Auto repair shop practice report. Maintenance flow chart: simple things to achieve success Maintenance flow chart

• 1. Complete car wash.
• 2. Determination of the technical condition of vehicle systems, which includes:
  • - technical condition of the power unit: checking components - crank mechanism, gas distribution, cooling system, power supply system and clutch.
  • - power supply systems.
  • - ignition systems.
  • - condition of the gearbox, cardan drive and differential.
  • - steering.
  • - supporting system.
  • - power supply and alarm and control devices.
• 3. Elimination of identified defects and adjustment work.
• 4. Car assembly.
• 5. Delivery of the finished car to the customer.

List of works during maintenance:

Power unit: calibrated tightening of the nuts securing the head, pan, journal supports, eliminating knocks in the engine, adjusting and restoring valve tightness, checking the tension of the generator-fan belt, checking the tightness and filling level of the cooling system, technical condition of the pump, flushing and adjusting the carburetor, checking fuel pump operation, checking the fuel level in the carburetor, checking the ignition system - condition high voltage wires, condition of the distributor, condition of the spark plugs, clutch operation - reliability of operation, condition of the clutch parts, oil change is carried out at a certain mileage.

Braking system: system tightness, pad and disc wear, level brake fluid.

Gearbox: check the level and quality of the oil, change the oil at a certain mileage, check for extraneous noise, smoothness of gear shifting, reliability of speed fixation, condition of bearings, condition of the differential - condition of gears, satellites, bearings, condition of the cardan transmission: determination of technical condition by backlash in the connection, external condition of the unit.

Support system: checking the operation of shock absorbers, springs, rods, the condition of ball joints and dampers, checking wheel camber and toe, checking wheel wear, condition of wheel bearings, wheel balancing.

Control system: checking steering wheel play, wheel play, changing gearbox oil.

Power supply system: checking the condition of the generator, the condition of the commutator, brushes, rectifier, the condition of the contacts, the output voltage and current, replace the bearing lubrication, the condition of the starter, the condition of the brushes and commutator, the developed torque, the condition of the contacts, checking the condition of the battery, the level and density of the electrolyte, the condition terminals, checking and correctness of control readings measuring instruments, checking lighting and alarm systems.

Body: lubricate the hinge components, reliability of operation and fixation of the locks, condition of the body, re-preserve the body.

Lubricate in accordance with the components lubrication chart.

Periodic maintenance and routine repairs ensure the maintenance of trouble-free and reliable operation of vehicles. Maintenance is divided into three periods:

daily, TO-1, TO-2. Maintenance allows you to maintain the functionality of your vehicle's mechanisms between repairs. Current repairs are integral part Maintenance. It is intended to restore the functionality of the unit.

To perform maintenance and current repairs a set of devices and instrumentation is used. This set is in stock.

When a car arrives at a car repair shop for maintenance or routine repairs, it is necessary to complete the following list of mandatory works:

• 1. Wash the car to remove operational contamination.
• 2. Check the technical condition of the vehicle components and assemblies.
• 3. Draw up a technical condition map indicating defective components and assemblies.

Reliability and durability of components and assemblies depends on the quality lubricants and maintaining the deadlines for their replacement, determined by the manufacturer of the vehicle and component units.

Let's look at the types of work performed and their frequency using the example of a Gazelle car.

Table 4. Periodic maintenance of Gazelle cars (TO-1, TO-2, CO)

• ** Every 500 km.
• ***For filter with paper filter element

Organizational structure

The organizational structure of the enterprise is linear-functional. The structure of the enterprise, the number of employees is determined by the staffing table, internal rules and job descriptions enterprises. Workers. are appointed to a position and dismissed from it by order of the head of the enterprise. Structure. The staff of an enterprise is a set of linear and functional bodies of the enterprise, as well as a system of their connections, interdependencies and interactions. The staff structure of an enterprise is influenced by: the number of employees subordinate to one manager, the volume of turnover, specialization, and the number of subordinate trading units. Organizational structure. Pizza Treviso LLC is shown in the picture

Routing - This is a form of technological document in which the entire process of influencing a car or its unit is recorded, operations are indicated in the established sequence, professions and qualifications of performers, technological equipment and accessories, technical conditions (TS) and instructions and norms of time or labor intensity.

