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6OPERATING RESULTS OF THE SORTING STATION "CH" MODEL IN DAILY MODE
Butunov D.,
PhD, Docent of the Department "Organization of transport movement" Tashkent state transport university (Uzbekistan)
Buriyev Sh.,
Assistant of the Department "Organization of transport movement", Tashkent state transport university (Uzbekistan)
Abdukodirov S.,
Assistant of the Department "Organization of transport movement", Tashkent state transport university (Uzbekistan)
Musayev M.
Senior lecturer of the Department "Organization of transport movement", Tashkent State Transport University (Uzbekistan)
Abstract
The article defines the average daily savings and unproductive time losses by the elements of the time spent by wagons. Calculated the costs of processing transit wagons at the sorting station, attributable to each element of the time spent by the wagons. The cost of processing one dispatched transit wagon has been determined. Such a wide-format daily analysis of the operation of the sorting station model allows the formation of statistical patterns of non-fulfillment of the norms for the time spent by wagons at the station and to carry out daily control and manage the implementation of the main quality indicator of the station operation.
Keywords: Sorting station, time spent by wagons at the station, saving time, unproductive loss of time, expense, cost.
The main goal of any sorting station is to reduce unproductive loss of time in the process of processing wagons by improving the management structure, increasing labor productivity, saving resources and minimizing costs [1-10].
Sorting station's each country are a key link in the transportation process [1-3]. The efficiency and competitiveness of the country's railways depend on their optimal performance. Therefore, one of the main technological and economic tasks facing the sorting station is to increase the throughput and processing capacity of the station by reducing unproductive losses during the processing of wagons [3, 10]. This requires a thorough analysis of the work of the sorting station in the daily mode.
It is known from the work [1-6, 8, 10] the most important quality indicator of the sorting station's is the average time spent by transit wagons with processing. Therefore, let us consider, as an example, the work of "Ch" in a daily mode for one of the months of 2021 (on average for a month and separately for 11 and 12 days) and demonstrate the capabilities of the proposed economic-mathematical model.
Table 1 shows the results of the time spent by transit wagons during processing at the sorting station "Ch" by elements of the time spent by wagons, according to the reporting form DO-24VTs [11], and, accordingly, in table 2 - costs.
Table 1.
Average daily time spent by transit wagons by options
Elements of the time of the wagons 11 days 12 days Monthly average
Plan Fact +/-to the plan Plan Fact +/-to the plan Plan Fact +/-to the plan
At the reception park (RP): 02-16 02-27 00-11 02-16 02-56 00-38 02-16 02-51 00-35
Securing and fencing of the composition 00-15 00-13 -00-2 00-15 00-14 -00-01 00-15 00-14 -00-01
Waiting for processing 00-25 00-26 00-01 00-25 00-32 00-07 00-25 00-30 00-05
Processing composition 01-00 01-16 00-06 01-00 01-21 00-21 01-00 01-19 00-19
Waiting for disbandment 00-36 00-42 00-06 00-36 00-49 00-13 00-36 00-48 00-12
Disbandment 00-39 00-35 -00-04 00-39 00-37 -00-02 00-39 00-36 -00-03
In the sorting park (SP): 08-54 09-17 00-23 08-54 10-00 01-06 08-54 09-33 00-39
Accumulation 07-06 07-35 00-29 07-06 07-55 00-59 07-06 07-45 00-39
Waiting for formation 00-30 00-31 00-01 00-30 00-40 00-10 00-30 00-34 00-04
The formation and rearrangement 01-18 01-11 -00-07 01-18 01-15 -00-03 01-18 01-14 -00-04
At the departure park (DP): 05-11 05-37 00-26 05-11 06-35 01-24 05-11 05-53 00-42
Securing and fencing of the composition 00-15 00-13 -00-02 00-15 00-15 00-00 00-15 00-13 -00-02
Waiting for processing 00-42 00-46 00-04 00-42 00-50 00-08 00-42 00-45 00-03
Processing composition 01-20 01-25 00-05 01-20 01-35 00-15 01-20 01-30 00-10
Providing train traction 01-18 01-30 00-12 01-18 01-55 00-37 01-18 01-40 00-22
Providing trains with brakes 00-30 00-28 -00-02 00-30 00-40 00-10 00-30 00-33 00-03
Waiting for departure 01-06 01-15 00-09 01-06 01-20 00-14 01-06 01-12 00-06
Total: 17-00 17-56 00-56 17-00 20-08 03-08 17-00 18-53 01-53
Table 2.
