A sample of filling out a schedule for scheduled preventive maintenance. Work Production Plan (WPP) - Sample according to the new rules
How to draw up an annual maintenance schedule for electrical equipment? I will try to answer this question in detail in today’s post.
It is no secret that the main document by which electrical equipment is repaired is the annual schedule of preventive maintenance of electrical equipment, on the basis of which the need for repair personnel, materials, spare parts, and components is determined. It includes each unit subject to major and routine repairs of electrical equipment.
To draw up an annual preventive maintenance schedule (preventive maintenance schedule) for electrical equipment, we will need standards for the frequency of equipment repairs. This data can be found in the manufacturer’s passport data for electrical equipment, if the plant specifically regulates this, or use the reference book “System for Maintenance and Repair of Power Equipment.” I use the A.I. reference book. FMD 2008, therefore, further I will refer to this source.
Download the reference book A.I. Foot and mouth disease
So. Your household has a certain amount of energy equipment. All this equipment must be included in the maintenance schedule. But first, some general information about what the annual PPR schedule is.
Column 1 indicates the name of the equipment, as a rule, brief and clear information about the equipment, for example, name and type, power, manufacturer, etc. Column 2 – number according to the scheme (inventory number). I often use numbers from electrical single-line diagrams or process diagrams. Columns 3-5 indicate service life standards between major repairs and current ones. Columns 6-10 indicate the dates of the last major and current repairs. In columns 11-22, each of which corresponds to one month, the symbol indicates: K - capital, T - current. In columns 23 and 24, respectively, the annual equipment downtime for repairs and the annual working time fund are recorded. Now that we have examined the general provisions about the PPR schedule, let’s look at a specific example. Let's assume that in our electrical facilities, in building 541, we have: 1) a three-phase two-winding oil transformer (T-1 according to the diagram) 6/0.4 kV, 1000 kVA; 2) pump electric motor, asynchronous (designation according to scheme N-1), Рн=125 kW;
Step 1. We enter our equipment into the empty PPR schedule form.
Step 2. At this stage, we determine the resource standards between repairs and downtime:
a) For our transformer: open the reference book p. 205 and in the table “Standards for the frequency, duration and labor intensity of repairs of transformers and complete substations” we find a description of the equipment that is suitable for our transformer. For our power of 1000 kVA, we select the values of the frequency of repairs and downtime during major and current repairs, and write them down in our schedule.
b) For an electric motor according to the same scheme - page 151 Table 7.1 (see figure).
We transfer the found standards in the tables to our PPR schedule
Step 3. For the selected electrical equipment, we need to decide on the number and type of repairs in the coming year. To do this, we need to determine the dates of the last repairs - major and current. Let's say we are making a schedule for 2011. The equipment is operational, we know the dates of repairs. For T-1, a major overhaul was carried out in January 2005, the current one in January 2008. For the N-1 pump motor, the major one is September 2009, the current one is March 2010. We enter this data into the chart.
We determine when and what types of repairs the T-1 transformer will undergo in 2011. As we know there are 8640 hours in a year. We take the found service life standard between major repairs for the T-1 transformer, 103680 hours, and divide it by the number of hours in a year, 8640 hours. We calculate 103680/8640 = 12 years. Thus, the next major overhaul should be carried out 12 years after the last major overhaul, and since the last one was in January 2005, which means the next one is planned for January 2017. For current repairs, the operating principle is the same: 25920/8640 = 3 years. The last current repair was carried out in January 2008, so 2008+3=2011. The next routine repair is in January 2011, it is for this year that we draw up a schedule, therefore, in column 8 (January) for the T-1 transformer we enter “T”.
For the electric motor we get; major repairs are carried out every 6 years and are planned for September 2015. Current repairs are carried out 2 times a year (every 6 months) and, according to the latest current repairs, we plan for March and September 2011. Important note: if the electrical equipment is newly installed, then all types of repairs, as a rule, “dance” from the date of commissioning of the equipment.
Our graph looks like this:
Step 4. We determine the annual downtime for repairs. For a transformer it will be equal to 8 hours, because In 2011, we planned one routine repair, and in the resource standards for routine repairs the denominator is 8 hours. For the N-1 electric motor, there will be two routine repairs in 2011; the standard downtime for routine repairs is 10 hours. We multiply 10 hours by 2 and get annual downtime equal to 20 hours. In the annual working time column, we indicate the number of hours that this equipment will be in operation minus downtime for repairs. We get the final look of our graph.
