Proactive maintenance. Modern tools and techniques for diagnosing equipment in the mining and processing industries according to the concept of “Reliable equipment”. The system of maintenance and repair of equipment of the enterprise

Natalia Popova | 04/19/2018

The faster a company implements a proactive service format in working with customers, the more chances it has to survive. This was told to FashionUnited by Elena Stolyarskaya, service expert at Fashion Consulting Group, creator of the Luxury Training Academy at Mercury, author of the intensive course “Luxe class service”.

Elena, please tell us why the Luxury Training Academy was organized at Mercury, how was everything arranged?

When I joined Mercury 6 years ago, there was already a training system, professional and structured. It included training for all boutique employees, from sellers to directors. Of course, much attention was paid to the training of sellers, their skills in working with customers, and sales technology. The company was already a leader in terms of customer service quality. But the market was changing, customer requirements were changing. And at a certain point it became clear that knowledge of sales technologies became insufficient. Luxury is a special segment, customers are special, the bar of their requirements for Luxe class service is constantly growing. Then we conducted an in-depth analysis of the needs of the market, customers, studied the experience and methods of working with customers of the leading luxury brands, the most famous boutiques in Europe and the world. We invited foreign specialistswho shared this experience with us. And in the end, they came to the conclusion that they began to talk about training not only in sales techniques, but also, in fact, high-class service. Thus was born the concept of Luxury Training Academy.

Please explain how the sales technique differs from the service.

A sales technique is the standard stages of sales, a list of actions that a seller must perform: how to prepare for a client’s meeting, how to contact him, with what phrases to start communication, what to say in the process of working with a client, how to speak, how to move around the hall, what questions to ask, how to present goods and so on. This is an absolutely technological moment, and in one form or another this was taught in any store. The performance of these techniques can be easily assessed by the seller’s checklist.

Secret customers, several years ago, evaluated precisely this list of actions: what was done and what was not done, did the sellers smile, did they offer additional item etc. Surprisingly, remember, not so long ago, a friendly, friendly, attentive seller was a rarity, an exception. But every year, expectations and customer requirements have become higher. And when the sales technique became a familiar standard, the customer was not enough. According to estimates and reviews of secret customers, we saw the following picture: they said that all stages of the sale were completed, but this was not enough. Many noted that they lacked something: human attention, interest in themselves, their needs, and sellers worked only on demand, not showing any initiative. And then we realized that it was important not what you do, but how you do it. And that with conventional technologies you will no longer surprise anyone.

I will give an example from the sphere of hospitality. A certain level of service, service, regardless of the number of hotel stars, has become the norm. And what the hotel managers strive for and achieve from their employees - the cleanliness, order, smooth functioning of all systems, smooth processes, speed and courtesy in customer service, no one notices, because it has become the expected standard. What can surprise and delight customers now is what they get beyond their expectations, what they paid for. And these, as a rule, are not material stories, but emotional ones related to attention to the client. Now it is important to be able to exceed consumer expectations by offering a service whose value would be conditionally more expensive than what the person actually pays for. And it is obvious that the staff must be taught not only the functional part, but also the emotional component, building long-term relationships with the client. We watched the work of "star" sellers, analyzed the reasons for their success. Meeting their customers, working with them, the least they say to them about things. They talk with customers about themselves, their desires, moods, feelings. In the process of communication, a confidential atmosphere arises, the client sees before himself not only a professional, but also a friend to whom he is interested. Thus, taking as a basis the experience of professionals and taking into account all the wishes of our customers, we have built a system of the most personalized customer service. This system is the basis of loyalty and long-term relationships with customers. A kind of CRM with a human face.

What did such a training system for Mercury boutiques give?

The main advantage is the highest level of service. The boutiques do not look at incoming visitors appraisingly. We all know how uncomfortable it is to go to some boutiques, because sellers immediately begin to “scan” your appearance - shoes, bag, watches, in order to understand how much money you can spend. We set ourselves the task of getting as far as possible from this uncomfortable feeling for the client and completely reformatting the minds of sellers. The message is this: all customers are guests, and the main task is to introduce them to the brand, fall in love with the collection, regardless of whether they want to buy something now or not. Roughly speaking, the main goal is to remove hands from the client’s wallet. And just then he will want to stay with you. After all, most customers come to the store, not knowing what exactly they want.

Here's why you think people go to a clothing store? You will be surprised, but only 20 percent of people entering the store clearly know what they want. These are those who come to buy gifts or a thing for an event. It is usually easier to get in touch with such clients, as they immediately say what they want. And the remaining 80 percent come without a specific request, and the reasons are different: they have a good or bad mood, I want to please myself, have a good time and so on. That is why the most terrible thing you can ask such a person is "Are you looking for something specific?" Because this man came to the store for emotions, not for things. And he simply has no answer to this question.

Do we understand correctly that everything you have listed can be attributed not only to the luxury segment? And what are the features that are characteristic only for premium stores?

Suite is a kind of ritualism. Everything is in details and trifles: how bags, clothes, shoes, jewelry are demonstrated, how they work in a dressing room with a client, how coffee is served and so on. We began to add such moments to the sellers' work when we realized that there should be something that distinguishes a luxury from other segments. Debugged teamwork is also important here. The seller should always have an assistant. The client should have the feeling that the seller is dealing only with him. In fact, he is not a seller, but a personal consultant, stylist, even a psychologist. This is all so that there is personal contact with the client and it is easier to understand what exactly he needs to choose and what he needs, even if he himself does not know about it.

The main difference between luxury stores and other segments is that when entering a boutique, a person begins to feel that everything revolves around him and everything “works like a clock”. This means that the buyer does not need to voice their desires or needs, just a look or movement to bring or show exactly what he needs. The consultant is able to predict the wishes of the client. He is sincerely interested in what is important for the client, the criteria for his choice, in order to choose exactly what is needed. When a consultant brings things, he brings not only the size requested by the client, but also the size before and size after, plus some alternative models. He does not sell a single thing, he sells an image. Offers ideas of various images for different situations. He knows and remembers regular customers, their tastes, habits, preferences, knows what kind of coffee they like, what their children’s names are and so on. The combination of all of the above creates a feeling of the magic of a suite. This is the so-called "add-on" over standard sales techniques.

List the main points of this "add-on."

Speaking of this, one must understand that luxury is built on three main aspects: professional, human and aesthetic. Their balance creates an overall impression. If we are talking about the professional aspect, this means that the seller must be an expert in his field. If he works in fashion, then keep abreast of fashion trends, know everything about the brands that are represented not only in the store where he works, but also in the stores of competitors, understand and explain design concepts, know the composition of the material and its properties, have good taste and skills of the stylist. The answer "I do not know" should not be in his speech.

