Department of Business Administration (Aviation Management)

NAME: AKSHATHA S

SEMESTER: 6th Sem Aviation

SUBJECT: AIRCRAFT MAINTENANCE MANAGEMENT

UNIT: 1
WHAT IS MAINTENANCE?

• The technical meaning of maintenance involves functional checks, servicing, repairing or

replacing of necessary devices, equipment, machinery, building infrastructure, and
supporting utilities in industrial, business and residential installations.

• The basic principle of maintenance is to direct the efforts to upkeep the production
facilities for their trouble-free operation throughout its economic life.

• Maintenance is the only way, on effective application of which, the gap between the
achieved and achievable productivity can be minimised.

• It is an established truth that an efficient maintenance not only reduces the probability of
breakage of machine elements and shut down of machines, hampering the scheduled
production, but at the same time, such a function enhances the efficiency and accuracy of
the production machines, lengthening their span of life with usual reliability.

AIRCRAFT MAINTENANCE

• FAA definition: In FAR part 1, maintenance is defined as “inspection, overhaul, repair,

preservation and replacement of parts”

• Hessburg’s definition: Maintenance is the action necessary to sustain or restore the

integrity and performance of the airplane which includes inspection, Overhaul, repair,
preservation and replacement efforts.

• Kinnison’s definition: Maintenance is the process of ensuring that a system continually

performs its intended function at its designed-in level of reliability and safety
GOALS AND OBJECTIVES

• A goal is a point in time or space where you want to be; a level of accomplishment you
want to achieve

• An objective is the action or activity you employ in order to help you to achieve a
specific goal.

In other words, a goal is where you want to be; an objective is how you plan to get there.

GOALS OF A MAINTENANCE PROGRAM

• To deliver airworthy vehicles to the flight department in time to meet the flight schedule

• To deliver these vehicles with all necessary maintenance actions completed or properly
deferred

MAINTENANCE PROGRAM OBJECTIVES

1. To ensure the realization of the inherent safety and reliability levels of the equipment

2. To restore safety and reliability to their inherent levels when deterioration has occurred

3. To obtain the information necessary for adjustment and optimization of the maintenance
program when these inherent levels are not met

4. To obtain the information necessary for design improvement of those items whose
inherent reliability proves inadequate

5. To accomplish these objectives at a minimum total cost, including the cost of

maintenance and the cost of residual failures.

TYPES OF MAINTENANCE

SCHEDULED AND UNSCHEDULED MAINTENANCE

Figure: The system restored to its normal level

RELIABILITY AND REDESIGN

Figure: Effects of redesign on system reliability

ESTABLISHING A MAINTENANCE PROGRAM

• Although there has been a considerable amount of improvement in the quality and
reliability of components and systems ( materials and procedure), over the 100 year life
of aviation, we still have not reached total perfection.

• In real world the components and systems will, sooner or later, deteriorate beyond a
tolerable level or will fail completely.

• In other instances, users, operators or even maintenance people who interface with the
components and systems can misuse or even abuse the equipment to the extent of damage
that will require the need for some sort of maintenance action.

• It is necessary, then, that the maintenance and engineering organization of an airline be

prepared to address the maintenance of aircraft and systems with well-thought-out and
well executed program.

AIRCRAFT MAINTENANCE PROGRAM

• The aircraft maintenance program (AMP) establishes the maintenance tasks to be

performed on a certain aircraft, in order to maintain its airworthiness.

• The maintenance tasks and their interval shall be such that they must enable the
maintenance of the aircraft in the same operating and safety condition established by their
design, throughout its life, either by the prevention of wear of materials and systems
(preventive maintenance) or by the restoration of adequate operation and performance of
aircraft and its systems (corrective maintenance)

• The AMP is a corner stone of Continuing Airworthiness management; therefore it must

be developed and evolved bearing in mind safety of aircraft, as well as economical
aspects.
DEVELOPMENT OF MAINTENANCE PROGRAMS

• The two basic approach:

1. The process-oriented approach

2. Task-oriented approach

The process-oriented approach to maintenance uses three primary maintenance processes to

accomplish the scheduled maintenance actions. These processes are called hard time(HT), on-
condition(OC) and condition monitoring(CM)

The Task-oriented approach to maintenance uses predetermined maintenance tasks to avoid in-
service failures.

MAINTENANCE STEERING GROUP (MSG)

• The MSG guidance was created in order to establish a schedule for aircraft maintenance
and its components.

• It evolved over time through the design development of manufacturing and with
information gathered following aircraft failure investigations.

• The first instance of insight influencing aircraft maintenance scheduling was after The de
Havilland Comet Crashes of 1949. From this incident, aircraft manufactures continued to
develop the “overhaul and replace at time intervals" maintenance methods.

• In 1968, the Boeing Company developed the MSG for the purpose of establishing a
maintenance schedule for their B747-100 and to ensure safety and reliability for the new
aircraft by the different airline operations.

• This approach moved away from the tradition of "overhaul and replace at time intervals"
to one that considered the type of tasks and intervals needed to keep the aircraft safe.
MSG was found to be very successful because it:

1. Saved time

2. Saved money

3. Saved on unnecessary interference with components

 The process used six industry working groups(IWGs): structures, mechanical systems,
engine and auxiliary power plant(APU), electrical and avionics systems, flight controls
and hydraulics, zonal.
 This approach to maintenance program development was called a “ bottom up” approach
because it looked at the components as the most likely causes of equipment malfunction.
 The purpose of analysis was to determine which of the three processes ( HT, OC or CM)
would be required to repair the item and return it to service
MSG-2 PROCESS STEPS

SIMPLIFIED MSG-2 FLOW CHART

PROCESS ORIENTED MAINTENANCE

• This type of maintenance programs are developed by ATA. The MSG-2 process is a
bottom up approach whereby each unit(system, components, or appliance) on the aircraft
is analysed and assigned to one of the primary maintenance processes, HT, OC, or CM.

• Hard time (HT) process:

• hard time is a failure preventive process which requires that the item be removed
from the vehicle and either completely overhauled, partially overhauled
(restored), or discarded before exceeding the specified interval.
 • The hard time interval may be specified by calendar time, by engine or airplane
check interval, by landing or operating cycles, by flight hours or in conjunction
with another process ( OC for instance)

• On-condition(OC) process:

• On-condition is a failure preventive process that requires that the item be

periodically inspected or tested against some appropriate physical standard (wear
or deterioration limits) to determine whether or not the item can continue in
service.

• Condition monitoring(CM) process:

• The condition monitoring process is applied when neither the hard

time nor the on-condition process can be applied.