Average daily ^ expenses when processing a transit wagon at the station by calculation options, thousand sum
Elements of the time of the wagons 11 days | 12 days | Monthly average
Plan Fact +/-to the plan Plan Fact +/-to the plan Plan Fact +/-to the plan
At the reception park (RP): 23010,99 24835,65 1824,66 23010,99 29701,41 6690,42 23010,99 28890,45 5879,46
Securing and fencing of the composition 2534,25 2230,14 -304,11 2534,25 2331,51 -202,74 2534,25 2331,51 -202,74
Waiting for processing 4257,54 4358,91 101,37 4257,54 5372,61 1115,07 4257,54 5068,5 810,96
Processing composition 10137 11150,7 1013,7 10137 13684,95 3547,95 10137 13380,84 3243,84
Waiting for disbandment 6082,2 7095,9 1013,7 6082,2 8312,34 2230,14 6082,2 8109,6 2027,4
Disbandment 6589,05 5879,46 -709,59 6589,05 6284,94 -304,11 6589,05 6082,2 -506,85
In the sorting park (SP): 90219,3 94071,36 3852,06 90219,3 101370 11150,7 90219,3 96808,35 6589,05
Accumulation 71972,7 76838,46 4865,76 71972,7 81906,96 9934,26 71972,7 78561,75 6589,05
Waiting for formation 5068,5 5271,24 202,74 5068,5 6791,79 1723,29 5068,5 5778,09 709,59
The formation and rearrangement 13178,1 11961,66 -1216,44 13178,1 12671,25 -506,85 13178,1 12468,51 -709,59
At the departure park (DP): 52509,66 57071,31 4561,65 52509,66 66701,46 14191,8 52509,66 59706,93 7197,27
Securing and fencing of the composition 2534,25 2230,14 -304,11 2534,25 2534,25 0 2534,25 2230,14 -304,11
Waiting for processing 7095,9 7805,49 709,59 7095,9 8413,71 1317,81 7095,9 7602,75 506,85
Processing composition 13482,21 14394,54 912,33 13482,21 16016,46 2534,25 13482,21 15205,5 1723,29
Providing train traction 13178,1 15205,5 2027,4 13178,1 19463,04 6284,94 13178,1 16928,79 3750,69
Providing trains with brakes 5068,5 4764,39 -304,11 5068,5 6791,79 1723,29 5068,5 5575,35 506,85
Waiting for departure 11150,7 12671,25 1520,55 11150,7 13482,21 2331,51 11150,7 12164,4 1013,7
Total: 172329 181857,8 9528,78 172329 204057,8 31728,81 172329 191487,9 19158,93
It should be noted that in the operation of sorting station's there are significant differences in the factual loss of time from the specified rate when processing transit wagons. The time spent (fact) in the operation of the station, when it exceeds the specified rate (plan),
this is a loss, if, on the contrary, it is an economy (see table 1).
Consider the structure of savings and unproductive loss of time when processing transit wagons at the station on average for a month and separately for 11 and 12 days (figures 1 and 2).
