Ethiopian Planners Production Planning Process PDF

PL I for Production Planners Definition MOE 2:28 Definition  Production planning Process...

PL I for Production Planners Definition MOE 2:28 Definition  Production planning Process In put out put process ning Plan Mai A/C nt. Maintenance Event Maintenance Hangar Maintenance Postmortem Pre-preparation Event Preparation Execution Work Scope/ or work package uctio Prod ning Plan n Maintenance pre Maintenance hangar Induction to Proj. After Proj. Resource event preparation event preparation completion completion and facility >15 days 15 days- Induction Maintenance Maintenance Maint Hang ar post mortem. execution Serviceable a/c & Records MOE 2:28 Definition  Production planning Process In put out put process 2.28.1 analysis of the work order to ensure the requested maintenance remains within the approved scope of approval ning Plan Mai A/C nt. 2.28.1.1 Responsibilities for Decision Making Process Work Scope/ or 2.28.1.2 Assessment of the intended scope of work (initial/change of approval) work package 2.28.1.3 Example of maintenance activity considered to be base maintenance uctio Prod ning Plan 2.28.2 verification of the maintenance work package provided by the customer n 2.28.3 control of the availability and update of maintenance documents Resource Note: and facility Ideal stream lined process between production planning, maintenance planning Maint Hang ar. and hangar maintenance Serviceable a/c & Records MOE 2:28 Definition 2.28.4 procedures for establishing all necessary resources are available before commencement of work 2.28.5 procedures for outsourcing contractors as necessary 2.28.6 procedures for organizing maintenance personnel and providing all necessary support during maintenance 2.28.7 consideration of human performance limitations 2.28.8 planning of critical maintenance tasks Familiarization on Man-Hour Planning process per MOE 2.22 Definitio n  2.22.1 MAINTENANCE MAN-HOUR PLAN  one month and a one-year maintenance man–hour plan  sufficient staff to plan, perform, supervise, inspect and quality monitor  availability of the manpower  particular attention to same person is acting with different roles during a particular maintenance check  Man-hour planning system shall clearly indicate the level of mechanics/technicians  2.22.2 MANAGEMENT SYSTEM OF PLANNING VERSUS TIME AVAILABLE  The quality monitoring compliance function man- hours should be sufficient to meet the requirement  One-month man-hour plan is always from the first to the last day of the month  One-year plan is always from July 1st of the current year to June 30 of the next year and it is prepared before June 15 of the current year Familiarization on Man-Hour Planning process per MOE 2.22 Definition 2.22.3. TYPE OF FACTORS TAKEN INTO ACCOUNT IN THE PLANNING (a) The total available head count in Aircraft Maintenance (base and line) and Work Shops scheduled maintenance is based on the following factors:  Human Performance Limitations  Complexity of Work  Vacation  Training  Hand Wash  Break Time (b) When maintenance man-hour plan is prepared in Ethiopian, the above factors are taken into consideration. (c) Human performance is usually affected by the working conditions, facilities, weather, and type of shifts. 2.22.4. PLANNING REVISION PROCESS  permanently employed to ensure Ethiopian Airlines Group/Ethiopian MRO stability  All the one-month maintenance man-hour plans if a need arises, shall be reviewed and updated as necessary by the respective sections  all the one-year maintenance man-hour plans shall be reviewed at least every 3 months and updated as necessary Familiarization on Man-Hour Planning process per MOE 2.22 Definiti on 2.22.5. NOTIFICATION TO THE ACCOUNTABLE MANAGER OF DEVIATIOBETWEEN THE WORK LOAD AND THE MAN HOUR AVAILABILITY  The Accountable Manager and the Manager MRO Quality Assurance & Safety shall be notified of all variations of 25% between the workload and the available man-hour over a period of one month 2.22.6. TYPE OF PLANNING (MAN HOURS AVAILABILITY VERSUS WORK LOAD)  ensure the availability of technicians by specialties/levels of privileges, of coordinators and Support Staff B1/B2 is adequate for the scheduled maintenance work  The sections responsible for the planning shall also ensure that the staff required to perform the quality control functions are adequately available per day and per shift Familiarization on Man-Hour Planning process per MOE 2.22 Definition 2.22.7. HANGAR VISIT PLAN VERSUS MAN-HOUR PLAN  In the case of aircraft base maintenance, the maintenance man hour should relate to the aircraft hangar visit plan  For base maintenance of aircraft, the planning of man-hours shall be related to the planning of hangar space to carry out planned base maintenance 2.22.8. ORGANIZATION OF SHIFTS  EAG/Ethiopian MRO is organized with sufficient manpower in an overlapping 3 shift basis, and staggered day-off schedule TPM 9.7.2 A/C MMAINTENANCE HANGAR PRE-EVENT PREPARATION Definition  Maintenix  A/C maintenance pre-event preparation requirement as per TPM 9.7.2 0  Gant chart  Pre-event  Tool Planning, Material Planning, Man-hour Planning A-check 5 teams  L/W, LMG, LE  Request for section representative  R/W, RMG,RE  FUS,CG,EMP,STB,APU  Establish project team member  CBN,FD  STR  Prepare work flow chart C-check 6 team  LW/LE  Prepare man-hour plan  RW/RE  FUS/CG/LG  Call input meeting for the work package  EMP/STB/APU  CBN,CKP,APC  Confirm work flow chart  STR Crew planner Definition  Man-hour  Schedule maintenance requirements from maintenance  Man-power  Non-routine planning (45days for C-check and 30days for A-check ) factor  Prepare one month man-hour plan as per one month maintenance forecast  Determine the total required man-hour for each skill by adding the scheduled man-hour with forecasted non-routine man-hour  Note: non routine factor is a function of age of aircraft Con.t Definition  Man-hour  Total required man-hour forecasted non-routine man-hour  Man-power  Forecasted non-routine man-hour total scheduled man-hour  Non-routine factor  Determine the minimum required man power for each skill Con.t Definition  TAT is given by maintenance planning  7.15 hour is assumed the total productive man-hour at each