Peruvian Railway Maintenance and training plan

 

 

  

Peruvian Railway

Maintenance and training plan

 

 

 

January 1 , 2019​​

 

illustrate

Any planning scheme needs the support of a "point", and the "point" we wrote is the Taoist thought of "one gives birth to two, two gives birth to three, and three gives birth to all things". We believe that relying on the existing Chinese personnel, trusting the ability of the Peruvian maintenance personnel, trusting Khair and Farah , and taking two people as "one", one leads one layer, and progressively, we can achieve the training and use of the entire Kyrgyz team. Relying on the good cooperative relationship between Sino-Turkish Peru Branch and the Peruvian owner H SEN , we can achieve Kyrgyzstan's recognition and support for the overall plan and complete the goal in 1-2 years. Leave half a year to verify the running-in and ensure that the Chinese personnel complete their tasks and return home at the end of 2019.

 

This maintenance and training plan and strategy is mainly based on the relevant documents, contracts and other relevant materials of Peru. It mainly refers to the "Peru Construction Management Measures", "Peru Line Maintenance Rules", "Peru Power Supply Dispatching Management Measures", "Professional Operation Instructions", "Peru Flood Control Management Measures" and other documents and regulations. And "Peru Railway [2015] No. 5 Notice on Issuing the 2016 Energy Construction Training Overall Plan " and " Peru Capacity Building Plan - 2 in 1 - Chinese and English Version 20181010 Owner Approval Version) ". The formulation of the plan is based on the reference of domestic advanced maintenance models, and integrates the management concepts and methods of Western countries such as Europe and the United States. It is written in combination with the current situation of Kyrgyz trainees and is operational.

1 Project Overview

Peru is located on the west coast of the Atlantic Ocean in northeastern South America, with complex terrain and tropical desert climate. April to October is the hot season, with an average temperature of 37°C and a maximum temperature of over 45°C. November to March of the following year is the cool season, with temperatures usually between 23°C and 30°C, with an average temperature of 27°C. The whole country is hot and rainy all year round, with an average annual rainfall of 150 mm , but the railway is frequently flooded due to changes in the surrounding environment and landforms . So far, no ballast replenishment and large machine maintenance operations have been arranged, and manual operation mode is adopted.

1.1 Project Overview

Peru is led from AADN to the Peru Port area in Peru , with a maximum slope of 18.5‰, a total length of 751.7km , and 19 stations . LEBOUNAG has a dispatching command center, Bogota has a locomotive depot and train inspection station, and NAG station has a locomotive turnaround depot and train inspection station.

Ø Built according to China's national second-class railway standards, the entire line is electrified , with a designed passenger speed of 120 kilometers per hour and a freight speed of 80 kilometers per hour.

Ø The track adopts the standard 1435mm gauge , concrete sleeper fixed turnout, 50kg/m 25m fixed-length rail, ordinary plywood connection, ballasted trackbed, and new II type concrete sleepers 1680 pieces/km ;

Ø The signal system adopts computer interlocking system, adds CTC centralized dispatching system, and adopts axle counting automatic station blocking mode;

Ø The communication system adopts a combination of wired communication and wireless communication, including (transmission and access system, telephone exchange system, dispatch communication system, mobile communication system);

Ø The information system includes the electronic ticket system, the electronic ticket system, the passenger service information system, and the integrated wiring system;

Ø The traction power supply system adopts single-phase industrial frequency ( 50Hz), 25KV AC, and direct power supply with return line.

1.2 Peru section line equipment

Ø  Main line 89km (79km electrified section, 10km non-electrified section) ; from K 666+995 to K 755+930 ;

Ø  4 stations : Alisab, Hlhl, Nag, Doraleh stations;

Ø 59 sets of turnouts ; another set of temporary old wooden sleeper turnouts connected by spikes or iron pads, the equipment quality is seriously poor and the safety risk is extremely high;

Ø  OCC 1 ;

Ø  There are 3 substations : Alisab , Hlhl and Nag.

1.3 Main tasks

Ø Responsible for the maintenance and repair of tracks, bridges, culverts, roadbeds, building construction, communications, signals, and power supply systems to ensure driving safety.

Ø Responsible for the energy construction of the Peruvian maintenance team, and realize self-maintenance of the local team by the end of 2019.