a)
Securing and fencing of the composition in the reception park
Disbandment
The formation and rearrangement
Waiting for processing at the departure park
Providing trains with brakes
b)
Securing and fencing of the composition in the reception park
Disbandment
The formation and rearrangement
v)
Securing and fencing of the composition in the reception park
Disbandment
The formation and rearrangement
Waiting for processing at the departure park
Figure 1. The structure of time savings (+/- to the plan) for 11 (a) and 12 (b) days and monthly average (c) in
the operation of the station
a)
b)
2%
5%
1%
Waiting for processing at the reception
4%
park Pr
3rocessing composition in the reception park I Waiting for disbandment
Accumulation
Waiting for formation
Waiting for processing at the departure park
I Processing compound in the departure park
I Providing train traction Waiting for departure
■ Waiting for processing at the
reception park
■ Processing composition in the
reception park
■ Waiting for disbandment
■ Accumulation
■ Waiting for formation
■ Waiting for processing at the
departure park
■ Processing compound in the departure
park
■ Providing train traction
■ Providing trains with brakes
■ Waiting for departure
v)
Waiting for processing at the reception
3% 2%
2%
4%
park Pr
rocessing composition in the reception park I Waiting for disbandment
Accumulation
Waiting for formation
Waiting for processing at the departure park
Processing compound in the departure park
Providing train traction Providing trains with brakes Waiting for departure
Figure 2. The structure of unproductive time losses (+/- to the plan) for 11 (a), 12 (b) days and on average for a
month (c) in the operation of the station
Average daily time savings (fig. 1, a) for 11 days
are:
- in the reception park - 10% (securing and fencing the composition (10%));
- to disband - 25%;
- in the sorting park - 43% (formation and rearrangement (43%));
- in the departure park - 22% (securing and fencing the composition (11%) and providing the train with brakes (11%)).
Average daily unproductive time losses (fig. 2, a) for 11 days are:
- in the reception park - 17% (waiting for processing (1%), processing of the composition (8%) and waiting for disbandment (8%));
- in the sorting park - 41% (accumulation (3 9%) and waiting for formation (2%));
- in the departure park - 42% (waiting for processing (6%), processing the composition (7%), providing the train with traction (17%) and waiting for departure (12%)).
Average daily time savings (fig. 1, b) for 12 days
are:
- in the reception park - 20% (securing and fencing the composition (20%));
- to disband - 30%;
- in the sorting park - 50% (formation and rearrangement (50%)).
Average daily unproductive loss of time (fig. 2, b) for 12 days is:
- in the reception park - 22% (waiting for processing (4%), processing of the composition (11%) and waiting for disbandment (7%));
- in the sorting park - 35% (accumulation (30%) and waiting for formation (5%));
- in the departure park - 42% (waiting for processing (4%), processing the composition (8%), providing the train with traction (19%), providing the train with brakes (5%) and waiting for departure (7%)).
Average daily time savings (fig. 1, v) for a month
are:
- in the reception park - 12% (securing and fencing the composition (12%));
- to disband - 29%;
- in the sorting park - 41% (formation and rearrangement (50%));
- in the departure park - 18% (securing and fencing the composition (18%)).
Average daily non-productive time losses (fig. 2, v) for a month are:
a)
- in the reception park - 30% (waiting for processing (4%), processing of the composition (16%) and waiting for disbandment (10%));
- in the sorting park - 35% (accumulation (32%) and waiting for formation (3%));
- in the departure park - 35% (waiting for processing (2%), processing the composition (8%), providing the train with traction (18%), providing the train with brakes (2%) and waiting for departure (5%)).
Thus, during the processing of transit wagons at the "Ch" sorting station on the considered day of operations, securing and fencing in the RP and DP, the process of disbandment and formation and rearrangement of the composition in the SP is carried out on time (fact) (saving time in operation) than the specified norms (plan) (fig. 1, a, b, v). The rest of the operations are performed above the norm (fact) (loss of time in work) (fig. 2, a, b, v) than the specified norms (plan) of the time spent by the wagons.
Based on this, the following sequences can be built in ascending order of savings and loss of time in station operation.
Saving time:
- 11 days: RP ^ DP ^ Disbandment ^ SP;
- 12 days: RP ^ Disbandment ^ SP;
- on average per month: RP ^ DP ^ Disbandment ^ SP.
Losses of time:
- 11 days: RP ^ SP ^ DP;
- 12 days: RP ^ SP ^ DP;
- on average per month: RP ^ SP ^ DP.
It can be concluded from the sequence that the loss of time in the operation of the station on average and separately for 11 and 12 days is the same form.
Let us now consider the costs of processing transit wagons at the "Ch" sorting station, attributable to each element of the time spent by the wagons (fig. 3 a, b, v).