Maps are divided into operational and technological, guard, workplace, and route maps. Scheme maps for the placement and movement of performers at maintenance posts can also be developed.

Operational and technological maps(form 1) - are general-level documentation and are used to develop cards for guards and for the workplace. They contain lists of operations on units and systems, indicating equipment and tools, specifications and labor intensity.

Post cards(Form 2) are compiled for work performed only at a given post (name of operations, number of performers, their specialty, place of performance, labor intensity).

Workplace map(Form 2) contain operations performed by one worker in a strict technological sequence. They also indicate tools and equipment, specifications and instructions, and the complexity of operations.

Route map(Form 2) reflects the sequence of operations for repairing a vehicle unit or mechanism in one of the routine repair departments.

Operational and technological map vehicle (unit).

Technological map No. . .

Labor intensity person/hour

Form 2

Post technological map car (trailer).

Number of specialized posts in the zone on the production line And NI.

Total number of performers people Total labor intensity person/hour

Post no. .

Labor complexity of work person/hour Number of performers in office people

(name of the unit, system or type of work)

Labor intensity person/hour

The initial data for developing a technological map are:

• 1. General view drawing (assembly drawing or diagram) of a unit, mechanism or assembly;
• 2. Technical conditions for assembly, adjustment, testing, inspection and acceptance of the product;
• 3. Characteristics of the equipment, devices and tools used
• 4. Labor-intensive operations.

Standardization of labor intensity of technological process operations

For each technical maintenance and repair operation, a labor intensity standard must be established. Such a norm is necessary for calculating the number of performers and remuneration for their labor and for designing a technical process (uniform distribution of work volumes among performers, drawing up an optimal sequence of operations, etc.).

General standard time for performing operations consists of operational, preparatory and final time, time for servicing the workplace and breaks for rest and personal needs.

Operational is the time spent directly on performing a given operation. It is determined by one of the methods discussed below.

The rest of the time standard is set in the form of allowances as a percentage of operational time.

Thus, the standard time for the operation of TO, D, TR in minutes or hours:

where To is operational time, min (h); A, B, C - respectively, the share of time for preparatory and final work, maintenance of the workplace, rest and personal needs, %. A + B + C = 12.5.

The complexity of operations in person-hours or person-minutes is determined by the formula:

Тн=Тв *Р *Кп (2)

where P is the number of workers performing the operation, people; Kp is the operation repeatability coefficient, which characterizes the frequency of the operation during maintenance (D, TR).

For example, control and diagnostic operations are performed without omissions (mandatory for each service Kp=1). Adjustment and fastening operations may have a manual< 1, т.к. после проверки, если регулировочный параметр в норме или подтяжка крепежного соединения не требуется, они могут быть пропущены. Коэффициент повторяемости зависит от надежности конструкции автомобиля и качества выполнения предыдущего ТО или ТР, изменяется для различных операций, примерно в пределах Кп = (0,2-1), и определяется путем обработки соответствующих статистических данных или по данным типовых технологий ТО и ТР.

The complexity of maintenance and repair operations can be determined in one of three ways:

• - using ready-made standards from standard technologies and standard time standards for vehicle maintenance and repair;
• - processing data from time-lapse observations of their implementation;
• - microelement rationing of operations.

The simplest and most desirable is the first method.

Standard labor intensity standards are adopted according to

Standard standards of time (labor intensity) refer to certain conditions for performing operations. If the actual conditions for performing operations (other equipment, level of mechanization) differ from the average ones specified for standard standards, they should be adjusted to the conditions of the designed process. So, for example, with the flow method of organizing maintenance, standard labor intensity can be reduced by 15 - 25% of the standard norm. If the operating conditions differ sharply from standard ones (new equipment, new design car), then the labor intensity standard is established in other ways.