Ø Responsible for the three-dimensional construction of the Peruvian maintenance workshop, enabling it to have the ability to coordinate center cooperation, workshop management and work area operations.

Ø New work content: bridge and culvert inspection and maintenance, building construction, water and electricity maintenance work, simple maintenance work on small machinery, rail cars and automobiles.

2 Overall maintenance management organization

2.1 Organizational Structure

Since April 30 , through line inspection, on-site investigation, student exchanges, and discussions with employees of the original maintenance units, such as the North-Central Division and the Bridge Division , we have studied the current situation of Peru's climate, rainfall, topography, landforms , and railway design and construction, as well as the maintenance workload in the past three years. After research, we have planned to achieve "three changes" through "three stages" and "three types of training". The final organizational structure will be a " maintenance center" and "maintenance workshop" combined into one, with work areas and teams, and adopt a "comprehensive maintenance worker" model that separates "maintenance" and promotes "integration of engineering, electrical, and power supply professionals" among the lowest-level types of work. The design of this plan is based on the railway RCM ( Reliability Centered Management ) maintenance model, 24- hour duty , and all staff are on-line to execute the operation plan. The rest of the time is based on the 8-hour workshop duty operation mode.

Figure 2-1

2.1.1 The first phase of the organization

The focus of the first phase is to train trainees' professional skills. At the same time, through training (content see the attached table) and assessment (method see the attached table) , we will select and judge the comprehensive ability of each trainee and determine a reasonable and optimized list of personnel for the second phase of the team. The organization is divided into three levels:

Ø The director and deputy director of the first-level workshop shall be Chinese personnel;

Ø On the second level, all professional engineers, dispatch room managers, and foremen of each work area are concurrently held by Chinese personnel. The human resources major is held by the Peruvian student Hodan youssouf ; Peruvian student K hair is designated as the foreman of the learning line, Houssein Hamoud is designated as the foreman of the learning bridge work area ..., and they work together with the Chinese foremen.

Ø The third-level inspection and guidance work area and rail car driver are headed by Chinese personnel, and other work areas are selected from the trainees who are proactive, have strong execution, and have certain professional knowledge and practical skills. At the same time, rail car drivers are trained in the first stage.

Figure 2-2

2.1.2 Second phase organization

The composition of the personnel in the second phase will be determined by the comprehensive evaluation results of the first phase. The "work area" divided by work type will be changed to "group", and three trainees will be selected to serve as foremen of the engineering work area, electrical work area and comprehensive work area respectively. The foreman of the comprehensive work area is the learning foreman. The foremen of the engineering work area and the electrical work area will serve as the director and deputy director of the learning workshop respectively. The trainees will serve as the group leaders of each profession concurrently, and at the same time, they will begin to learn the basic knowledge of relevant professional management and transition to professional engineers.

The training for the team leaders of each group will be organized and the theoretical lectures will be given by the section chiefs of each work area, while the practical training will be organized by the Chinese side and coordinated by the Peruvian section chiefs.

Figure 2-3

2.1.3 The third stage organization

The composition of the personnel in the third phase will be determined by the comprehensive evaluation results of the second phase, and the director and deputy director will be determined at the same time. The section chief and the chief engineer will be selected from the front-line workers. The Peruvian side will be fully responsible for the training of the selected workers. The Chinese side will set up a technical management guidance group to supervise and guide the process to ensure that the Peruvian side will complete the admission and training of new employees independently.

Figure 2-4

2.2 Job Responsibilities

2.2.1 Maintenance workshop manager duties

1 ) Conscientiously implement various rules and regulations, formulate relevant rules, methods and standards in light of the specific conditions of the Peruvian maintenance workshop , consciously safeguard the interests of the Peruvian Operation and Maintenance Branch and the Chinese and Kyrgyz employees, implement economic accounting, and ensure the full completion of various technical and economic indicators.

2 ) Organize the preparation of professional maintenance plans, including equipment maintenance manuals and accident (failure) emergency repair plans, formulate measures for safe production and quality assurance , and organize their implementation.

3 ) In accordance with the staffing quota issued by the joint venture , rationally arrange and organize production factors, including the allocation and supply of manpower, material resources and mechanical equipment; supervise and inspect the completion of various plans and production tasks, and conduct regular safety inspections.