During the service process, there is a danger of focusing on only one aspect of the service to the detriment of the other two. And most often the main attention is paid to the professional aspect, since it is directly related to efficiency. But the client will evaluate you in the following two aspects, as they are related to emotions. Namely, emotions and impressions a person remembers best.

The human aspect means the ability to build trust. For any of us, there is one person that we most want to talk about or listen to - this is he. It is important for the client to see a special attitude towards himself. They are welcome to know that they remember him, they are waiting as a dear guest. This is the most important aspect, because it forms a person’s affection, his loyalty to your boutique, to you. I will give an example. A regular customer of Dolce & Gabbana says, coming to the boutique: “I spent the whole summer in Italy. I called in Milan, went to D&G, the child tore his trousers, bought him new ones there. ” Summer, Milan, sales, boutiques ... The logical question: "Have you bought anything for yourself?" Answer: “Why? I’ve come to update your wardrobe, it’s more comfortable and pleasant for me! ” And everyone understands why. Here everyone knows her, she is glad, they listen to stories about rest, her son, in the know about all her preferences, they know that she loves, what suits her, etc. And she is ready to pay for it. Because luxury begins when the emotional component is stronger than the pragmatic.

It seems that everything is obvious, but so far the skill to build trusting human relations is very little used in business. Start a new way to communicate with customers, talk with them about them, show sincere interest, and this can become your serious competitive advantage.

The third aspect is aesthetics. She is a special feature for the world of luxury. In the suite, everything that surrounds the buyer should be beautiful and elegant. It is important not to miss a single little thing. Appearance the seller, his hair, shoes, the cleanliness of shop windows, mirrors, smells, dishes in which drinks are served - everything should be perfect from the point of view of aesthetics. It is on these trifles that a general picture is created, an idea of \u200b\u200bthe place. And just a trifle can kill the whole impression and atmosphere of a suite. Fact: if out of 10 employees located in the hall, 9 will have perfectly clean shoes, while one will not, then it is the client who will pay attention to him. And then he will tell that all of your employees walk in dirty shoes. It is important to always remember this and carefully monitor what surrounds you.

And why do you think that service is so important today and it is important to work “not on demand”, as you say?

The so-called “work on demand” was possible when there was a large flow of customers. These times, alas, have passed. It is important to work with each client as the only and very significant for you. And then a proactive service comes to the fore.

Today's motto is: “Rotate your world around the client and more customers will revolve around you.”

In fact, this applies to all areas of activity. And the faster the company rebuilds and implements the proactive service format in working with customers, the more chances it has to survive. Even if there is a customer flow now, it can end in one moment. Today, shopping options are so varied and plentiful that there is virtually no exclusivity in either goods or services. Offers far exceed demand. Now the buyer does a mini-study before going to the store or to the salon. And when, for example, for some reason he chose you, you must make every effort so that he returns to you. And this can only be done using the service. One that will be remembered. About which the client will tell his friends and colleagues.

“Luxe class service” - is this a story not only about luxury now? Who is your course at Fashion Consulting Group for?

If we talk about the course, then it will be relevant for any company that works directly with customers. He is for those who want his business to be competitive in modern market conditions.

In the first block, we analyze the essence of customer service. In the second, we teach how to exceed customer expectations, and also differ from our competitors and be half a step ahead due to unique and inimitable solutions. In the third block, we teach you how to build long-term relationships: for example, how to call and write to a client so that calls and messages are perceived positively and effectively. The fourth block is devoted to dealing with complaints and complaints, and in principle with dissatisfied and aggressive customers. A very relevant block, given that at the moment we are living in a state of heightened anxiety, which makes people more aggressive. We will discuss how to protect ourselves in conflict situations, how to get out of them correctly, how not to take on negativity, and, at the same time, how to save a client. And the fifth block is working with clients of various psychotypes, a very important point. This is an absolutely applied working tool that was developed specifically for business. It allows you to quickly adapt to the client, be on the same wavelength with him, and help build long-term relationships based on the personality of the client.

Photo courtesy of Fashion Consulting Group

The idea of \u200b\u200bproactive equipment maintenance (hereinafter referred to as PAO) is to ensure the maximum possible overhaul life of equipment through the use of modern technology detection and suppression of sources of failure.

The basis of proactive maintenance are:

identification and elimination of sources of recurring problems leading to a reduction in the equipment overhaul interval;

elimination or significant reduction of factors adversely affecting the maintenance interval or equipment life;

recognition of the condition of new and restored equipment in order to verify the absence of signs of defects that reduce the overhaul interval;

increase of the overhaul interval and the life of the equipment due to installation, commissioning and repair work in exact accordance with technical conditions and regulations.

PAO is based on the use of several components listed below, the combination of which gives the maximum effect.

Analysis of the causes of unplanned outages, accidents, shortened maintenance intervals, including the identification of recurring problems that occur during operation of the equipment.

Maintenance and repairs are usually aimed at eliminating mostly obvious equipment defects. In this case, frequent repairs are often perceived as quite normal. The analysis of the root problems of failures directs advanced analytical tools and engineering logic to identify and correct the underlying underlying problem. Adopting a root failure analysis program often brings significant savings to the enterprise.

Fundamentally, defects and failures (including at the beginning of the service life), classified by reason of occurrence, can be associated with design defects and improper use, manufacturing defects (manufacturing) and material defects, assembly defects and operational defects (violation of the technology of assembly, installation and connection of nodes, unnecessary maintenance, violation of operating conditions), technological defects (deviation of operating parameters from nominal).

As an example of a design error during designing, one can cite a case related to insufficient consideration of the influence of weather and climate conditions during equipment operation: an ill-conceived design of the air intake compressor air intake grille. gas turbine propane centrifugal compressor caused the accumulation and discharge of ice particles with their subsequent periodic hit in the turbine, collision and accelerated destruction of the blades of the air compressor.

As an example of improper use due to the fault of the designer, one can cite a case connected with the periodic, approximately every three months, failure of the rolling element bearings of the vertical pump unit that occurred at the end of the installation during the warranty operation of the process unit. The first failure of the rolling bearing was perceived as normal, however, after a second sudden failure, an analysis of the reasons was carried out, as a result of which it was found out that the thrust bearing of the engine, in accordance with the manufacturer's specifications, could be applicable only with the horizontal orientation of the rotor . The costs were offset by the firm-sender.

As another example of improper use due to the fault of the designer, one can cite a case related to the need to repair screw compressors for gas compression in a gas-lift system every 6 ... 9 months due to changes in operating conditions and deviations of operating parameters from nominal ones according to technical specifications (operation on performance limit and pressure). When analyzing the causes of frequent repairs, it turned out that for this task this type of compressor is fundamentally unsuitable and requires replacement.

