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home Business Calculation of the economic efficiency of the service station. Methodology for assessing the effectiveness of repair work Methodology for improving the efficiency of maintenance

To manage the quality of repair and maintenance processes, enterprises are implementing a comprehensive quality management system, expressed in the unity of technical, organizational, economic and social measures.

To technical activities include the improvement of technological preparation, as well as repair production, all types of quality control of the work carried out to repair and restore fixed assets, adherence to standards.

Economic measures should be aimed, first of all, at assessing the economic efficiency of methods for improving the quality of repair and maintenance, using various progressive forms of remuneration, developing the creative activity of production workers, and improving the forms of organizing labor in the areas.

The number of social measures should include the improvement of industrial qualifications, the improvement of labor protection, and the strengthening of labor discipline.

Organizational measures include improving the structure and organization of repair and maintenance processes.

The most important, in terms of quality assurance, are activities aimed at improving the organization and strengthening the control of repair and maintenance processes.

To ensure the quality of repair and maintenance, it is important that it is properly organized in accordance with local requirements.

Repair and maintenance work is carried out by specially trained personnel. Repair performers must be certified and have a qualification group of at least the third in terms of knowledge of the rules of operation and safety. Employees repair shops should be provided with schedules of inspections and checks carried out as part of repairs and maintenance, instructions for repair and maintenance, inspection logs.

One of the main and effective forms of control over the quality of repairs and maintenance is the daily analysis of the records of operational logs and inspection logs by the head, deputy head of the shop or senior foreman.

It is advisable to establish a strict procedure in which these persons should start their working day by going around the operational and maintenance areas, viewing the relevant logs, records and messages. Appropriate records should be made about the measures taken in the logs and maps. This procedure ensures prompt elimination of noticed malfunctions, prevention of failures, accidents and defects in equipment operation.

At most industrial enterprises, when equipment and machines are handed over for repair, the repair service draws up a defective list, in which they sequentially enter those malfunctions and defects that must be eliminated during repair. The nomenclature and level of these problems are established and determined most often on the basis of personal experience and intuition of the compiler of this statement. Further, upon completion of the repair and putting the equipment into operation, the elimination of these defects is checked and the quality of the repair is assessed.

The most important form of work aimed at establishing the quality of repair is the control of equipment for the so-called technological accuracy after repair. This applies most often to the main technological equipment of enterprises. But the principles and techniques of such verification can be applicable (and are applied) to all groups of fixed assets. Such an inspection simultaneously includes a number of the following control operations:

1. Verification overall quality repair. Here, those parameters are controlled, the evaluation of which can be determined visually. This is the correct pairing of all components and parts, completeness, the presence of various indicative inscriptions, tables, operating modes, diagrams, safety and blocking devices, devices, safety fences, appearance.

2. Checking and evaluating the operation of equipment at idle and under load. Here, the correctness and reliability of the operation of the equipment in general, the operation of all controls, protection systems, and lubrication are checked.

3. Checking and evaluation of stiffness, vibration, noise and other parameters of the equipment according to the established regulatory documents (if any). For some equipment, they can be indicators of the technical condition and quality of equipment repair.

4. Checking for technological accuracy or checking the main technical parameters for compliance with passport data. They can be produced according to all the main parameters of the relevant equipment using instrumentation.

In addition to these checks, when assessing the quality of repair of fixed assets, testing work is usually carried out in accordance with various rules. technical operation and safety technology. Sometimes enterprises carry out work on the analysis of equipment downtime, accounting and analysis of accidents and defects. For some equipment, there are clearly established scopes and test standards that can be attributed to certain types of repairs.

The listed control operations and activities are an effective tool aimed at managing the quality of repairs. But at the same time, they do not reflect all aspects of the quality of repairs, which would be based on the principle of "measurement - comparison - evaluation". Therefore, some general indicators and methodology are needed to evaluate the results of maintenance and repair of fixed assets. When establishing such general indicators, in addition to the rules for technical operation and safety regulations, current regulatory documents, such as GOST 2.602 - 68, GOST 20831 - 75, should be taken into account. , can serve as a basis for defining and setting indicators and developing a methodology for assessing the quality of performance repair work repair services. GOST 20831 - 75 applies to the assessment of the quality of repaired products machine-building plant. But some provisions of this standard can be taken into account when establishing methods and methods for assessing the quality of repair of fixed assets at all enterprises.