4 ) Coordinate business contacts with superior functional departments and report maintenance status to superiors regularly .

5 ) Strictly implement financial systems, strengthen financial and budget management, and do a good job in responsibility cost management.

6 ) Coordinate relations with the outside world to create a stable equipment maintenance environment.

7 ) We will earnestly carry out political and ideological work for Chinese employees , organize technical education and production safety work for Peruvian employees , strengthen enterprise management, and ensure safe and smooth transportation and production.

2.2.2 Maintenance workshop deputy director duties

2.2.3 Responsibilities of a Chief Engineer

2.2.4 Responsibilities of Work Area Foreman

1 ) Implement the post responsibility system, shift system, division of labor and responsibility system and equipment maintenance system. Arrange the monitoring, inspection and maintenance of lines and equipment to ensure the safe, economical and reliable operation of lines and equipment.

2 ) Maintain and manage emergency repair vehicles, which should be on standby at all times. Ensure that when equipment fails, they arrive at the site within the specified time and carry out repairs in a timely manner.

3 ) Keep in regular contact with dispatch to ensure reliable and smooth communications.

4 ) Understand the line operation status and equipment distribution, operation mode and status, collect inspection data, conduct regular safety analysis of lines and equipment with technicians, and formulate fault prevention measures.

5 ) Fill in various records and reports promptly and correctly, and manage tools, spare parts, etc.

6 ) Understand the operating conditions of the equipment within the pipeline, and the procedures for stopping, supplying power and switching off the power.

7 ) Direct accident handling, grasp safety situation, promptly convey superior orders and relevant instructions, and report the situation to superiors in a timely manner.

8 ) Take advantage of the time between emergency repairs to organize employees to conduct targeted drills to ensure that faults can be eliminated safely and promptly during actual emergency repairs.

3 Training​

railway maintenance work will be handed over to Peruvian employees at the end of 2019. Whether the deadline can be successfully achieved, training is the most important link in the key links. We will focus on production safety, highlight training as the purpose, use "Dingding" software as the carrier, and use "sea of questions" training as the tactic. Grasp the concept recognition, cultural recognition, and goal recognition, so that Chinese and Peruvian employees can form a joint force and reach a consensus to ensure that the training work is completed on schedule.

the training tasks stipulated in the Annual Energy Construction Training Overall Plan issued by the consortium, and provide targeted management training for each manager in accordance with the specific work of each position . At the same time, the team leader of each type of work will be organized to complete each operation stipulated in the operation instructions. On this basis, the operation instructions will be compiled for the possible operations in combination with the actual situation, so as to effectively strengthen the management and continuous improvement of the professional skills of the maintenance personnel.

Regarding whether the overall training goal can be achieved, we believe that the key lies in the trainees and we need to find the backbone among them. First, we will train outstanding trainees to become "leaders" and give them "leadership" in the process of training them to become workshop directors; second, we will train the section chiefs or team leaders to become "executors" so that they can ensure "executive power" in maintenance operations with professional skills as the background, a sense of mission and responsibility. In order to achieve this goal, we will adopt "three trainings", use "three means", and realize "three transformations" to ensure the realization of the goal.

3.1 Three trainings

3.1.1 Train Chinese employees to become mentors

Figure 3-1

Quality inspection work manual (written by profession, Li Lijun is responsible for engineering lines , bridges and building construction, LD is responsible for signals and communications, and XX is responsible for power supply and water and electricity inspection), inspection → writing of remediation plan → operation process monitoring → quality review → assessment → reward mechanism.

First, train trainees, from shift leaders to work area leaders , engineers or supervisors , and then cooperate with them to train local laborers, and finally the shift leaders will be technically capable laborers.

3.1.2 Training Peruvian students to become managers

First, you will learn all the skill modules, and second, you will learn all the management knowledge. With one year as the cycle, you will receive comprehensive guidance.

Figure 3-2

3.1.3 Training Peruvian workers to become skilled workers

According to Mr. Liu Dong’s idea, the work is simplified as much as possible through modular decomposition to facilitate training, so that the initial workers can learn the simplest content.

Figure 3-3

3.2 Three means

The key to training is the language barrier, and whether the Chinese instructors can communicate effectively with the trainees. The second is the organization of the training, and the last is how to test the effect of the training. We plan to use three means to achieve this.

