发电机房外脚手架施工方案.doc

Delegates, staff: Hello! in the run-up to the Spring Festival, we held one session of four staff representatives Conference 2013-workshop, full back in 2012, careful analysis of the current situation, discuss 2013 development plans. 　　Here, on behalf of my company 2013 work reports to the General Assembly, for consideration. 　　Pillar I, 2012 back in 2012, XX power companies adhere to the party's 17 great spirit for guidance, comprehensively implement the scientific concept of development, promoting cost-leadership strategy, standards, focus on implementation, lean management, continuously improve, smooth present safety situation of enterprise management, business management and control scientific and standardized, and the dedication of staff, manage a harmonious and democratic atmosphere of the good situation. Main indicators are as follows:-the battery indicator: power generation totaled 7.815 billion kWh, beyond the annual budget implementation capacity of 315 million kWh, an increase of 757 million kWh. 　　Sales totaled 7.425 billion kWh, exceeding sales of 330 million kWh the annual Executive budget, an increase of 729 million kWh. --Security measures: unplanned outages 2.5 times. 　　No personal injury accident occurred, no major accident and above, no major fire accidents without environmental pollution accidents, safety for three consecutive years to maintain stability to good posture. 　　– Business financial indicators: total profits of 255 million Yuan, beyond the annual budget of 207 million Yuan, beyond the Datang company index 41.89 million Yuan, an increase of 1.76 million Yuan, FCM assessment at grade four. 　　--Energy: power supply standard coal completing 312.25 g/kWh, down 0.1 g/kWh; integrated auxiliary power consumption ratio in 5.12%, down 0.26%; pollutant emissions performance greatly reduced compared to last year, carbon 0.09 g/kWh, sulfur dioxide 0.104 g/kWh NOx 0.512 g/kWh; dust removal efficiency of more than 99.8%. --Reliability index: equivalent availability factor in 93.47%, increased 7.95% from a year earlier. 　　Equivalent forced outage rate 0.08%, 0.16% reduction over the same period a year earlier. 　　Major achievements: first, we should adhere to the two "management system" basis, strengthening technological research, strengthen hidden hazards control and intrinsic safety Enterprise construction took new steps. -The two "management system" for improvement. Focus on promoting the power of the company management system and the application and implementation of the safety loop five-star management system, improve the safety management system, realize the system of safety control. Further regulate security routines, safety supervision and management network role to play to achieve closed-loop. Strengthening the supervision and management of habitual violation of, strengthening the safety supervision of outsourcing contractors. Carried out in spring and autumn of security inspections, flood control and inspection, safety production month, day supervision of production safety and the Olympic Games and other
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施工方案报审表
工程名称：宁煤集团25万吨/年甲醇 发电机厂房 编号：SCC-FA-04
致：成都信达监理公司 （监理单位）
我方已根据施工合同的有关规定完成了 发电机厂房（208A）脚手架搭拆施工方案 工程施工方案的编制，并经我单位上级技术负责人审查批准，请予以审查。
附：发电机厂房脚手架搭拆施工方案

承包单位（章）
项目经理
日 期
专业监理工程师审查意见：

专业监理工程师
日 期
总监理工程师审核意见：

项目监理机构
总监理工程师
日 期
Ⅱ类方案

宁夏煤业集团25万吨/年甲醇工程

发电机厂房（208A）
脚手架搭拆施工方案

批 准：
审 定：
质量审核：
安全审核：
编 制： 周 天 荣

中国化学工程第六建设公司宁煤甲醇项目部
二○○五年七月二十日
目 录

1、简述
2、脚手架搭设前的准备工作
3、脚手架的搭设及要求
4、脚手架拆除安全措施
5、材料需用量计划

发电机厂房外脚手架搭拆施工方案
1、简述
宁煤集团甲醇项目发电机厂房（208A）由两部分组成：气化开关所部分，框架最部点11.45m；汽轮发电机厂房区，檐高为22.5m。
根据工程特点，本工程拟采用双排双立杆落地式钢管扣件脚手架进行施工其中，主体施工阶段为满足安全防护的要求，先搭设单排双杆外架子作为防护外架，随工程进度在已有单排架子的基础上，增搭外排架，将原有双杆单排改成双杆双排架，同时作为装修防护用。