shift by each skill from 8 hours block time (considering 2*0.15 minutes tea break, 0.15 minutes to change overall  Prepared detail man-hour plan in coordination with assigned project mgr. and production plan for each skill on three rotating shift basis  Provide the man-hour plan and required number of manpower for each skill to the project manger in order to correctly distribute required mnt. personnel including support staff Con.t Definition  Participate in the input meeting and advise respective production planner and project mgr. for man-hour plan and man-power requirement and discuss if any to over come man-power shortages  Review planned man-hour Vs actual available man-hour and ensure the variance is not greater than 25%  Notify the accountable mgr. and quality assurance for any variance greater than 25% between work load and available man-hour Production planning Definition  Request for section representative via email to managers specialties While preparing flowchart including the package TSFN schedule date, Planned TAT  Specifying crtical path  Receive the name of section representative from manger specialties  Considering of human and area teams from project mgr. and approve on BMT director performance limitations  Prepared detailed work flow chart in coordination with project mgr. to  Planning of critical tasks define the critical path and work with mnt. planning to revise the planned TAT as required Con.t Definition  C-check: call production input meeting and the participants as required not limited other than C-check either call formal production meeting or perform standup meeting at event location before the event as necessary  Update the work flow chart based on the issues raise during the input meeting  Make sure that material planner confirms all required parts and material for the scheduled work package TPM 9.7.3 A/C MMAINTENANCE HANGAR EVENT PREPARATION Definition  A/C maintenance hangar event preparation requirement as per Resource Identification for Scheduled and unscheduled A/C maintenance (Identification of tools, parts & man power requirement for maintenance checks )  Scheduling and planning of tasks ( Preparation of task flow chart using MS excel, MS project, and Mxi ) Production planner:  Receive the information about the missing parts/tools from hangar material controller and tool planner and communicate to maintenance planner to take action before A/C induction  Call for induction meeting  Revise the flow chart based on the agreement on induction Con.t Definition Production controller  For A-check print work package 2days and C-check 5days prior A/C induction date and same is true for digital A/C download the document instead printing  Check for proper attachments (reference: BTC, figures, forms etc.)  Counter check the task cards with its tally sheet before positioning on the rack  Post on the top of the rack the maintenance check type, A/C reg. and in/out date Con.t Definition Hangar material controller:  Check and receive the lmkit and carry over parts from store material controller 2 days before induction A-check and 5 days C-check  Check and receive components and EO kits from store material controller 24hrs before induction for A-check and 48 hrs. for C-check  Inform material planner, maintenance planner, and production planner if there are missing parts Mnt. Execution Definiti on Hangar material controller:  Sending RIDs to store requested by mnt. personnel for remark finding parts  Collect issued parts from store  Remind to store for parts not received with in 30 minutes for A-check and 1 hour for C-check Production controller:  Constantly monitor raised open faults on Mxi and printout and put on respective specialties rack  Check for the completeness and the return of every task card and raised fault incase incomplete task card inform concerned for corrective action  Ensure all tasks cards are cleared from master index/tally sheet both in soft and Mnt. Execution Definition Crew planner:  Red status  Prepare man-hour plan based on ten days plan and advise respective production  Yellow planner, hangar manager and quality assurance if there is variance greater than 25% status Production planner:  Green  Provide production assistance status  Fellow up and manage work progress  Coordinate departments to solve any hold up issues  On time escalation outstanding issue  Daily status review meeting  Fellow up parts and tools under purchase and receive update part status from focal buyer  Fellow up part routed to shop  Status reporting for under maintenance A/C to stockholders and management for their update and if any issues for their intervention  Definition Con.t Production planner coordinates and facilitates different departments for  Departmental on time task completion coordination m PSCM ste Sy ng’g MP E RC Tool Materi Eng’g a l planne r Production planner Facility e Stor Shops … nd l A pp e a Han ool eria TS T at t. M Mnt m gn ga ar m ance r TPM 13.1 Briefing & Familiarization on Postmortem Definitio n preparation  Q-pulse  Audit and deliver the work package to documentation:  Conduct inventory of the work package for both routine and non-routine cards, installed components certificate, approved extensions forms, maintenance release  Deliver work package to documentation section within two days after the maintenance event  Postmortem report form:  Post mortem report form no. MNT 1223 and distribute via e-mail to all stockholders after completion of mnt. event  Attach man-hour utilization (standard vs actual) of each task of the work package TPM 13.1 Briefing & Familiarization on Postmortem Definitio n preparation  Q-pulse  Update compliance report:  AD, EO, and SB compliance report from Maintenix system  Component removal report:  Upon request from leaser and regulatory bodies produce from Maintenix  Continuously monitor Mxi component data correctness ( serial number, FH,FC,TSO,CSO)  Prepare and analysis Maintenance cost report  Archiving  Check for completeness  Archive the WP documents as pert of the history of the A/C Post mortem preparation Definition  Production planner:  Post maintenance summary report  Opportunities and strength analysis  Review project key parameters like: quality, cost, time  Carry over tasks review  