3.2.1 The application of translation function in DingTalk office software

All Chinese employees, Kyrgyz workers with potential for training and all trainees are required to install the "DingTalk" software on their mobile phones. Through the direct translation function of the DingTalk software, direct and brief communication between Chinese and Kyrgyz employees can be achieved. At the same time, various available office applications, such as "Guan Jia Po" and " Official Document Management System", can be used to effectively improve work efficiency and effectively monitor safety.

 

   

Figure 3-4-1

Figure 3-4-2

3.2.2 Lychee Classroom

Through various means, we develop courses, online videos, and any learning. For example, we use open education platforms such as "Lizhi Classroom" to teach.

Figure 3-5

3.2.3 Online learning and examination system

Figure 3-6

The online question bank in English and French versions is used, and standardized exercises are adopted to achieve the purpose of strengthening the knowledge memory of students and knowledgeable employees.

3.3 Three transformations

3.3.1 Chinese employees changed from supervisors to instructors

After 3 months of shift work, I have been able to transform myself into "equipment inspection, work plan formulation, and quality supervision" through learning.

3.3.2 Trainees transform from workers to managers

1-3 months for trainees to become shift leaders. They are selected based on their evaluations and gradually transformed into managers.

3.3.3 Excellent workers become qualified professional workers

In the process of Jilin personnel's promotion, we focus on training laborers who are knowledgeable, intelligent and willing to learn, so that they can realize the transformation from laborers to workers and finally become shift leaders.

3.4 Three bases

aims to "create a learning organization" as described in the book "The Fifth Discipline" . The T QC team is introduced to stimulate the learning motivation of the Peruvian trainees through brainstorming . In order to ensure the safety, efficiency, controllability and quality of the training, three training bases are planned to be established.

3.4.1 Public Works Professional Training Base

On the railway used by the NAG maintenance workshop, we carried out training on projects such as lines, turnouts, bridges and culverts, and drainage facilities. We adopted a one-day study method every Saturday and carried out practical training according to the types of work. It took 3-4 months to complete the training of various professional operation instruction projects .

3.4.2 Power supply professional training base

3-4 contact network poles are self-buried . In addition to installing various power supply facilities according to standards, non-standard "support devices" are installed on three of the poles at heights of 1.5 m, 2.5 m, and 4 m respectively , so that training can be carried out in a cyclic and gradually increasing manner to ensure the safety of high-altitude training.

3.4.3 Other professional comprehensive training bases

Utilizing A LI SABIEH 's freight yard line, we have established a training base for small trades such as signaling, communications, and mechanical maintenance. At the same time, we have arranged periodic adaptive training and regularly organized a one-week safety knowledge training every year to continuously improve the skills of employees.

20 people has been built on the second floor of the workshop , and an "accident warning room" will be built on the third floor before the end of November 2017 , creating a strong learning atmosphere in the workshop.

Attachments: training time schedule, skill training projects and arrangements, daily adaptability training and arrangements, emergency drills and other training materials.