Timing observation method

The method of time-lapse observations gives the most accurate results, but it is very labor-intensive and requires a long time to establish the complexity of operations due to the large number of observations and the complexity of processing the data obtained. Let us briefly consider the main provisions of the timing observation methodology.

For timing purposes, performers of maintenance and repair work are selected in a special way (work experience, qualifications, age, etc.).

Timing is carried out at certain hours of the work shift (an hour after the start of work, stops an hour before lunch or the end of the working day).

The number of time-lapse observations must be sufficient to reliably determine the average TO. Their minimum number is determined according to Table 2, depending on the duration of the operation and the method of performing the work.

Table 2 - Required number of measurements for timing

Timing data is arranged in a variation series (from min to max). The stability and stability of the observation results is checked by comparing the actual value of the chronosequence stability coefficient with its standard (tabular) value (Table 3).

Table 3 - Standard value of time series stability coefficients

The stability coefficient of the chronosequence is found by the formula:

where t max, t min are the maximum and minimum values ​​from the chronosequence. A chronosequence is considered stable if its actual stability coefficient is less than or equal to the normative one: K Book.

If this ratio is not observed, then the observations should be repeated. As an exception due to high costs For timing purposes, it is allowed to correct the time sequence by discarding its extreme values ​​(t max, t min).

The operational time in minutes to perform an operation is found as the average value of the members of the time series:

where ti is the value of the time series members , min; n is the number of members of the chronosequence.

Timing and establishment of standards can be carried out only after the implementation and debugging of a new TP, i.e. it is impossible to design the standard time (labor intensity) of operations for more early stages TP development.

Microelement method for designing normative labor intensity of operations

To determine the labor intensity of technological processes, systems of microelements are currently widely used.

The essence of this method comes down to the fact that the most complex operations can ultimately be presented in the form of a certain sequence of repeating simple elements, for example: move, install, secure, connect, etc. (Table 4).

If you divide the standardized operation into a number of such microelements and sum up the time available in the database for their implementation, you can find the operational time for completing the entire operation.

The main advantage of this method is the ability to design labor intensity standards “at the table” at the stage of technical development, which significantly reduces time and costs compared to the method of time-lapse observations. Of course, this is possible with extensive experience and qualifications of process engineers (knowledge of the design of a given car brand, the operation and capabilities of the used technological equipment, fixtures and tools, etc.).

The time values ​​for performing microelements of the operation are “pure”, i.e. with convenient execution and free access to the service point. In real conditions, the convenience of performing work (working postures, Table 4) and access to the service point (Table 5) for each brand of car and operation will be different, therefore, during the operational time for performing the operation, adjustments must be made by appropriate coefficients.

Thus, the general equation for rationing the labor intensity of car maintenance in person-minutes or person-hours with this method looks like this:

Tn = (t1 + t2 + ... + tn) *K1 *K2 *(1+(A + B + C)/100) *P *Kp (5)

where t1 is the time to complete the microelements that make up the operation; n - the number of microelements in the operation, incl. and taking into account their repetition; K1, K2 - respectively, coefficients that take into account the increase in time to perform an operation due to deterioration in convenience and access during work (Tables 5 and 6); P is the number of performers of the operation; Kp is the coefficient of repeatability of the operation during maintenance and repair; A, B, C - allowances as a percentage of operational time.

Microelements are understood as elements of operations consisting of labor movements of the worker. It has been established that any physical work includes: movement of the arms, legs, tilting and turning of the human body, transitions, i.e. an unchanging series (set) of repeated movements.

One of the systems of microelement standards is the system of “standards” of Professor V.I. Ioffe. In this system, any handmade element consists of a combination of two microelements: take and move (combine, move, install, remove).