Thus, the effectiveness of repair work can be assessed on the basis of the quality indicators of these fixed assets, on the factors that characterize the repair and determine the quality of the repaired fixed assets, as well as on the defectiveness indicators of the repaired products.

However, the analysis of these methods, as well as the essence of efficiency assessment in the framework of the implementation of the process approach at the enterprise, lead to the realization of the need for continuous improvement, the search for specific indicators and methods for assessing the quality of repair and maintenance of fixed assets for continuous improvement of the organization of such processes.

UDC 658.58

METHODOLOGY FOR ASSESSING THE QUALITY OF THE PROCESS MAINTENANCE AND REPAIR OF METAL-CUTTING MACHINES

A.V. Fedorov

A technique for assessing the quality of the process of maintenance and repair of metal-cutting machine tools has been developed and a practical example of its use in the production conditions of an industrial enterprise is given.

Key words: quality, service, process, machine tools, repair.

The modern concept of Total Quality Management (TQM) and international standards ISO 9000:2000 focuses on the process approach, according to which the production process at industrial enterprises is proposed to be considered as a network of interconnected and interacting processes, which should be managed according to the Deming-Shewhart PDCA (Plan-Do-Check-Act) cycle (Fig. . 1), which includes the functions of planning, execution, quality control and regulation for each process.

Managing an organization as a network of processes makes it necessary to control the quality of the implementation of each of its constituent processes. According to , process quality control refers to the measurement of controlled process parameters and their comparison with established requirements in order to determine compliance or non-compliance. Based on this definition, it can be concluded that in order to implement the process quality control function in the PDCA cycle, it is necessary to have measurable process parameters (its characteristics to be measured and controlled).

process indicators;

process product indicators;

process customer satisfaction indicators.

Each of the listed groups of indicators can be manifested in cost, technical and time terms. Cost, time and technical indicators, in turn, can also be distributed by employee, site, workshop, sub-process, function levels.

For the main business processes of the enterprise, the direct result of which is the release of products, carrying out activities to identify the characteristics of the processes to be measured and controlled in the PDCA cycle is usually not difficult. But when identifying the measured parameters for auxiliary processes,

ny with maintenance (TO) and repair of metal-cutting machines, providing the main production with equipment, fixtures, cutting and measuring tools, i.e. contributing to the normal flow of the main business processes of the enterprise, certain difficulties arise.

For example, in fig. 2 shows a matrix that takes into account the relationship between the measured parameters of one of the most important auxiliary processes at industrial enterprises - the process of maintenance and repair of machine tools and the requirements for quality control.

As can be seen from fig. 2, the quality of the maintenance and repair process cannot be comprehensively assessed for all elements of the matrix, since they are absolute indicators process and its product (serviceable equipment) and are expressed in quantitative form. Therefore, indicators for assessing the quality of the process cannot be taken from operational data. They should be defined as relative values, i.e. like ratios. In this case, the conditions contained in the root columns of the matrix should be taken into account.

Based on the foregoing, as measured parameters for integrated assessment the quality of the maintenance and repair process were selected:

indicators of efficiency and effectiveness (PER) of the repair service;

material damage to the main production from equipment downtime and unscheduled repairs.

Registration of the values of the measured parameters with a certain

periodicity should be made in the monitoring maps of the process of maintenance and repair of metal-cutting machines.

Measured parameters of the maintenance and repair process

ISO 9000 Cost indicators Time indicators Technical indicators

Process indicators Total cost of inventories Cost of subcontracts, labor costs for RS personnel Total time spent on repair work Level of technical equipment of RS, progressiveness of the equipment fleet

Process Product Indicators specific unit equipment Subsequent operation time of equipment Technological accuracy

Process consumer satisfaction indicators Total cost of repair work, share of repair costs in the cost of production Time for troubleshooting and troubleshooting Number of complaints, equipment failures

Maintenance and repair process monitoring map

STP for the maintenance and repair process

Requirements for the owner of the process to analyze deviations from the normal course of the process and document these deviations

Requirements for reviewing the effectiveness of corrective actions

Requirements for the formation of reporting on the process for a higher manager

Requirements for determining the planned values of process indicators for the next period

Rice. 2. Quality parameters of the maintenance and repair process

Obviously, the most important quality parameter for the maintenance and repair process is PER, as it reflects the degree of compliance of the actual results of the process with the planned ones, as well as the relationship between the achieved result and the resources used. PERs also have the advantage that they can be used as a tool for continuous process monitoring.

