9Th Annual Airline Line Maintenance Conference

Summary of Papers Presented at the 9th Annual Airline Line Maintenance Conference

6th - 7th February 2008

Radisson SAS Béke Hotel, Budapest, Hungary

Chairman’s Opening Remarks by Lee Gossett, Director of Line Maintenance,

Delta Tech Ops, GA, USA

The Chairman welcomed he 57 delegates to Budapest. He went on to indicate that the major impact on both equipment and on maintenance systems was that of Information Technology and hoped that this would be brought out during the conference. Unfortunately, 3 speakers had dropped out at short notice; hence the conference was shorted to 15 papers. These were then delivered as follows, with a short précis in front of each paper in italics (NB: no digital copies were available at the conference, but it is hoped to obtain most of them in the near future):

1 -A Global Review of Aircraft Movements

Tulinda Larsen, Managing Director, Analytical Services,

OAG BACK Aviation Solutions, DC, USA

Where do the movements of the world’s airline fleet take place? Which aircraft types are responsible for these movements? Which are the fastest-growing hubs and the fastest-growing city pairs? What is likely to be the picture in 5 and 10 years time, as older aircraft are

retired and new aircraft enter the fleet?

This was a comprehensive economic survey of the global civil aviation aircraft market, from a partner company of the people who publish the famous “OAG Airline Guide”, which now exists as a data base. The paper contained a large amount of information, which can only be briefly summarised as follows:

-Airline margins tend to dip before economic turndown and lag its eventual recovery.

-Currently a marked slow down of Western (+Japan) economies, balanced by growth of China/India/Russia/Brazil.

-Industry divides into 5 separate groups for analysis:

Flag Carriers/Low Cost/Regional & Commuter/Charters/Cargo

-Global aviation market had recovered from 9/11 by 2006 and continues to grow.

-Africa and Middle East are fastest growing, then Asia, then Europe.

-North America still has biggest fleet (14,000 a/c), flowed by Europe then Asia.

-Asia has biggest order book with 2500 a/c, followed by North America with 2000 & Europe with 1700.

-Scheduled Airlines still operate the majority of North America’s fleet of 14,000 a/c, but AAA, Delta & NWA all have ageing fleets (circa 15 years old on average) which poses a replacement dilemma – replace now or wait for next generation?

-The European market is influenced by the politics of the environment and open skies policy may influence future selection. High-speed rail has already had a big influence.

-The global freight fleet has an average age of circa 27 years. Currently, there is a big demand for B 757’s and B 737 conversions are already happening. A320 conversions will probably happen around 2010.

-Overall, the global economy has slowed, but the new emergent economies should balance this out.

2 - Base & Line Maintenance Mutual DependenceAtil Vardar, Line Maintenance Coordinator, Turkish Airlines Technic, Turkey

Much of what is base maintenance can become an issue for line maintenance. Equally some line maintenance problems eventually become problems which base maintenance must resolve. The importance of communications between the two departments in terms of sharing information and deciding what will be done by whom, when is critical to success. The tendency is for more A checks and defect rectification to be accomplished at line stations.

The business supports the airlines fleet of 103 a/c, which represents 85% of its work-load, the rest coming from sub-contract. Their work scope covers Engines, APU’s, Landing Gear and around 3000 LRU’s.

Their formula for success was to recognise that Line and Base Maintenance were mutually dependant customers of each other. They share facilities and resources and transfer tasks to each other. For example, man-power is transferred from Base to Line in summer, to support increased flight frequency. Also, trouble-shooting specialists from Line, can be called in to assist Base as required. Base will cannibalise long-stay a/c to acquire emergency parts for Line.

It was emphasised that planning is the crucial activity, which must be at the core of such an over-lapping Line and Base Maintenance System. This must comprehensively cover monitoring, work-load calculation, scheduling & hanger space, material availability and defect rectification. Priorities are established and changed at daily Line Meetings and weekly Base Meetings.

A Mutual Dependence Improvement Programme is operated, which includes Duty Chief training and rotation, tech problem networking system, and group e-mail communications.

Management is achieved via 5 performance monitors, 4 of which currently exceed their targets. Key problem areas are addressed by the formation of action teams and MEL’s are monitored twice daily.

3 - Line Maintenance & ETOPS Requirements, Lee Gossett, Director of Line Maintenance, Delta Tech Ops, GA, USA

ETOPS specifies very high standards of engine and system reliability which will require the replacement of certain defective components and the rectification of certain defects for ETOPS approvals to remain in force. How should this best be managed? The dependence of

technical and logistics support. ETOPS rules as they apply to different durations of twin engine flight.

This business supports some 450 a/c, some of which are on ETOP’s operations. It has recovered from bankruptcy and is now on the verge of a merger with another major operator.

technical and logistics support. ETOPS rules as they apply to different durations of twin engine flight.

Culture is crucial to any organisation and includes: people, tools, resources and leadership.

