structure, the number of staff and the billing of work. And when manipulating coefficients for estimates, directive cost reduction in terms of maintenance and repair limits, the existing regulated duration of repairs, this approach does not reflect the actual labor productivity - the price component is too high.

It is more correct to use resource assessment methods 1 .

Here are three such indicators.

The complexity of repair is the main resource indicator. Labor intensity is regulated quantitatively by technical regulation 2 .

For example, the labor intensity of an average repair of a serial block of a nuclear power plant is 520,000 man-hours, the duration of repairs in one case is 40 days, in another - 35 (13,000 man-hours / day and 15,000 man-hours / day, respectively). Obviously, in the second case, the productivity of the repair personnel is higher.

The standard number of personnel for repairs is another important indicator of labor productivity (the ratio of the standard number of employees calculated according to the regulatory framework to those actually employed in repairs).

The third indicator is the labor productivity index. It can be represented on the basis of actual and natural resource data in the form of dependencies:

IPT \u003d TrE / DlR;

IPT \u003d LF / HF,

where: IPT - labor productivity index;

TrE is the complexity of the block repair;

DlR - the duration of the block repair (can be standard and actual);

LF is the standard number of personnel required to perform unit repairs;

FC - the actual number of personnel involved in the repair of the unit.

According to the methodology approved by the concern 3, one of the indicators is the reduction of the repair period 4:

• at the stage of forming the repair schedule for the planned year - an assessment of the predicted financial result from reducing the repair time compared to the normative ones to determine the feasibility of making a decision to reduce the repair time;
• following the completion of repairs, an assessment of the actual financial result from the reduction of the repair period in order to confirm the correctness of the decisions made during planning.

The results of assessing the effectiveness of reducing the repair time are used to motivate the work of NPP repair personnel and contractors.

And since the duration of the repair cannot be reduced to the detriment of the reliable and safe operation of the NPP, the methodology provides the main directions for reducing the time:

• intensification of work of repair personnel;
• development of a high production culture with elements of lean production (Rosatom production system);
• introduction of the latest technologies in repair;
• use of modern means of technological equipment and highly efficient equipment for repairs.

At the same time, the reduction in repair time is associated with additional income in the form of proceeds from the sale of additionally generated electrical energy (provided that it is in demand on the market) and expenses due to the intensification (transition to three-shift work) of the labor of repair personnel.

Reducing the repair time is economically efficient, provided that the additional costs are covered by the proceeds from the sale of additional generated electricity and at the same time there is additional profit.

Ways to improve the efficiency of maintenance and repair

Increasing the efficiency of maintenance and repair is the process of reducing losses from underproduction of electricity due to shutdowns and downtime of NPP systems and equipment in repair while optimizing the costs of maintenance and repair without losing the quality of work performed.

In the nuclear power industry, the ability to manage production and make timely decisions is especially important because of the possible consequences if managers are inactive. A branched structure with many levels of management can lead to confusion in production, making erroneous decisions, or, even worse, not making them at all. Eliminating the consequences of such management is very expensive.

Here are the main ways to improve the efficiency of maintenance and repair and directions for their implementation.

1. Improving the management structure of the maintenance and repair system (see "Ezh", 2012, No. 32).

2. Optimization of scheduled PPR deadlines.

2.1. Putting into operation a unified sectoral system of economic resource planning.

Given the extensive branch network, the use of a unified approach to resource planning is a priority for the company. And the desired result can be achieved only with a rigid economically justified centralization of resources.

2.2. Introduction of new technologies for the repair of equipment and means of technological equipment for maintenance and repair.

As part of the technical re-equipment, an investment program has been developed, including:

• development and mastering of new technologies;
• equipping with modern technological means of repair;
• construction and equipment of production bases;
• training and retraining of repair personnel.

2.3. Improvement of technical documentation for processes.

Since the technological documentation for maintenance and repair was prepared many years ago and is based on the technologies of the last century, its quality needs to be improved:

• constant updating in connection with changing regulatory documents;
• finalization due to the need to apply technologies on the same type of equipment of different NPPs of the same project in order to unify processes.

Documentation, especially good documentation, has long been a commodity, and its distribution is limited. Like experience, it is the legacy of the current generation, so its relevance and improvement will affect the quality and reliability of the work of those who come to replace us.

2.4 Improving the quality of training of repair personnel in specialized training centers using full-scale mock-ups and full-scale equipment samples (the Engineering and Technical Center of the company conducts training, retraining and maintaining the qualifications of workers in more than 100 training programs in 37 specialties).

3. Reducing losses from underproduction of electricity as a result of unscheduled shutdowns and equipment downtime for repairs.

3.1 Improvement of the maintenance and repair management system by switching to management of maintenance and repair as a project:

• an integrated approach to resource planning (taking into account the availability of material and human resources);
• scheduling of work
• Maintenance and repair (typical - based on a comprehensive analysis of their implementation in previous periods and at other facilities. Preparation for the implementation of non-standard special work should be started at least a year before the start of their implementation);
• resource dispatching for maintenance and repair (management of material and human resources should be carried out under the conditions of a single procurement standard).

3.2 Creation of a repair management subsystem based on ACS-Remont, integrated into a single industry information system:

• creation of a unified database of equipment;
• creation of a unified maintenance and repair resource management system;
• maintenance and repair logistics management (creation of a regulatory framework for inventories);
• optimization of PPR planning (reduction of PPR terms at those sites where it is relevant and economically feasible).