As an example of a violation of the manufacturing technology of parts (material defect), we can cite a case related to the short life of sliding bearings of large units of a petrochemical plant: after about 4000 ... 6000 hours of operation, cracking and chipping of the babbit loose leaves were observed. As a result of the analysis, it was established that the cause is burnt babbitt as a result of defective technology for the manufacture of inserts. A slight correction of the technology has led to an increase in the average life of the liners by more than three times.

The often recurring problem with equipment lying on the surface is a symptom of a more latent defect: at one of the enterprises, the bearings of the gearbox of a large compressor unit, after many years of successful operation, suddenly every 2 ... 3 months suddenly began to fail, leading to an unscheduled shutdown of production. After an analysis by the plant staff, it was found that the cause was a violation of the quality of the lubricating oil, which led to an increase in bearing temperature, while the vibration parameters practically did not exceed the permissible values.

Impeccable compliance with the technical requirements during installation and repair of the unit and vibration studies during decommissioning can significantly extend the subsequent overhaul interval.

For example, the two most common operations when completing installation or repair of the unit (which are often performed with poor quality on auxiliary equipment or are generally ignored) are balancing the rotor and centering the equipment nodes. The additional time and resources required to achieve the most stringent standards during these operations is not much greater than those required to carry out these operations with average quality, but achieving the highest standards is often able to double even the equipment overhaul interval.

As an example, we can cite the results of the introduction of laser alignment equipment, documented on a number of oil transportation and petrochemical enterpriseswhere this program was implemented. The effect of precise alignment was as follows: the average service life of bearings and couplings increased (at some enterprises) by 3 ... 8 times, maintenance costs decreased by an average of 5 ... 7%, the overhaul interval increased by an average of 10. .. 12%, unplanned shutdowns of equipment resulting from misalignment decreased by more than half.

An analysis of the main causes of failure of the rolling resistance tappers shows that, according to statistics, a serviceable bearing fails in about 30% of cases due to a violation of installation technology. Thus, using inexpensive specialized equipment for heating bearings during installation, it is possible to achieve a decrease in bearing failure for this reason by almost a third.

WELDING. RENOVATION. TRIBOTECHNICS: abstracts / Resp. ed. ; M-education and science of the Russian Federation; Federal State Autonomous Educational Institution of Higher Professional Education “UrFU named after First President of Russia B.N. Yeltsin ”, Nizhny Tagil. technol. Institute (Phil.). - Nizhny Tagil: NTI (branch) of Ural Federal University, 2013 .-- 76 p.

During repair stops, mechanisms are inspected and worn parts are replaced with new ones. The frequency of repairs can be determined by the frequency of equipment failures - failure repair. But they take a lot of time, since there is no way to prepare for them. To fix this developed preventive maintenance (PPR), which are performed after a certain operating time. This approach reduces repair time, but allows for premature repairs, because wear does not repeat with great accuracy. Since the 90s, the presence of faults is determined vibration diagnostics working equipment. This eliminates premature repairs, which is reflected in the name of repairs - by actual condition (RFU). A further reduction in repairs is possible by an increase in the after-repair life of the equipment. This is achieved by the use of measures to slow down wear; such repairs are called proactive (STEAM). The content of the proactive part of repairs:

optimization of external influence, including reduction of the peak component (from vibrations, shocks, etc.) of its component;
lubricant optimization;
hardening of work surfaces.

Optimization of external impact

The external influence causing wear is determined by the power of the equipment. But power reduction entails a drop in performance. Nevertheless, such a path is possible if the annual production of equipment operated with a lower load due to small repair downtimes is greater than in the case of work with a large load and significant repair downtime and costs.

Another way to optimize the external impact is to reduce its destructive effect without reducing power, by stress reduction. For example, the case of a 12-meter stamp for forming large-diameter pipes after a short operation was broken in two. Its repair welding without additional reinforcement measures did not seem promising. Analysis of the stress state of the structure showed that the level of equivalent stresses along the fracture line decreases sharply as a result of a change in the angle of the lower stiffeners by only 7 °. The subsequent operation of the modernized stamp confirmed the validity of this decision.

The peak component of the load may appear from malfunctions. The hard facing of the ends of the bogies of the roasting machines not only reduced the wear and frequency of repairs of the bogies themselves, but due to the fact that the skew of the bogies was eliminated at the same time, the load on the drive sprocket decreased and the replacement of its sectors decreased fourfold.

Peak loads create vibration. The vacuum pump consists of a tank with two nozzles. Through one melt, steel is sucked into the vacuum vessel, and through another it is drained back into the ladle. The suction pipe during operation created a vibration that destroyed the refractory lining. The fastening elements reduced vibration and doubled the durability of the vacuum.

Grease optimization

Lubrication is a layer that translates the external (large) friction of the surfaces into the internal (small) friction of the lubricant. Liquid lubrication is distinguished when friction surfaces are separated by a continuous, stable layer of lubricant, and boundary lubrication with a thinner and intermittent layer of oil. Liquid lubrication is provided by a special bearing arrangement, and boundary lubrication is obtained as a result of free placement of lubricants on the friction surfaces. As the latter, oils of animal and vegetable origin were historically the first to be used. In the last quarter of the 19th century, the production of cheaper mineral oils from oil began. Their properties were not so good, so there was a long process of improving their additives. The appearance of synthetic oils dates to the middle of the 20th century. Having a low viscosity, little depending on temperature, and chemical stability, they provide better lubricating properties, thereby reducing friction and wear compared to petroleum oils.

In the 30s of the XX century became famous rebinder effect. He showed that friction can reduce an extremely thin (5 nm) layer surfactants (Surfactant), which can be called “invisible lubricant”. For applying surfactants to a surface in the West, a solution called “Epilam” was developed. In the future, new surfactant solutions, by analogy, continued to be called epilams, assigning each an original name (brand). In the 1960s, the Epilam EN-3, a solution of stearic acid in isooctane, was developed at NIIICasprom. Then epilams based on fluorinated surfactants appeared and improved. For example, a 0.05% solution of perfluoropolyether acid 6MKF-180 in Freon 113 (Epilam Efren-2). The epilamic “invisible grease” does not abolish the use of conventional grease, but increases its effectiveness (reducing friction and wear), by eliminating the contact of rubbing surfaces with non-lubricated areas. Epilating involves preliminary degreasing of the surface, wetting it with epilam and drying in air, which is quite accessible for use in repairs.