A successful ETOP’s operation must be embedded within the existing culture. Strong management is essential to back the principles of operating to ETOP’s principles – you must take that hit and learn to live with it!

Planning It is essential that maintenance planning should be done with long-term success in mind, without cutting any corners for short term gain. Listen to the a/c – it will tell you what it needs. Programme according to a/c age and allow the fleet to age gracefully. Plan for life-cycle – on-condition repairs have proved costly in the long term.

Training is just the beginning – test for lessons learned and integrate them. Avoid “tick in the box” philosophy – get real and work with your mechanics.

Reliability Programmes Monitor from day 1, evaluates failures, identify repeaters, measure performance.

Paperwork. Design for success by hi-lighting critical tasks sp that they scream out to be noticed. Let your documentation work for you, rather than becoming a burden.

People are what make the difference – empower them, listen to them, invest in their growth and development.

This long term investment is now starting to pay-off, as ETOP’s on-time departures begin to improve, although still short of target.

4 - Technical Support for Line Maintenance, Rudi Preudhomme, Sales Manager, Line Maintenance, Sabena Technics, Belgium

Where the obtaining of technical support for line maintenance was in the past limited to radio and telex communications, the internet and the setting up of numerous specialist help centres now makes technical support much more comprehensive and convenient. Technical support can therefore come from line control, airline engineering, MRO support and OEM support,

depending upon management and contract arrangements. Equally, airlines can create their own expert systems to assist with trouble shooting. What is available and what is best?

The evolution from “man alone”, through hard-copy manuals, micro-fiche, workshop computers and then finally, to the internet, was demonstrated. The mechanics and engineers are now connected to the world in real-time!

There are many maintenance computer systems in existence, all trying to rapidly solve similar problems. Most incorporate the following attributes:

Use data from a/c
Use data from manuals
Use data from logistics
Are open to flight operations
Alert engineers and assist with trouble-shooting
Help reduce inventory

SABENA opted for one integrated system which included: Tech Planning; Engineering; Workshop; Logistics; Flight Data and Accounting. They found a company to write this system, but clearly specified that, as well as supporting all the other listed functions, it must support Engineering decision making.

5 - Aircraft Technology, Line Maintenance & Defect Rectification

Alun Thomas, Line Maintenance Manager, Emirates, UAE

Airliners entering service today have on-board maintenance computers and self-diagnostic systems. These are very different to the aircraft of yesteryear which depended upon the experience of line maintenance engineers and the use of trouble shooting charts. To what extent can these disparate approaches towards defect rectification co-exist? How should airlines deal with self-diagnostics which do not fix the problem? This excellent paper addressed some real life situations.

The complexity of future operations is such that they will be totally dependant upon technology. Failure detection is now done by central monitoring systems, via CMS, including classification and prioritisation.

Old System Advantages:

Were open to expert interpretation
Easier to maintain
Fault tolerant

Old System Disadvantages:

Crew expert interpretation was open to human error
Indication systems were sometimes unreadable

New System Advantages:

Very precise & accurate
Real time occurrence
Can merge data with crew report
Reduces crew work-load

New System Disadvantages:

Rarely goes wrong, hence inducing sense of over reliance
Can give information overload, hard on older generation.

Modern IT Systems are fantastically efficient, facilitating instantaneous reporting, rapid decision making and immediate planning. Emirates perceive great advantages are being gained – for example, replacement parts available and awaiting arrival of incoming a/c, to fix problems which the crew were not even aware of! Also, in-depth defect analysis capability exists and fault interrogation can be performed from the flight deck without the need to remove panels.

The old systems were reliant upon specialist trades and local knowledge. The new systems strictly follow fault codes and procedures, taking advantage of rapid communication. However, in the unlikely and rare event that the new system does not provide a fix, it is essential to go back to basics! In such cases, it is important to establish whether or not the computer is understating the problem, as shown in the following two examples:

“No-Feedback” can mean a wiring disconnect, which could equate to a potential fire risk.
“Inability to Fuel” message with no faults shown on the CMC proved frustrating. It transpired that a faulty pin on a landing gear lever caused the CMC to think that the gear was up – hence re-fuelling was forbidden. Fix was to insert ALPHA CALL-OUTS, so that cross referencing to other systems was automatic.

Evolution has increased complexity, giving increased scope for failure. Can we even predict every failure in complex systems? Emirates recommend making use of the manufacturer’s expertise and ensure that they get service feedback. Operators have the local and environmental knowledge. It is essential to team the two capabilities in this new era. Defect free a/c remains the objective, but we must merge the very best of old and new to get there!

6 - Savings Through the New Concept of Main Log – A Case Study of an AOG

Johan Meganck, Commercial Director, Stella Aviation Technics, The Netherlands

Putting the logistics and maintenance processes together leads to important savings. Less concerns occur when combining, in the right way, parts and material storage and management; transportation and shipment; and delivery of parts and material to the aircraft. This also ensures that qualified personnel are available at the aircraft when needed and that the correct information is available at the right time.