Attachment: Maintenance workshop staff training schedule

sequence	Plan progress	Training content	Train staff	Require	Remark
1	June 2017	Pre-entry safety training	China	Training and passing the exam	Li Lijun, LD
2	June 2017	Railcar driver training	Peruvian staff	2 driver positions, 1 trainee, 1 maintenance worker	Chen Jun is responsible
3	July - October 2017​​	Trainee assessment and training. Assess the original learning content and start training various skills in the work instructions.	Peruvian students	1 3 people participated, the process was recorded, and the assessment was scored to prepare for the selection of management personnel and job assignments	Li Lijun and LD are in charge. There are 8 classes per week.
4	July 2017	engineering equipment and formulation of repair plans	Chinese personnel Peruvian students	6 from China and 1 from Peru	Li Lijun
5	July 2017 - March 2018	Dispatcher training	Peruvian students	The training will be conducted in the form of apprenticeship, with one person added every three months, for a total of three people to be trained.	Li Lijun, Pakistan, Khair
6	August 2017​​	Training for station liaison officers and on-site protection officers	Peruvian students	6 people. 1 week of intensive training followed by 1 month of apprenticeship	Pakistan, India, K RB
7	September 2017​​	Safety theory knowledge	Peruvian side	Training including laborers	Li Lijun, K hair LD, F k
8	October 2017​	Organize emergency plan learning and practical exercises by profession	Chinese personnel Peruvian students	Construct a training base for engineering and power supply.	XX
9	November 2017​​	Study of emergency plans for fire prevention, public security, anti-terrorism, anti-riot, public health, etc.	Chinese personnel Peruvian students	Establish a warning education room, personal accident and traffic accident case education pictures	XX
1 0	November 2017 - May 2018​​​	Skill training for junior workers in various trades	Peruvian professional workers		XX
1 1	December 2017 - June 2018​	Practical training on the use of small machines	Peruvian maintenance worker	Train 2-6 manipulators and 2 maintenance workers.	Zeng Hongrong Kang Shichao​
1 2	April 2018 - September 2018​​​	Railcar driver training	4 drivers from Peru	Finally, Peru had 2 rail cars and 3 groups of 6 drivers.	Chen Jun, Dong Chunhui
1 3	December 2017 - June 2018​​​	Management knowledge training for workshop managers and professional engineers	Peruvian students	Management and professional knowledge of various professional engineer positions for system trainees	Li Lijun
1 4	June 2018 - May 2019​​​	Management knowledge and comprehensive knowledge training for workshop directors and deputy directors	Core members of the Peruvian students	Systematically study the comprehensive abilities required for the director position.	Li Lijun
1 5	August to December 2019​	Comprehensive assessment, and supplementary training for deficiencies	Peruvian side		LD

4 Basic ideas of maintenance management

In view of the particularity of Peruvian railway electrical maintenance and cost sources, according to the requirements of the Ethiopian company's supervisor, under normal circumstances, the work is arranged by the maintenance workshop independently, and the maintenance department or supervisor is consulted when coordination is required. In order to ensure production safety, training implementation, and on-time delivery, it is initially determined that " no accidents caused by water damage will occur as a prerequisite, and power outages will not affect driving, and power supply can be restored after power outages" is the main idea, and the following basic maintenance strategies are determined.

4.1 Build an "integrated power supply" maintenance system

The maintenance workshop will transform from the current operation organization and form to an "integrated power supply" maintenance system. In the first stage, the "integrated" operation of Chinese personnel will be implemented. In the late third stage, based on the actual situation, after confirmation by the Peruvian side, the integrated power supply operation of the Peruvian maintenance system will be implemented.

Figure 4-1

4.2 Implement the maintenance mode of " separate inspection and maintenance"

Implement standardized work organization and scientific management, use the means of controlling key safety points as the overall management strategy, clarify the job responsibilities of maintenance personnel and the work procedures under normal and emergency situations, and implement the standardization of management, personnel, operations and process control, namely: standardization of management systems, standardization of staffing, standardization of on-site management, and standardization of process control.

4.3 Promote professional maintenance management

The engineering profession carries out relevant work in accordance with the principles of "strict inspection and careful repair" and "water damage first". Inspection, roadbed, roadbed, catchment area and investigation are carried out to ensure that no accidents occur due to water damage.

The power supply specialty focuses on ensuring uninterrupted power supply and emergency repairs and power supply in the event of a fault.

The signal should be ensured to be uninterrupted. If there is an interruption, simple problems can be repaired. If it cannot be repaired, there is an emergency plan for traffic.

Communication, strive to ensure smooth chatting while ensuring the normal operation of various software systems.

4.4 Carry out standardization activities

The daily management methods and measures of the maintenance workshop are to achieve the purpose of safe, stable and normal operation of equipment and ensure the normal operation order. On this basis, the following goals will be gradually achieved in 1-2 years .

4.4.1 Equipment standardization

Through the development of high-quality turnout and high-quality curve activities, a standardized demonstration section will be built. Standardized trackbed, various signs, track structure parts, etc. The plan will be organized and implemented by Kyrgyz trainees in the second phase.

Standardized roadbed engineering is the focus of the future. Problems such as roadbed weathering, slope erosion, and narrowing of shoulders will become increasingly prominent. How to deal with them should be the focus of consideration in the next two years.

The riverbed gabion protection, due to the small design of the culvert, caused the water flow to be turbulent and the erosion of the riverbed to be a prominent problem.