• The CM process involves the monitoring of the failure rates,

removals, etc. Of individual components or systems that do not
have a definite lifetime or a noticeable wear-out period.

• Condition monitoring is not a failure preventive process as are HT

and OC

• CM components are operated until failure occurs and replacement

of CM items is an unscheduled maintenance action.

TASK-ORIENTED MAINTENANCE

• The process, called MSG-3, is a modification of and an improvement on the MSG-2

approach.

• The MSG-3 technique is a “top down” or “consequence of failure” approach whereby

failure is conducted at the highest manageable level of airplane systems instead of at
component level as in MSG-2.

• The MSG-3 logic is used to identify suitable scheduled maintenance tasks to prevent
failures and to maintain the inherent level of reliability of the system.

• There are three categories of tasks

a) Airframe system tasks

b) Structural item tasks

c) Zonal tasks

Maintenance tasks for airframe systems:

Under the MSG-3, eight maintenance tasks have been defined for airframe systems
• Lubrication

• Servicing

• Inspection

• Functional check

• Operational check

• Visual check

• Restoration

• Discard

Maintenance tasks for structural items

Airplanes are subjected to three sources of structural deterioration

• Environmental deterioration

• Accidental damage

• Fatigue damage

Inspection of airplane structures to determine if deterioration due to the above has occurred
requires varying degrees of detail.

• General visual inspection

• Detailed inspection

• Special detailed inspection

Zonal maintenance tasks

The zonal maintenance program ensures that all systems, components and installations
contained within a specified zone on the vehicle receive adequate surveillance to determine
the security of installation and general condition.

MAINTENANCE INTERVALS DEFINED

• Transit checks: is performed after landing and before the next take-off; that is, while the
airplane is in transit at the airport.

• 48 hours checks(daily check): is performed once every 48 hours. This check includes
tasks that are more detailed than the transit checks (wheels and brakes, oil level for APU,
IDG and aircraft hydraulic fluid level)
• Hourly limit check: maintenance tasks assigned by the number of hours the unit or
system has been operating; 100,200,250 hrs, etc (engines, airplane flight controls)

• Operating cycle limit checks: items such as tries, brakes and landing gear, for instance,
are used only during takeoffs and landings and the number of these operations will vary
with the flight schedule.

• Letter checks
UNIT: 2

TYPES OF DOCUMENTATION

• It has been said that the paper documentation required for the maintenance of a modern
jet airliner would weigh about the same as the airplane itself.

• The documents are provided to an operator by the airframe manufacturer for the
maintenance of aircraft.

• The form and content of the documents varies from one manufacturer to another.

• Some of the documents can be customized for the operator to include only the operator’s
configuration and equipment, these are called “ customized documents”

• Some documents may be customized at customer request (usually for price)

DOCUMENTATION

• Airplane maintenance manual (AMM)

• The AMM contains all the basic information on the operation and maintenance of the
aircraft and its on-board equipment.

• It gives the explanation of how each system and subsystem works ( description and
operation)
• Basic maintenance and servicing action ( removal and installation)

• Various test performed on systems & equipment ( functional test, operational test,
adjustment....)

• Component and vendor manuals

• Any components built by the airframe manufacturer will be accompanied by a component

maintenance manual written by manufacturer

• Vendor manuals(VM) are written by the manufacturer of components and systems built
by outside vendors who supply electronics, computer, & other systems to be installed on
the aircraft.

• Fault isolation manual (FIM)

• It contains a set of fault isolation trees (flow diagram) for the purpose of pinpointing and
fixing numerous problems related to the various systems and components on the aircraft.

• Fault reporting manual (FRM)

• Are used by the flight crew to provide maintenance with advanced warning of
malfunctions and an indication of where to begin looking ( in the FIM or AMM) for a
solution prior to aircraft’s arrival

• Flight crew indentifies their problem using a series of questions and diagrams of system
operation and instrument indication, leading to 8-digit code reported to ground station.
Maintenance people use this code to solve the problem.

• Illustrated parts catalog (IPC)

• IPC is produced by the airframe manufacturer and includes lists and location diagrams of
all parts used on the aircraft.

• It indicate applicability of parts (i.e., engine, airframe model...) and also provides
information on the part number, vendors, interchange ability of parts.

• Storage & recovery document (SRD)

• SRD contains information needed to address maintenance & servicing of aircraft that are
to be out of service and stored for long periods of time

• This includes procedures for draining certain fluids, moving the aircraft tires will not go
flat and protecting components from weather.

• Structural repair manual (SRM)

• SRM provides the operator with information needed to effect certain repairs of the
aircraft structure
• These repairs are simple and are approved by FAA for operator completion

• Maintenance planning data document (MPD)

• Provides the airline operator with a list of maintenance and servicing tasks to be
performed on the aircraft.

• Some of these tasks are identified as certification maintenance requirement (CMRs) and
required by the FAA in order to maintain certification of aircraft

• All other tasks which are developed by MSG process are included along with other tasks
recommended by manufacturer.

• Schematic diagram manual (SDM)

• This document contains schematic diagrams of electrical, electronic and hydraulic

systems on the aircraft.

• Contains the detailed information and identifies wiring harnesses, connectors and
interfacing equipment.

• Wiring diagram manual (WDM)

• Shows the complete run of wiring, including cable bundle numbers and routing, plug and
connector numbers and locations, bulkheads, and other structural elements through which
the wiring is routed.

• Master minimum equipment list (MMEL)

• MMEL is identified by the airframe manufacturer and approved by FAA to identify the
equipment which may be degraded or inoperative at dispatch of the aircraft.

• Dispatch deviation guide (DDG)

• Some of MMEL items that are inoperative or degraded at dispatch require maintenance
action prior to the deferral and dispatch.

• This may need to pull and placard certain circuit breakers, disconnect power, tie up loose
cables for removed equipment...to secure the aircraft and system against inadvertent
operation. Thus necessary instructions for these actions are provided in the DDG.

• Configuration deviation list (CDL)

• CDL is similar to the DDG but involves configuration of aircraft rather than aircraft
systems and equipment.
 • Task cards (TC)

• Certain tasks in the AMM for removal/installation, testing, servicing and similar
maintenance items are extracted from AMM and produced on a separate cards or sheets
so that the mechanic can perform the action without carrying the entire maintenance
manual to the aircraft ( Boeing 767 manual is about 20,000 pages)

• Service bulletins, service letters and maintenance tips:

• Service bulletin (SB) is usually a modification of a system that will provide improved
safety or operation of the system and includes a detailed description of the work and parts
required.