As a PER, a number of technical economic indicators repair service activities that fully satisfy the conditions of the matrix (Fig. 2).

To obtain a visual representation of the quality level of the maintenance and repair process, it is advisable to use pie charts in monitoring maps built on the relative technical and economic indicators of the quality of the maintenance and repair process, and their weight coefficients (Fig. 3).

Each indicator is depicted on the diagram as a circular sector, the radius of which q is equal to the value of the indicator relative to the selected analog, and the central angle is the weight coefficient, expressed as a conditional value in degrees or radians. The base values for all indicators are represented by a circle with a radius equal to one. The central angle for the I-th indicator with the weight coefficient aI is defined as

The quality level of the maintenance and repair process is determined on the basis of a complex weighted average of the Vk indicator, referred to here as a weighted average of the circular indicator. It is equal to the radius of a circle whose area is equal to the sum of the areas of the chart sectors. It can be calculated using the formula

Rice. 3. How to build a pie chart

where n is the number of relative indicators of the quality of the maintenance and repair process; w - weight coefficient; q - the value of the i-th indicator.

Experience shows that Wc is close to the weighted arithmetic average: deviations of Wc from this indicator in a wide range of changes in relative indicators and weighting factors do not exceed 10%.

The value of the average weighted circular indicator is graphically displayed as a circle in the form of a dotted line (Fig. 3). UK< 1 означает, что уровень качества процесса ниже условного относительного аналога. Предлагаемый здесь средний взвешенный круговой показатель для широкого диапазона изменений относительных показателей и коэффициентов весомости имеет значения, близкие к значениям среднего взвешенного арифметического показателя. Более того, он обладает важным преимуществом по сравнению с арифметическим показателем. Оно заключается в том, что круговой показатель имеет geometric meaning: it is equal to the radius of a circle whose area is equal to the sum of the areas of the chart sectors.

Weight coefficients for all indicators at each enterprise should be assigned using methods expert assessments and be adjusted when compared with past results. The PERs themselves are also selected by a specially created expert group, depending on the characteristics of the maintenance and repair process and the current balanced scorecard (BSC) at each enterprise, and after a certain period of registration of indicators, the head of the maintenance and repair process should determine the standard and target values for each of them .

When determining the material damage to the processes of the main production from unscheduled repairs and equipment downtime, the monitoring map of the maintenance and repair process should take into account the indicators of use work force and equipment. Then the amount of actually caused damage (Mu) with a sufficient degree of certainty can be determined by the amount of material losses due to downtime of equipment (Mo) and workers (Mp).

Mu = I Mp + £ Mo, (2)

where n is the number of workers taken into account; m is the amount of equipment taken into account.

To file claims for each specific case of violations of the conditions of production, a special act is drawn up for an economic claim. If the costs of claims are recognized by the guilty service

ba, then the claim signed by the parties is transferred by the interested party to the planning and economic service of the enterprise. Further, the correctness of the calculations made is checked, and the amount of expenses is reflected in the reports of the relevant departments.

To automate the task of managing the process of maintenance and repair of metal-cutting machine tools according to the RBSL cycle, a computerized system for its scheduling and control was developed, which includes a module for monitoring the quality of the process. On fig. 4 shows a pie chart constructed by this automated system and characterizing the quality of the process of maintenance and repair of metal-cutting machines at the Branch "Rudakovsky Mechanical Plant" of JSC "Tulatochmash".

№ Indicator Value

01.2013 02.2013 03.2013 04.2013

1. Degree of failure rate 0.744 0.756 0.810 0.797

2. Share of salary of repairmen in maintenance and repair costs 0.925 0.894 0.914 0.873

3. Time lost due to breakdowns 0.870 0.886 0.895 0.871

4. Degree of development of subcontracts 0.801 0.843 0.900 0.850

5. Operational readiness ratio 0.635 0.667 0.685 0.661

6. Availability of spare parts 0.691 0.689 0.751 0.720

7. Degree of equipment loading 0.740 0.762 0.792 0.753

UK 0.778 0.790 0.825 0.793

Rice. 4. Pie chart of the quality level of the maintenance and repair process in March 2013 at the Branch "Rudakovo Mechanical Plant"

OJSC "Tulatochmash"

The diagram shows those PERs that most fully take into account the relationship of equipment operation with the amount of labor and spare parts at the enterprise. Monitoring maps compiled by an automated system for scheduling and monitoring the process of maintenance and repair of metal-cutting machines allow the manager to monitor the quality of this process, i.e. receive a signal when various inconsistencies occur during maintenance, conduct systematic comparisons with past results and find out trends in parameter changes, judge the results of the work of various units of the repair service.

