MEGAP-3 Diploma Project, Yekaterinburg

Contents

Introduction

1. Feasibility study

1.1. Purpose and summary of ATP

1.2. Characteristics of rolling stock by mileage and year of production

1.3. Production and technical base

1.4. Existing Maintenance and Repair and Production Management Organization

1.5. Analysis of state and operation of ATP and justification of technical and organizational measures to improve ATP

1.6. Selection of rolling stock for process calculation

2. Process calculation

2.1. Input data for process calculation

2.2. Adjustment of standards of periodicity, labour intensity and duration of maintenance and repair of rolling stock

2.3. Calculation of the Maintenance Production Program and

rolling stock repair

2.4. Calculation of annual scope of maintenance and repair works

2.5. Calculation of the number of workers and their distribution by work objects

2.6. Calculation of number of posts and lines of maintenance, repair

2.7. Calculation of areas and areas of maintenance and repair of production shops and warehouses

2.8. Selection of process equipment

3. Organizational Part

3.1. Organization of operation mode in production units of ATP

3.2. Organization of the overall production scheme

3.3. Organization of works performance

3.4. Execution Organization

3.5. Organization of production control

4. Design Development

4.1. Technical description of universal washing plant design

4.2. Safety precautions during plant operation

4.3. Calculation of structural elements for strength

4.3.1. Strength calculation of hydraulic cylinder rod

4.3.2. Calculation of hydraulic cylinder attachment pin

4.3.2.1. Calculating a Finger on a Slice

4.3.2.2. Bend Finger Calculation

4.4. Calculation of lifting system hydraulic drive

4.4.1. Determination of hydraulic cylinder piston diameter

4.4.2. Determination of required fluid pressure in hydraulic cylinder

4.4.3. Selection of hydraulic equipment

5. Project safety and environmental friendliness

5.1. Occupational safety

5.1.1. Analysis of occupational injuries and morbidity at ATP

5.1.2. Analysis of potential hazards and measures to protect workers from their impact

5.1.3. Vehicle Maintenance and Maintenance Safety

5.1.4. Analysis of hazardous and harmful production factors and measures to protect workers from the effects of these factors

5.2. Environmental protection

5.2.1. State of ecology

5.2.2. Environmental protection activities

6. Economic part

6.1. Source Data

6.2. Calculation of the transportation program

6.3. Define Capital Costs

6.4. Calculation of transportation costs

6.5. Cost-effectiveness of design solutions

List of used literature

Application

Introduction

One of the most important tasks for vehicles is to increase the reliability of cars and reduce the cost of maintaining them.

The solution to this problem on the one hand is provided by the automotive industry due to the production of cars with great reliability and technicality, on the other hand, improving methods of technical operation of cars, increasing labor productivity and reducing the labor burden of maintenance and repair of cars; increase of their overhaul mileage. This requires the creation of the necessary production base for maintaining the rolling stock in good condition, the widespread use of mechanization and automation of production processes.

Requirements for the reliability of vehicles are increased due to the increase in speed and intensity of traffic, power, load capacity and capacity of cars. Maintenance of the vehicle fleet is costly to maintain and repair

The constant increase in the number of cars in operation leads to pollution of the environment with harmful components of exhaust gases.

At the same time, failures of the power supply or ignition system of cars with carburetor engines cause an increase in the content of harmful components in the exhaust gases by 2-7 times. In addition, faulty or old cars exceed the permissible noise level by 1520%. Finally, technically faulty cars are the source of 48% of road accidents.

Road transport is the largest consumer of fuel and energy resources, the economical use of which depends on the serviceable operation of power supply systems, electrical equipment, undercarriage and other mechanisms and assemblies of cars, as well as the qualifications of repair personnel. The growth of the fleet of cars, accompanied by its aging, causes its additional costs for maintaining in good condition cars that have a large mileage from the beginning of operation.

Realization of potential properties of the car, which are laid down during its creation, reduction of maintenance and repair costs, reduction of corresponding downtime, which increase transportation productivity, while reducing their cost, are the main tasks of technical operation of road transport rolling stock.

3.3. Organization of works performance

3.3.1. Organization of the EO process

The car is supplied to the EO zone by fixed drivers or at the direction of the OUP dispatcher, by the driver - distiller.

The entire EO complex is carried out by specialized teams of workers, which include: a cleaner and an operator - a washer.

Car washing is mandatory for all cars sent to the maintenance zone and TR, in other cases in the direction of TC.

Filling operations are carried out daily by the driver in the preparatory and final time provided for by his mode of operation.

Acceptance of the work performed is carried out by the driver of the car, who is responsible for the cleanliness and tidy appearance of the car. Selective control is carried out by the CTC employee.

3.3.2. Organization of the diagnostic process

Control over the technical condition of the car is carried out using built-in diagnostics D - 1 and D - 2.

Complex D - 1 is included in the maintenance process - 1. D - 1 is designed to diagnose the mechanisms of the car that ensure traffic safety and the level of toxicity of exhaust gases. For this, on the diagnostic site there is: a bench for checking braking qualities and a bench for checking steering, the rest of the mechanisms are diagnosed

using portable devices. If a minor malfunction is detected during diagnosis, then it is eliminated on the spot, after which the quality of work is checked. If a larger malfunction is revealed, the car is sent to the TR zone.

The D-2 complex is designed to diagnose the car as a whole by traction and dynamic indicators and identify faults of its main units, systems and mechanisms. For performance of works on D-2 section there is a specialized stand for checking of traction-dynamic characteristics. More less diagnostic work is carried out using portable and mobile devices. Operational and technical diagnostics are performed in the TR area.