Material cost analysis  Each section performance  Production Controller:  Send completed package to documentation for archive  6A check  Every 6000 FH Aviation Terminologies  Every 547 days 1A Hangar: WECF check large workshop or building for storing and maintaining aircraft A-check 7A check and C-check: Every 1000 flight  Every 7000 FH hours  Every 400 flight 8 A check  Every 8000 FH cycles  Every 3650 FC 1C  Every 90 days  Every 12000 FH S-1C 1Y Every 1 calendar  Every 6000 FC WECF  Every 6000 FC year  Every 3 years WECF 2A check  Every 3 years WECF  Every 2000 FH 2Y Every 2 calendar S-2C 2C  Every 12,000 FC  Every 800 FC year  Every 24000 FH 3Y Every 3 calendar  Every 6 years WECF  Every 120 days  Every 12000 FC year  Every 6 years WECF S-5C WECF  Every 12,000 FC 6Y Every 6 calendar 3A check 4C  cycles Every 12  Every 3000 flight year  Every 48000 FH 7Y Every 7 calendar  Every 9 years WECF years WECF hours year 4A check 5C  Every 4000 flight 9Y Every 7 calendar  Every 24000 FC year  Every 12 years WECF hours 10Y Every 7 calendar 5A check  Every 5000 flight year 12Y Every 7 calendar Aviation Terminologies Definition  Q-pulse  D-Check:  Inventory  Hierarchy  Runway :  HTC defined area at an airport, most commonly made from asphalt and  Tracked concrete, for takeoff and landing of aircraft  Untracked Maximum Cargo Volume: 113.182 Cubic m. Minimum Takeoff Runway  Critical tasks Length: 2300 m. Minimum Landing Runway Length: 1600 m  Requirement (REQ)  Takeoff  Blocks the phase of flight in which an aircraft goes through a transition from moving  JIC along the ground (taxiing) to flying in the air  TAT  Third party  Control tower:  Inspection Building at an airport from which instructions are given to aircraft  GVI when they are taking off or landing Prevent collisions, organize and expedite the flow of air traffic, and provide information and other support for pilots Aviation Terminologies Definition  DET  Cargo:  SDI Freight, the carriage or the transportation of goods through an  OPC  FNC air carrier  BNC Types of cargo (General cargo, special cargo) Live animals,  VCK Pharmaceuticals, Perishable goods, dangerous goods)  LLP  Airways/Route: VOR Federal airways and Low/Medium Frequency (L/MF) (Colored) Federal airways designated routes which aeroplanes fly to aid in navigation and help with separation to avoid accidents.  Airport: Authorized spaces (land or water ) for aircraft takeoff and landing including area used or intended for airport buildings, facilities, as well as rights of way together with the buildings Aviation Terminologies Definition  critical angle of  Landing Gear: attack The principal support of the airplane when parked, taxiing,  the wing generates the taking off, or landing most lift it  Fuselage: possibly can Body of the airplane a long hollow tube which holds all the pieces of an airplane together shape of the fuselage is normally determined by the mission of the aircraft  Stall when an aircraft wing stops producing lift due to an excessive angle of attack when a wing exceeds the critical angle of attack Any attempt to increase the angle of attack past this point results in a reduction of lift and a large increase in drag Aviation Terminologies Definition  Nose: aircraft nose – is the radome (radar + dome = radome). The radome is a spherical plastic cap that opens up and serves as the weatherproof housing for a few vital pieces of equipment  Tail: A structure at the rear of an aircraft that provides stability during flight, in a way similar to the feathers on an arrow  Flight Compartment (cockpit) The aircraft that offers visibility to the front and sides, and houses the pilot(s) and other crew members  Wing: airfoil that helps lift a heavier-than-air craft  Autopilot a device used to guide an aircraft without direct assistance from the pilot A system controlling the flight control surfaces to follow the flight director Aviation Terminologies Definition Thrust: Force which moves an aircraft through the air (newton's 2nd and 3rd  2nd law law)  The acceleration of an object =- depends on the mass of the object 3rd F12 = -F21 and the amount of force applied =.  3rd law = md  Whenever one object exerts a force on another object, the second object exerts an equal and opposite force on the first. Aviation Terminologies Definition  Block maintenance program:  LUB  FH to FC ration (FH/FC): 5  DIS  FH to APU FH ration (FH/AOT:2  SVC   RST Daily utilization: 13 hrs  OVH  CAL Note: ratio varies more than 25% from the above the A/C MP shall be  HST reviewed for task check interval adjustment  WTC FH to FC ratio is subject to changes whenever there is a change in the average daily utilization Baseline definition Definition Define team for baseline Define Define Define hierarchy hierarchy for hierarchy for for Propeller/LG Engine APU etc Introduce part number Introduce Serial number Define hierarchy for Airframe Introduce part number Create tail and attach subassemblies A/C induction Familiarization on Manufacturer Websites Definition  MBF: B787  Airbus World : BA350  iFly Bombardier/De Havilland etc. : Q400  Aircraft/Component/Engine Maintenance Documents - AMM - AIPC - CMM - WDM - FIM – SRM: ET Portal/Tool Box Familiarization on Operation Documents Definition  FCOM (Flight Crew Operating Manual):  Flight Crew Operating Manual contains the systems, the procedures, the performance.  It’s the "guide" to know how to use the plane  AFM (Aircraft flight manual ):  contain basic facts, information, and/or instructions for the pilot about the operation of an aircraft, flying techniques, etc. and are intended to be kept on hand for ready reference  handbook designed for utilization as an operating guide  DDG (dispatch deviation guide):  To permit operation of an aircraft, under specific conditions, or functions inoperative for a period of time until rectification can be made  MEL (Master Equipment List):  a list which provides for the operation of aircraft, subject to specified conditions, with particular equipment inoperative.  Mare restrictive than MMEL  CDL (configuration deviation list)  a list established by the organization responsible for the type design with the approval of the state of design which identifies any external parts of an aircraft type which may be missing at the commencement of a flight.  