4.4.2 Environmental Standardization

    The office environment implements a responsibility system and fixed-location management, starting with the management of documents and archives and gradually expanding.

4.4.3 Standardization of production organization

Labor quota, monthly working hours, monthly planned labor 70 % , temporary labor 30 % , how to write monthly plan, annual plan, how to make daily plan, etc. With one year as a cycle, standardization construction is carried out from various angles such as on-site workload investigation, maintenance, major and medium repair arrangements, seasonal key tasks such as flood prevention, production cost control, financial budget, etc. Use some existing software to carry out some computer management and build a scientific system.

Carry out skylight repairs, start work at 4:30 in the morning and get off work at 12:00 .

Small fleet operation

Road and Bridge Work Area, Contracting Team,

 

4.4.4 Standardization of ledger management

Digital production platform, from inspection, scheduling to review, all issues and data are realized on the platform.

The inspectors take photos of the problems on site, come back to formulate a plan, and give the photos and plan to the renovation personnel. The renovation personnel use Google to find the designated location based on the photos and carry out the renovation according to the plan. After completion, they take photos and upload them. This forms a closed management system.

At the same time, the on-site video, 5 pictures per 100 meters (5 pictures in total from the center of the track forward, the left sleeper forward and left, and the right sleeper forward and right), and all bridges and culverts (detailed pictures of each hole, each pier, beam, walking board, etc.)

     

    

Figure 4-2

4.5 Professional maintenance solutions

4.5.1 Track maintenance solutions

4.5.1.1 Basic requirements for rail equipment maintenance

The general maintenance principle is to ensure a non-vibrating sub-pillow foundation, starting with the track bed memory, stiffness, torque consistency, etc.

4.5.1.2 Maintenance work content and cycle of engineering lines

engineering track line maintenance work are formulated in conjunction with company documents . See the attached table.

4.5.2 Bridge

4.5.2.1 Bridge and tunnel structure maintenance quality assessment standard

4.5.2.2 Overall maintenance plan

4.5.3 Roadbed

4.5.3.1 Roadbed maintenance standards

4.5.3.2 Maintenance work content and cycle of engineering lines

4.5.4 Housing facilities

4.5.5 Communications

4.5.6 Signal

4.5.7 powered by

4.5.7.1 Contact network maintenance workflow

4.5.7.2 Box-type substation maintenance workflow

5 Supplies , materials and equipment (including spare parts)

5.1 Establish a material supply center, set up a spare parts warehouse and a consumables procurement platform

After taking over the materials and equipment (including spare parts) on site , it will take 3-6 months to complete the material cleanup and establish a spare parts warehouse (material room), which will be managed by a full-time material clerk and a warehouse manager. Implement the material and spare parts procurement management procedures.

The warehouse management software system is used to input relevant data and dynamically count the quantity and in and out of the warehouse, so as to realize functions such as real-time inventory checking, quick inventory counting, loss and surplus reporting, out-of-stock reminder, etc.

5.2 Standardized management of materials and spare parts

Establish photo libraries for on-site objects, planned purchases, and inventory to achieve digital management of materials. Manage materials scientifically. Follow the Hong Kong MTR model.

The maintenance workshop will purchase materials that it is responsible for supplying in accordance with relevant standards and provide product certificates and samples. The maintenance workshop is responsible for the quality of the materials.

Depending on the situation, the preparation of the next year's material procurement plan will be completed in November each year.

5.3 Material spare parts storage management

⑴Inspection and storage of materials and spare parts

Spare parts must be inspected and accepted according to their variety, specification, model and quantity. The number of piece-count spare parts must be unpacked, unpacked and counted. If any excess or shortage is found, the warehouse manager must promptly report the information and hand it over to relevant personnel for processing. The warehousing procedures cannot be carried out before processing.

Spare parts must be accompanied by quality certification documents upon arrival, mainly invoices, certificates of conformity, inspection reports, warranty certificates, etc. that meet all requirements. Spare parts that do not meet the certification standards shall not be allowed into storage.

Inspection must be carried out according to standards or regulations. The appearance of spare parts must be intact. If there is any surface damage, cracks, bends or deformations, the warehouse manager must report the information in time and hand it over to relevant personnel for processing. Before processing, the warehousing procedures cannot be carried out.