The application of the proposed methodology for assessing the quality of the process of maintenance and repair of metal-cutting machine tools is successfully used at the Branch "Rudakovskiy Mechanical Plant" of JSC "Tulatochmash" and can contribute to the real implementation of the principles of the process approach and TQM at

other domestic industrial enterprises.

Bibliography

1. Quality management: Textbook for universities / S.D. Ilyenkova, N.D. Ilyenkova, V.S. Mkhitaryan and others; ed. S.D. Ilyenkova. 2nd ed., revised. and additional M.: UNITI-DANA, 2003. 334 p.

2. Antsev V.Yu., Fedorov A.V., Dolgov V.V. Management of the process of maintenance and repair of metalworking equipment // Handbook. Engineering Journal. No. 8. 2004. S. 55-58.

3. Zheleznov G.S. Graphical representation of the level of product quality // Methods of quality management. 2002. No. 12. S. 26 - 27.

4. Antsev V.Yu., Trushin N.N., Fedorov A.V. Resolving Uncertainties in Technological Design Problems Based on the Method of Expert Evaluations // Technological System Engineering. Sat. Proceedings of the First International Electronic Scientific and Technical Conference. Tula: Grif and Co, 2002, pp. 229 - 233.

5. Litvak B.G. Expert assessments and decision making. M. "Patent", 1996. 56 p.

6. Statistical Methods analysis of expert assessments. M.: Nauka, 1977. 384 p.

7. Management and marketing. Volume 2. Textbook / ed. A. Zhichkina. M.: "European Center for Quality", 2002. 200 p.

Fedorov Alexey Valentinovich, Ph.D. tech. Sciences, Associate Professor, Russia, Tula, Tula State University

METHOD OF EVALUATION OF QUALITY OF SERVICE AND REPAIR MACHINE TOOL

Developed a method of assessing the quality of the process of maintenance and repair of machine tools and a practical example of its use in the production of an industrial enterprise.

Key words: quality, service, process, machine, repair.

Fedorov Alexey Valentinovich, candidate of technical science, docent, Russia, Tula, Tula State University

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 says CEO OJSC Atomenergoremont, Ph.D.

The maintenance and repair system is a set of processes, organizational structures, means of technical equipment for repairs, methodological support providing 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 accidentally, 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 volume of repairs and the time between them are not fixed in advance, but are determined by 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 using the aggregate repair method and after-sales service 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 normative number of personnel for repairs is another important indicator of labor productivity (the ratio of the normative 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 a repair schedule for the planned year - an assessment of the forecast 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;
based on the results of 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 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 manufacturing ( production system"Rosatom");
implementation the latest technologies under 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 in the market) and the costs due to the intensification (transition to three-shift work) of the work of maintenance personnel.

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

AT nuclear power the ability to manage production, make timely decisions is especially important because of the possible consequences of the inaction of managers. 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. Implementation of a unified industry system economic planning resources.

Given the extensive branch network, the use of a unified approach to resource planning is a priority for the company. BUT 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 curricula 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
MRO (typical - based on a comprehensive analysis of their implementation in previous periods and at other facilities. Preparation for the implementation of non-standard special works must be started at least one 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 single base equipment data;
creation unified system maintenance resource management;
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 establishing a quality system (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 current trends industry, taking into account the features of the equipment of the units being operated and under construction, as well as describing effective measures and methods of 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 normative documents for the implementation of maintenance and repair with supervisory authorities and manufacturing plants;
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 equipment diagnostic tools (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 for 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 sound standards for labor costs, machine time and material resources per unit of production.

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 financial stability society. Reduction of receivables.

3. Implementation financial policy society in the field of compliance with the expenditure and revenue part 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 financial condition society.

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

1. Calculation of the economic efficiency of the work of service stations for maintenance and repair of cars

Nevertheless, the car park is constantly growing and replenished with vehicles of both domestic and foreign production. The change in the economic conditions of the country's development causes the need to revise the structure of the car park, reduce operating costs and give road transport higher consumer qualities.