2.脚手架搭设前的准备工作
2.1脚手架立杆底部土质必须按要求进行平整、夯实，局部土质较松软处要用C10混凝土进行处理。
2.2所有扣件必须经过认真检查、筛选，对存在裂纹、气孔、疏松、砂眼等缺陷的扣件严禁使用。
2.3搭设中所使用的溜绳、铁丝、钎棍等要准备齐全并经过检查。

3、脚手架的搭设及要求
3.1材料的选择和要求
本工程采用扣件式钢管脚手架，杆件采用φ48×3.5的钢管，扣件连接，脚手板采用50mm厚松木板4~6m长。所有管件、扣件必须符合标准规：
钢管有弯曲、压扁等缺陷的不得使用，扣件不得有裂纹、气孔、疏松、砂眼等缺陷，扣件转动灵活，当扣件夹紧钢管时开口处最小距离不小于5mm，扣件防止锈蚀；脚手板不得有腐朽，贯通节疤。
3.2脚手架的地基处理
①搭设场地表面基土必须夯实、整平。
②离建筑物0.9m和1.8m作为立杆位置，立杆下部必须设置方木或硬物作为支垫。
③立杆底部距地面120mm处，设置连续式扫地杆。脚手架扫地杆与立
杆处用小横杆拉牢。
3.3杆件布置
①根据工程特点，在主体框架施工时，先搭设成单排脚手架，当进入装饰装修、围护砖墙砌筑过程时，再在外侧搭设起一排脚手架使其成为双排脚手架，以作为安全防护及施工双重功能的脚手架。
脚手架搭设宽度为0.9m，脚手架内立杆与墙面的距离为0.9m。
②双排脚手架的立杆间距为1.5m，大横杆间距为1.7m。
③外脚手架立杆接头和横杆接头的要求：
⑴立杆接头：立杆接头与相近大横杆的距离不宜大于步距的1/3；
⑵横杆接头：大横杆接头与相近立杆距离不宜大于杆间距的1/3；
⑶立杆必须采用对接方式；
⑷脚手架立杆、大横杆交点处，必须设置一根小横杆，所有杆件的交接部位必须用扣件连接；
⑸钢管脚手架小横杆伸出端头长度不小于150mm；
⑹立杆的垂直偏差：立杆的垂直偏差不大于h×1/300且不大于100mm；横杆的水平偏差：横杆的水平偏差不大于1/230×L且不大于50mm。
3.4架体与建筑物的拉结
脚手架与主体的拉结，每高4m水平6m设一个拉结点。拉结点必须均匀分布，拉结点必须同时拉结里外立杆。
拉结点必须用钢管扣件围箍在混凝土柱上。
3.5剪刀撑的设置
①气化开关所部位脚手架搭设高度不高（为12 m），因此可不考虑剪力作用，在搭设中可不设剪刀撑。
发电机厂房区，脚手架搭设高度相对较高（22m），在搭设中必须设置剪刀撑。剪刀撑要沿每片脚手架在的两端、转角处进行设置，中间每隔6~7根杆设置一组剪刀撑，剪刀撑与地面的夹角为60°。
②钢管脚手架剪刀撑，每组连接6根立杆，斜杆的两端用回转扣件与立杆扣紧，在中间增加3个扣结点，最下面斜杆端头与立杆的接头距离为300mm。
③剪刀撑搭接长度为1.0m，用三个扣件连接。
3.6操作层脚手板的铺设
①脚手板必须铺满、铺严、铺稳，不得有探头板。
②铺设方法：对头铺设的脚手板接头下面必须设置两根小横杆，板端距小横杆100~150mm。搭接的脚手板必须在小横杆上，搭接长度不小于200mm。拐弯处的脚手板必须交叉搭铺。
脚手板铺设后必须用铁丝扎牢。
③操作层下必须支设防护严密的平网。

3.7脚手架架体内封闭及外防护
①Ⅰ区脚手架首层设置平网，Ⅱ区首层及高度15m处设置一道平网。
②内立杆与墙体间应设置平网或铺设脚手板。

③架体外立杆内侧从底到顶连续设置密目式安全网实现全封闭。
3.8脚手架搭设顺序
装第一步大横杆并与各立杆扣紧
装扫地小横杆并与立杆和扫地杆扣紧
逐根树立立杆并与扫地杆扣紧
摆放扫地杆