Important note: at some enterprises, power engineers in their annual production schedules, instead of the last two columns of annual downtime and annual capital, indicate only one column - “Labor intensity, man*hour”. This labor intensity is calculated by the number of pieces of equipment and the labor intensity standards for one repair. This scheme is convenient when working with contractors performing repair work.
Do not forget that repair dates must be coordinated with the mechanical service and, if necessary, the instrumentation service, as well as with other structural units directly related to the repair and maintenance of related equipment.
If you have any questions about drawing up the annual PPR schedule, ask questions, I will try, if possible, to answer them in detail.
PPR work project— this is organizational and technological documentation containing the technology and organization of preparatory and main types of construction and installation work at the construction site, quality control and acceptance requirements, final work, labor protection and safety measures in accordance with current regulatory and technical documents, as well as the standards of the Customer’s organization. Does not apply to either working or design documentation object, which are only the basis for the development of PPR. Prepared before the start of all construction and installation work.
PPR (abbreviation decoding - work plan) is one of the executive documents required for the construction, reconstruction and overhaul of a facility. Its main purpose is to select a technology for construction, installation and/or repair work that allows for the most efficient use of material, logistics and labor resources while ensuring overall safety. Without this document, it is impossible to properly organize and start the work process. With its help you can:
- reduce costs for materials and equipment;
- ensure the safety of work;
- reduce risks;
- ensure compliance with the deadlines for the construction or repair of the facility.
In 2019, when drawing up the PPR, it is necessary to take into account only the changes made to the scientific and technical documentation (Urban Planning Code, governing documents of the RD, codes of rules of joint ventures, building codes and regulations of SNiP, state standards GOST, etc.). The requirements remain the same as in 2018, 2017 and previous years. Of course, it would be wrong to use ready-made standard documents distributed on the Internet, since in 2018 - 2019 many changes were made to the technical documentation and old ones were replaced. Every year a lot of documents are updated and it becomes difficult to undertake the development of a project for the production of work on our own.
The explanatory note is the main part and consists of the most important sections. It includes all the organizational sequence of work performed and provides links to technological maps by type of work performed. Engineering support for construction, taking into account the duration, composition of the working personnel, number of machines and mechanisms, is given in the preparatory period.
In the annex to the PPR, work schedules are inserted that determine the technical and economic indicators of construction. The calendar schedule is drawn up in accordance with the contract for the performance of work on the facility without deviations, regardless of the duration specified in the construction organization project. Delivery schedules and requirements are divided by weeks, months or quarters depending on the construction period.
Who develops the project for the production of PPR works?
The development of projects for the production of PPR works is carried out by a general contracting organization, or upon request by a specialized organization. The development organization must have on its staff specialists with experience working on construction sites who know the technology of construction production. When using lifting structures, it is necessary to have industrial safety certification protocols for specialists. To develop technical solutions adopted in the PPR, the Customer often requires the developer to become a member of the SRO.
The General Contractor may stipulate in the contract with the Subcontractor the obligation to develop for him. In this case, based on the volumes performed by the Subcontractor, a decision is made to develop a work plan and/or separate technological maps for an already existing project for carrying out work on the site.
Who approves the PPR work project
The PPR is approved by the technical manager of the contracting organization (chief engineer, technical director, deputy director for construction, etc.) performing this work. Thus, accepting all prescribed measures for execution.
The work project is submitted for approval in a completely finished form with all attachments and signatures. After signing, the organization’s seal is affixed and the project is submitted for approval to interested parties involved in construction (Departments of the Customer, Construction Control of the Customer, owners of utility networks, etc.).
Who approves the project for carrying out PPR work?
The approval of the PPR is carried out by the Contractor in the following sequence:
- Customer services: department of capital construction of OKS, HSE, fire department, energy service, department of chief mechanic and other representatives depending on the structure of the company;
- OATI (for Moscow), GATI (for St. Petersburg) and similar organizations, taking into account the regulations of the Government of the Russian Federation in the territory of work;
- Owners of buildings and structures located near the designed facility;
- Organizations that own the crossed underground and above-ground communications (water supply, communication cables, gas pipeline, heating, etc.) at their intersection;
- Owners of the machines and mechanisms used;
- In some cases, also by representatives of Rostechnadzor.
