What Are the Different Types of End of Life Equipment?

The equipment life cycle refers to the time elapsed from the time the equipment is put into use until it is technically or economically unsuitable to continue to use and withdraw from the use process. There are three types of equipment life cycle: (1) Material life of equipment, also known as natural life. It refers to the time elapsed from the time the equipment is put into use until it is scrapped due to the technical wear and tear of the equipment because of its physical use. (2) The technical life of the equipment, also known as the effective life. It refers to the time from when the equipment is put into use to the emergence of new equipment with better performance and higher efficiency due to technological progress, which causes the original equipment to lose its use value before the material life is reached and exit the use process. (3) Economic life of equipment. Refers to the time elapsed from the time the equipment is put into use to the time when it is withdrawn from use due to the aging of the equipment and the sharp increase in the cost of use. The continued use is economically unreasonable. ^[1]

The equipment life cycle theory is based on the basic principles of system theory, cybernetics, and decision theory, combined with the company's operating principles, goals, and tasks, to analyze and study the following three aspects of equipment life cycle theory.

1. Technical theory of equipment life cycle: rely on technological progress, strengthen the technical carrier role of equipment, study the fault characteristics and maintenance characteristics of the life cycle, improve the effective utilization of equipment, adopt applicable new technologies and diagnostic repair technologies, thereby improving the reliability of equipment And maintainability.

2. Economic theory of equipment life cycle: study the economic law of equipment wear, grasp the technical life and economic life of equipment, perform technical and economic analysis on equipment investment, repair and renewal, and strive for less investment and high efficiency, so as to achieve the highest life cycle cost The goal of economy and improving the overall efficiency of equipment.

3 Equipment life cycle management theory: As the responsible person and owner of each stage of equipment design, manufacturing and use are often not single, their management strategies and benefits will be very different. Therefore, it is necessary to study and control the combination of the three. The dynamic management of the company emphasizes the management and control of the equipment throughout its life, and realizes timely information feedback, thus achieving comprehensive comprehensive management. ^[2]

Due to equipment wear, the use value and economic value of the equipment will gradually decrease, so that the equipment has a certain life cycle. According to different angles, the life cycle of equipment can be divided into natural life, technical life and economic life.

1. Natural life of equipment

equipment

Equipment life cycle management is the so-called comprehensive management with the goal of improving the overall efficiency of equipment and optimizing life cycle costs.

The scientific nature of the comprehensive management methods in equipment management is mainly reflected in the entire process of comprehensive management. Effective control measures are adopted to form an interconnected, interconnected, and coordinated management control system. The following issues should be noted:

(1) Plan control to overcome blindness. Planning has the role of orientation, guidance, and coordination. The business management work plan must be highly targeted and operable, with clear objectives, scale, speed, methods, methods, and safeguards for this work, in order to rationally organize human, material, and financial resources. Once the plan is put into practice, it should be carried out without hesitation, so as to ensure that the management work in each stage of inspection, maintenance and repair runs within the scope of the plan and achieves the purpose of the plan.

(2) Responsibility control, strengthen and abide by duties. In equipment management, responsibilities must be clear. If the manager does not have a strong sense of responsibility, he will turn a blind eye to the problems existing in the equipment. To clarify the equipment management part, the management responsibilities of departments and teams are very important. Specific responsibilities at all levels must be formulated in accordance with the actual situation of the enterprise. At the same time, various forms must be adopted to strengthen the consciousness of people at all levels and various levels to seek their governance, exercise their powers and fulfill their responsibilities, and activate their inherent motivation to perform their due diligence.

(3) Institutional control to avoid outliers. In equipment management, the system is a good regulation for equipment management. Only by sticking to the system meticulously can we avoid the random phenomenon of "outliers". Practice has proved that the original record data management, archives management and quota standards and contract responsibility system reporting, inspection, assessment, and evaluation, etc., which are related to equipment management and maintenance, are used as a system in terms of time, content, organization methods and standards It can be specified in detail and implemented at all levels to ensure that the system control runs through the entire process of comprehensive management, with obvious results.

(4) Program control to achieve victory in segments. Any management activity always follows certain procedures, as does equipment management. The next cycle is based on the previous cycle, and the quality of the management work has been improved in each cycle. Following this requirement, in the equipment management work, we should seize "deployment-guidance-inspection- -Supervision-Comment "5 stages, striving for each stage to be continuous, non-neutral, end to end, forming a complete dynamic control, the order of each stage in each cycle can not be reversed. Moreover, if a certain cycle does not achieve the expected effect, it can be repeated from a certain stage of control in turn, repeated once, and raised by one step until the entire process of program control is completed effectively.

(5) Control of rewards and punishments has a driving effect. Unknown rewards and penalties in equipment management and the practice of "accounting after the fall" are not only not conducive to stimulating the enterprising spirit of managers, but also discouraging enthusiasm. We should proceed from the management's "focus on actual results" and "focus on the long-term" and "discuss merit and reward." ^[3]