In the 60s, the USSR was registered scientific discovery No. 41 - “the effect of weariness”. Its essence is that from a lubricant containing fine particles, they are deposited on friction surfaces thin layer. It recognizes the ability to wear and repair as the gap between the friction surfaces increases. Thus, despite the friction and wear, the primary surfaces of the parts, being protected by a deposited layer, remain without wear. Hence the origin of the name “effect of weariness”. To achieve it, dispersed powders of soft (copper, serpentinite, fluoroplastic) and solid (ceramic, diamond) materials are added to the oils. The most stable ideas about them are as follows. Copper additives are poorly held on the surface, therefore, their constant presence in the lubricant is required. Serpentinite has the ability to diffuse with the creation of a durable layer with a low coefficient of friction. The solid particles of diamond and ceramics, filling microroughnesses, create some semblance of a rolling bearing. Oil additives achieved restoration of wear without disassembling mechanisms and reducing friction.

Optimization of the choice of lubricants can be supplemented by improving their delivery systems to friction units. This, without capital investments, extends the overhaul time of equipment.

Work surface hardening

For all combinations of friction pairs, there is a certain range of loads and friction speeds in which wear is several orders of magnitude lower than outside this range. In engineering, there is a continuous search for ways to move the specified range in the region of higher pressures and speeds. An important role is played by hardening. In the third quarter of the 20th century, its widespread use (hardening of high-frequency alloys, carburizing, nitriding, surfacing, spraying, etc.) made it possible to significantly slow down wear and increase the accuracy of parts manufacturing (to a micron level). Without hardening, an increase in accuracy does not make sense, because in this case, expensive micron pairings turn into ordinary ones due to rapid wear at the beginning of operation. Thanks to the micron adjustment of parts, gaps are minimized, noise, dynamic loads, vibration are reduced, and it is possible to work with minimal wear at high speeds. The mechanisms removed the adjusting elements, which are used to select the gaps with rapid wear, which also positively affected the reliability of machines and equipment. Machines of a new generation so significantly increased operating time that they were called "non-repair".

Hardening coverage of the functional surfaces of machines is not optimal, therefore, hardening works during repairs are justified. Pay attention to carbonitration and manual plasma hardening. They were developed not so long ago, but they have prospects for application, namely during repairs, since they belong to the category of finishing.

Carbonitration - developed in the USSR in the 70s and represents the saturation of the surface with nitrogen and carbon in the molten salt of potassium cyanate. The properties of the carbonitrided layer are similar to those of the nitriding layer. On the surface there is a thin layer (about 5 μm) of solid carbonitride, under which there is a nitrogen-saturated layer (0.2 mm) with gradually decreasing hardness. The difference is that only alloyed steels harden with nitriding, and carbonitration can harden ordinary carbon steels ().

Table 1 - Hardness of carbonitriated surfaces (measurements were made by ultrasonic hardness tester UZIT-3)

Steel	Article 3	40	40X	U8	65g	HVG	X12M	20X16MGSFR
HRC	35	45	52	56	59	63	64	68

Carbonitration does not require such thorough pre-treatment as nitriding and is much faster (2 hours instead of 48 hours) than nitriding. Machine parts can be made according to drawing dimensions and sent to operation immediately after carbonitration. At the same time, the complexity of manufacturing is reduced, wear and corrosion resistance is acquired. For example, the use of carbonitration instead of hardening of HDTV reduced the consumption of the drive shafts of the gearbox of the SBSh-250 drilling rig by 6 times.

UDC 629.7.05

PROSPECTS FOR THE DEVELOPMENT OF TECHNICAL MAINTENANCE METHODS FOR COMPLEX SYSTEMS OF THE ON-BOARD EQUIPMENT COMPLEX

Academician S.P. Korolev Samara State Aerospace University (national research university)

The article discusses the principles of a qualitative approach to a promising method of proactive maintenance of complex systems of aircraft equipment.

Flight safety, risk management, failure development, proactive maintenance.

Over the past 30 years, the main task of the development of the aviation transport system has been the search for new approaches to solving the problem of improving flight safety aircraft (Sun).

Obviously, the traditional retroactive (Reactive) ideology for the prevention of aviation events, built on strict compliance with regulatory requirements and the implementation of preventive recommendations developed as a result of the investigation of the events that have taken place, has exhausted itself.

Therefore, ICAO has developed a fundamentally new ideology for the prevention of aircraft accidents and incidents, called "safety management".

The new ideology for preventing accidents (APS) and incidents involves the creation of an airline safety management system (SMS), which:

Identifies actual and potential security threats;

Ensures the adoption of corrective measures necessary to reduce risk / hazard factors;

It provides continuous monitoring and regular assessment of the achieved level of flight safety.

SMS is focused not on anticipating a negative event, but on identifying

dangerous factors in the aviation system that have not yet manifested, but can cause incidents, accidents and disasters. This approach to the prevention of aircraft accidents was called "Proactive" (Proactive).

In fact, proactive maintenance assumes the same responsive approach as maintenance with state-controlled parameters (TEC), but the system parameters are chosen as diagnostic signs, monitoring of which allows controlling the underlying causes of degradation of system stability factors (Fig. 1).

The accumulated experience in the investigation of aviation events showed that each of them was due to the influence of several reasons, which for a long time were hidden in the form of flaws (hazardous factors or risk factors) of the components aviation system.

Five basic structural elements of the flight safety concept are at the core of the Reason model (Fig. 2).

Safety measures should be aimed at controlling organizational processes that contain hidden conditions in the form of deficiencies in equipment design, omissions in staff training, etc., as well as to improve working conditions.

Fig. 1. The structure of proactive service

Fig. 2. Reason Model

A tool for analyzing the components and features of operational contexts and their possible interactions with people is the SHEL (L) model (Fig. 3), which is designed to give a general idea of \u200b\u200bthe relationship of individuals with components and features of the workplace.

The strategies and methods for aircraft maintenance discussed above are aimed at eliminating mainly obvious malfunctions and failures of products of functional systems (FS) of the aircraft.

Fig. 3. The BIETS model)

The accumulated experience and practice of investigating aviation events prove that the presence of any latent flaw in the system in the form of a dangerous factor or risk factor can, under certain conditions, transform it into a cause that causes the subsequent negative event.

Therefore, ICAO proposed a change in content maintenance work safety flight models (SAR) for conducting focused work to identify and eliminate

hazards in each component of the aviation system of the safety management model (safety management system) (Fig.

With the introduction of BP management (UBP), the content of preventive work is determined by the hazards (RP) of the components of the aviation system. Therefore, in accordance with the proactive approach, airlines develop special techniques designed to assess the degree of risk of predicted events.