Foreign cars, domestic cars sooner or later face the need for repairs. The choice of a place of service today is extensive, signs "Car service", "Car repair", "Auto repair", etc. can be found everywhere. Car maintenance, especially foreign cars, is considered profitable business. Today they are engaged as branded service centers official dealers certified by the automaker, as well as service stations (STOs) specializing in the repair of one or several brands of foreign cars or even in the maintenance of individual components (automatic transmissions, engine management systems, etc.) or performing one type of work, for example: and painting of bodies, overhaul of engines, etc. At the same time, repairs are carried out by numerous private mechanics who work in workshops of two to five people with garage cooperatives(often in a regular garage box). Such progressive forms and types of service as self-service posts, technical assistance on the road, and so on are being introduced.

Among the wide range of services, a special place is occupied by car service, as today car service is one of the fastest growing service industries. This is due to the fact that the political and socio-economic transformations that have taken place in our country have contributed to the development of the domestic automotive industry and an increase in the import of foreign cars. This in turn led to the rapid growth of the park. cars.

2. Settlement part

.1 Calculation of labor costs for maintenance and repair

) Number of cars owned by the population

N'===3300

A-population

n - the number of serviced cars

2) Number of serviced cars

N=N*k=3300*0.9=2970

k - coefficient taking into account the number of serviced vehicles

3) Annual scope of work

Tyear===68310 people/hour

L is the annual mileage of the car

t is the specific labor intensity of work per 1000 km. run.

2.2 Working time balance

Name of time spent	Time spent per day/hour.
Calendar fund of time
Number of working days:
Weekend
Holidays
Number of calendar working days
Absences for work:

study holidays

Time to perform state and public duties
Total no-shows
Number of working days
Actual working hours
Actual working time fund

2.3 Calculation of the number of production workers, auxiliary workers and AUP

) Turnover number of workers

2) Headcount

Number of workers * K \u003d 42 * 1.2 \u003d 50

Table of the number of production workers

Name of works	Tariff category	Approximate number of workers	The coefficient of transition from safe to payroll	List number of workers
Reception master.

Auxiliary workers table

Table of the number of AUP

2.4 Salary

In the economic literature, there is no exact concept of wages (hereinafter referred to as wages), but here are some of them:

) Z.p - remuneration for work.

) Z.p - the price of labor resources involved in labor process.

) Z.p - part of the costs of production going to pay employees.

) Z.p - part of the national income received for personal use.

Salary is:

· Nominal.

· Real.

Rated- this is the amount of money that a person receives for his work, it depends on the labor contribution and the system of payment with the employee.

Real- this is the amount of goods and services that a person can buy for a nominal wage, it depends on the nominal wage and the cost of goods and services.

Also, the salary chamber is divided into:

· Piecework.

· Timed.

Time limit applies:

When work is dangerous.

When the quality of work is more important than quantity.

When the work is not uniform.

When working on a conveyor.

Time wage is also divided into:

1. Simple - payment for the time worked, not for the calendar, but for the normative.

Time-bonus - when a person, in addition to salary, receives bonuses for the hours worked.

Piecework applies:

1. The code can accurately count the number of products.

When quantity is more important than quality.

Piecework salary is also divided into

. Simple piecework is wages for the amount of output produced

2. Piece-rate premium- when an employee receives not only piecework earnings, but also a bonus for early completion of a task, for quality performance, saving resources, for innovation.

3. Indirect-piecework- wages of auxiliary workers who serve pieceworkers, tk. the development of the main workers depends on them.

4. Chord- remuneration of a worker or a team for the entire amount of work performed on time during an emergency.

5. Piece-progressive- when products made in excess of the norm are paid at higher prices.

Calculation of wages for service stations, auxiliary workers and AUP.

Calculation of wages of service station workers

Position	Quantity	Tariff coefficient	Opening hours	Annual fund basic salary	Amount per year

Reception master.

Calculation of additional salary for service station workers

Calculation of salary for auxiliary workers

Calculation of salary of AUP

Calculation of the payroll fund for service station personnel

1805385.8+2844000+1003440=17997761.8 rub.

Calculation of salary including tax

8*1.3=23397090 rub.

The annual volume of work, taking into account additional. works

Year. With add. work \u003d T year. * 1.1 \u003d 68310 * 1.1 \u003d 75141 people / hour

Calculation of salary per unit products

/68310=342.51 rubles/person hour.