Materials that fail acceptance will be controlled in accordance with the "Non-conforming Product Control Procedure".

⑵ Storage of spare parts

Materials should be stored in the corresponding warehouses, material sheds and material yards in an orderly manner according to the classification numbers in the "Material List". Bulky and difficult-to-move materials can be stored in convenient cargo spaces for receiving and dispatching operations, and supporting materials can be stored in a centralized location. Warehouse materials, materials to be dispatched, materials to be kept on behalf of others, and materials to be processed should all be separated by zones and not stored together.

The warehouse keeper should store the materials properly according to the different properties in accordance with the requirements of the "Material Technical Storage Regulations". The materials should be properly arranged, safe and stable, reasonably arranged, easy to check, complete with material labels , and clearly marked. The shelves in the warehouse are made of metal shelves and wooden pallets, which are arranged neatly. All materials are kept by the warehouse keeper and supervised by the material clerk. The storage of spare parts should be reasonably laid out, neatly stacked, orderly and firm, and a certain passage should be reserved to ensure smooth delivery and receipt.

The warehouse keeper should follow the requirements of the "Technical Storage Regulations for Materials" and carry out maintenance of inventory materials according to the different properties of the materials, including ventilation, cooling, sun protection, dust prevention, rust prevention, oiling, etc., to ensure that the inventory materials are not deteriorated, rusted, damaged, mildewed, insect-eaten, or rat-bitten.

When there are two or more suppliers of the same product for incoming materials, they should be clearly marked and stored separately to achieve traceability of the materials.

The warehouse manager shall establish and preserve the technical data files of materials, and properly keep the product certificates, quality instructions, material lists and related technical data. Fireworks are strictly prohibited in the warehouse area. A "No Fireworks" signboard shall be set up in a conspicuous place, and fire-fighting equipment shall be equipped in good condition. For materials with special requirements for the storage environment, the corresponding storage environment and protective measures shall be provided and maintained. Products with different fire-fighting methods for flammable and dangerous goods shall be stored in different areas. Special warehouses shall be set up for flammable, explosive and highly toxic materials, and special personnel shall be assigned to take charge of their storage. Precision instruments and electronic components shall be protected against moisture and high temperature.

⑶ Distribution of materials and spare parts

Each work area fills out the material requisition form according to the needs of the work shift workers and the reported material demand plan. The foreman is responsible for checking the actual demand, reporting to the person in charge of materials and equipment and the deputy director of the center for approval, and then going to the warehouse (material room) to collect materials. The material clerk of the work area shall do a good job in registering the receipt, delivery and storage of materials in the work area warehouse, establish a ledger, ensure that the account and materials are consistent at any time, and prepare reports regularly for submission.

The person who receives the materials must receive them on site in person and cannot receive them on behalf of others. When sending out materials, the warehouse keeper and the person who receives the materials shall jointly check the name, specification, model and quantity of the materials. If the quantity is not complete or there is any objection to the quality of the materials, it shall be written into the receiving record and reported to the professional engineer for decision in a timely manner.

The person who receives the materials must sign for them promptly after receiving them. The materials that have been received must be taken out promptly and should not be stored in the warehouse to avoid mixing them with other materials.

If materials are needed for emergency repairs, the warehouse keeper can deliver them urgently according to the instructions of the deputy director of the center or the dispatcher, and the material collection procedures must be completed in a timely manner afterwards.

5.4 Material and spare parts quality assurance

If the quality problems of equipment during the warranty period are not caused by human factors, resulting in the failure of parts, the warranty manufacturer shall provide spare parts, and the maintenance workshop shall be responsible for disassembly, repair, and restoration, etc., and cooperate with the equipment to restore it to its original state. The maintenance workshop shall be responsible for the installation quality. The maintenance workshop shall strictly implement the material management regulations. If the spare parts need to be replaced due to quality reasons other than the equipment manufacturer, the maintenance workshop shall give priority to the spare parts in the warehouse inventory.

For materials borrowed from the owner, the maintenance workshop should strictly follow the owner's relevant management system; for materials equipped by the maintenance workshop itself, it should ensure that the name, model and inventory quantity meet production needs, and the maintenance workshop shall be responsible for storage and testing, and the owner shall be responsible for supervision and inspection.