• Service letter (SL) provides information to improve maintenance actions without

equipment modification.

• Maintenance tip is a suggestion for maintenance personnel to assist in their work or

improve conditions.

REGULATORY DOCUMENTATION

• The FAA issues numerous documents related to maintenance of aircraft and their systems

1. FAR

2. Advisory circulars

3. Airworthiness directives

4. Notice of Proposed rule making

FEDERAL AVIATION REGULATIONS (FARS)

• In the United States, Federal laws are collected into document know as the code of
federal regulations or CFRs.

• Those laws related to commercial aviation are under title 14 of this code, aeronautics and
space, parts 1 through 200.

• A wide variety of activities are regulated, such as aircraft design and maintenance,
typical airline flights, pilot training activities....

• The rules are designed to promote safe aviation, protecting pilots, flight attendants,
passengers and the general public from unnecessary risk.

ADVISORY CIRCULARS (ACS)

• Advisory circular (AC) refers to a type of publication offered by the Federal Aviation
Administration (FAA) to provide guidance for compliance with airworthiness
 regulations, pilot certification, operational standards, training standards, and any other
rules within the 14 CFR Aeronautics and Space Title.

• These Acs are not binding as law but are merely suggestions as how to comply with other
requirements.

• An AC often states that it is “ a means, but not the means” of complying with a
regulation.

AIRWORTHINESS DIRECTIVES (ADS)

• The airworthiness directives are substantial regulations issued by FAA to correct an

unsafe condition that exists in a product (aircraft, aircraft engine propeller, or appliance)
and a condition that is likely to exist or develop in other, or similar products

• AD will include

• Description of the unsafe condition

• The product to which the AD applies

• The corrective action required

• Data of compliance

• Where to get additional information

• Information on alternative methods of compliance if applicable

NOTICE OF PROPOSED RULE MAKING (NPRM)

• Whenever the FAA intends to change or amend any FAR, it will issue an NPRM in
advance in order for the industry to have ample time to study and comment on the
proposed rule change.

• These documents allow the operators to participate in the change and assist the FAA in
developing workable and acceptable rules.
AIRLINES GENERATED DOCUMENTS

• Operations specifications

• It is a parent document, which refers to numerous other documents to avoid duplication

and details the airline’s maintenance, inspection and operations programs

• It written with strict FAA requirements and usually with the help of an FAA
representative

• Technical policies and procedures manual

• The TPPM is the primary document for the airline’s M&E (maintenance and engineering)
operation and with other documents supplied by the airframe manufacturer, serves as the
FAA requirement for a maintenance manual per AC 120-16D.

• It usually written by engineering, to ensure technical accuracy and define how exactly
how all M&E functions and activities are carried out.

• Inspection manual

• IM may be a separate document distributed primarily to QC personnel, or it can be a

chapter in TPPM.

• Contents of the IM are (a) mechanic inspection tasks from MPD (maintenance planning
documents)/OAMP(on aircraft maintenance planning) or MRB(maintenance review
 board) report (b) QC inspector’s tasks (c) special inspections ( hard landings, bird strikes)
(d) airline’s required inspection item program (e) paperwork, forms and reports required
to carry out these functions

• Quality assurance manual

• QA manual could be a special manual for QA auditors only, it could be part of the
inspection manual, or it could be a separate chapter in the TPPM as desired.

• It defines the duties and responsibilities of the QA organisation and defines the processes
and procedures used in the annual quality assurance audits conducted on the M&E units,
suppliers and outside contractors.

• Reliability program manual

• An airline’s reliability program, under FAA rules, must be approved by the regulatory
authority, so it is usually published as a separate document.

• This document defines the reliability program in detail so that the FAA can evaluate and
approve all its elements at one time.

• Minimum equipment list (MEL)

• The MMEL includes all equipment and aircraft configurations available for the model to
which it applies. This manual includes much information that is not applicable to some
operators.

• To eliminate confusion, the operator is required to customize the MMEL for his/her
particular airframe/engine configuration. This copy is referred to as MEL

• The operator must carry copies of this MEL in each aircraft for flight crew reference

• Task cards

• They are used for one action only to ensure the technical accuracy

• These procedures may call for the mechanic to open panels, set certain circuit breakers
“in” or “out”, turn other equipment “on” or “off”,.... Prior to work and to reverse these
processes at the completion.

• To avoid unnecessary duplication of certain actions and the unnecessary opening and
closing of the same panels,... Most airlines write their own task cards to spell out exactly
what to do, using the manufacturer’s cards as a guide.
 • Engineering orders (EO) / work order

• Any maintenance work not covered in the standard maintenance plan developed by
engineering from the MRB report or Ops Specs data must be made official by the
issuance of an EO

• This is official paper work, issued by engineering and approved by QA and is usually
implemented through the production planning and control (PP&C) organisation

ATA DOCUMENT STANDARDS

• To reduce the confusion of line maintenance people, the ATA of America stepped in and
standardized the overall format of the maintenance manuals

• Each system or system type was assigned a chapter number.

• For example, hydraulic systems are in ATA chapter 29 for all manufacturer’s.
ATA FORMAT FOR MAINTENANCE MANUALS

MAINTENANCE AND ENGINEERING ORGANIZATION

• Organizational structure: the structure for an effective maintenance and engineering

organization will vary with the size and type of organization

• The organizational structure must allow the company to meet its goals and objectives and
each unit within the company must be endowed with sufficient personnel and authority to
carry out those objectives and meet those goals.
• The basic organizational structure for mid-sized airline is shown in Fig. There are 3 basic
concepts underlying the structure:

 Span of control

 Grouping of similar functions

 Separation of production and oversight functions

UNIT: 3

PRODUCTION PLANNING & CONTROL

• Introduction:

• Production planning & control (PP&C) is one of the key organizations within M&E

• It is the heart of the maintenance organization

• PP&C organization is primarily responsible for planning and scheduling all aircraft
maintenance activity within the airline

• PP&C has 3 primary functions: forecasting, planning and control.

• Forecasting activities include the estimated maintenance workload for the long term and
the short term based on the existing fleet and business plans and on any known changes
in these for the forecast period.

• Planning involves the scheduling of upcoming maintenance and includes the planning
and scheduling of all manpower, parts, facilities, and time frame requirements ( letter
checks, daily checks, transit checks...)

• The control function allows adjustment of the plan and keeps (or attempts to keep) the
check on schedule.