Processing compoun Waiting for processin
'roviding train traction d in the departure park g at the departure park
Waiting for
Waiting for formation Accumulation
W
rocessing compositio Waiting for processing at the reception park
aiting for disbandment n in the reception park
departure
Providing ti
Securing and fencing of the compos
The formati
Disbandment
'ains with brakes
on and rearr
Securing and fencing of
ition in the departure park
angement
the composition in the reception park
-2000 -1000 0 1000 2000 3000
Thousand sum
4000
5000
6000
b) Waiting for departure
Providing trains with brakes Providing train traction Processing compound in the departure park Waiting for processing at the departure park
Waiting for Acc
Waiting for disbandment
Processing composition in the rece Waiting for processing at the rece
formation umulation
ption park ption park
The format
Disbandment
on and rearrangement
Securing and fencing o
f the composition in the reception park
-2000
2000
4000 6000 Thousand sum
8000
10000
12000
0
v)
Waiting for departure Providing trains with brakes iding train
traction
Prov
Processing compound in Waiting for processing at the departure park
Waiti
Processing composition in Waiting for processing at
the departure park
Waiting for formation Accumulation
ng for disb the recept the recept
The format
andment ion park ion park
ecuring and fencing
Disbandm
Securing a
ion and re
of the composition in the departure park arrangement
ent
nd fencing of the composition in the reception park
-2000 -1000
0
1000
2000 3000 Thousand sum
4000
5000
6000
7000
Figure 3. Daily summary of results (+/- to the plan) when processing a transit wagon at the station for 11 (a), 12
(b) days and on average for a month (v)
From figure 3, a, b v, it can be concluded that the economic losses and cost savings of the plant are:
Cost savings obtained as a result of reducing the time spent by wagons for the operation (see figure 1, a, b, v):
- 11 days: 2838,36 thousand sum;
- 12 days: 1013,7 thousand sum;
- on average per month: 1723,29 thousand sum.
Economic losses (overestimated costs) resulting from the increased time spent by wagons for the operation (see figure 2, a, b, v):
- 11 days: 12367,14 thousand sum;
- 12 days: 32742,51 thousand sum;
- on average per month: 20882,22 thousand
sum.
Consider the cost by stages of processing one dispatched transit wagon at a sorting station (table 3).
Table 3.
Cost by stages of processing of one dis patched transit wagon, sum
Enlarged elements of the time spent by wagons 11 days 12 days Monthly average
At the reception park 20475 30588 26481
Disbandment 4847 6473 5575
In the sorting park 77553 104398 88734
At the departure park 47050 68694 54727
Total 149924 210152 175516
Figure 4 shows the change in the cost of processing a transit wagon according to the technological process of the station.
In
At th
e departu re park
the sortir ig park
H Disban dment
e receptic n park
Total
-2000 -1000 0 1000 2000 3000 4000 5000 6000 7000 8000 9000
Sum
b)
At the dep In the s
At the rec
arture park
orting park
1 Disbandm ent
eption park
Total
-5000
5000 10000 15000 20000 25000 30000 35000 Sum
V)
At the departure park
In the sorting park
I
At the receptic
n park
Total
Disbanc ment
-2000 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 20000
Sum
Figure 4. Comparison of the cost of 1 dispatched transit wagon according to the technological process ofprocessing at the station for 11 (a), 12 (b) days and on average for a month (v)
From figure 4 a, b, v, you can see what costs come from each stage of processing wagons at the sorting station. The most expensive part of the processing of wagons at the station is the departure fleet. In second place are the overestimated costs of the sorting station.
At the end of the work, you can draw up an information table (table 4) in order to visually see the results of the station's work in a daily mode.
0
Table 4.
Information table based on the results of modeling the sorting station "Ch" in the daily mode
Periods Number of arrivals of dismantling trains Conventional length of wagons Number of transit wagons arriving for processing Number of wagons processing on slides Time spent by transit wagons during processing, hour Save time Losses of time Cost savings Economic losses The number of departures (their formation) of trains Conventional length of wagons Number of transit wagons departure The cost of processing one shipped wagon
Plan act +/- to the plan Plan act +/- to the plan
11 days
12 days
Average
Thus, a regular daily analysis of the work of the sorting station makes it possible to quickly identify bottlenecks and increase the efficiency of the technology for processing wagons. In addition, it is possible to draw conclusions for reasons of unsatisfactory fulfillment of the time spent by the transit wagon at the station.
References
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