Fig. 4. Models of ensuring (OBP) and management (UBP) flight safety: ОД - erroneous actions, ОФ - dangerous factors, And - incidents, SI - serious incidents, A - accidents, K - disasters

The practical basis of safety management is risk management, the methodology of which is described in the “Safety Risk Management Program”. The transition from ensuring (OBP) to flight safety management (UFS) in practice means carrying out preventive work before the development of an aviation event by identifying and eliminating sources

hazards (risk factors) in all components of the aviation system.

Currently, maintenance costs range from 12 to 18% of direct operating costs.

In accordance with the requirements of ICAO today, one of the most promising is the method of proactive (proactive) technical

maintenance (Proactive Maintenance), based on the use of technology predictive analysis (Predictive Analytics) company Macsea.

The technology based on the collection and processing of information allows predicting the further development of events, implemented in the Macsea Dexter package, which can automatically monitor and diagnose the status of any equipment. The system performs continuous analysis and data processing, notifying the operator of possible problems, analyzes the operation of each component of the equipment in real time and predicts its condition and performance in the future.

According to russian company “Practical Mechanics”, when implementing proactive maintenance, the planned shutdown time is not more than 10% of the total equipment operating time, and the average time between failures due to equipment failure is significantly increased. According to statistics, direct maintenance costs for unscheduled repairs are 1.5 to 3 times higher than planned ones, a third of scheduled maintenance work is superfluous, a quarter of spare parts for repairs are in stock without traffic for more than two years.

Emerson Process Management research shows that preventative maintenance costs are 5 times higher, and maintenance costs are 15 times higher if necessary than with a proactive approach.

The main direction of increasing the airline’s efficiency is to increase flight hours and reduce the cost of a unit of transport products.

The use of the proactive maintenance method reduces the time of forced aircraft downtime for maintenance (MOT), material and human resources, which increases the profitability of the airline.

Built-in on-board devices for recording the information of the latest generation aircraft provide additional data on the results of diagnosing the state and operation of functional aircraft systems outside the home airport, which increases the likelihood of determining the source of danger (failure) and reduces the need for direct inspection of equipment.

Average unplanned downtime for a typical technological process may cost 1-3% of revenue and 3040% of profits per year.

Monitoring the state of the FS allows the maintenance of only those products that require it. Consequently, the overall laboriousness of the process procedures is reduced, the costs of materials and the volume of spare equipment and associated costs for its maintenance, which can be 25% of the cost, are reduced.

During the operation of the aircraft, its components and assemblies are constantly exposed to operational factors that affect their technical condition, the structural parameters of the elements change, the ordering of the system as a whole, and its functional qualities deteriorate and degrade.

The works of the theory of aging machines Khrushchova M. M., Zaitseva A. K., Dyachkova A. K., Konvisarova D. V. do not provide a complete analysis of the real actual state of the system as a whole, because they do not take into account the random nature of the external change in the operating conditions of its individual parts and assemblies (patterns of deterioration of the lubrication conditions over time, violation of adjustments in use, etc.) and do not consider the operation of products in the complex.

The solution to the problem of increasing the reliability of the FS can be obtained only with an integrated approach, involving the coverage of all stages of operation throughout life cycle Sun.

Analysis of the reliability of the functional systems of the aircraft shows that most

operational failures is gradual in nature, and this is due to the growing aging of system products

Information on the progressive aging of systems can be obtained from a consideration of the dynamics of some determining parameters, such as, for example, a quantitative assessment of the mechanical wear of a structural element, fuel consumption, spring stress, increased vibration of rotating parts; technological and operating parameters (temperature

rA, load, pressure, humidity, etc.); wear particles in the lubricant, etc.

The conditions of use leading to a deviation in the parameters of the source of the failure (conditional failure) cause the destruction of the material of the system object (starting failure), which is the direct cause of malfunctions (impending failure), and this, in turn, leads to a state of malfunctioning of the system (abrupt or catastrophic failure), as shown in fig. five .

Fig. 5. Failure development pattern

The idea of \u200b\u200bproactive equipment maintenance is to ensure the maximum possible overhaul life of equipment through the use of modern technologies for detecting and suppressing failure sources.

The basis of proactive maintenance are:

Identification and elimination of sources of recurring problems, leading to a reduction in the overhaul interval of the facility;

Elimination or significant reduction of factors adversely affecting the overhaul interval or the life of the facility;

Recognition of the state of the object in order to verify the absence of signs of defects that reduce the overhaul interval;

The increase in the overhaul interval and the life of the facility due to the installation, commissioning and repair work in strict accordance with the technical conditions and regulations.

In fact, proactive maintenance assumes the same responsive approach as maintenance according to the control of parameters, but the system parameters are selected as diagnostic signs, the observation of which makes it possible to control the underlying causes of degradation of system stability factors. Monitoring changes in material properties at the early stages of deviation of the source of failure parameter allows preventive maintenance of this source to prevent

to reverse the further degradation of the system as a whole.

Characteristic qualitative features of the influence of various approaches to maintenance on the operation process and maintenance intervals of the investigated object are illustrated in Fig. 6.

Curve 1 (POPs) corresponds to a change in the state of the facility under reactive maintenance (RO). Point 3 corresponds to the breakdown or failure of an object or the development of a resource, which determines its replacement or repair.

Operating time

Fig. 6. Level Dependence technical condition object from the time of operation at various

types of services:

1 - reactive maintenance (RO), 2 - maintenance by state (OS),

3 - proactive service (software)

Chart 2 describes the operation of the facility during maintenance (OS) and consists of three sections. The CoO curve corresponds to a change in the parameters of the object of operation until they reach the limit value at

A. The horizontal section of the OR reflects the time of repair, and the vertical line of the PH indicates an increase in the level of the working state of the object to C1. In this case, the development time of subsequent failures before repair in the range from T1 to T2, T3, etc. decreases on average, and the initial state level after repairs no longer reaches the initial (C1<Со), так как отказы одних агрегатов системы оказы-

have a negative impact on the performance of others.

Graph 3 describes the operation of the facility during proactive maintenance (software). As noted above, this type of service is the next stage in the development of the OS method, so the general form of dependence 3 is similar to graph 2. Point P corresponds to the deviation of the source of failure parameter from the norm.

There is no horizontal section, because adjustment of the state of the object to the initial level Co associated with the elimination of the root causes of failures, as

as a rule, it does not require a temporary decommissioning of an object.

This figure clearly reflects the advantages of a proactive approach to maintenance, the main of which is the absence of periods of forced downtime of maintenance objects due to repair. Therefore, with a certain degree of idealization, proactive maintenance is characterized by a constant, time-independent state level C0 of the “perpetual” unit, the service life of which is maintained by systematically eliminating the sources of defects leading to its premature failure.

According to independent surveys, the average indicators of production savings achieved through the application of a proactive approach are: return on investment - tenfold, reduction in maintenance costs - 25-30%, reduction in the number of accidents - 70-75%, reduction in downtime - 35-45% , increase in productivity - 20-25%.