• The goals of PP&C are

a) To maximize the M&E contribution to the airline

b) To plan and organize work prior to execution

c) To adjust plans and schedules to meet changing requirements

FORECASTING

• Forecasting is concerned with the future workload of the M&E organization

• Any changes in fleet size and make up, changes in route structure, and changes in
facilities, manpower & skill requirements must be tracked

• Future plans must also accommodate aging and replacement of equipment, adding new
equipment, and the planned incorporation of ADs and SBs. Activities throughout M&E
will change as these assets and requirements change

• The forecast function ensures that M&E is up to date on these changes and is ready to
adjust their processes and procedure accordingly
 • The long term forecast would be for 5 to 10 years. The changes that are planned by
airline in the long term will affect maintenance and engineering activities.

• These changes will impact scheduling, budgeting, training, manpower and facilities
within M&E. Adjustments must be made in all these areas for M&E to meet its goals and
objectives, so plan must be made in advance to accommodate the growing airline

• Short term forecasts are detailed and usually cover 1 to 2 years. These forecasts contain
more definite plans with attention to actual manpower and budget numbers. Schedules for
checks and known modifications are finalized in the short term plans.

• Larger airlines may also develop intermediate forecasts for periods of 2 to 5 years

• Thus, the three forecasts provide a continuous plan for M&E to follow in an effort to
keep up with the changes in the operational climate and be ready to change the M&E
activities accordingly

PRODUCTION PLANNING

• The goal of M&E is to deliver airworthy vehicles to flight department in time to meet the
fight schedule, with all maintenance activities completed or properly deferred

• The activities of line, hangar, and shop maintenance constitute the production aspect of
M&E. Production planning, then, is the planning of that work with the stated goal in
mind

• Engineering has developed the maintenance plan from the MRB or Ops Specs document
and divided the work into the appropriate work packages, identifying the tasks to be
done, the intervals at which they will be done, and the manpower requirements for each
tasks.

• Planning will take this engineering package and plan, schedule, and adjust the work for
each check and for each aircraft, adding any additional tasks as necessary.

• Production planning involves the planning of all maintenance activities: daily, 48-hr and
transit checks; letter checks; and modifications due to airworthiness directives, service
bulletins, service letters and engineering orders

• It also involves the planning and scheduling of all aspects of these checks including
manpower, parts, supplies, and facilities.

• Coordination with flight operations and with ground handling and support activities is
also included in the planning effort
• Maintenance tasks at less than “A” check interval:

• Certain maintenance items in the MRB report are designated for time and cycles that are
less than the “A” check cycle

• The PP&C unit is responsible for issuing weekly, biweekly, or daily schedules for these
items to the line maintenance organization for timely accomplishment
• These tasks can be scheduled at specific times on overnight checks, at certain turnaround
times, if time permits; or included in “A” checks if time permits.

• Multiple checks:

• Each “A” check or “C” check performed depending on where the aircraft is in the
maintenance cycle, will have a different set of tasks to perform and thus will require
different amounts of time, manpower, etc.

• This is just one more of PP&C responsibilities to ensure that parts and supplies,
manpower, facilities, and time are available for this variance in the check schedule.

• Phase check:

• Phase checks are different from multiple checks and therefore have a different numbering
scheme

• An “A” check may be split into two phases, each one performed on successive nights to
minimize maintenance crew needs and down time. The right side of the aircraft might be
done on the first phase, called an “A1” check and left side on second phase, the “A2”
check

• Similarly “C” check may be broken down into four parts(C1,C2,C3 & C4) and performed
every 3 months or so, depending on the full “C” check cycle

• “A” check planning:

• “A” checks are usually routine. The tasks required are defined by engineering using the
MRB or Ops Specs document

• The time, manpower, and parts, and supplies needed are generally fixed

• Performance of an “A” check may also include less than “A” check items, SBs and SLs
• The “B” checks, if they are used, are often similar to “A” checks but involve different
tasks, usually at intervals which fall between consecutive “A” checks. The planning for
these is essentially the same as for “A” check

• “C” check planning:

• The “C” check is usually done about once a year, depending on the airline flight
schedule.

• The planning effort is more detailed and more elaborate than for the “A” check

• Normally it takes 4-7 days to complete, depending upon the model and the circumstances

• The check will consists of three categories of tasks: routine, variable routine and
nonroutine

• Routine tasks: are those tasks identified in the MRB document. These are items that
must be performed at the specific interval. Since some of these items are performed every
“C” check and others are performed every second, third, or fourth check (2C,3C or 4C)
the amount of time required to perform each scheduled check will vary from one check to
check

• Variable routine tasks: are those tasks which vary from one check to another and from
one aircraft to another. These tasks include incorporation of SBs and Ads, as well as fleet
campaigns, items deferred from previous maintenance checks and any other one-time
maintenance actions required for particular aircraft.

• Nonroutine tasks: are those work items that are generated by the accomplishment of
other, routine tasks. For example, if a routine tasks says to inspect the wheel-well area for
hydraulic leaks, the task will take a certain amount of time. If the leak is discovered,
however, it must be addressed. This constitutes the production of a nonroutine
maintenance task and subsequently a nonroutine task card

• Below is the list of items that might be include in a “C” check

PRODUCTION CONTROL

• It is important for maintenance to keep track of the time spent on each task

• Although mechanics, and their unions, don’t like the idea of being timed, it is important
for scheduling and planning purpose to know how long a given job should take, the kind
of things that might go wrong when performing that job, and the time required to rectify
that problem

FEEDBACK FOR PLANNING

• It is important for maintenance and planners to know how much time is needed to
perform the tasks and overall checks so that planning can be done accurately and check
can be accomplished within a reasonable amount of time

ORGANIZATION OF PP&C

• Centralized organization: all functions- forecasting, planning, and control – are done in
organization with liaison to the work centres during actual performance of work

• Partially decentralized organization: the forecasting and planning would be done by the
PP&C and the control would be done by the personnel in the hanger or other work
centres

• Decentralized organization: all planning and the control is done by each work centre. If
the airline structure and size is such that the planning has to be done by individual work
centres instead of an overall group, there must be still be some coordination and control
at the M&E organizational level. Usually, however, the totally decentralization approach
is not recommended

TECHNICAL PUBLICATIONS

• Aerospace Technical Publication includes creation, update, and publication of different

types of user manuals that are used at the time of maintenance of an aircraft.