To approve the work project, it includes a separate sheet with the following columns: position, full name, signature and comments. Based on the signatures on the title page, the signature of the technical managers of the approving persons is affixed.
Who signs the work project
The signing of the PPR is carried out by specialists who have developed individual sections. The signatures of the developer, inspector and technical manager are placed on the table of contents in a frame. Technological maps are signed by the compilers: QC for welding by the chief welder or welding engineer, QC for quality control and incoming control of materials - by a construction control engineer, etc.
How to compose
You can draw up a PPR on your own by sifting through a bunch of regulatory documentation. But this takes a lot of time and effort from specialists. Its design can be entrusted to developers - specialized companies.
In order to begin compiling it, you must first study the MDS and then the composition of the future PPR will be clear. After you have studied it, you need to start studying the entire technical documentation for the work being performed, for example, a joint venture for concrete work, a joint venture for the installation of building structures, and take only the necessary information and include it in the document. It is possible to take standard projects as a basis, but now it is very difficult to find current ones that contain new labor protection requirements and construction technologies. Everything standard has long been outdated.
Alteration
During the production process of construction and installation works, in most cases there is a need to make changes to the already developed design and construction work. This can be facilitated by: underground communications not indicated in the construction plan were discovered; the equipment that was supposed to be used is difficult to find and there are similar ones, but the technology needs to be changed (for example, a concrete pump cannot deliver to a certain height, it is necessary to supply concrete using a bucket to the floors); changes in the working draft, etc. Only the developer can make changes and in agreement with the persons who signed it. Those. After this, you must go through the approval procedure again.
The PPR is developed by the general contractor, the general construction organization. The work project is a documented model of construction processes from the beginning of preparation of work to the commissioning of the building.
Work Performance Project (WPP) in construction
The PPR is being developed by the general construction organization.
Project of work production represents a documented model from the beginning of preparation of work to the commissioning of the building.
The PPR defines
- volumes of construction and installation work for each facility;
- sequence and timing of work;
- the need and timing of receipt of all types of material and technical resources, construction machines and workers at sites;
- rational technology and safe measures for performing work are provided (Safety).
The PPR is being developed with the aim of regulating the implementation of construction and installation work using advanced methods, the required number of construction vehicles, the optimal composition of teams, ensuring a reduction in construction duration, reducing labor intensity, cost of work and improving the quality of work.
Source documents for the development of PPR
- Assignment for the development of PPR.
- Construction organization project and working documentation for the facility.
- Initial data on the availability and production capacity of the construction organization (as well as subcontracting organizations), the composition of their machine park and staffing.
- Information about the procedure and delivery times for various equipment.
- Information on supplies, materials, products, etc.
To ensure high-quality and prompt execution of installation work, a special document must be developed before it begins - a work production project. This document defines the timing and methods of installation work, the necessary equipment and organizational measures. The location of sites for equipment and assembly of building structures, the location of construction openings and their dimensions must also be determined. The PPR indicates the deadlines for the readiness of construction work for the start of installation and the organization performing it. In addition, the PPR determines the timing and volumes of supplies of necessary materials and equipment.
Issues regarding the transfer of any communications (for example, pipelines or communication lines) should also be reflected in the work plan.
Composition of the Work Project
- Schedule plan for the production of work on an object (or network schedule) with the sequence and timing of work.
- Construction master plan - a plan for the placement of construction facilities during construction, indicating existing ones, those under construction and those being designed.
- Delivery schedules for building structures, products, materials and equipment to the site.
- Schedules for the movement of workers around the facility.
- Operating schedules of the main machines and mechanisms at the facility.
- Technological maps for individual structures and types of work.
- Solution for geodetic work.
- Safety solution.
- Solution for laying temporary networks and communications.
- List of technological equipment and installation equipment (slings, traverses).
- Explanatory note justifying decisions on work; needs for energy resources and labor, machines, mechanisms, inventory.
The work project requires the following documents: an explanatory note, a master plan for installation work, a time schedule for their implementation, assembly and installation diagrams, lists of configurations and calculation of labor costs, samples of forms and forms for welding and rolling work, as well as for the installation of boiler elements and auxiliary equipment.
The work plan is developed by specialized organizations or design and estimate departments at the SMU (construction and installation department) after a thorough study of the design documentation of the boiler house. The time frame for development of the project planning depends on the availability of the complete package of design documentation and usually takes 7-10 days. The cost of developing a production project is determined by the availability of the necessary package of design documentation and the required development time, and also depends on the complexity of the construction work.