2.5 Fixed assets

Fixed assets - component enterprise property. Fixed assets expressed in money - fixed assets.

fixed assets- these are the means of labor that are ambiguously involved in the production process, while maintaining their natural form, and their value is transferred to the finished product in parts as they wear out. Fixed assets include labor instruments with a service life of more than 1 year and a value of more than 1 million rubles.

According to their material and natural composition, fixed assets are divided into:

Structures (bridges, moorings, railway)

Transfer devices (pipes, communication)

Power machines and equipment

Working machines and equipment

· Measuring and regulating instruments and devices

Vehicles

Expensive production and household inventory

Working productive livestock

Functionally for:

Production - those funds that are directly involved in production, create conditions for its normal implementation (buildings, structures, electrical networks) and serve to store and move objects of labor (warehouses)

· Non-production - do not participate in production (stadiums, hospitals, kindergartens) but are owned by the enterprise.

According to accessories there are:

· Own

· Rented

Fixed assets, depending on the degree of impact on the object of labor, are divided into:

· Active - affect the object of labor.

· Passive - create conditions for the production process.

Methods for valuation of fixed assets:

Valuation of fixed assets - is the monetary expression of their value

1. Initial cost- includes expenses for the acquisition of fixed assets, their delivery, installation and installation, i.e. bringing it to readiness for operation. It is represented in value-years-construction.

2. Recovery- is the cost of reproduction of fixed assets in modern conditions.

3. Residual value- this is the part of the cost of fixed assets, which is not transferred to finished products.

4. Liquidation is the difference between liquidation income and non- liquidation expenses.

5. Average annual cost- fixed assets have the ability to move throughout the year, i.e. they can be bought and written off. Therefore, the average annual cost does not remain unchanged. In this regard, the company calculates the average annual cost.

Indicators of the use of fixed assets:

Natural - reflect the amount of products produced by a particular means of labor.

Cost are:

· return on assets- shows how much income each ruble of fixed assets brings.

· capital intensity- shows how many fixed assets are required to receive units. products.

· Profitability- the ratio of profit to the average annual cost of fixed assets.

· capital-labor ratio- the ratio of the average annual cost of fixed assets to the number of personnel.

Profitability- represents the ratio of profit to the amount of production costs, monetary investments in the organization of commercial operations or the amount of property of the company used to organize its activities.

There are 3 types of profitability:

production

· Products

Investment

Profitability of production- an economic indicator of production efficiency, measured by the ratio of balance sheet profit to the average annual cost of fixed production assets.

return on assets:

F o ===2.04 rub./rub.

capital intensity:

F e === 0.49 rub./rub.

capital-labor ratio:

F in === 253379.31 rubles / person

Balance sheet profitability:

P=*100%= =34%

Calculation of the cost of fixed assets

Building cost calculation:

With zd \u003d N zd * C rub

N-building area, m 2

C-price for 1 m 2, rub.

With zd \u003d 700 * 17000 \u003d 11,900,000 rubles.

Equipment cost calculation table

Name	Quantity	Power V kW	Sum of power kW	Price, rub	Amount, rub
Compressor
2 post lift
brake stand
EO test stand
rolling jack
garage crane
Drilling machine
Wheel alignment stand
Wardrobe

Water purification system
Welding machine
Diagnostic complex

The cost of equipment, including installation, delivery and commissioning

C \u003d C about * K service \u003d 2796000 * 1.15 \u003d 3215400 rubles.

To service - coefficient. taking into account the costs of delivery, installation, adjustment.

2.6 Calculation of depreciation charges:

Depreciation- this is a gradual transfer of the cost of fixed assets to manufactured products.

Depreciation is the monetary expression of the depreciation of fixed production assets.

Depreciation deductions are made by the enterprise based on the established depreciation rates and the book value of fixed assets for their individual groups.

Balance valuation- this is the accounting of fixed assets in monetary terms on the balance sheet of the enterprise. The balance estimate is equal to the original and replacement.

Depreciation rate- the reciprocal of the service life.

) calculation of depreciation charges for buildings

A zd \u003d K zd * \u003d\u003d 238000 rubles.

am buildings - depreciation rate for buildings

Tsl.zd=50 years

Kzd - building cost

) calculation of depreciation charges for equipment

A about \u003d K about * \u003d\u003d 321540 rubles.

) calculation of the total amount of depreciation charges

A total \u003d A about + A zd \u003d 238000 + 321540 \u003d 559540 rubles.