External components Regulatory Body Documents Definition Airworthiness Directives: a notification to operators  AD. Legally enforceable of the certified aircraft that a known safety regulations deficiency with the product issued by AD,s are only issued by Regulatory Authorities the FAA in accordance with Result from service difficulty reporting by operators 14 CFR part 39 to Results of aircraft accident investigations correct an unsafe National Civil aviation authority (A/C manufacturer condition in a product. or A/C registration)  Part 39 defines a Mandatory for an aircraft operator to comply with an AD product as an else A/C not airworthy aircraft, engine, propeller, or The owner or operator is ultimately responsible for appliance airworthiness  AC (Advisory circular )  Publication offered by the Federal Aviation Administration  Provide guidance for compliance with airworthiness regulations, pilot certification, operational standards, Regulatory Body Documents Definition AMOC (Alternative Method of  AD. Legally enforceable regulations issued by Compliance ): the FAA in accordance with  EASA approved deviation to an AD 14 CFR part 39 to correct an unsafe condition in a product.  AMOC must provide a level of safety equivalent to the level of safety to be restored by compliance  Part 39 defines a product as with the original AD an aircraft, engine, propeller, or appliance  Alternative modifications,  Alternative inspection procedures,  CMR: required periodic task,  Alternative maintenance intervals and/or established during the design certificate of the airplane procedures,  Specific operating procedures or limitations  AWL: structural items that the design certificate has defined as critical from a fatigue point of view during the damage tolerance assessment Familiarization with aircraft documents and their Definition locations  Manufacturers Documents (MT,SL,SB,VSB)  AD. Legally  Service Bulletins: enforceable  A notice to an aircraft operator from the Aircraft Engine or component regulations issued by manufacturer informing of a product change or improvement  Document issued by the manufacturer to notify the owner or operator of the A.C the FAA in accordance of recommended with  Alert Service Bulletin (ASB): 14 CFR part 39  is issued when an unsafe condition shows up that the manufacturer believes to be to correct an safety-related as opposed to a mere product unsafe  Service Letters (SL): condition in a  Transmit information, recommendations, and general service instructions to the product. aircraft owner/operator and maintenance personnel improvement  Part 39 defines  Maintenance Tip: a product as an  Clarify system operation along with providing techniques that benefit aircraft, maintenance operations engine, propeller, or Note: A service letter usually has important information for all carriers while a appliance maintenance tip can assist with troubleshooting. Sometimes the two may seem to serve the same purpose Maintenance & Engineering IT System Familiarization Definition  Maintenix  Portal (Company Manuals & TPM locations)  Tool Box  Outlook  Ms Teams  Skype for Business  MS project  MS Visio International, regional and local Civil Aviation Definiti Authorities/Organization/Association on  ICAO (International Civil Aviation Organization):  creates regulations for aviation safety, security, efficiency and regularity and environmental protection  also regulates operating practices and procedures covering the technical field of aviation  ensures smooth air transportation and border crossing procedures and ensures you can:  Ensure fair opportunity to operate international airlines  Promote flight safety  Minimize expenses and penalties  IOSA (IATA Operational Safety Audit (IOSA):  The IATA Operational Safety Audit (IOSA) Program is an internationally recognized and accepted evaluation system designed to assess the operational management and control systems of an airline  IATA  to represent, lead, and serve the airline industry  value creation and innovation driving a safe, secure and profitable air transport industry that sustainably connects and enriches the world  a trade association of the world's airlines founded in 1945 (Havana, Cuba)  that regulates the aviation industry by developing standards, procedures, and practices International, regional and local Civil Aviation Definiti Authorities/Organization/Association on  EASA:  Responsible for ensuring safety and environmental protection in air transport in Europe  It’s mission is to promote and achieve the highest common standards of safety and environmental protection in civil aviation  drafting aviation safety legislation and providing technical advice to the European Commission and to the Member States  Inspections, training and standardization programme to ensure uniform implementation of European aviation safety legislation in all Member States  Approval of aircraft design organizations world-wide as and of production and maintenance organizations outside the EU  Authorization of third-country (non EU) operators  Coordination of the European Community programme SAFA (Safety Assessment of Foreign Aircraft)  Data collection, analysis and research to improve aviation safety International, regional and local Civil Aviation Definiti Authorities/Organization/Association on  FAA:  Regulating civil aviation to promote safety  provide the safest, most efficient aerospace system in the world  provide leadership in planning and developing a safe and efficient national airport system to satisfy the needs of aviation interests of the United States  Transport Canada Civil Aviation (TCCA):  Responsible for advancing the safety of all aspects of civil aviation in Canada  Oversight of airports, aircraft, and pilots with regard to safety and regulations  Sets and enforces all airport safety and security standards, certifies and regulates all airports, and ensures that Canada's more than 34,000 civil aircraft  Civil Aviation Administration of China (CAAC)  Oversee and inspect the standards and quality of civil aviation transport service  ETCAA Introduction to Aviation (Aviation Basics) Definition  Design Organization:  Companies, which develop aeronautical products, parts