In this regard, we can expect a significant effect from the introduction of proactive

giving an approach to maintenance of functional aircraft systems, including increasing the life of their operation.

Bibliographic list

1. Doc. 9859 - AN / 474. Safety Management Manual [Text]. - ICAO. - 2009.

2. Doc. 9859 - AN / 460. Safety Management Manual [Text]. - ICAO. - 2006.

3. Hoske, M. We take care of the “health” of the equipment [Text] / M. Hoske // Control Engineering. - Russia. - July, 2006. -S.12-18.

4. Aleksandrovskaya, L. N. Modern methods for ensuring the reliability of complex technical systems [Text] / L. N. Aleksandrovskaya, A. P. Afanasyev, A. A. Lisov. - M .: Logos, 2001 .-- 208 p.

5. Fitch, E.C. Extending Component Service Life Through Proactive Maintenance / E.C. Fitch // An FES / BarDyne Technology Transfer Publication # 2. Tribolics, Inc., 1998.

PROSPECTS OF DEVELOPMENT OF METHODS OF MAINTENANCE OF COMPLEX SYSTEMS OF AIRBORNE EQUIPMENT COMPLEX

Samara State Aerospace University named after academician S. P. Korolyov

(National Research University)

The paper deals with the principles of a qualitative approach to a perspective method of proactive maintenance for complex systems of aircraft on-board equipment.

Flight safety, management of risks, development offailure (refusal), proactive maintenance.

Chekryzhev Nikolay Viktorovich, Associate Professor, Department of Aviation Engineering Operation, Samara State Aerospace University named after Academician S.P. Korolev (National Research University). Email: [email protected] Research interests: control and testing of aircraft and their systems.

Koptev Anatoly Nikitovich, Doctor of Technical Sciences, Professor, Head of the Department of Operation of Aviation Engineering, Samara State Aerospace University named after Academician S.P. Korolev (National Research University). Email: [email protected] Research interests: control and testing of aircraft and their systems.

Nikolay ^ ekrizhev, associate professor of the aircraft maintenance department, Samara State Aerospace University named after academician S. P. Korolyov (National Research University). Email: [email protected] Area of \u200b\u200bresearch: Control and testing of aircraft and their systems.

Anatoliy Koptev, doctor of technical sciences, professor, head of the aircraft maintenance department, Samara State Aerospace University named after academician S. P. Korolyov (National Research University). Email: [email protected] Area of \u200b\u200bresearch: Control and testing of aircraft and their systems.

1.1. System for maintenance and repair of equipment of the enterprise

Under mRO system It means a set of interconnected tools, documentation and performers necessary to maintain and restore the quality of products included in this system.

As goals MRO systems are defined as follows:

maintaining equipment in good condition throughout the entire life cycle;
ensuring reliable operation of equipment;
ensuring productivity and quality of products;
compliance with labor protection and environmental protection requirements.

Organization of the enterprise’s maintenance and repair system is carried out on the basis of the adoption of decisions (explicitly or in accordance with established practice) on the following fundamental issues ():

selection of equipment maintenance and repair strategies;
determination of the organization of repair maintenance of production;
development of criteria for evaluating the effectiveness of production repair services.

Figure 1.1 - Fundamental issues in the organization of the maintenance system

1.2. Equipment Maintenance and Repair Strategies

Under mRO strategy It implies a generalized model of actions necessary to achieve the goals by coordinating and distributing the appropriate resources of the enterprise. In essence, the maintenance and repair strategy is a set of rules for making decisions that guide the repair service (RS) of an enterprise in its activities to ensure the operability of equipment.

A brief description of the main maintenance and repair strategies is given in.

Table 1.1 - a Brief description of the main maintenance strategies

*Information Support Model*	*Nature of activities*
*Information Support Model*	REACTIVE	PREVENTIVE
STOCHASTIC MODEL (based on probabilistic, statistical indicators)	I. Operation to failure:* maximum use of equipment resources; + minimum costs for the maintenance of RS; - Failures and costs for the elimination of accidents are large and unpredictable.	II. Scheduled preventive repairs (PPR):* fixed probability of emergency failures; + the best conditions for maintenance and repair planning; - Significant maintenance and repair costs due to the replacement of workable units and parts.
DETERMINED MODEL (based on information on the actual technical condition (TS) of the equipment)	III. By vehicle:* information support for the decision-making process on MRO; + close to full use of the equipment resource; - low efficiency with long-term resource planning;	IV. Proactive:* Active proactive effect on the vehicle equipment; + increase the service life of equipment; + rational choice of time, types and volumes of MRO;
	+ minimum probability of emergency failures; - high requirements for work culture and staff qualifications.

Under reactive maintenance and repair strategies are implied, the need for repair actions in which is caused by the onset of some critical event within the framework of this strategy (failure, reaching limit values \u200b\u200bof regulated parameters). Preventive Maintenance and repair strategies are aimed at preventing the occurrence of a critical event and are characterized by the possibility of carrying out preliminary planning and preparation of maintenance and repair (ordering repair crews, logistics), as opposed to reactive strategies, when it is necessary to carry out maintenance and repair, and, accordingly, ensuring their preparation, before the critical event unpredictable.

Historically, the first (as the least demanding level of organization and work culture) took shape operation strategy to failure, which implies carrying out maintenance and repair operations of equipment to achieve a critical state, which, as a rule, is characterized by the inability to perform the specified functions, that is, loss of performance. The main advantages of this maintenance and repair strategy should include the longest overhaul period corresponding to the service life of the equipment, and the minimum cost of maintaining the repair service, the dominant function of which in this case is the restoration of the equipment after its failure. On the other hand, the inability to plan the resources (financial, temporary, labor and others) necessary for maintenance and repair works leads to a significant increase in the duration of the latter and to increased costs for the elimination of accidents, including production losses. The creation of stocks of inventory, as a rule, is not a satisfactory solution, since it entails a decrease in the liquidity of the enterprise. The volume of such stocks in some cases (especially in industries where unique individual equipment is used) exceeds economically feasible limits. Despite these shortcomings, in the case of inexpensively redundant, as well as standard equipment, the failure of which does not have a critical impact on the process, does not pose a threat to the environment, human health and life, this strategy has been successfully applied to this day.