3.3.3. Organization of maintenance process

Maintenance is a preventive measure, carried out mainly as planned through certain runs of the car.

3.3.3.1. organization of maintenance process - 1

TO-1 is performed on the second shift or on the interchange time. It is carried out in accordance with the "Plan - Schedule" as directed by the SPM dispatcher based on the data provided by the accounting and analysis technician.

Before maintenance - 1, the car is checked visually by the OTC mechanic at the checkpoint. After that, the car passes the EO, then it is sent to the service area for passing the TO-1.

Maintenance - 1 is carried out at two universal posts for trucks, and one post for buses and cars located dead end.

The work is carried out by a specialized team. The procedure for performance of works is accepted according to the existing one.

3.3.3.2. Organization of maintenance process - 2

Maintenance - 2 is performed in the first shift by a specialized team of repair workers. It is carried out in accordance with the "Plan - Schedule" as directed by the GMS dispatcher. Two to three days before the maintenance of maintenance - 2, the car is sent to the D-2 in-depth diagnostics zone in order to identify malfunctions that require a lot of work. OTK mechanics conduct a visual inspection of the car at the checkpoint, after which the car passes the EO and is sent to TO-2. Maintenance is performed at the stations intended for maintenance - 1 with lubrication post isolation. Quality control of works execution is carried out by foreman and TCC mechanic.

3.3.4. Organization of TR process

Ongoing repairs are carried out in the first shift by specialized teams of repair workers. TR is produced both on demand and after a certain run of the car. The TR complex includes the following posts: replacement of ICE, transmission units and units, steering units, brakes, cab and body parts; universal post for buses; two universal passenger car posts; replacement of wheels; maintenance of electrical equipment. A total of 9 posts at which TR is produced, as well as one waiting post. All posts are dead end, of which two posts are floor, equipped with lifts for trucks, the same two posts for cars; three posts with inspection ditches equipped with groove lifts.

Welding station and repair stations for trailers and semi-trailers are located in separate rooms.

Parts, assemblies, units required for repair are delivered to workplaces from the intermediate warehouse and the storage of the units. Replacement is carried out at the expense of the non-reduced stock of the intermediate warehouse at the direction of the GMS dispatcher.

3.4. Organization of performers

As mentioned above, all zones and sections are serviced by specialized teams of workers consisting of:

EO area - one cleaner and one washer;

1. working in shift I. Three cleaners and two

washer working in shift II

2. Maintenance area - 1:

Maintenance - 1 is performed on two posts. The brigade includes two fasteners and one lubricant (for cargo). For cars, the team consists of two fasteners working at 1 post;

3. Maintenance zone - 2:

All maintenance-2 work is performed at two truck posts, one bus post and one passenger car post. Separate lubrication station is located. The team has 6 people: motorist, transmission repairman, electrician, diesel driver, fastener and lubricant.

4. TR area:

In the TR zone, work is performed by specialized teams at the posts. Brigades number 10 people. Two people work at the post for replacement and adjustment of ICE and for replacement of units. At the other posts one repair worker. In the brigade, a foreman is chosen who is responsible for discipline and quality of work. On the second shift, the brigade consists of three people.

3.5. Organization of production control

The designed workshop centralizes maintenance and maintenance of rolling stock.

The system of centralized production management largely meets these requirements. The MCC system is based on the following basic principles:

1. The process of maintenance and maintenance of rolling stock in ATP is controlled centrally by the Production Management Department (PCO).

2. The organization of maintenance and maintenance in ATP is based on the technological principle of forming production departments, in which each type of maintenance is performed by specialized departments.

3. Units performing homogeneous work for ease of control are combined into complexes.

4. Preparation of production, picking of the revolving fund, delivery of parts, assemblies and units to workplaces is carried out centrally at the command of the production control department.

5. Information exchange between all complexes is carried out on two-way dispatch communication.

3.5.1. ATP Technical Service Structure

We recommend that you create a Production Management Department for the following departments :

1. MT&D Complex

2. The complex of TR and repair facilities unites units and sections performing repair work.

3. Production preparation complex combining all repair areas, warehouses, transportation works.

4. Production management department, which provides control over all production processes, as well as operational and administrative management of departments. GMS consists of two groups:

- operational management team;

- information processing and analysis group.

5. Production and technical department.

6. Supply Department.

7. Chief Mechanic's Department.

8. Technical Control Department.

Subordination of units of production complexes specified in the structural diagram of the MCC

3.5.2. Organization of Production Control Department

The implementation of PCO in ATP provides operational management of all production complexes, as well as administrative and direct management of departments, maintenance and maintenance by solving the following tasks:

- Maintenance and maintenance planning of rolling stock;

- Planning and determination of non-reduced stock of parts, assemblies and aggregates in the intermediate warehouse according to the item;

- Rationing of car outages at maintenance and maintenance posts;

- Accounting of consumption and arrival of parts, assemblies and units from the intermediate warehouse and back;

- Control over car installation at maintenance and maintenance posts;

- Accounting of car outages at maintenance and maintenance posts;

- Control of repair work schedule;

- Control of fleet technical readiness;

- Check of presence and movement of parts, assemblies and units to be repaired.

Repaired in repair areas;

- Monitoring of arising deviations in the maintenance and maintenance process of cars.

3.5.3. Organization of production preparation complex

The production preparation complex solves the following tasks:

1. Staffing of the revolving fund;

2. Delivery of units, units and parts to TR and TR complexes and removal from them;

3. Repair of units, manufacture and partial restoration of parts;

4. Providing workers with tools;

5. Overtaking of cars in maintenance and TR and waiting areas.

Structure of MCC TO and TR of rolling stock in ATP and information exchange scheme are shown in Figures 3.2. and 3.3.