and appliances, define changes or repair procedures at these  (DOA) is issued when the organization demonstrated that it is in compliance with Part 21 Subpart J and the other Subparts  Part 21 regulates the approval of aircraft design and production organizations and the certification of aircraft Products, Parts and Appliances  Production Organization  Production of A/C components and systems  Part 21 G, also known as Production Organization Approval (POA), is a regulatory framework that governs the production of aircraft components and systems  CAMO:  plan and coordinate all maintenance activities to keep the aircraft airworthy as much as possible  AMO:  An organization approved by a Contracting State, in accordance with the requirements of Annex 8, Part II,  to perform maintenance of aircraft, engine, propeller or parts thereof and operating under supervision approved by that State Con.t Definition  Air operator (AOC):  certificate authorizing an operator to carry out specified commercial air transport operations (ICAO Annex 6)  Commercial Services Airport  public airport in a State that the Secretary determines has at least 2,500 passenger boarding each year and is receiving scheduled passenger aircraft service  The pillars of Ethiopian airlines:  Human resource development  Modern fleet  Infrastructure development and  Technology  The seven business unit of Ethiopian Airlines 1. Ethiopian International Services; 2. Ethiopian Cargo & Logistics Services; 3. Ethiopian MRO Services; 4. Ethiopian Aviation Academy; 5. Ethiopian ADD Hub Ground Services, 6. Ethiopian Airports Services and 7. Ethiopian Express Services (Domestic) ET-Vision, Mission, values &Organizational structure ET Vision, Mission and Values Definitio Ethiopian Aviation Group n  ET-Vision:  To become the most competitive and leading aviation group in Africa by providing safe, market driven and customer focused passenger and cargo transport, aviation training, flight catering, MRO and ground services by 2025.  Mission:  To become the leading Aviation group in Africa by providing safe and reliable passenger and cargo air transport, Aviation Training, Flight Catering, MRO and Ground Services whose quality and price “value proposition” is always better than its competitors, To ensure being an airline of choice to its customers, employer of choice to its employees and an investment of choice to its Owner, To contribute positively to socio economic development of Ethiopia in particular and the countries to which it operates in general by undertaking its corporate social responsibilities and providing vital global air connectivity,  Values:  As an airline, safety is our first priority, Ethiopian is a high performance and learning organization with continuous improvements, innovation and knowledge- sharing. We accept change for the growth opportunity it brings and always seek for and apply the best ideas regardless of their source, We recognize and reward employees for their performance and demonstrate integrity, respect to others, candor and team work, Act in an open fashion and be result-oriented, creative and innovative, Adopt Zero tolerance to indifference, inefficiency and ET-MRO Organizational Structure Function ET-BMT Organizational Structure Function ET-Technical Support BMT Organizational Structure  ACE Basic Function of ACE  ACE (Achieving Competitive Excellence) is a company-wide strategy  our approach to relentlessly improving the value that we deliver to our customers  It focuses on the drivers of customer value: our processes and the people who fuel them ACE stands on three foundations 1. A philosophy about competitive excellence; 2. An operating system (with tools) for controlling and improving our processes and eliminating waste; and 3. The competence, commitment, and involvement of the entire organization to live the philosophy and to apply the operating system to everything that we do. ACE solicits feedback from our customers on what we need to do to strengthen our value to them and to increase their satisfaction with us  ACE’s central philosophy is the creation and improvement of customer value.  ACE 1.A philosophy about competitive excellence:  was developed by United Technologies Corporation (UTC) Yuzuru Ito was UTC’s corporate Quality Consultant during the 1990’s. Focus on Process Improvement with equal emphasis on Quality and Flow: “Right the First Time” Nurture good hearts, good minds, and total involvement of the organization Use simple, visual approaches to Process Improvement Apply Measurement and Feedback to discover problems, guide solutions, and validate improvements Treasure problems for their learning potential  ACE 2. Operating system  Operating system consists of a set of tools that help an organization identify and solve problems; improve its processes; and make strategic decisions.  Through the repeated application of these tools, the organization drives the ACE operating system to: Close gaps between actual results and business goals; and Eliminate waste (achieve lean process flow).  ACE  Continuous improvement organizations in which all employees work together to discover and eliminate all forms of waste and non – value adding activities within a firm  Tools that are used to improve the process by eliminating the waste are given below:  5S-Visual Workplace  Value Stream Management and Standard Work  Process Control & Certification  Total Productive Maintenance (TPM)  Set-up Reduction  Problem-Solving:  Market Feedback Analysis (MFA)  Quality Clinic Process Charting (QCPC)  Root Cause Corrective Action (RCCA)  Mistake Proofing (MP) Decision Making  Identifying a decision, acquiring information, and evaluating possible remedies are all steps in the decision-making process  Passport Process 5S-Visual Workplace:  State in which anyone can enter into a work environment and visually comprehend the existing situation.  5s stands for Sort, Straighten, Shine, Standardize, and Sustain. ACE’s 5S included a sixth “S” for “Spirit” Nightingale D. (2005)  Sort: Eliminate what is not needed  Straighten: Establishment a place for everything based on usage, and keep everything  Shine: clean, inspect and look for ways to prevent problems  Standardize: Maintain and monitor the first 3Ss.  