The degree of fragmentation of operations into microelements is fundamentally important. Breakdown of operations down to elementary movements makes it possible to obtain a universal base of microelements suitable for designing labor intensity standards for any technological process. However, at the same time, the accuracy of determining the time to complete microelements (hundredths and thousandths of a minute) decreases; The process of synthesizing an operation from elements becomes more complicated. Big mistakes are possible.

Taking this situation into account, at this stage, based on the collection and synthesis of information from literary sources, regulatory and technical documentation, etc., a database of 44 microelements was developed (Table 4).

With the enlargement of microelements, their versatility decreases, since the likelihood of repetition in a large number of different operations and processes decreases. But the process of designing operations in which they occur is simplified. Therefore, in our opinion, the base of microelements for technical maintenance and technical repair of cars should consist of two parts. The first part should contain elementary movements found in the operations of any labor processes. The second part is larger elements of operations specialized work Maintenance and repair (fastening, welding, etc.).

The micronutrient base presented in Table 4 is not sufficient; it requires improvement and expansion. With its help, it is possible to design, basically, labor intensity standards for control, diagnostic and adjustment operations of vehicle maintenance and repair, but it allows one to demonstrate the possibility of the method under consideration.

Table 4 - Database on trace elements of vehicle maintenance operations

The labor intensity and complexity of the work are largely determined by the characteristics of the object of labor. A car is a complex object of labor when servicing it.

Process impact points (sometimes called service points) are located on the side, bottom and top of the vehicle. Therefore, when servicing a vehicle, it is first necessary to provide the performers with access to service points. To reduce service time, it is better to provide simultaneous access to several performers from all sides.

In addition, it is necessary to ensure the least fatigue for the performer and the greatest safety during work. Research has established that fatigue, and therefore the productivity of a worker, significantly depends on the working posture he occupies. Table 5 shows data on changes in labor productivity depending on working posture.

The conditions for performing operations directly in the area where service points are located are characterized by their accessibility, which also significantly affects the labor intensity of the work. The influence of access to places of technological influence during vehicle maintenance and repair is presented in Table 5.

Table 5 - Influence of ease of use on the labor intensity of maintenance and repair operations

Table 6 - Impact of access to service points on the complexity of the maintenance operation

• 13. Universal rack;
• 14. Recoil stop.

Specialized post SPP-1 for replacement power units and engines

• 1. Metalworking workbench;
• 2. Oil dispenser;
• 3. Set of keys;
• 4. Crane beam;
• 6. Oil distribution tank;
• 7. Footrest;
• 8. Lift;
• 10. Torque handle;
• 11. Rack for units;
• 12. Universal rack;
• 13. Recoil stop.
• 15. Device for draining used motor oils;
• 16. Device for draining used transmission oils;
• 17. Coolant drain device;
• 18. Cabinet for tools and equipment;
• 19. Mobile overpass for repairs;

Specialized post SPP-2 for replacing suspension units and chassis

• 1. Metalworking workbench;
• 2. Impact wrench for wheel nuts;
• 3. Impact wrench for nuts of stepladder springs;
• 4. Cassette for wheels;
• 5. Chest for cleaning materials;
• 6. Ruler for checking wheel alignment;
• 7. Transitional bridge;
• 8. Lift;
• 9. Mobile auto repairman station;
• 10. Universal rack;
• 12. Trolley for removing and installing springs;
• 13. Removal trolley brake drums with hubs;
• 14. Recoil stop.

Specialized post SPP-3 TR braking systems cars

• 1. Metalworking workbench;
• 2. Impact wrench for wheel nuts;
• 3. Cassette for wheels;
• 5. Lift,
• 6. Device for checking the pneumatic brake drive;
• 7. Universal rack;
• 8. Stand for checking the brakes of three-axle vehicles;
• 10. Recoil stop;
• 11. Installation for filling and bleeding brakes;