• In smaller airlines, the technical publications unit could be part of the engineering
organization or possibly quality assurance.
 • Larger airlines requires an expanded publication unit

FUNCTIONS OF TECHNICAL PUBLICATIONS

1. To receive and distribute, within the airline, all those publications issued by outside
sources ( airframe & engine manufactures, vendors & manufactures of equipment
installed on a/c, manufactures of special tools and test equipment used in maintenance
effort)

2. To print and distribute the publications generated by the various organizations within the
airline

3. To establish and maintain a complete, up-to-date library system for all such documents as
needed for the operation of M&E

AIRLINE LIBRARIES

• The primary reason for having a technical publications organization is to ensure that all
applicable publications related to airline operation are available to the users and are up to
date with latest changes. To accomplish this a main library is established for M&E
organization

• Satellite library located to minimize travel times to access the information need

• Main library contains all publications related to ,maintenance, engineering and inspection
activities, while the satellite library contains the documents on hand with limited copies
of documents related to particular function served

• List of some of the possible locations of satellite libraries

CONTROL OF PUBLICATIONS

• Uncontrolled documents: are issued for general information only and are not used to
certify airworthiness

• Controlled documents: are those documents that are used to certify airworthiness of the
aircraft, engines and components. Each controlled document will contain a list of
effective pages (LEP) and a record of revisions to the document, identifying the revision
number or letter and date of that revision. LEP will also reflect the active page numbers
of the latest revision

CONTROLLED DOCUMENTS LISTING

DOCUMENT DISTRIBUTION

• Technical publications will package documents and revisions and send them to the using
organizations by the most appropriate means ( e.g. Hand carried, sent through company
mail, shipped on company airplanes, or sent by commercial courier service)

• Package will be accompanied by a letter or other form from technical publications

identifying the material being sent by document number, copy number and revision date

TECHNICAL TRAINING

• An airline is responsible for the proper training of all its personnel

• This includes flight crews, cabin crews, ground handling crews, maintenance mechanics
and technicians, inspectors, auditors, managers, computer operators and administrative
personnel

• A significant portion of their training– especially for flight crews, cabin crews and
maintenance personnel– is usually accomplished prior to hiring into the airline (formal,
 specialized training sanctioned by FAA and issuance of an FAA license for particular
specialty)

• To be eligible for a mechanics license (FAR 65.71) a person must

a) Be at least 18 years of age

b) Be able to read, write, speak and understand the English language

c) Have passed all the prescribed test within 24-month period

d) Comply with the FAR requirements that apply to the rating he or she seeks

• The A&P license signifies that the mechanics or AMT have completed the basic training
for aviation maintenance but he or she must be trained to perform maintenance and
servicing activities on the airline’s specific equipment and that training must be
documented

• This only “opens door” – basic training

a) Specific airline equipment and servicing taught and documented

b) Training currency is important

• Orientation

a) Train on airline’s specific policies, procedures, paperwork and equipment

b) Over time more training will occur

c) All must be documented with qualifications and licenses and monitored and updated as
required

TRAINING FOR AVIATION MAINTENANCE

• Formal training:

• This training is usually accomplished before the mechanic is hired

• A&P mechanics and technicians can come from FAA approved A&P schools, from
technical/trade schools with appropriate aviation curricular, or from the U.S. Military
services

• The FAA approved schools usually graduate students with appropriate

license(airframe/power plant or avionics)
• Organizational training:

• This training is developed and conducted by the airline organization itself and covers the
airline’s basic policies and procedures, paper work, and specific aviation systems and
equipment in use at the airline

• These curricular could include full courses for a particular airframe and its systems or
could involve only the differences between the airline’s equipment and that for which the
mechanics has current experience

• All training courses should address the safety and human factors issues as applicable

• Manufacturer or Vendor training:

• Airframe, engine and aircraft equipment manufactures often offer specialized training on
their products or on special activities related to their products either at their facilities or at
the airline

• The airline training organization makes all arrangements and monitors the activity

• Quality training:

• Quality assurance auditors require training in auditing procedures and techniques as well
as refresher training on regulations and airline policies; quality control inspectors need to
be trained on inspection techniques and on tool and equipment calibration

• On-the-job training (OJT)

• OJT training involves special procedures that cannot be covered completely or effectively
in classroom sessions and those that can only be accomplished by hands-on experience
on the job

• Upgrade training:

• This kind of training is required when new equipment is incorporated in the unit’s
vehicles or fleet when new procedures are implemented in the maintenance activity

• To permit mechanics to upgrade their licenses or their work status

• Refresher training:

• This training is required whenever it is noted that a mechanic or technician is “rusty” and
needs to review or re-verify certain skills

• Upgrade and refresher training are usually developed by organization and are done on an
“as necessary” basis
UNIT: 4

LINE MAINTENANCE (ON-AIRCRAFT)

• This aspect of maintenance is carried out on the apron, during turnarounds, while the
aircraft remains in its operating environment.

• Part 145 regulations define line maintenance as any maintenance tasks that can be
performed outside of a hangar, under open skies.

• Tasks related to line maintenance are relatively straightforward, and often involve routine
in-service inspections, daily check actions, trouble-shooting and rectifications.

• Usually one crew performs all

• Line Maintenance Organization

• MCC (Maintenance Control Centre) coordinates all flight line activities home & away

• Ramp & Terminal (local home base activities)

• Outstations (coordinates maintenance activities at outstations whether owned by airline or

not)

FUNCTIONS THAT CONTROL MAINTENANCE

• PP&C is the Centre of Airline Maintenance

• Inputs

• Scheduled Maintenance, Modifications/Upgrades, ADs, SBs, SL, Deferred Maintenance

• Outputs
• Directs Maintenance to MCC, Hangar, Overhaul/Shop Maintenance

• Coordinates/Communicates

• EVERYONE - ALWAYS!!

• MCC is the Centre of Line Maintenance

• Coordinates

• Scheduled Maintenance or Unscheduled Maintenance for all aircraft in service with

M&E Units & Ops

• Involved/Coordinates

• All aircraft in the flight schedule, coordinates all maintenance whether performed by
airline or outsourced

• Communicates

• EVERYONE - ALWAYS!! (PP&C – aircraft discrepancies, rescheduling of maintenance

actions & aircraft status; OPS - delays, down times cancellations)
MAINTENANCE CONTROL CENTRE RESPONSIBILITIES

• Heart of Line Maintenance

• Ensure daily checks are complete prior to first flight of the day

• Perform transit/turnaround maintenance on all transit aircraft

• Coordinate servicing of these aircraft (Food, water, waste, fuel)

• Troubleshoot maintenance problems & schedule repairs (if possible) in the allotted
turnaround time or defer maintenance

• Coordinate with material, engineering, inspection, planning & other M&E units for
resolving maintenance problems

• Coordinate with flight operations for the maintenance or deferral whenever the schedule
may be affected

• Track all aircraft during flight to determine location, maintenance requirements & status

• Coordinate maintenance at outstations with other airlines or outsourced parties