2.7 Calculation of general workshop, household and other utility costs

) current repair costs:

R tr = 0.2 * A total = 0.2 * 559540 = 111908 rubles.

) calculation of electricity costs:

A) lighting

R osv \u003d * 0.2 kW * 16 * 3.4 * 253 \u003d 190400 rubles.

B) for equipment

R rev \u003d N * 3.4 * 250 * K * Kn \u003d 34.07 * 3.4 * 253 * 0.5 * 0.8 \u003d 11722 rubles.

C) total electricity bills

R total \u003d R osv + R rev \u003d 190400 + 11722 \u003d 202122 rubles.

3) calculation of water supply costs

Rv \u003d (n * 0.5 * Q * Cv) \u003d (2970 * 0.5 * 5 * 25) \u003d 185625 rubles.

4) calculation of heating costs

Rot \u003d S * Tsot * 12 \u003d 700 * 27.50 * 12 \u003d 231,000 rubles.

2.8 calculation of the cost price and economic efficiency of production

Cost price- this is a specific indicator i.e. all costs (total) divided by the number of products produced.

Cost functions:

1. Accounting and control of all costs for the production and sale of products

It is the basis for the formation of prices for products.

Used to justify the feasibility of real investments in the reconstruction and development of the enterprise

Justifies any management decisions

Cost types:

1. The cost of gross output i.e. all products produced during the year, including work in progress.

The cost of commercial products - everything that is created in a year, excluding work in progress

Cost of goods sold.

According to the development period, the cost price is:

1. Planned - reflects planned costs and planned production volumes.

Estimated - intermediate, used in technical and economic calculations for justification new technology and technology.

Reporting - reflects the degree of implementation of the plan, reports of expenses and products.

According to the cost center, the cost price is:

1. Workshop - includes all the costs of the workshop associated with production.

Production - in addition to the costs of the workshop, it includes general production and general business expenses (maintenance of the automated control system, depreciation, repairs, travel expenses)

Full - the largest, it includes all the costs of production and sales of products.

Calculation of the cost of production at the service station:

Total expenses (cost) (S)

S==332.6 RUB/person hour

Price- the monetary value of a unit of goods.

Price- this is the amount of money for which the buyer is willing to buy, and the manufacturer to sell.

The price structure includes:

The total cost of production

· Profit

VAT and excises

surcharges of intermediary organizations

Trade organizations allowances

It should be distinguished:

1. Intrafactory price (cost + profit)

Selling price (cost + profit + VAT)

Wholesale price (cost + profit + VAT + allowances of sales organizations)

Retail price (cost + profit + VAT + allowances of sales organizations + allowances of trade organizations).

Price functions:

1. Accounting - it serves as a means of determining all cost indicators (GDP, national income, firm's output)

Distribution - the state through prices has the ability to distribute national income between regions and different segments of the population.

Factors affecting the price level:

1. Demand for products

State regulation

Production and sales costs

Competition

Equilibrium price is the point where demand equals supply

Prices are:

Depending on the territory:

Uniform - across the country

· Regional - by regions

By duration:

Solid

Seasonal

By the nature of the turnover served:

Wholesale - between enterprises

Purchasing - between agriculture and the state

Retail - between customers and businesses

Tariffs - for services

Depending on the market:

· Free - set by the manufacturer

Negotiated and contractual - as agreed by the parties

Regulated - under the control of the state

C=322.6*1.2=399.1 rubles/person hour.

\u003d (C-S) * 75141 \u003d (399.1-332.6) * 75141 \u003d 5004093 rubles.

Income - cash or material values received by the state, an individual or legal entity as a result of any activity for a certain period of time

Organization income- an increase in economic benefits as a result of the receipt of assets (cash, other property) or the repayment of obligations, leading to an increase in the capital of this organization, with the exception of contributions by the owner of the property.

Income:

D \u003d C * Q \u003d 399.1 * 75141 \u003d 29988773.1 rubles.

Expenditure	Units	Value
Service station staff salary
Payroll accruals
Building depreciation
Equipment depreciation
Maintenance costs
Electricity costs
Water supply costs
heating costs
other expenses
Total expenses
Labor intensity
Cost of one man-hour	Rubles/person hour.

Payback period of investments - an indicator of the effectiveness of the use of capital investments in the construction of production facilities, the implementation of comprehensive national economic programs, etc.; represents a period of time during which the costs incurred are paid off by the effect obtained (in the form of profit or cost reduction, when it comes to an enterprise, an increase in national income, if they mean the country as a whole). When calculating S.o.k. it is necessary to take into account the lag between the time of making capital investments and obtaining the effect, as well as price changes and other factors.