Specialized post SPP-4 TR low labor intensity

• 1. Bath for washing parts;
• 2. Metalworking workbench;
• 3. Set of wrenches;
• 4. Chest for cleaning materials;
• 5. Transitional bridge;
• 6. Set of socket wrenches;
• 7. Suspension-mounted pneumatic torque wrench:
• 8. Footrest;
• 9. Lift;
• 10. Mobile auto repairman station:
• 11. Rack for components and parts:
• 12. Universal rack:
• 13. Recoil stop.
• 14. Cabinet for tools and devices:

Specialized post SPP-5 TR electrical systems cars

• 1. Metalworking workbench;
• 3. Motor tester;
• 4. Mobile auto electrician's station;
• 6. Device for checking and adjusting headlights;
• 7. Device for testing circuit breakers;
• 8. Device for testing electrical equipment;
• 9. Rack for components and parts.
• 10. Universal rack;
• 11. Cutlery table;
• 12. Recoil stop;
• 13. Installation for accelerated charging of batteries;
• 14. Device for exhaust gas suction;
• 15. Cabinet for tools and equipment;

Specialized post SPP-6 TR for engine power supply system devices

• 1. Bath for washing parts;
• 2. Metalworking workbench;
• 4. Set of wrenches,
• 5. Chest for cleaning materials;
• 6. Mobile station for a car repairman or carburetor mechanic;
• 7. Device for checking plunger pairs;
• 8. Testing device fuel pumps carburetor engines;
• 9. Device for checking the fuel pump and filters;
• 10. Device for checking injectors;
• 11. Universal rack;
• 12. Cutlery table:
• 13. Recoil stop.
• 14. Device for exhaust gas suction;
• 15. Cabinet for tools and equipment;

Specialized post for replacing SPP-7 frames

Special post SP-1 for engine replacement

• 1. Anti-recoil stop.
• 2. Bath for washing parts;
• 3. Metalworking workbench;
• 4. Engine grip;
• 5. Oil dispenser;
• 6. Set of keys;
• 7. Crane beam;
• 8. Chest for cleaning materials;
• 9. Footrest;
• 10. Mobile post for a car repairman;
• 11. Torque handle;
• 12. Rack for engines;
• 13. Universal rack;
• 14. Device for disconnecting and holding the gearbox;
• 15. Device for exhaust gas suction;
• 16. Device for draining used oils;
• 17. Coolant drain device;
• 18. Cabinet for tools and equipment;
• 19. Mobile overpass for repairs;

Special post SP-2, SP-3 for replacing units rear suspension cars

• 1. Metalworking workbench;
• 4. Lift;
• 5. Rack for springs;
• 6. Universal rack;
• 7. Recoil stop
• 8. Device for dismantling and installing springs:
• 9. Cabinet for tools and equipment;

Special post SP-4, SP-5 for replacing clutches and gearboxes

• 12. Anti-recoil stop.
• 1. Metalworking workbench;
• 2. Mobile track bridge;
• 3. Chest for cleaning materials;
• 4. Oil dispenser;
• 5. Monorail with hoist;
• 6. Universal rack;
• 7. Rack for clutches and gearboxes;
• 8. Trolley for transporting gearboxes and clutches;
• 10. Special device for disconnecting the gearbox;

Special post SP-6 for replacement rear axles and gearboxes for GAZ, ZIL vehicles

• 1. Metalworking workbench;
• 2. Impact wrench for the spring ladder nuts;
• 3. Multi-spindle suspended impact wrench for wheel nuts and hub flanges,
• 4. Cassette for wheels;
• 5. Console crane;
• 7. Oil distribution tank;
• 8. Lift;
• 9. Bridge rack;
• 10. Universal rack;
• 11. Trolley for removing and installing wheels;
• 12. Anti-recoil stop.