• Collect & forward logbook pages, QC write-ups, mechanical reliability reports or other
reports required by airline or FAA

MUST HAVE ADEQUATE FACILITIES

• Centrally located

• Tracking boards or displays (by aircraft type & tail no.) for flight schedules, durations,
current location of aircraft, & maintenance needs – should indicate maintenance status &
due date of next scheduled maintenance checks

• MCC should be on top of everything happening with all aircraft in service

• MCC must have sufficient communications

• Phones, handhelds, fax machines, computers

• Extensive technical library

• Most important – sufficient, qualified staff (licensed mechanics)

• Essential to the airline’s reliability program

• MCC responsible for identifying & reporting all delays & cancellations of aircraft –
investigate & resolve problems

• Repeat discrepancies ( i.e. procedure, mechanic, environmental conditions, bad parts)

LINE MAINTENANCE OPERATION—GENERAL

AIRCRAFT LOGBOOK

• Flight crew maintains logbook for each flight and flight leg

• Contains – flight crew names, flight number, route, & flight times (arrival & departure –
total flight hours & cycles)

• Section for crew to annotate discrepancies during flight

• Section for deferred maintenance (date repair to be accomplished per the MEL)

• Crew aware of current status of aircraft

• Collected at end of each flight day & those at outstations will fax to MCC

• Information will be entered into computer for use by M&E, QA, QC, & reliability for
various actions & future reference

• Logbook will be returned to aircraft - ready for next day’s flights

RAMP & TERMINAL OPERATIONS

• Transitioning of aircraft is a short, fast paced coordinated maintenance action

• Flight handling, servicing, & maintenance chores must be accomplished

• Flight handling
 • Move aircraft, passengers, baggage, cargo off and onto the aircraft

• Park aircraft, position stairs or gateway ramp, & opening doors

• Maintenance, ground handling crews, flight & cabin crews, terminal personnel, & the
FAA tower personnel

• Baggage & cargo equipment & crews are next wave

• Servicing

• Refuelling, adding potable water, & all food & beverages for next flight as well as
removing trash & waste

• Maintenance

• Checked logbooks, discuss with crew any problems, verify gripes, troubleshoot & repair
or defer maintenance

• Advance warning – maintenance can meet crew with solution

• Maintenance completed or deferred will be noted in logbook

• All deferred maintenance must be handled in accordance with the MEL and the pilot has
FINAL say

• If deferment is NOT allowed MCC must coordinate with Ops about delay or cancellation
of the flight

• Those at outstations must coordinate with MCC

OTHER LINE MAINTENANCE ACTIVITIES

• Daily & 48 hr checks outlined in the Ops Specs

• Transit Checks

• Any down time between flights (wide gaps, days to nights)

• Deferred maintenance, ‘A’ checks, special inspections, simple modifications/upgrades

• Tasks that require panel removals, components, may be relegated to hangar or shop
maintenance
LINE STATION ACTIVITIES

• Line station/outstation

• Same activities but limited personnel & skills, availability of parts & supplies, limited
facilities (stands, hangar space, GSE)

• More chance for deferred maintenance

• Communication crucial with home MCC

 • To provide or arrange for parts, supplies, or maintenance personnel

• Outsource or other airline service

• May ferry to another location for service

• Pilot may have authority to contract maintenance

MAINTENANCE CREW SKILL REQUIREMENTS

• Hangar & overhaul shops employ specialists

• Line Maintenance must be well verse in all aspects of the aircraft

• Often different aircraft & wide range of problems

• Verse in FAA rules & regulations & airline’s policies & procedures

• Know what specialists apply

• Administrative skills for logbooks & plethora of reports

• Multiple crews may be needed to accomplish task (day & night)

ONE OF THE MOST IMPORTANT ACTIVITIES

• Morning Meetings

• One of the most important activities

• Addresses current maintenance status:

• Day’s flight schedule

• Maintenance status of each aircraft in service

• Specific needs of maintenance (parts, supplies, personnel, GSE etc..)

• Significant problems or changes which may affect day’s flight & work schedules

• Hangar or facility issues

• Line station or outsourcing issues

• Purpose: Keep all involved abreast of everything that in the maintenance area & address
any problems that may arise
HANGAR MAINTENANCE (ON AIRCRAFT)

• Hangar Maintenance refers to that done when aircraft is out of service

a) Scheduled checks above “A” (i.e. C, D etc.)

b) Fleet campaigns

c) Modifications to aircraft or systems by SB, AD, or EO

d) Special inspections required by airline, FAA, or operational conditions

e) Painting of aircraft

f) Aircraft interior modifications

• PP&C schedules the activities & coordinates with Ops & maintenance activities, materiel
etc..

• Hangar shops, supply points, parts storage, aircraft parking (esp. type/model/series), tools
& GSE

• Hangar space adequate, & hangar maintenance must be planned, scheduled, & controlled
to ensure work is completed on time

ORGANIZATION OF HANGAR MAINTENANCE

• Hangar Maintenance is a position under director of aircraft maintenance

• Aircraft maintenance
 • Responsible for all hangar maintenance activities

• Controls flow of aircraft into & out of check, maintenance crews, coordinates with
overhaul & support shops, materiel, PP&C, flight line maintenance & OPS regarding
aircraft in hangar, GSE and facilities

• All GSE required, & hangar facilities & flight line maintenance

• Support Shops

• Welding shops, avionics, engine, mechanical, upholstery, seats & interior

PROBLEM AREAS IN HANGAR MAINTENANCE

• Non-routine Items

• Routine Maintenance has a fixed amount of time & are listed in the Maintenance
Planning Document (MPD)

• ASSUMES all will go well with no delay or maintenance induced problems etc..