It should be noted that a well-developed PPR will allow you to make the right management decisions, which will significantly reduce labor costs and the time required to complete the work, and therefore financial costs. The presence of a work plan, according to the law, is mandatory; without it, construction work is prohibited. Specialists involved in the development of a work plan must carefully study all available design and technical documentation, which will avoid unnecessary mistakes and loss of time and money.
Hello, dear blog reader, a work execution project (WPP) is being developed both for the construction of buildings and for individual parts (floor, span, section) or types of work.
After all this information, it becomes clear that the PPR is a very complex document. It’s easier to find an office, give money and they will do this “serious document”, without which it is not clear how to most economically build a facility and remain profitable.
As it happened last year at a construction site in... The second stage of the warehouse was built from metal structures. Several columns had already been installed, and metal communication beams were delivered and stacked at the construction site. The customer says they need PPR, what should I do?
The head of the installers did not do it on his own and hired a company. A representative of this company showed up at the construction site one day. Having looked at our construction, he, as an expert in the production of work on a construction site, made conclusions that he voiced to us.
It turned out that we were violating everything possible: they were not lying correctly, the tap was not in the right place, oxygen and propane cylinders were not stored correctly, the connection point was not made according to the rules, the trailers should not be located next to the structures being mounted, etc.
The workers listened to him and slowly began to be indignant, and eventually came to the conclusion that if they build in accordance with all the rules of the “theorist,” then the construction could drag on indefinitely. As a result, after all these abstruse conversations, they made a preliminary design work, which was handed over to the customer.
The customer leafed through it, looked at the general plan diagrams, made sure that they corresponded to the construction site and put it on the shelf with the folders with the acts. Until the end of construction, I no longer touched this PPR. If during construction you always carry them with you and rub them to holes, then the same cannot be said about PPR. It turns out that at this construction site, like at most others, it is needed for the list of delivery documentation.
What if it’s not possible to hire someone and you have to do it yourself? After reading similar projects and instructions, it becomes clear that they are all almost the same type with the only difference being that you need to insert types of mounted structures and their sections from your drawings of the object. Next, write down the rules for the production of our work.
Theoretically, an ideal work project should include the following sections: a construction master plan for the facility, a schedule for the arrival of construction materials at the site, technological maps for the work being performed, a safety decision, a schedule for the need for workers, documentation for monitoring and assessing the quality of construction and installation work. works, explanatory note.
Almost all ppr consist of such sections as:
- Title page;
- Explanatory note, contents;
- The familiarization sheet (on which construction participants sign) may also be located at the end of the document;
- Quality control of work performed;
- Description of the work performed;
- Occupational safety instructions;
- Fire prevention measures;
- Environmental protection;
- Technological maps.
After reading a little about similar projects, you come to the conclusion that not everything is so complicated and if necessary, you can do it yourself. In addition, there are no strict rules for creating this document, as was said above, from my practice it is clear that it is needed more for show.
The finished work project is approved by the head of the general contractor. If you work for a subcontractor, then the PPR is approved by your management in agreement with the general contractor.
After its signing, changes to the project during the execution of work are not permitted, only with the agreement and approval of the controlling organizations.
If you need examples of projects for the installation of metal structures, foundations, industrial equipment, then go to the page and download the examples. If the PPRs were useful, then repost any article from the foreman’s blog on social networks or write a comment under this article.
I will be glad to see your comments on the topic of the work production project.
Your gratitude for my article is to click on any button below. Thank you!
In accordance with the current regulatory documentation, construction and installation work is permitted only if there is a work execution plan (WPP).
Working without a work permit is a direct violation of the legislation of the Russian Federation.
For successful construction, it is necessary to resolve in advance issues regarding the organization and technology of work, model the construction site and perform scheduling.
What is a work production project (WPP)
– this is an organizational and technological document that contains decisions on the organization of construction production and the technology of construction and installation work (clause 5.7.2).
The PPR is a bound book with drawings, graphs, diagrams, tables and text, as well as the seal and signature of the head of the construction organization.
The PPR contains technological solutions and the necessary organizational conditions for performing construction work.