安第一步小横杆
安第二步大横杆
安第二步小横杆
加设临时斜撑杆，上端与每二步大横杆扣紧（在装设连墙杆后拆除）

铺设脚手板
加设剪力撑
接立杆
安连墙杆
安第三、四步大横杆和小横杆

绑扎防护栏杆及挡脚板，并挂立网防护

4、脚手架拆除安全措施
①架子拆除时应划分作业区，周围设围挡并竖立警戒标志，地面设专人指挥，严禁非作业人员入内。
②拆除的高处作业人员必须戴安全帽，系安全带，扎裹腿，穿软底鞋。
③拆除顺序应遵循由上而下、先搭后拆、后搭先拆的原则。即先拆栏杆脚手板、剪力撑、后拆小横杆、大横杆、立杆等，要按一步一清的原则依次进行，严禁上下同时进行拆除作业。
④拆除立杆时，应先抱住立杆再拆开最后两个扣，拆除大横杆、斜撑、剪力撑时，应先拆中间扣，然后托住中间，再解端头扣。
⑤连墙点应随拆除进度逐层拆除，拆抛撑前，应设置临时支撑，然后再拆抛撑。
⑥拆除时要统一指挥，上下呼应，动作协调，当解开与另一人有关的结扣时应先通知对方，以防坠落。
⑦拆下的材料，应用绳索拴住，利用滑轮徐徐下运，严禁抛掷，运至地面的材料应按指定地点，随拆随运，分类堆放，当天拆当天清，拆下的扣件要集中。
⑧在拆除过程中，不得中途换人，如必须换人时，应将拆除情况交代清楚后方可离开。

5.材料需用量计划
序号
材料名称
规格型号
单 位
数 量
备 注
1
钢脚手管
φ48×3.5
t
45

2
钢管扣件

个
12600

3
镀锌铁丝
10#
kg
200

4
溜 绳
φ21
m
100

主要介绍的是永磁直流电动机；首先简述了永磁电机、永磁直流电动机从产生到到逐步改善的发展过程，以及以此为基础的未来发展的趋势；activities, comprehensive and tamping Safety Foundation ... Troubleshooting, management mechanism, give full play to role of technical supervision and realization of troubleshooting, management, improved process management. This year completed the boiler lower header leakage, boiler pressure, a major risk management, completed 29 of great risks and 3 General problems of governance. Complete chemistry lab construction, thermal control, and complete the boiler scale integrated management, host shafting vibration of 10 scientific and technological projects, such as 　　Complete supercritical 630MW on-line simulation system development and application of circulating water MCC standby power transformation, the transformation of desulfurization waste water, the unit water supply system of comprehensive treatment and discharge valve modification of coal mill 5 key technological transformation projects, group health is improved. --Science and technology innovation is further increased. Strengthen the characteristics of supercritical unit major issues, gradually clearing the particularity of supercritical unit and regularity. Developed motor oil time management, switch action times, statistics, coal-aided measurement software, improves the production level of lean management. Increased investment in science and technology, reporting science and technology projects and 14 technical project total cost percentage of the total annual production output of 0.25%. "Large-scale coal-fired power plant flue gas desulfurization, denitrification complete development and application of key technologies" project, won the national science and technology progress second prize. 630MW supercritical units optimized control strategies and the 630MW development and application of on-line simulation system for supercritical units, supercritical 600MW units of turbine driven boiler feed pump set of comprehensive treatment of defects Datang technology respectively one or two and third. 　　Meanwhile, information technology achievements, the company was named "China power information technology benchmarking enterprises." --Repair and maintenance has improved further. Modify the inspection standards and standards on a regular basis, standardizing work procedures, checking and inspection project. Deepening the BFS++ system, and implements maintenance information shared. Reorganizing RB logic again, and ensure the success of the RB. Innovating the mechanism of maintenance management, implemented a project manager system. Successful completion of two autonomous maintenance, reliability improved steadily. Implementing two c-level maintenance, project themselves 48.7% and 42.3%, respectively. Accomplish two circulating pumps repair and overhaul of four Mills, maintenance teams to get exercise. 　　Promote the work of energy saving and consumption reducing, complete the unit energy consumption diagnosis, plant water balance test, 10 energy-saving projects. 　　Second, we should adhere to "three" on the economic benefits of improving, outreach7