• Non-routine (unscheduled) requires best “guess-timate” & need to keep PP&C in the loop

• The time will be noted for future performance of “like” non-routine tasks..important for
planning purposes

• Parts Availability

• Must have a parts staging area & plan ahead for the “out-of-service” maintenance

• Parts ordering, pick up & delivery needs to be efficient to minimize down time of
maintenance crews…

• Parts Robbing (cannibalization)

• Necessary evil in maintenance

• Mission oriented – must always deliver airworthy vehicles to Operations to meet the
flight schedule

• Rules to consider:

• Cannibalization should be discouraged unless necessary

• Parts must be ordered even if part is available on another aircraft

• Only be performed with consent of management and approval of director of maintenance

responsible for both aircraft

• Always try to reduce the redundancy of labour

MAINTENANCE SUPPORT SHOPS

• These support shops don’t require FAA licenses

• refurbish or repair aircraft panels

• Fabrics & interior shops

• Aircraft seat shops

• Work is NOT directly part of the scheduled maintenance although an intricate part

• May be required by work card, SB, AD, or EO

GROUND SUPPORT EQUIPMENT (GSE)

• “that equipment that is required to support the operation & maintenance of the aircraft &
all its airborne equipment”

• Two basic categories:

• Equipment to support servicing & handling of operational aircraft while engaged

in flight turnaround & ground movement activities

• Equipment used to facilitate maintenance at turnaround, scheduled or unscheduled

downtime

• Must procure GSE & tooling appropriate for new type/model/series – 9 – 12 months prior

• Acquire type & level of maintenance to be performed, no. of multiple units

• GSE personnel is responsible for general maintenance & upkeep of GSE (PMs, MRCs,
licensing etc.)
GROUND SUPPORT EQUIPMENT CATEGORIES

HANGER MAINTENANCE ACTIVITY– A TYPICAL “C” CHECK

• Five stages of the a typical “C” check

1. Preparation

2. Preliminary activities

3. Conduct of the check

4. Completion and sign-off

5. Return to service

 Preparation for “C” check:

 Hanger maintenance organization must prepare for receipt of the aircraft and for the
logistics and management of the check
 The hanger is cleaned, space is cleared for aircraft, stands, scaffolding..... are brought into
hanger
 The parts storage area is stocked with parts and supplies
 In dock area ( administration and management) contains all routine task cards required
for the maintenance program

 Preliminary “C” check activities:

 Wash the aircraft

 Towing the aircraft to hanger

  Panels and cowlings are opened and visual inspections are conducted

 The stands and scaffolding are placed around the aircraft to allow access to work areas
during the check

 Ground power, pneumatic or hydraulic carts, special tool and test equipment are placed
for the scheduled tasks

 Conduction of the “C” check:

 Mechanics are assigned to tasks according to PP&C

 Work to be done in any given area by more than one work centre is scheduled in
sequence to avoid congestion and to minimize opening and closing of panels, cowling ....

 Non-routine work will be written on non-routine cards and worked or scheduled for work
for later time

 Request for additional parts or supplies not in original plan, or not yet delivered to work
site, will be relayed to material by the dock staff

 QC inspectors will re-inspect any items previously rejected and approve the work

 Completion and sign-off of the “C” check

 Senior QC inspector will review every work card for mechanic’s signatures or initials as
required indicating accomplishment and completion of the task and for QC stamps for
any work where QC inspection is required

 When all the work cards have been completed, signed off and accepted, QC signs off the
checks as complete and releases the aircraft out to check, ready to service

 Return to service:

 MCC and Flight operations are notified with the availability of the aircraft

 Aircraft is then towed from the hanger to ramp

 Ground crews service the vehicles (fuel, food...) and cabin crews ready the aircraft for
passengers

MAINTENANCE OVERHAUL SHOPS (OFF-AIRCRAFT)

• Responsible for the overall management & administration of maintenance for those
components & equipment that are removed from the aircraft for maintenance

• Usually removed and replaced with item from supply

 • Item is removed, documented with discrepancy, and forwarded to appropriate
maintenance shop (in-house or outsourced)

• After repair is placed back in supply stores

• Rarely may down aircraft until repaired & returned

TYPES OF SHOPS

• Support Shops

• Welding, sheet metal, composite material, aircraft interiors….part of hanger maintenance

organization

• Overhaul Shops

• Involves specialized equipment of the aircraft

• Equipment is removed during line or hangar maintenance

• Engine shops, Avionics, Mechanical Shops, outsourcing maintenance work

• Engine Shops

• Largest in the sense of space

• Bench work, administrative, & Engine Build Up (EBU)

• EBU (Engine Build-Up)

• Ability to drop, repair & replace – reduces out of service time – TIME = $$$

• Specific components needs for engine location (right, left, or centre)

• Requires specialized GSE and tools – engine stand, hoists, tow tractors etc..

• Hush house – engine run-up area

• Avionics Includes electrical & electronic systems

• Wiring, generators, power distribution, flight control computers

• May have separate battery shop

• Communication/Navigation/radar/instruments

• Glass cockpit systems – HUD (Heads Up Display), LCD panels, CRT instruments

• Fibre optics

• Computer systems
 • Mechanical Shops Includes: Hydraulics systems & components

• Pneumatics systems & components

• Oxygen systems

• Flight control systems (airframes)Tire, Wheel, & Brake shop

• Repair, assembly & disassembly of aircraft wheels

• Repair, servicing, & re-treading of tires

• Adjustment & replacement of aircraft brakes

• Outsourcing of Shop Maintenance Work

• Some or all of the shop maintenance can be outsourced

• Director must coordinate these activities into the maintenance plan

• Quality Assurance will identify & ensure the standards these contractors must abide

• Maintenance agreement with manufacturer may require the outsourcing

OPERATION OF OVERHAUL SHOPS

• The pace may be slower than line or hangar maintenance but the MTTR – (Mean Time to
Repair) is very important

• Spare parts are purchased based on fleet failure rate & time to repair

• Remove item from aircraft

• Turn item into materiel for replacement

• Route unit to the repair facility (in-house or outsourced)

• Return serviceable unit to stores for reissue

Shop Data Collection

• Many data collection tasks occur within maintenance

• Overhaul shops are important source

• Line & hangar reports focus on systems & components

• Shop data focuses on internal components of the equipment & subsystems

• Identifies the servicing, repair, & overhaul actions taken – as well as the parts, supplies &
time
• Components are tracked for reliability – failure rates (unnecessary high) – may require
corrective action from engineers, manufacturers, airlines etc..
Unit: 5

WHAT IS QUALITY?

• Quality refers to how good something is compared to other similar things. In other
words, its degree of excellence.

• The ISO 8402-1986 standard defines quality as: “The totality of features and
characteristics of a product or service that bears its ability to satisfy stated or implied
needs.”

• Quality assurance or QA

• QA is a program for the systematic monitoring of all aspects of production, a project, or a

service. The aim is to make sure that the producer and what the producer makes meet the
required standards.