Sustain: Establish norms and respect them  ACE Standard work and Value stream:  Standard Work is to simplify and arrange work to ensure quality, consistency, and repeatable results across Time  Standard Work in business process cells consisted of developing processes and systems, creating simplified work instructions and procedures, and documenting learning (Roth, 2010) Process Control & Certification :  Disciplined approach to achieving business process effectiveness, efficiency, and agility.  Beyond data collection, identifying, mapping, and making process adjustments, improvements are accomplished by certifying and growing the maturity of processes in terms of their reliability to produce what is needed when it is expected.  Process certification is defined in six stages which is the highest level of maturity. This denotes that a process is stable, predictable, and repeatable and that it is capable of consistently generating products or services that fulfill consumers’ expectations  ACE Process Control & Certification : Source: UTC ACE Process Management  ACE 3. Competency in ACE  It resides in empowered employees and in committed and involved leadership. We build ACE competency through many means:  Awareness education  Supervised action learning engagements (ACE Change Agent training; High- Impact projects)  Coaching, mentoring, and teaching by expert ACE Change Agents  Doing experience in many different improvement projects  Sharing of best practices  Teaching and training others  Quality clinics  ACE Four achievement levels measure competency in ACE: Qualifying – Awareness education; local process identification and prioritization; waste elimination and cell organization Bronze – Advanced training; application of ACE tools to achieve important improvement in selected processes; substantial cell/workgroup involvement Silver – First demonstration of step increase in customer satisfaction and business performance; major improvement in selected processes; improvement activities begun on all key processes; employee satisfaction target; significant organizational and leadership involvement Gold –Customer satisfaction and best-in-class business performance; total cell/workgroup and leadership involvement Environmental Awareness, Safety & Security  Create awareness about the requirements to get into MRO premises  Create awareness about the safety measures an individual should take when visiting Hangars & line maintenance  Let the coachee to know about breakfast & meal options Visiting Major ET-MRO Departments Base Maintenance  All Hangars  Cabin and  Structure shops  Line Maintenance  MCC & Line Maintenance Planning  Component Eng'g  Component Shops  Engine shop  Engine Tech support  MRO Customer Support MRO Sales Manager Other sections that need to be visited Visiting Major ET-MRO Departments  Procurement & supply Chain Management  Tactical Purchase BMT  Tactical Purchase LMT & CMT  Warranty and Contract Management  General Purchase  Warehouse and Inventory Management A/C Parts  Strategic Sourcing  Technical - Strategic Sourcing  Non-Technical  Group Logistics Management  Inventory Control and Audit Visiting Major ET-MRO Departments Maintenance Planning & Record Control MP & TC Engineering & Documentation A/C Systems Engineering Engineering QA MRO QA & Safety Personal Development  HR Policies & company culture  Specifically Engineering culture …….  Punctuality: The ability to be prompt, attend appointments on time and submit your assignments by the deadline Part of a functional and successful workplace is ensuring that everyone fulfills the responsibilities of their role. Being punctual involves planning ahead and making arrangements to ensure that you can fulfill your obligations on a strict schedule punctuality and attendance can help you develop respectful, professional habits for the workplace to build a productive work environment https://www.indeed.com/career-advice/career-development/punctuality-and-attendance Personal Development  Openness to Feedback:  Willingness and ability to receive feedback, including constructive criticism and suggestions, and to actively engage with it for self-improvement. o it enables individuals to identify blind spots in their performance and take necessary corrective actions o it fosters effective communication and collaboration by encouraging open dialogue and exchange of ideas o it promotes a culture of continuous improvement and learning within the organization  openness to feedback contributes to higher employee engagement, enhanced performance, and a more productive work environment  potentials for growth, coach ability, and adaptability  Active Listening and Comprehension  Willingness to Accept and Act Upon Constructive Criticism  Adaptability and Flexibility in Response to Feedback  Self-Awareness and Emotional Intelligence  Empathy and Effective Interpersonal Communication  Growth Mindset and Commitment to Continuous Improvement https://www.hipeople.io/assessment-library/openness-to-feedback#:~:text=Openness%20to%20feedback%20refers %20to,with%20it%20for%20self%2Dimprovement. Personal Development  Adaptability  It is not the strongest of the species that survives, nor the most intelligent. It is the one most adaptable to change (Charles Darwin)  In his best-selling book Think Again, Adam Grant emphasizes the importance of being open to changing your mind. The ability to re-think — and move accordingly — is a core part of developing adaptability  Adaptability is the willingness to change your behavior or strategy as needed to adjust to a changing environment. It is crucial for success in today's ever-changing workplace. Those who are adaptable can respond quickly to a change in demands or priorities.  There are three types of adaptability skills: cognitive flexibility, social flexibility, and behavioral flexibility  The first two are related to adapting thoughts and interactions with others, while the third refers to adapting actions.  