The owner shall be provided with a demand plan for maintenance materials and spare parts required for the maintenance work in the next quarter in a timely manner every quarter, including technical specifications, product characteristics, manufacturers, specifications and models, etc. The submitted plan shall meet the production, maintenance and repair requirements of the next quarter . The owner has the right to assess the maintenance workshop for delays or shortages in the purchase of spare parts and materials due to the maintenance workshop's inadequate submission of plans.

The maintenance workshop shall submit a list of materials within a certain period of time before the maintenance of the maintenance project . The list includes the variety, specification, model, quantity, quality standard, and production date of the materials, which must meet the on-site production requirements and be submitted to the owner for review.

The repair shop shall ensure that all parts provided by the repair shop have the original designed functions and performances during their service life under the conditions of correct installation, normal use and maintenance. The installation quality requirements of all parts of the repair shop shall meet the standards during the service life cycle. If there are quality problems with the installation of parts during the warranty period, the repair shop shall complete the repair within two days after receiving the written notice from the owner, and the warranty period of the repaired or replaced parts shall be recalculated.

When the maintenance workshop needs to use the owner's materials, it must go through the borrowing and returning procedures. No waste or human damage is allowed during use. The materials must be kept in good condition after use. Otherwise, the maintenance workshop will be responsible for repairs or compensation.

Both parties should keep records of the application, storage, use and scrapping of spare parts, instruments, tools and other maintenance equipment and materials.

The maintenance workshop will test the spare parts, instruments and other materials used according to the relevant standards and specifications to ensure that they meet the application standards.

The spare parts remaining at the maintenance site (new, unused) as well as the scrapped spare parts and materials replaced during maintenance will be promptly recovered and handed over to the owner by the maintenance workshop after the maintenance is completed.

Low-value consumables and materials purchased by the maintenance workshop for maintenance must follow the same specifications, models, materials, functions and manufacturers as the owner's existing equipment to ensure equipment safety.

If the work does not meet the owner's requirements or is not confirmed by the owner's corresponding professional and technical personnel in accordance with the procedures, the maintenance workshop must be responsible for unconditional rework and bear all losses caused thereby.

6 Other key tasks

6.1 Establishment of flood control watchpoints

Determine water hazard location based on catchment area

Road closed due to rain, road rolling stopped due to rain, 20 km running observation, 2 people following the vehicle

6.2 Digital Platform

Build a digital management platform

6.3 The establishment of the construction team and the completion of the bridge's own mechanical team

Look for a local construction team to cooperate with, or a nearby contractor to do some infrastructure projects and work.

Form a bridge machinery class and train operators.

6.4 Communication among villagers along the railway

We should communicate more frequently with local village and town leaders, do a good job in educating the villagers, and maintain the security of the railway to prevent it from being damaged.

7 Staff reduction plan

According to the overall skill level of Peruvian personnel and the training schedule, after the relevant work can be officially handed over to Peruvian personnel and production needs can be met, Chinese personnel will gradually arrange other projects. The reduction is mainly based on the physical condition and age of the person, ensuring health, and secondly, arranging other projects as much as possible to achieve a humane and orderly reduction.

Appendix ( Secretary, a more radical plan, mutual part-time work, and also depends on the training situation of the Peruvian side )

sequence	Planned exit time	Exit job	Number of people	Remark
1	June 2018	Line Work Section Chief	1	1 person left
2	June 2018	On-site liaison officer	1	1 person, also a plumber
3	June 2018	Railcar driver	1	1 person left (or stay)
4	June 2018	Dispatcher	1	O, technician concurrently
			4 / 3
5	November 2018​	On-site liaison officer	1	O person
6	November 2018​	Bridge Worker	1	O , technician and
7	November 2018​	Lineman	1	0, Mechanical maintenance worker
8	November 2018​	Substation duty	2	1 person left
9	November 2018​	Contact network	1	2 people remaining (or stay)
1 0	November 2018​	Communications	1	2 people left
1 1	November 2018​	Signal	1	1 person left
			8 / 7
1 2	June 2019​	Substation duty	2	0 people left
1 3	June 2019​	Contact network	2	0 people remaining, technician concurrently (or keep 1 person)
1 4	June 2019​	Communications	1	1 person left
1 5	June 2019​	Signal	1	More than 0 people, deputy director and
			6