3.3 Creation of a workable quality assurance system during maintenance and repair includes the development of:

• sectoral guidance on the establishment of a quality system (the guidance should cover activities at all stages of the life cycle from the design stage to decommissioning);
• quality assurance systems at NPPs of the concern, taking into account the improvement of the system for developing and monitoring the implementation of corrective actions, and not corrections, for violations in work related to equipment repair;
• maintenance and repair quality management program that meets the current industry trends, takes into account the features of the equipment of the units in operation and under construction, and also describes effective measures and methods for quality management, and not just its control.

4. Reducing operating costs in terms of total maintenance and repair costs.

4.1. Optimization of repair work volumes:

• development and approval of new regulatory documents for the implementation of maintenance and repair with supervisory authorities and manufacturers;
• justification for the transition from a four-year to an eight-year repair cycle of metal control;
• introduction of a comprehensive diagnostics of the technical condition of equipment (very little attention has been paid to this area of ​​activity so far, even new equipment for units under construction is not sufficiently equipped with these devices).

4.2. Optimization of the distribution of work performed by the economic and contracting method.

Proposals for optimizing maintenance and repair costs, taking into account the specifics of the financial and economic activities of the company, are given in the table.

The transition to new equipment repair technologies, primarily to repair according to technical condition, will significantly increase the efficiency of maintenance and repair.

The principle of organization of repair according to technical condition can be implemented in the organization of service maintenance of equipment with the solution of the following issues:

• who, in what ways, with the help of what criteria (technical, economic) will determine the technical condition of the equipment and the feasibility of its repair or replacement;
• responsibility for decisions made and their consequences;
• communication with the authors of the project, equipment manufacturers and registration of the necessary approvals with design, engineering and supervisory organizations and authorities;
• collection of statistical data, their systematization and analysis, assessment of the residual life of equipment, its elements and development of recommendations for necessary measures;
• development of new regulations and normative and technical documents on repair technology;
• tracking world achievements in repair technology and technical equipment, adapting them to the real conditions of Russian nuclear power plants, implementing and providing scientific and technical support;
• development and implementation of new diagnostic systems for the technical condition of equipment;
• examination of projects for the construction of new NPPs and development of proposals in terms of repair services;
• training and retraining of repair personnel.

Within the framework of the investment program - organization of the NPP MRO production process - it is planned to carry out measures to organize the repair of equipment according to the technical condition:

• preparation of "medical records" of equipment repaired according to technical
• condition (together with NPP);
• monitoring the availability of diagnostic tools for equipment (not provided in the factory supply) and selection of a supplier (together with the NPP);
• development of programs and methods for diagnosing equipment (with the determination of controlled parameters) being repaired according to its technical condition;
• training of personnel to work on modern equipment and diagnostic devices.

All ways to improve the efficiency of maintenance and repair work are associated with costs to varying degrees, and it is the customer's prerogative to decide which of them to use. Only an integrated approach in choosing ways to improve the efficiency of maintenance and repair works leads to the best result.

1 The resource approach to assessing labor productivity and production efficiency is traditionally used to a greater extent in the production of goods, rather than in the provision of services.

2 Technical regulation - the establishment of technically justified norms for the cost of labor, machine time and material resources per unit of output.

3 Methodology for assessing the effectiveness of the work of repair personnel in optimizing the terms of repair of NPP power units.

4 According to the methodology, the reduction of the NPP unit repair time cannot be done to the detriment of the reliable and safe operation of the NPP.

Measures to optimize maintenance and repair costs

Cost level	Events	Peculiarities
Expenses concern	1. Optimization of the number of personnel involved in the performance of maintenance and repair work - substantiation of the optimal ratio of the concern's costs for maintenance and repair performed by economic and contract methods. 2. Establishment of the criteria used in the process of budgeting the company as a service company of the concern	1. The need to bring the expenditure items of the concern's budget into line with the revenue items of the company's budget. 2. The need to take into account the possibility of increasing the costs of society when performing maintenance and repair in a contract way
Expenses societies	1. Optimization of the number of the company's personnel - optimization of the ratio of own costs to the costs of attracting subcontractors. 2. Building financial and economic relations with the concern in order to prevent cash gaps and ensure the financial stability of the company. Reduction of receivables. 3. Implementation of the financial policy of the company in the field of compliance with the expenditure and revenue parts of its budget. Improving budget planning processes. 4. Development and implementation of a cost reduction program. 5. Implementation of financial policy in financial relations between the central office and branches of the company. Refinement of the company's ORD in terms of ensuring the financial discipline of branches. Improving internal cash flow management processes. 6. Improving accounts payable management processes	1. The requirement to unconditionally meet the needs of customers in high-quality comprehensive services for maintenance and repair, reconstruction and modernization of systems and equipment, buildings and structures of nuclear facilities. Since when performing work “at the peak of repairs”, the company must have a sufficient number of repair personnel with the necessary qualifications, its costs are less tied to revenue (production volumes) than in classical manufacturing enterprises. 2. An increase in the share of own costs leads to an increase in the productivity of employees and, consequently, an improvement in the financial condition of the company. 3. An increase in the share of own costs should be accompanied by an increase in wages and social guarantees for employees. 4. Increasing the share of own costs in excess of the optimal one will not allow realizing the advantages of the economic method of performing maintenance and repair in comparison with the contract method