Special post SP-7 for replacing gearboxes of KamAZ vehicles

• 1. Metalworking workbench;
• 2. Multi-spindle impact wrench for hub flange nuts
• 3. Crane beam;
• 4. Chest for cleaning materials;
• 5. Oil distribution tank;
• 6. Pneumatic impact wrench on suspension,
• 7. Rack for gearboxes;
• 8. Universal rack;
• 9. Anti-recoil stop.
• 10. Device for draining used oils.
• 11. Cabinet for tools and equipment,

Special post SP-8 for replacing rear and middle axles of KamAZ vehicles

• 1. Metalworking workbench;
• 2. Multi-spindle suspended impact wrench for wheel nuts;
• 4. Cassette for wheels;
• 5. Track bridge;
• 6. Chest for cleaning materials;
• 7. Oil distribution tank;
• 8. Monorail with hoist;
• 9. Mobile lift;
• 10. Bridge rack;
• 11. Universal rack;
• 12. Device for draining used oils;
• 13. Device for holding the car suspended
• 14. Cabinet for tools and equipment;

Special post SP-9 for replacing front axles and beams

• 1. Metalworking workbench;
• 2. Multi-spindle suspended wheel nut wrench,
• 3. Multi-spindle impact wrench for stepladder nuts;
• 4. Cassette for wheels; chest for cleaning materials;
• 5. Monorail with hoist;
• 6. Mobile lift;
• 7. Rack for front axles and beams;
• 8. Universal rack;
• 9. Trolley for removing and installing wheels;
• 10. Recoil stop.
• 11. Installation for pressing out pins
• 12. Cabinet for tools and equipment;

Special post SP-10 for replacing steering units

• 1. Bath for washing parts;
• 2. Metalworking workbench;
• 3. Chest for cleaning materials;
• 4. Lubrication pump;
• 5. Mobile car mechanic station;
• 6. Steering tester;
• 7. Universal rack;
• 8. Anti-recoil stop.
• 9. Device for draining used oils;

Special post SP -11 TR brake systems with hydraulic drive

• 1. Metalworking workbench;
• 2. Impact wrench for wheel nuts;
• 3. Cassette for wheels;
• 4. Chest for cleaning materials;
• 5. Truck lift;
• 6. Universal rack;
• 7. Trolley for removing and installing wheels;
• 8. Anti-recoil stop.
• 9. Installation for filling and bleeding brakes;
• 10. Cabinet for tools and equipment;

Special post SP-12 TR for brake systems of KamAZ vehicles

• 1. Metalworking workbench;
• 2. Impact wrench for wheel nuts;
• 3. Wheel cassette
• 4. Chest for cleaning materials;
• 5. Lift;
• 6. Device for testing the pneumatic drive of car brakes;
• 7. Universal rack;
• 8. Trolley for removing and installing wheels;
• 9. Anti-recoil stop.
• 10. Device for pumping receivers with compressed air;

Special post SP-13 for replacing cabs and platforms of KamAZ vehicles

• 1. Metalworking workbench;
• 2. Grip for cabins;
• 3. Platform grip;
• 4. Crane beam;
• 5. Chest for cleaning materials;
• 6. Rack for cabins and platforms;
• 7. Trolley for moving cabins and platforms;
• 8. Emphasis
• 9. Cabinet for tools and equipment;

Special post for replacing the CPG of SP-14 engines

• 1. Anti-recoil stop.
• 2. Bath for washing parts;
• 3. Metalworking workbench;
• 4. Oil dispensing column;
• 5. Picking trolley;
• 6. Chest for cleaning materials;
• 7. Mobile station for an auto repairman;
• 8. Suspension-mounted pneumatic impact wrench;
• 9. Footrest;
• 10. Lift;
• 11. Universal rack;
• 12. Device for exhaust gas suction;
• 13. Device for draining used oils;
• 14. Cabinet for tools and equipment;
• 15. Mobile overpass for repairs;

Special post SP-15 TR and adjustment of ignition system devices

• 1. Metalworking workbench;
• 2. Chest for cleaning materials;
• 3. Mobile auto electrician's station;
• 4. Device for welding electrical equipment of cars;
• 5. Device for checking and cleaning spark plugs;
• 6. Device for testing circuit breakers;
• 7. Universal rack;
• 8. Mobile electronic stand;
• 9. Cutlery table;
• 10. Recoil stop;
• 11. Device for exhaust gas suction;
• 12. Cabinet for tools and equipment;