The PPR addresses the following issues in detail:
- Construction site organization
- Technology of construction and installation work
- Requirements for the quality of work performed
- Calendar terms of work production
- Occupational safety and health
- Fire safety
- Environmental protection
In addition, the PPR performs the function of approval, that is, obtaining permission to carry out work from regulatory government bodies.
Who develops the PPR
The development of the PPR is the responsibility of the organization carrying out the construction (clause 5.6).
For the construction of the entire construction project, the PPR is developed by the General Contractor.
For the performance of individual construction and installation works, the work plan is developed by the Contractor or Subcontractor who performs these works.
If the construction organization carrying out the construction (General Contractor, Contractor, Subcontractor) has its own qualified engineering personnel, then it carries out the development of the PPR independently.
Otherwise, the construction organization enters into an agreement for the development of PPR with a specialized design organization.
When is the PPR developed?
The PPR is developed immediately before the start of work.
Before starting construction and installation work, the Contractor must (clause 5.6):
- Conclude a construction contract with the Customer
- Obtain a construction permit from the Customer
- Receive design and working documentation from the Customer
- Accept the construction site
- Agree on the composition of Subcontractors with the Customer and coordinate their activities
- Conclude an agreement for the supply of material and technical resources
- Conclude an agreement with a laboratory for tests that it cannot perform on its own.
- Draw up an approval certificate for the performance of work at an existing enterprise
- Develop a work execution project (WPP)
The developed PPR confirms the readiness of the construction organization to carry out construction and installation work.
Who approves and coordinates the PPR
The construction organization carrying out the construction approves the PPR (clause 5.7.3).
A comprehensive PPR for the entire construction project is approved by the head or chief engineer of the General Contractor.
The PPR for the type of contract or subcontract work is approved by the Contractor or Subcontractor with mandatory approval from the General Contractor.
Types of PPR
The PPR can be developed for the entire construction project (complex PPR) or for a separate type of construction and installation work carried out by a construction organization.
Main types of PPR:
- PPR for earthworks
- PPR for piling work
- PPR for the base and foundations
- PPR for monolithic works
- PPR for concreting
- PPR for installation work
- PPR for dismantling work
- PPR for installation of metal structures
- PPR for roofing work
- PPR for waterproofing and anti-corrosion
- PPR for scaffolding
- PPR for brickwork
- PPR for facade work
- PPR for finishing work
- PPR for engineering systems
- PPR for utility networks
- PPR for improvement
Initial data for developing PPR
Initial data for developing a work project (clause 5.7.6):
- Development assignment issued by a construction organization as a customer of the project
- Construction Organization Project (COP)
- Required working documentation (WD)
- Terms of delivery of building materials and structures
- Terms of use of construction machines and vehicles
- Conditions for providing workers for construction workers in the main professions
- Conditions for using a team contract to perform work
- Production and technological equipment and transportation of construction materials
- Conditions for organizing construction and performing work on a rotational basis
- Technical inspection of buildings and structures of an operating enterprise
- Requirements for performing work in existing production conditions
Composition and content of PPR
The PPR can be developed in full or in part.
The PPR must be developed in full (clause 5.7.4):
- For any construction in urban areas
- For any construction on the territory of an existing enterprise
- During construction in difficult conditions and on technically particularly complex objects
In other cases, the PPR may be developed incompletely.
PPR in full
- Work schedule plan, including:
- Schedule of receipt of building structures, products, materials and equipment at the site
- Work schedule for the site
- Movement schedule of the main construction vehicles around the site
- Construction master plan
- Technological maps for performing types of work
- Schemes for placing geodetic signs
- Solutions for geodetic work
- Solutions for laying temporary networks for water, heat, power supply and lighting of a construction site
- Justifications and measures for the use of mobile forms of work organization
- Work and rest modes
- Solutions for work execution, including winter time
- Energy demand
- The need and connection of construction camps and mobile (inventory) buildings
- Measures to ensure the safety of materials, products and structures at the construction site
- Environmental measures
- Technical and economic indicators
PPR incomplete
- Construction master plan
- Technological maps for performing certain types of work (as agreed with the PPR customer)
- Project work schedule
- Explanatory note containing:
- Basic solutions
- Environmental measures
- Occupational health and safety measures in construction
Drawing up the PPR
Drawing up the PPR begins with studying the initial data and analyzing the construction processes being carried out.
AKB Monolit specialists create a model showing the implementation of all technological processes, which helps to formulate the overall technological sequence of construction.