This paper was basically a sales pitch for Stella Aviation (Netherlands) “Mainlog” Logistic Support System. This combines the provision of Parts plus Licensed Engineers plus Logistics, to totally service AOG demands.

7 - Logistics & Line Maintenance

Doug Brouse, CEO, Mxi Technologies Ltd, Canada

It is not always easy to ensure that the correct personnel, rotables, consumables, expendables, tools and work instructions arrive at the right time at the right line station for the right aircraft. With more defect rectification and scheduled maintenance being performed at line stations the

requirements in this regard are becoming more demanding. How can this best be managed?

This company specialises in writing Maintenance Management Software Programmes. They showed how the early systems of the 1980’s had grown like topsy, to be replaced by commercial, off the shelf solutions during the 1990’s. The aftermath of 9/11 was a period of cost cutting which drove many software companies out of business. The few remaining ones typically now offer systems which are integrated, web-based and intelligent. Current systems also demand greater flexibility to cope with a mix of in-house, outsource and supplier base.

Typically, airlines are not integrated, which makes the implementation of a modern system difficult. This needs integrated teams working around a single, common data base. Also, Integration requires a “component-centric” approach, whereby each individual part carries all its own data and history, which always travel with it. This data can then be shared by all the functions within an airline, including third-party suppliers.

Web-based systems have no geographical or business boundaries and significantly reduce IT costs. Modern systems have built-in intelligence which permits process automation. Examples of this would be;

Parts usage and re-ordering, parts allocation.
Automated line planning – system does the boring routine, freeing humans to deal with the exceptions.
Automated role-based work. Flow or resource allocation.

Predicated that even more future technologies will include:

Wireless delivery, enabling use of potable devices.
Electronic signature to FAA spec. – prose use of dedicated smart card.

Benefits to-date of modern, integrated systems:

10% inventory reduction
20% increase in labour effectiveness
7% increase in a/c availability

8 - Management of Human Error in Maintenance Environment

Jorge Leite, Director of Quality, TAP Maintenance & Engineering, Portugal

Why there is a need for managing Human Error in MRO organisations? What are the regulatory requirements on Safety Management Systems (SMS) in MRO organisations? How shall the existing Human Factors programs be integrated on SMS? What are the basic steps for SMS implementation? What benefits should you expect to collect from SMS in your MRO?

This was an excellent paper which addressed how airlines could face up to the new ICAO Safety Management System (SMS) requirement (mandated by 1st January, 2009), by largely integrating sub-systems which hey already had, whilst encouraging a total safety culture throughout their businesses. In fact, it proposed that safety should be everyone’s business, throughout the entire industry and that we should all think in terms of “Safety” rather than “Quality”, making it the main driver of competitiveness.

In the MRO environment, safety is compromised by: non-quality; human error; incidents and accidents. Although maintenance is only the primary cause in 3% of all accidents, it tends to cause the really bad ones and is thus directly responsible for a much higher percentage of fatalities. Also, if the current accident rate, good as it is, remains unchanged, then we can expect 40% more accidents in absolute terms between 2006 and 2015, simply due to fleet growth. It is also estimated that maintenance error costs the industry > $100 million per annum. It is therefore crucial that we as an industry address this and the mandating of SMS provides an excellent opportunity to do this.

The FAA proposes a fundamental change of philosophy, such that we take a pro-active stance, by adopting a prognostic approach to problems, rather than the retrospective diagnostic approach of the past.

It was postulated that SMS is simply a means to put in place management ownership and responsibility for safety, within the company culture. Unless this fundamental is established up-front, it cannot be effective. It sets out by clearly recognising that humans will inevitably make mistakes and imposes robust systems and processes, backed from the very top of the organisation, to manage this. These can often be achieved by integrating some sub-systems and tools which are already in use.

However, it is not easy, as safety culture must be developed, it cannot be purchased or out-sourced. It starts with board commitment and then relies upon good data and communications. SMS should be an evolution not a revolution. Management must lead by example and demonstrate its commitment. Risk assessment tools are a key feature of effective SMS and have now expanded from 3x3 to 5x5 matrices. IOSA audits may be a good basis from which to set up SMS.

The benefits of SMS are: survivability; quality improvement; efficiency improvement. CAA-UK and Transport of Canada are by far the most advanced regulatory authorities with respect to SMS. EASA has, somewhat belatedly, recognised that it must publish guideline material on SMS.

9 - IATA SGHA Version 2008 for Line Maintenance Contracting

Soren Ejsenhardt, Head of International Line Maintenance, Swiss International Airlines, Switzerland

The difference between the 1998 and 2008 version. Why use the 2008 version when the 2004 version was not recommended for Line Maintenance Contracting? The complicity of contracting. Where to get the Standard Line Maintenance Contract.