INTRODUCTION TO QUALITY ASSURANCE (QA)

• Airline must generate/establish maintenance and inspections programs to keep aircraft in

an airworthy condition

• Referred to as the CAMP (Continuous Airworthiness Maintenance Program)

• FAR (Continuing Analysis and Surveillance) provides an additional requirement

• Although airline must have an FAA approved maintenance and inspection program:

• They must monitor these programs to determine effectiveness and implement corrective
actions when not effective

• The requirement is for work performed by themselves and any work performed by third-
party organizations (including other airlines)

FUNCTIONS OF QUALITY ASSURANCE

• Administration and Management of QA and CASS activities

• Conducts QA audits of all M&E organizations

• Maintenance of Technical Records

• Liaison with the regulatory authority for all M&E functions

Quality Audits

• In support of the FAR 121.373 requirements (i.e., CASS), a quality audit will be
performed on each and every unit within the M&E organization
 • Audits should be detailed, fact-finding designed to look at all aspects, determine
discrepancies and establish a corrective action with a finite time for correction of each
discrepancy

• Must review administrative and supervisory aspects of the operation as well as the
performance of the work

• Work performance will look at

• Adequacy of tools, test equipment, and facilities

• Competency of assigned personnel (licenses, training, skills, and skill levels, etc)

• Shop and office orderliness

• Use and handling of tools, parts, supplies, and paperwork

LIST OF AIRLINE ACTIVITIES THAT ARE AUDITED

1. Processes and procedures related to line, hangar, and shop maintenance

2. Processes and procedures related to material

3. Processes and procedures related to engineering

4. Processes and procedures related to training of maintenance and inspection personnel

• Purpose is to review current operations and ensure deficiencies are corrected – Spot
checks or surprise audits could be warranted

• Certain audits may span two or more organizations or activities within M&E

• Each organization involved could be audited for their part within the larger process,
procedure, or function without a full audit of their organization. These include:

• Ramp Operations

• Airplane Tire pressures

• Shop records

• Required Inspection Items (RIIs)

• AD & SB compliance

• Major repairs & alterations

• Safety equipment

• Safety training
 • Accident/incident reporting

• Fire protection/prevention

• Hazardous materials handling

ISO 9000 QUALITY STANDARD

• Establishes the requirement for a quality system in organizations performing design

and/or manufacturing or providing technical services

• ISO 9001: For facilities that design/develop, produce, install, and service products or
services to customers who specify how the product or service is to perform

• ISO 9002: For facilities that provide goods or services to the customer’s design
specifications

• ISO 9003: For those doing final inspection and testing

QUALITY CONTROL

• Quality control or QC

• QC is a system in manufacturing of maintaining standards. Here, the focus is on the

finished product, i.e., making sure it is defect-free and meets specifications and standards.

INTRODUCTION: THE INSPECTION FUNCTION OF AN AIRLINE CONSISTS IN

PART

• Inspections during routine maintenance

• General visual, checking and rechecking of own work, and “second pair of eyes”

• Conditional Inspection: Bird strikes, hard landings, lightning strikes, flights through
heavy turbulence, dragging of wing tips or engine pods

• Non-destructive test and inspections (NDT/NDI)

VISUAL INSPECTION
NDT INSPECTION

QUALITY CONTROL ORGANIZATION

• Full-time and Part-time Inspectors

• “Dedicated Inspectors”: Work for QC or QA not work centre

• “Delegated Inspectors”: Work centre specific only

• Four Functions: Aircraft, shop, materiel, and testing and calibration

• Hangar or on line; support and overhaul; incoming and outgoing components; NDT/NDI
and test equipment and special tools (i.e. torque wrenches)–valid calibration stickers–
show last date calibration and next due date
QC INSPECTOR QUALIFICATIONS

• Valid mechanic’s license, 2 years experience

• Formal training on systems and equipment to be inspected

• Knowledge of airline and regulatory rules and procedures

• QC inspector course

• Duties and responsibilities in inspection procedures and techniques

• Corrosion – detection and control

• Non-destructive test and inspection if required for duties

MAINTENANCE SAFETY

• Code of Federal Regulations, Title 29, Part 1910 deals with Industrial Safety (29 CFR
1910) and is part of US Govt regulations for the Department of Labour

• OSHA (Occupational Safety and Health Administration) is responsible for enforcing

• Aviation industry is to tailor the requirements of the 29 CFR 1910 to aviation matters and
materials

GENERAL SAFETY RULES

• Smoking Regulations “No Smoking Areas”

• Inside aircraft at any time

• Within 50 ft of aircraft parked on the ramp

• Within 50 ft of any refueling activities or refueling equipment

• Within 50 ft of oil, solvent, or paint storage areas

• Inside hangars (except in offices, washrooms, and other designated for smoking)

• Any location of the airport designated as No Smoking

• Refrain from smoking after a spill and smoking materials only extinguished in approved
fireproof containers / ashtrays
NO SMOKING AREAS

• Fire Prevention Electrostatic discharge (ESD)

• Properly ground aircraft

• Proper storage of rags and paper –(approved NFPA (National Fire Protection
Association) containers)

• Proper storage of volatile cleaning fluids, oils, paints with adequate ventilation

• Welding activities (proper procedures, arrange for standby fire fighters, and equipment)

• Hangar Deluge Systems

• Hangars must be equipped with sufficient fire suppression equipment to protect personnel
and equipment

• Fire extinguishers appropriate positioned around aircraft, hangar and work spaces to
include type CO2 and foam

• Hangar may have deluge system – automatically triggered or manually operated

• Fall Prevention and Protection

• Refers to work surfaces, scaffolding, and other high places in buildings

• Must be identified and have equipment and procedures to protect anyone working in
these areas

• Aircraft areas not safe to walk should be marked “NO STEP”

FIRE SUPPRESSION EQUIPMENT

PREVENTING FALL FROM HEIGHT

ACCIDENT AND INJURY REPORTING

• Personnel injury, damage to facilities and/or equipment must be reported to safety

manager

• Initial report must be made immediately

• Within 24 hrs supervisor must submit complete report

• Safety Office will create a log of all accident/incident activities

• This will include time and cost data relative to the accident/incident

RELIABILITY

• Reliability can be defined as “ the probability that an item will perform a required
function under specified conditions without failure, for a specified amount of time”

• Reliability can be thought of as dependability or stability

• A system or component is “reliable” if it can be counted upon to perform in a dependable

manner

• There are two main approaches to the concept of reliability in the aviation industry

• First approach is to look at the overall airline reliability. This is measured essentially by
dispatch reliability; i.e, by how often the airline achieves an on-time departure of its
scheduled flights. Airlines using this approach track delays.

• Second approach (primary approach) is to consider reliability as a program specified

designed to address the problems of maintenance (whether/not they cause delays)–
provide analysis of and corrective actions for those items to improve the overall
reliability of equipment. This contributes to the dispatch reliability as well as to the
overall operation.

TYPES OF RELIABILITY

• Statistical reliability

• Historical reliability

• Event-oriented reliability

• Dispatch reliability