Maintenance methods and how to equip maintenance personnel

In the daily maintenance and overhaul of the device, each workshop is responsible for it, so that the cooperation between the process and the equipment is better. During major overhauls, the entire plant deploys its forces in a unified manner to support each other. It is better to unify the electrical instrumentation work volume in one workshop - the electrical instrumentation workshop. We originally had maintenance workshops, but there was a lot of friction (with craft workshops). Later, after we adjusted the maintenance workload to each craft workshop, things got much better.

Our factory has a maintenance workshop, which is responsible for the maintenance of rotating equipment in the factory's production workshop. The operators of each production workshop are responsible for the maintenance of the equipment.； Each production workshop has an equipment technician who is responsible for judging equipment faults (if the judgment cannot be made, maintenance personnel can be asked to assist), coordinating and contacting, and supervising process personnel to do a good job in trial operation of the equipment. In this way, the equipment technicians in the production workshop are required to be able to correctly judge equipment problems and make maintenance suggestions.

Whether to set up a maintenance workshop or not is actually closely related to the degree of corporate management standards. The biggest advantage of setting up a maintenance workshop is the centralized management and deployment of personnel, which can reduce staffing and improve the quality of maintenance personnel. There will definitely be conflicts with the production workshop, but as long as management is standardized, responsibilities are clear, and everyone has the concept of putting the overall interests of the enterprise first, conflicts can definitely be resolved. Give an example: A 60,000-ton synthetic ammonia plant has a maintenance workshop of 50 people. Most of the workshop staff work day shifts, and are also on duty (24 hours a day, mainly at night). The number of on-duty personnel has dropped from 6 in the entire plant at the initial stage to 3 after the management was standardized. Personnel will be assigned when urgent and major problems occur. Since the work done during the day is completed, the maintenance personnel on night duty can still sleep most of the time. :lol If it is divided into various production workshops, they will generally have to follow shifts. 50 maintenance personnel will definitely be nervous, and if it is a relatively large maintenance workshop, the operators will definitely have to go. The maintenance efficiency is definitely not as good as that of maintenance workers. In addition, the maintenance workers can also delay the shift (fault repair is postponed to the next shift). Of course, the management will be improved, but overall it is definitely not as good as setting up a maintenance workshop. There are already professional maintenance companies abroad, but it is rare to hear of them in China. In fact, this is definitely a development trend. If our company's maintenance workshop has high standards and sufficient personnel, it can completely undertake maintenance tasks for external parties and eventually develop into an independent maintenance company. . . . . .

Our factory has a machine repair workshop, which is responsible for the maintenance of important dynamic and static equipment in each production workshop. The daily maintenance is handled by the workshop. Each production workshop has its own fitters and welders. The factory also has a motion instrument workshop. As the original poster said, each workshop is short of people, but there is no way to solve it. If there is a shortage of people, the factory is responsible for allocating people and borrowing people from other workshops. Maintenance workers often work during the day and will be contacted by phone in the evening if there are maintenance tasks.

I am in the maintenance workshop and I think it is better than being scattered among various workshops.

The situation here is: The production workshop is not responsible for the maintenance of any equipment. The fitters, instruments, electricians, welders, etc. are all under the jurisdiction of the construction and installation company. Once any failure occurs in each production device, the workshop equipment technician will make a plan to go to the construction and installation company, which will organize efforts to carry out maintenance (rush repair). But this feeling is that production and inspection and maintenance are not the same. The enthusiasm, work attitude, efficiency, etc. of the inspection and maintenance personnel are not as good as before when they were together.

My original unit used to be in charge of maintenance for each production process. Later, all the machine repair personnel were centralized in one machine repair workshop. This effect is very good and can be coordinated and arranged. For example, the maintenance tasks undertaken by my maintenance team after the merger were the workload of the original 5 maintenance teams, but the number of personnel was only equivalent to the number of personnel in the original 3 maintenance teams. Moreover, we have set up 4 night shift personnel, who are divided into 2 shifts and are only responsible for equipment inspections and emergency repairs after get off work in the afternoon to before work on the second day and on weekends. In addition, those who work the Changbai shift are divided into four groups and take turns to be on duty at home 8 hours away. During the duty period, their mobile phones are open 24 hours a day to ensure that they can be on call when major situations arise at night or on weekends. At the beginning, our night shift staff was 6 people, but after a period of time, it was reduced to 4 people. My current unit has not yet been officially put into production, but it has set up a special mechanical and electrical instrument workshop, with a special mechanical repair section below, and it still follows the same path as my previous unit.

I think it is better to set up a machine repair workshop. 1. You can establish a group model to be responsible for inspections and simple maintenance of each workshop. 2. A formal maintenance team, mainly responsible for repairing large equipment. 3. Pre-check in advance to find problems and minimize them. 4. Establish a special machining group to be responsible for the production of simple parts.

Our company is a 200,000-ton soda ash and 80,000-ton synthetic ammonia plant. Let’s talk about synthetic ammonia.: There are 13 maintenance personnel (1 novice), 7 gas generators, 4 instruments, 3 electricians on duty, and 6 electricians on the long-term shift. At present, synthesis and gas production have just been merged and are in the running-in stage (our factory was merged in 1996 and separated due to other reasons). At present, synthetic maintenance personnel feel a bit tight in the field of synthetic ammonia. Management problems after the merger have caused maintenance personnel to float. The technical strength itself is not strong, and a group of personnel are planned to be eliminated. Our company also has electrical instrumentation and machine repair workshops (including fitters, welders, hoisting, and metal processing). There are currently many problems in this kind of management.: Maintenance personnel in certain workshops are particularly busy and often work overtime ； The machine repair shop does not know much about the process equipment in the production area, causing maintenance delays. ； If there is a welding task, the welder cannot arrive at the site in time, etc.

The maintenance personnel of our factory are also managed by each chemical workshop. The advantage is that problems are dealt with in a timely manner and there is no blame-shifting. Our factory is a small nitrogen fertilizer plant with an annual output of 240,000 tons of synthetic ammonia and 400,000 tons of urea. There are currently about 100 maintenance personnel, including 32 for gas generation, 10 for synthesis, 25 for compression, 11 for ammonia purification, and 22 for urea. There is also a machine repair shop with a total of 20 pipe welders and turners.

Our company is in urgent need of recruiting a large number of chemical maintenance personnel (with high, medium and low technical level certificates) who are familiar with the maintenance of various pumps and chemical equipment. The annual salary is 40,000-80,000, contact number: 13991071067 Mr. Tao (valid within 15 days) March 18, 2012

The allocation of maintenance personnel should be determined based on the actual performance of on-site maintenance. Print the maintenance performance in the past few months to see how much work is required every day. Calculate how many working hours it takes to complete based on the average intermediate level. Prepare the maintenance plan for next week every week, and arrange construction according to the plan. After the construction is completed, the plan and performance will be combined with the evaluation after settlement or settlement evaluation. The key is to increase the enthusiasm of maintenance personnel, eliminate on-site prevarication and procrastination in maintenance, and pay more attention to controlling the quality of maintenance and avoiding repeated maintenance within 24 hours.

Maintenance personnel in certain workshops are particularly busy and often work overtime； The machine repair shop does not know much about the process equipment in the production area, causing maintenance delays. ； If there is a welding task, the welder cannot arrive at the site in time, etc. Shanghai Dingsheng Machinery Co., Ltd. www.shcompre.cn

SHSG-051-98 Temporary regulations on design and capacity of petrochemical production equipment. Staffing can be referred to this