adaptability is really just responding to changes in demand and changes in priorities that are often outside of your control Personal Development  Collaboration:  Good teamwork is an important component of a successful business. Workplace collaborations require a diverse group of people to work together to accomplish a common goal  Employees within a business work together to solve a problem or achieve a goal  It often includes one or more strategies to ensure team members work well together, overcome communication barriers and feel valued  Better productivity: Increased employee satisfaction: Improved employee learning: Enhanced sense of community for remote employees: Heightened understanding of company vision:  https://www.ringcentral.com/us/en/blog/collaboration-in-the-workplace/ Personal Development  Self-awareness:  Being self-aware is a demonstration of one’s “ability to accurately recognize one’s own emotions, thoughts, and values” along with the ability to understand how they impact their own behavior  self-awareness encompasses an individual’s ability to accurately assess one’s own strengths and limitations, with a well-grounded sense of confidence, optimism, and a ‘growth mindset.  renowned psychologist and author Daniel Coleman describes self awareness in his book, “Emotional Intelligence” as “knowing one’s internal states, preference, resources and intuitions According to the CASEL— which serves as a resource on Social & Emotional Learning, self-awareness is comprised of five key components:  Identifying emotions​  Accurate self-perception​  Recognizing strength​  Possessing strong self-confidence​  Possessing self-efficacy​​ Personal Development  Resilience:  How effectively you handle difficult experiences in your life  Employee's capacity to adapt, cope, and respond positively to stressors in the workplace  The ability to ‘bounce back’ and comfortably carry on in the midst of adversity. It also involves being able to effectively regulate your thoughts and emotions, as well as perceiving challenging situations as an opportunity, not a personal threat  Resilience enables a positive approach to work and outlook on life, which in turn enables better problem-solving and helps to maintain motivation  Resilience not just a reactive skill that switches on when a person faces challenges, however. It also enables a proactive approach to daily life  With a logic-orientated mindset and a focus on problem solving, general day to day tasks often feel more approachable to a resilient person.  Good resilience are therefore less vulnerable to getting knocked down by obstacles. They see unfavorable situations as an inevitable part of life, rather than an undeserved hindrance  making people more motivated, capable of dealing with change, and less susceptible to burnout.  improves employees’ overall health, as resilience and wellbeing in the workplace are closely linked. Better mental health means less absenteeism and presenteeism, and in turn improves people’s performance throughout the workplace. Personal Development 9 benefits that resilience brings to the workplace. 1. Better handling of challenges. 2. Improved communication. 3. Reduced burnout and presenteeism. 4. Creating a competitive business. 5. Setting realistic expectations. 6. Better relationships amongst colleagues. 7. Open to upskilling and developing. 8. Good organization and time management. 9. Willingness to give and receive support. https://www.highspeedtraining.co.uk/hub/resilience-in-the-workplace/ Personal Development  Cooperation:  Collaboration is a process by which two or more people work together to achieve a common goal.  Wikipedia defines collaboration as "all processes wherein people work together".  Oxford dictionary defines collaboration as "united labor", and Webster defines collaboration as "to work jointly with others or altogether".  Collaboration is a great idea. Employees should collaborate with each other to improve the company. This is a very important step towards bettering the company.  Collaboration is key to running a successful business. Organizations should try to create a collaborative working environment.  Everyone should work together to reach common goals  Make sure you set the groundwork for your ideas on cooperating with others.  There is a wide range of ways that people can cooperate with one another, such as:  Collaborate to find solutions to problems  Share information  Work together to meet deadlines  Make suggestions  Help one another  Give constructive feedback Personal Development  Employees who know how to cooperate in the workplace tend to have a positive attitude about their jobs.  productive and find solutions instead of focusing on problems  Cooperative learning is an effective method of teaching employees.  The goal setting process is a good tool for creating a shared vision among your team member  Motivation is the driver behind any action or behavior  Motivation has two components; intrinsic and extrinsic. Self-motivation comes from within yourself.  Extrinsic motivation comes from external sources.  Enhance workplace culture  workplace culture is to provide a context in which individuals feel free to express themselves.  When people work together, they become stronger and more efficient. Teamwork makes the whole greater than the sum of its parts.  If there is no place for teamwork, then the individual becomes isolated and weak  Teamwork must become part of your workplace culture  https://www.linkedin.com/pulse/importance-cooperation-teamwork-luana-rodriquez/ Personal Development  Respectfulness  An employer’s commitment to dignity and respect at work helps to create a working culture where all staff are valued and respected. All staff should expect:  To be treated with dignity and respect  A workplace free from bullying, harassment and victimization and that if issues arise, they are dealt with promptly and appropriately  not to experience any form of unlawful or unfair discrimination  To be valued for their skills and abilities  That when feedback is needed, this is given appropriately-whether positive or not  Dignity at work is an employer's commitment to creating a working culture where all staff are valued and respected  https://theewgroup.com/blog/importance-of-respect-in-the-workplace/ Personal Development  Flexibility:  Flexibility is a measure of how well we deal with the unexpected. Here’s how to foster it in your workplace  It is important in fast-moving and dynamic industries, where the ability to respond to unpredictable events and changing expectations is a valuable asset for employers and employees alike  Flexibility in the workplace means being able to quickly adapt to new circumstances as they arise. An employee who is flexible can change their plans to navigate or overcome unanticipated obstacles. An employer can encourage this way of thinking by giving employees the freedom to choose how they work—including their own schedules and work locations, things that can be supported by flexible offices  If the events of the past year have taught us anything about how and where we work, it’s that fostering an ability to deal with unexpected situations has benefits in all facets of our lives—the professional and personal. In this article, we’ll look at how to become a more flexible person, the importance of flexibility in teamwork, and some of the advantages of introducing flexibility to your workplace.  