In the first half of the twentieth century, with an increase in serial production and an increase in the productivity of industrial enterprises, losses due to equipment failures became critical. To replace the strategy of operation to failure came pPR strategy or scheduled repairs, implying preventive maintenance and repair based on statistical information about the life of the equipment. Reducing the number of emergency failures is one of the main advantages of this strategy, although the probability of their occurrence is not completely excluded, but is fixed within the set limits. The PPR strategy provides the best conditions for resource planning, “however, the main drawback of the PPR outweighs all its advantages, it consists in repairing equipment that is actually working, and also forcing replacement of parts regardless of their remaining life (in complex equipment, the resource difference of individual parts can reach 500% ) All this leads to an unjustified increase in operating costs. The disadvantages of PPR also include a decrease in the residual life of the equipment and an increase in the probability of failure during commissioning after repair. ” This strategy ensured the best integration within the framework of the planned economy and made it possible to eliminate a number of shortcomings of the previously developed operation strategy to failure. A more complete use of the equipment resource was achieved by reducing the likelihood of damage to parts with a potentially large resource , which could have occurred during the failure of the elements that determined the life of the equipment as a whole during operation to failure. Currently, the PPR strategy continues to be used in many enterprises, primarily for critical equipment and equipment, the failure of which can pose a danger to the environment, human health and life. In other cases, the PPR strategy is often applied only declaratively, due to increased requirements for the effectiveness of the enterprise’s maintenance and repair system in a market economy.

At the border of the 70-80s of the XX century, mobile and portable vibration measuring equipment, which allows for vibration monitoring of equipment based on frequency analysis, has found application in the maintenance of production. At the same time, there was an accelerated development of the theory of reliability and research in the field of operational properties of equipment. All this predetermined the emergence of a new scientific and applied field of knowledge - technical diagnostics, the achievements of which were used as the basis for the implementation of the MRO strategy by vehicle . First of all, the maintenance and repair strategy for the vehicle is aimed at eliminating the shortcomings of the historically previous PPR strategy, namely, reducing the number of unreasonable repair effects in order to maximize the use of equipment resources. When applying this strategy due to vehicle monitoring, the probability of equipment failure is minimized. The motto of this strategy is: “Equipment must be stopped for repair a moment before the alleged failure”. Reducing equipment maintenance and repair costs, minimizing the number of unplanned failures, reducing the number of planned downtime caused by installation and assembly operations are the indisputable advantages that accompany the implementation of maintenance and repair strategies for vehicles. The maintenance and repair strategy for the vehicle put forward new requirements for the level of work culture. Within the framework of repair services and regulatory bodies, technical diagnostics units are distinguished, and the importance of personal professionalism, qualifications and experience of workers, managers and specialists is increasing. On the other hand, since the maintenance and repair regulation is determined by the stochastic factor - the actual equipment TS - the effectiveness of long-term resource planning decreases (the approximate term for the prevention of failures, and hence the planning of maintenance and repair in the case of using technical diagnostics, mainly does not exceed two to three months).

In order to ensure high performance indicators of equipment of industrial enterprises, it has recently become increasingly popular proactive strategy MRO. The analysis carried out in the work allows to determine the proactive MRO strategy as the most effective and appropriate for implementation in modern economic conditions. The proactive strategy combines the advantages of the preventive repair actions of the PPR system and the information support of the decision-making process, which is typical for maintenance and repair of equipment.

1.3. Proactive equipment maintenance and repair strategy

Essence A proactive equipment maintenance and repair strategy is to carry out the necessary repair actions aimed at reducing the development speed or eliminating malfunctions that are identified on the basis of information about the actual equipment TS.

Theoretical basis A proactive equipment maintenance and maintenance strategy postulates that initially all types of malfunctions are present in rudimentary or explicit form in all commissioned machines. Various factors accompanying operation (design and non-design loads, environmental factors and nearby equipment, operating conditions, maintenance and repair, etc.), to one degree or another, lead to the development of various types of malfunctions. The determining effect of a combination of factors causes the accelerated development of one or more malfunctions, which become determinative with respect to the operability of the machine. By choosing repair actions in such a way as to reduce the influence of determining factors, it is possible to reduce the rate of development of malfunctions while maintaining the machine’s healthy state. Rational choice and quality implementation these and only these repair impact is the task of the RS.

The proactive MRO () strategy is based on tS equipment assessmentwhich can be carried out by the following methods:

monitoring of technological parameters;
visual inspection;
temperature control;
acoustic and vibration diagnostics;
examination using non-destructive testing methods (magnetic, electric, eddy current, radio wave, thermal, optical, radiation, ultrasound, penetrating substances).

Figure 1.2 - Equipment repair as part of a proactive MRO strategy

Basis for adoption decisions on the need for repair actions is the situation when the TS of one element (part, assembly, mechanism) of the equipment leads to the deterioration of the TS of adjacent (spatially and / or functionally) elements.

List of possible repair effects:

equipment care (cleaning, cleaning, anticorrosion treatment);
adjustment, adjustment, adjustment (alignment, balancing);
providing joints (restoring the integrity of welds, tightening threaded joints);
lubrication of friction surfaces;
replacement of wearing parts;
restoration or replacement of basic parts, including body parts.

Repair actions are carried out as part of the following groups of events for equipment maintenance:

Preventative maintenance - a set of measures carried out periodically that are aimed at preventing or reducing the rate of development of defects by ensuring the design conditions for the interaction of equipment components (cleaning from process waste, wear products, corrosion, sediment, deposits and others; removing dust, dirt, oil, slag, scale , spills of raw materials, garbage, and others; topping up, refueling working fluids, filling up, replacing consumables; replacing or restoring replacement equipment and others).
Corrective Maintenance - a set of measures carried out as necessary, which are aimed at preventing or reducing the rate of development of defects by providing design conditions for the interaction of equipment components (adjustment and adjustment of equipment, including alignment, balancing; restoration of parts connections, ensuring the integrity of metal structures and pipelines; restoration of coatings, coloring and others).
Predictive Maintenance - a set of measures aimed at establishing the actual TS of equipment in order to predict its change during further operation and to identify the most appropriate time for application and the required types of repair actions (measurement of technical and technological parameters, sampling; monitoring, testing, checking of equipment operating modes; monitoring TS of equipment, including technical diagnostics; flaw detection by non-destructive testing; technical inspection of equipment, examination, inspection, inspection and others).
Maintenance - a set of measures aimed at ensuring the operability of equipment by replacing or restoring its individual components that are not basic, except for replaceable equipment.
Overhaul - a set of measures aimed at ensuring the operability of equipment by replacing or restoring its basic components and parts.