A model is understood as drawing up a block diagram or a draft schedule showing the connections between technological processes.
Thus, our specialists determine the general construction process for which the leading construction machine and the sequence of operations are selected, which forms the basis for drawing up process flow diagrams of the project.
The construction process can be carried out using one or more construction machines that carry out one or more operations. For example, monolithic work, when a lifting crane installs formwork and reinforcement, and a concrete pump lays concrete mixture.
A targeted sequence of actions and management of technical equipment is carried out by workers, whom our specialists unite into units and teams, and then draw up a schedule for the movement of labor around the facility.
The main components of any construction process are the building materials from which the design structure is obtained. Based on the volumes and characteristics, a schedule for the arrival of building structures, products and materials at the site is drawn up.
The design structure can consist of parts that are distinguished both by structural characteristics (spans, blocks, sections) and by organizational characteristics (tiers, sections, sections, zones)
The implementation of the construction process is ensured through the optimal choice in the PPR of spatial parameters associated with the division of volumetric space in the horizontal plane into sections and sections, and vertically into tiers.
A workplace is an area where workers, construction materials and technical equipment involved in the construction process move. The workplace must be convenient for the work process and comply with occupational safety and health requirements.
The front of work is the direction or sequence of transition of the brigade from occupation to occupation, and the unit from plot to plot.
An occupation is a typical, repeating part of a building in plan with approximately equal volume of work and provided to the team to work for a whole number of shifts. An example of an encroachment would be a section of a multi-story building.
A plot is an area allocated to a unit for uninterrupted operation. For example, a plot for bricklaying work.
A tier is a part of a building or structure, conditionally limited in height and representing a single whole in space-planning, technical or structural terms. A tier usually corresponds to the floor of a building.
The dimensions of occupations and plots, the labor intensity of work on them and the adopted composition of teams and units must be such as to avoid unproductive time spent on transitions to other areas.
The temporal parameters of the construction process determine its implementation in time and the total duration, based on the maximum combination, rhythm and flow of individual operations.
The more correctly the parameters of individual technological processes are defined in the PPR, the higher the efficiency indicator of the overall construction process. The efficiency indicator of the overall construction process can be expressed in the duration of construction, the cost of machine time and worker labor, quality parameters and construction costs.
The general construction process is carried out at a specific construction site, which can be characterized by certain parameters and factors, the main one of which is the conditions of work (climatic, technical, technological, geotechnical, regional, cramped). To select the optimal organization of construction production in the PPR, our specialists develop a construction master plan (stroygenplan), which is a model of the construction site.
The flow of the general construction process is inseparable from movement and time. The time factor allows our specialists to take into account the dynamics of the building system, the interrelation of various processes, their interaction with each other and the environment. To do this, our specialists draw up a work schedule in the PPR. The main time parameters of the construction process are the timing of its completion, shifts of work and the duration of individual operations.
To organize the construction process over time, our specialists use three main methods: sequential, parallel and in-line.
The sequential method involves starting a new technological process after the completion of the previous one.
The parallel method involves the simultaneous execution of several technological processes.
The flow method consists of dividing the construction process into several component cycles with the same duration of work, which can be performed at different times on different workpieces, which allows homogeneous processes to be carried out sequentially and heterogeneous ones in parallel. The flow method combines the advantages of the first two and eliminates their disadvantages. With the flow method, the duration of construction is always less than with the sequential one, but the intensity of consumption of construction resources will be less than with the parallel method.
The main and most labor-intensive part of the PPR is the development of technological maps. There may be one technological map or there may be several depending on the type of PPR. Each technological map considers one technological process. In the technological map, our specialists indicate the accepted methods of performing work, the breakdown into tasks, the placement of construction machines and mechanisms and the routes of transport, the sequence and duration of the technological process.
There are three types of technological maps:
- A typical technological map, not tied to the facility under construction and local construction conditions
- A typical technological map linked to the building or structure being constructed, but not linked to local conditions
- Working technological map, developed according to working documentation and linked to the facility under construction and local construction conditions
Professional PPR contains only working technological maps.
Standard flow charts in PPR are used mainly by organizations that do not have qualified specialists on staff.
In the working technological map, our specialists reflect issues of technology and organization of the construction process, develop technological diagrams based on working drawings, requirements for quality and labor safety, and indicate the need for construction materials and tools.