Special post SP-16 TR for power supply system devices

carburetor engines

• 1. Bath for washing parts;
• 2. Metalworking workbench;
• 3. A set of tools for a carburetor adjuster;
• 4. Chest for cleaning materials;

by car;

• 5. Mobile carburetor mechanic station
• 6. Device for testing fuel pumps of carburetor engines
• 7. Universal rack;
• 8. Anti-recoil stop.
• 11. Cabinet for tools and equipment;

Special post SP-17 TR for diesel engine power system devices

• 1. Bath for washing parts;
• 2. Metalworking workbench;
• 3. Chest for cleaning materials;
• 4. Mobile station for a diesel mechanic;
• 5. Device for checking plunger pairs;
• 6. Device for checking the fuel pump and filters;
• 7. Device for checking injectors;
• 8. Universal rack;
• 9. Anti-recoil stop.
• 10. Device for exhaust gas suction;
• 11. Cabinet for tools and equipment;

Special post SP-18 for replacing KamAZ vehicle frames

Special post SP-19 for replacing frames of GAZ, ZIL vehicles

Engine shop

• 1. Metalworking workbench;
• 2. Crane - beam.
• 3. Chest for cleaning materials;
• 4. Fire extinguisher;
• 5. Engine stand;
• 6. Device for checking and straightening connecting rods;
• 7. A device for checking the elasticity of valve springs and piston rings;
• 8. Device for heating pistons;
• 9. Device for assembling a connecting rod with a piston;
• 10. Device for removing and installing piston rings;
• 11. Device for installing the piston into the block;
• 12. Sink;
• 13. Wooden grate for feet;
• 14. Hand dryer;
• 15. Mesh basket;
• 16. Machine for grinding valves;
• 17. Machine for boring engine cylinders;
• 18. Machine for honing (polishing) engine cylinders;
• 19. Valve grinding machine;
• 20. Rack for storing oil and water pumps, compressors, fans, filters;
• 21. Rack for storing instruments and accessories;
• 22. Stand for testing oil pumps;
• 23. Stand for running in and testing compressors;
• 24. Stand for checking the tightness of engine blocks and cylinder heads;
• 25. Stand for disassembling and reassembling engine cylinder heads;
• 26. Stand for disassembling and reassembling engines;
• 27. Stand for grinding crankshaft journals;
• 28. Table;
• 29. Chair;
• 30. Tool cabinet;
• 31. Installation for washing engines and parts;
• 32. Cabinet for storing parts of the crank mechanism;
• 33. Cabinet for storing parts of the gas distribution mechanism;
• 34. Box with sand;

Engine running and testing department

• 1. Fuel tank;
• 2. Crane - beam;
• 3. Fire extinguisher;
• 4. Exhaust gas suction;
• 5. Stand for running in and testing engines;
• 6. Installation for cooling engines.

Aggregate shop

Carburetor shop

Fuel equipment workshop (diesels)

Electrical workshop

Battery section

Mednitsky workshop

Tire shop

Vulcanization shop

Painting shop

Wallpaper shop

Forging and spring shop

Welding and tin shop

Basic information, elements of the technological map (TC):

1. List of works

2. Technical requirements

3. Tools, equipment

4. Operating materials (brand, volume)

5. Standard time (person-min.)

6. Diagram, drawing or photograph

7. Control points

Technological map (Table 1).

Type of examination:

Daily maintenance of a sedan car: NISSAN PRIMERA brands

Performer: car owner.

Table 1. Flow chart for daily vehicle maintenance

Total daily service- 20 person-min.

Page 1

The final labor intensity of the VAZ-2110 is 5.04 man hours.

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Modern development of production places increased demands on the maintenance of the infrastructure of industrial enterprises. These include ensuring a continuous production process, introducing design and technological improvements to finished products, reducing the time required for manufacturing products and carrying out repair work, increasing the efficiency of spending fixed and working capital of the enterprise. A systematic analysis of manufacturing companies reveals two opposing trends: enterprises are introducing more and more new types of work, and at the same time, the qualifications of personnel are increasingly decreasing.