Choosing a proactive MRO strategy allows you to provide:

increasing the service life of equipment by reducing the rate of development or eliminating incipient malfunctions at the initial stage of their occurrence;
the exclusion of secondary damage to equipment elements caused by the failure of adjacent (spatially and / or functionally) elements;
justification and implementation of only the necessary repair actions, which reduces the costs and load on the PC, and also reduces the likelihood of failures caused by installation errors and interference with the functioning of efficient equipment;
reduction of costs for maintenance of the production due to a change in the structure of maintenance and repair in favor of increasing the number of low-cost preventive measures instead of costly repair operations (replacement, restoration);
a rational choice of time, types and volumes of maintenance and repair due to the early dates for the prevention of malfunctions when using methods and means of technical diagnostics and non-destructive testing;
reduction in the probability of emergency failures due to unsatisfactory equipment TS;
increasing the availability factor of equipment, which provides an opportunity to increase production volumes and reduce production costs;
building consumer confidence in the producer through timely fulfillment of contractual obligations and improving product quality as a complex result of improving work culture.

1.4. Methods of organizing repair maintenance of production

Organization Method repair maintenance of production determines the structure of the enterprise's RS, which has a direct impact on the effectiveness of the maintenance and repair system as a whole.

Classic ways RS organizations are characterized by a range of forms from decentralized to centralized, which differ in the degree of concentration of control of forces and means within the framework of a single specialized structure at the enterprise ().

Figure 1.3 - the Classic methods of organizing maintenance of production

The method of organizing repair services, characterized by the distribution of forces and means of RS between the production units of the enterprise, is called decentralized.

Centralized RS organization implies the presence of a specialized structure within the enterprise, which is entrusted with the entire scope of maintenance and repair functions of the equipment of production and auxiliary units, as well as with full responsibility for ensuring the operability of the equipment.

The method of constructing MS based on a wide range of intermediate forms that differ in different degrees of centralization is called mixed.

The most common at domestic enterprises are mixed forms of organizing RS, while foreign practice indicates the high efficiency of centralized forms of maintenance of equipment, including building a maintenance and repair system based on alternative methods of organizing RS.

Alternative methods organization of repair maintenance of production () involves the attraction of external resources (forces and means) to ensure and carry out maintenance and repair of the equipment of the enterprise. Depending on the degree of use of the resources of external enterprises and the transfer to them of the corresponding responsibility for ensuring the operability of equipment, there are contracting and service ways to perform maintenance and repair work.

Figure 1.4 - Alternative methods of organizing production maintenance

To ensure the required level of effectiveness of the equipment maintenance and repair system, common use of classical and alternative methods of organizing production repair services at the enterprise is widespread.

1.5. Criteria for evaluating the effectiveness of production repair services

Efficiency mark repair maintenance of the production is carried out on the basis of the criteria adopted by the enterprise. An effective system of criteria allows us to analyze not only the actual effectiveness of the existing MRO system, but also to quickly identify its shortcomings and determine ways for further improvement and development.

Distinguish between technical and economic approaches to assessing the effectiveness of enterprise RS. Technical approaches They are distinguished by their priority in assessing the criteria characterizing the operability of equipment, the possibility of its use for the implementation of a given technological process. Economic approaches allow you to evaluate the effectiveness of RS by comparing maintenance and repair costs and production losses due to equipment TS.

Currently, the issue of generalized technical and economic Evaluation of the effectiveness of production repair services, which would allow a comprehensive analysis of the effectiveness of the equipment maintenance and repair system, should be classified as insufficiently developed, which leaves enterprises with the space to develop their own approaches to solving it. The indicated, for example, was undertaken in [,].

It is necessary to pay special attention to a common mistake. To assess the effectiveness of the MRO system, it is unacceptable to use criteria characterizing the activities carried out by the RS (the volume of work performed: in quantitative, temporary, in-kind, cost and other similar indicators). The intensity of the repair work often does not indicate the achievement of the main goal of the repair service of the production - ensuring the operability of the equipment. Assessment of the effectiveness of the system should be based on external rather than internal indicators of its operation.

Only an effective methodology for assessing the effectiveness of production repair services allows a high-quality analysis of the maintenance and repair system, the performance of the RS, to provide information support for the decision-making process.

1.6. Accident

Accidents of industrial equipment lead to an interruption of the technological process, which is accompanied by inevitable material losses, and can also cause industrial disasters and deaths. Ensuring the operability of equipment with the transition from eliminating the consequences of accidents to preventing their causes is the main task of the enterprise.

To assess equipment failure rates, operational (total downtime) or economic (loss of production, cost of liquidation of accidents) indicators can be selected. Moreover, in the general case, it is advisable for the enterprise to evaluate not absolute values, but rather the dynamics of the selected parameters in time.

On the other hand, it may be of interest to compare the weighted accident indicators (for example, the sum of production losses and the cost of eliminating accidents for a reference period, referred to the sum of equipment maintenance and repair costs) of enterprises in the industry to identify the most effective forms of organization and methods for improving MS.

Assessment of accident rates can be successfully used as an indicator of the effectiveness of measures to reform the RS, to evaluate the implemented technical and organizational solutions. Based on a comparison of the economic losses from accidents and the funds allocated for financing RS, their optimal volumes can be established. The same is true for estimating the number of repair personnel.

Provisions and systems that determine the procedure for investigating accidents at industrial enterprises are usually developed on the basis of the "Procedure for Investigating and Accounting for Accidents, Occupational Diseases and Industrial Accidents", approved by the Cabinet of Ministers of Ukraine No. 1112 of 08/25/2004. However, often the main task remains unresolved. We are talking about the full and effective use of the information obtained during the investigation, and not so much to eliminate it, but to prevent subsequent accidents on the same or similar equipment.

An accident investigation involves a phased solution to the following sequence of tasks:

Factual information collection about the incident and operational actions of personnel, visual inspection of the place and object of the accident.
Study of technological and technical characteristics of the accident.
History analysis facility (similar accidents, maintenance work and repairs).
Formation of a working hypothesiscarrying out additional studies as necessary (if additional studies refute the hypothesis, a new one is put forward, the validity of which is checked).
Determination of the reasons accident, accompanying her technical factors guilty (development of a confirmed working hypothesis).
Development emergency response of events.
Monitoring emergency response of events.

The information obtained can be used in solving a number of technical and technological issues, issues of material supply, personnel management, and development of MS.

It seems expedient to perform these types of analysis:

causal factor, which consists in identifying the characteristic problems of the enterprise (for example, insufficient qualification of operating personnel, lack of stable and timely material and technical support, mismatch between the volume and frequency of repairs of equipment, the intensity of its operation, and others);
spatial, the purpose of which is to identify the “vulnerabilities” of both individual machines and units, the complex of equipment of the enterprise as a whole;
temporal, which is aimed at identifying seasonal patterns, the cyclical nature of emergencies, trends and forecasts of their occurrence.

The results of the analysis are the basis for the development of measures aimed not only and not so much to deal with the consequences of accidents, but to a greater extent to eliminate their causes and prevent the possibility of repetition in the future. [

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