T payback ===2.9 years

.9 Technical and economic indicators of service stations

Indicators	unit of measurement	Value
Annual manufacturing program
Capital investments
Cost price	RUB/person hour.
Including wage	RUB/person hour.
Depreciation deductions	RUB/person hour.
Household expenses	RUB/person hour.
Labor cost	RUB/person hour.
Revenue from product sales
General costs
Profit balance sheet
Profitability
return on assets
Payback period of capital investments

Conclusion

The "Auto maintenance" system currently has a sufficiently powerful production potential to successfully solve most of the tasks facing it. Further strengthening of this system should include not only the commissioning of new facilities, but also the intensification of production, the growth of labor productivity and capital productivity, the improvement of the quality of services by accelerating the pace of research and development. technical progress on the basis of the reconstruction of existing enterprises and the widespread introduction of new equipment and advanced technology, rational forms and methods of organizing production and labor, the use of progressive methods of support and management production activities.

The most important areas for improving the maintenance and repair of cars owned by citizens are:

) feasibility study of concentration, specialization and cooperation of production on an industrial basis;

) increasing the level of automation and mechanization of production processes;

) the use of progressive technological processes based on a typical integration of operations;

) improving the organization of logistics;

) increasing the efficiency of the use of fixed production assets and reducing the material and labor intensity of the industry;

) development of modern forms of service, for example, according to subscription and service books, according to preliminary requests, as well as service by mobile teams, etc.;

) the use of new, more advanced in the technological and construction parts of projects and the reconstruction of existing service stations, taking into account (when justifying their structural composition and capacity) the actual need for the types of work, as well as the possibility of their further phased development;

) introduction of management systems for the production and quality of services, expansion of the program for training personnel and ideological and educational work with them;

) popularization of the activities of the "Auto Maintenance" system;

) improving the quality assurance of services and the development of measures for material and moral incentives for its provision.

Bibliography

labor costs technical station profitability

1) Markov O.D. - Car service stations 2008

) Fastovtsev G.F. Organization of maintenance and repair of cars. M.: Transport, 1989

480 rub. | 150 UAH | $7.5 ", MOUSEOFF, FGCOLOR, "#FFFFCC",BGCOLOR, "#393939");" onMouseOut="return nd();"> Thesis - 480 rubles, shipping 10 minutes 24 hours a day, seven days a week and holidays

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,

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. Patriotic and Foreign experience 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. Selection Method technological equipment based on quality and competitiveness assessment 78

3.1. Calculation of indicators of economic efficiency of lines 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, as well as 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 most short time and with minimal cost(Toyota Motor's motto is "We do service because we believe 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. Principle 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 the volume of traffic 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 Vehicle and improving the structure of the fleet, as well as improving 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.

Development of PTB in last years 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 organization of production, conditions for the use of new technological processes, requirements for the mechanization of labor of service personnel, 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) automobile factories and enterprises for the repair and restoration of units, assemblies and parts.

The development and production of modernized and new car models will definitely require additional capital investments in development material base production for the maintenance and repair of vehicles. 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 an opportunity to increase capacities 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 scientific research work performed over several decades of the functioning of road transport in our country, the problems integrated development insufficient attention was paid to 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 the study state of the art 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 workforce 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 auto 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 best distributing 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 implement informed choice 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, organizational structure enterprises and allows the most efficient use of available production assets and to maximize profits 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 economic characteristics, quality and competitiveness of 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.

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).

Part property complex Dealer network enterprises include: 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 total area 103.6 ha. 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. 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 foreign countries, such as the USA, England, Japan, maintenance and repair of cars 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.

In the US road transport, there are three main directions of the regional organization of maintenance and repair: the implementation of all work on their own by the ATP of transportation companies; performance of maintenance and repair by specialized ATP and service stations; conducting necessary work by 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.

Among the most general principles regional forecasting of the development of the sphere of services include 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 financial resources to implement 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: possible growth production capacities, which are determined by the number of work 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.

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 evaluated by the consumer to excel in this moment in terms of quality and price characteristics, similar products in a particular market segment. 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, estimated needs - needs that must be identified 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, they must 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 classification of 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.

Salary in rubles

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The functional dependence of the "red" price on the quality factor for the considered lines 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 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 products 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.