As a result, the capacity of the tasks being performed often exceeds the capacity of the workers. This directly leads to a decrease in productivity, deterioration in the quality of work and the occurrence of emergency situations, which can lead not only to equipment failure, but also to industrial accidents. And if a drop in productivity and quality is fraught with material losses, then a deterioration in the level of safety jeopardizes the activity of the enterprise as a whole.

To ensure compliance with increased requirements for infrastructure maintenance, enterprises create specialized units within their boundaries, and also attract specialized organizations to perform certain types of work. But, as practice shows, simply changing the staffing structure or attracting contractors is not enough to improve productivity and safety during work. Solving these problems requires the use of a number of special effective tools, one of which is technological maps that determine the order of performing standardized operations of the technological process.

What does the technological map contain?

A technological map is a unified document intended for enterprise employees engaged in the repair or maintenance of production equipment. The map contains a list of necessary equipment, tools and sets of personal protective equipment, a list of labor protection instructions. It specifies the sequence, frequency and rules for performing operations, types and quantities Supplies, time standards, material costs, as well as regulatory documents used in assessing the quality of work.

Technological maps are developed with the aim of systematizing and increasing the safety of the production process by streamlining the actions of personnel in repair processes or technological services equipment. Their implementation also contributes to solving problems of determining and optimizing material and technical costs per unit of product or service.

Benefits of implementation technological maps

The development of technological maps allows the company to obtain the full amount of information necessary for the high-quality and safe organization of the production process, replenishing the lack of knowledge about innovations in the field of equipment, technology for its repair and maintenance.

As practice shows, the use of technological maps helps reduce the rate of equipment wear by 15-20%, while repair costs are reduced by 13-14%, and the labor intensity of work is reduced by 16%. Compliance with the instructions set out in the documents ensures trouble-free operation of the equipment throughout the entire period between scheduled repairs and significantly reduces the risks of emergency situations and unscheduled shutdowns of the production process.

In addition, the surveys carried out during preparation make it possible to further plan the timing and costs of periodic repair and maintenance work, increase production efficiency and reduce the time required for scheduled repairs.

The presence of a technological map greatly simplifies the preparation of production schedules, preparation of planning and economic documentation, personnel training and systematization of the work of the supply service.

The introduction of technological maps contributes to a systematic reduction in the costs of repair and maintenance of equipment, providing significantly lower costs of funds and resources in comparison with the costs of technical re-equipment and reorganization of the production structure.

A challenge for professionals

When starting to develop technological maps, you must first familiarize yourself in detail with the objectives of the enterprise and its capabilities in terms of equipment, tools, personnel and logistics. Often, enterprises, trying to minimize costs, prefer to entrust this work to full-time technical employees. At the same time, they forget about the importance of a professional approach and familiarity with innovations in the field of industry quality and safety standards, which only a specialized organization can guarantee.

It is often beneficial to entrust the development of technological maps to external organizations. with a high level of competence in this area. In particular, it can provide services for the development of technological maps for enterprises in any industry. The preparation and transfer of documentation to the customer can be done either in standard paper form or using specialized software.

Involving our specialists has a number of advantages compared to independent development:

• objective and impartial assessment of opportunities and prospects by independent experts;
• access to regularly updated professional databases of regulatory documentation, equipment, tools and materials;
• regular retraining and training of personnel in connection with the emergence of new technologies and solutions;
• interest of company specialists in achieving results.

An additional advantage of cooperation with our company is our rich practical experience in the field of maintaining the infrastructure of industrial enterprises, introducing innovative technologies and modernizing technological processes.

Over the course of several years, we have been developing our competencies in cooperation with the largest enterprises in the engineering, chemical, petrochemical and metallurgical industries. The company's experience allows us to talk about a real reduction in labor costs when using technological maps.