This is especially important in fast-moving and dynamic industries, where the ability to respond to unpredictable events and changing expectations is a valuable asset for employers and employees alike  https://www.wework.com/ideas/professional-development/management-leadership/flexibility-in-the-workplace Personal Development  Managing your emotions:  We are emotional creatures  It is good practice to let go of any anger, frustration and unhappiness at the end of every workday. Harbouring negative emotions allows them to fester like mold, bringing you to a breaking point. So it's best to empty the emotional “trash can” on a daily basis, to prevent overwhelm  Handling our emotions (particularly negative ones) at work is often seen as a measure of our professionalism  However, our emotions must be managed to allow us to function in various situations. What are some of the strategies you can use to cope with negative emotions? 1. Compartmentalization (when negative emotions from home affect your work)  Try and leave personal matters and issues at home. When you commute to work, use that time to tell your mind to let go.  For example, if you are taking the MRT/bus/driving, at each station/bus stop/traffic stop, mentally ask the offending person to get off or ‘push’ the stressor out.  Some find it helpful to mentally ‘store/lock up” the issue in a box for the time being.  You can also compartmentalize work-related stressors so that your emotions at work don’t spill over into your personal life too. 2. Deep breathing & relaxation techniques  This will help with emotions like anxiety, worry, frustration and anger.  Take deep breaths, inhaling and exhaling slowly until you calm down. Slowly count to 10.  You can take a walk to cool down, and listen to some relaxing music.  Talk to someone who can help you calm down. Personal Development 3. The 10-second rule  This is especially helpful if you are feeling angry, frustrated or even irate.  If you feel your temper rising, try and count to 10 to recompose yourself.  If possible, excuse yourself from the situation to get some distance but do reassure the other party that you will come back to deal with the matter. 4. Clarify  It is good to clarify before reacting, if it could be a simple misunderstanding or miscommunication. 5. Blast your anger through exercise  Instead of losing your cool, plan on hitting the treadmill or going to a kick-boxing class to let the anger out of your system.  Exercise is also a good way to get a solid dose of mood-enhancing endorphins.  In addition, exercise will help to release any physical tension in your body. 6. Never reply or make a decision when angry  In this day of instant communication, it’s easy to just shoot off an email or text that you may regret later.  Never let your anger or unhappiness cloud your judgement.  Hold off all communication while you are still angry. You can type it first but save it as a draft and sleep on it for a day. Re-read it the next day or even let someone you trust take a look at it before you send it. 7. Know your triggers  It helps when you are able to recognize what upsets or angers you.  This way, you can prepare yourself to remain calm and plan your reaction should the situation occur.  You may even be able to anticipate the other party’s reaction. Personal Development 8. Be respectful  Treat your colleagues the same way you would like to be treated yourself.  If the person is rude, there’s no need to reciprocate. We can stay gracious and just be firm and assertive without being aggressive. Often, rude people will mellow down if they don’t get a reaction from you and realize that they are the only one shouting in the room. 9. Apologize for any emotional outburst  Sometimes our emotions do get the better of us.  If you do have an emotional outburst, apologize immediately to the person and perhaps to those around you who have heard it.  You need not explain yourself or be defensive. Just a simple “I am sorry. I reacted badly” would make a big difference. 10. Never bring your negative emotions home  It is good practice to let go of any anger, frustration and unhappiness at the end of every workday.  Harbouring negative emotions allows them to fester like mould, bringing you to a breaking point. So it’s best to empty the emotional “trash can” on a daily basis, to prevent overwhelm.  You can use the compartmentalization method mentioned above, or you can plan to engage in enjoyable activities after work with your friends and family. https://www.healthxchange.sg/men/health-work/managing-emotions-work#:~:text=It%20is%20good%2 0practice%20to,daily%20basis%2C%20to%20prevent%20overwhelm. Personal Development  Humanity  Humanity is expressed through the innate, shared, human values, and unique talents and perspectives which employees contribute. Humanity is dynamic, and encompasses the natural, human, need for:  Purpose  Growth  Acceptance  Camaraderie  Recognition  Fairness  Safety  Work-life balance  Humanity incumbent upon how comfortable employees feel expressing their ideas, doubts, fears, and questions to colleagues and superiors:  Encourage genuine feedback.  Recognize accomplishments.  Build up psychological safety.  Build relationships. https://www.hibob.com/hr-glossary/humanity-in-the-workplace/ Personal Development  Intellectual Curiosity:  Person’s willingness and desire to learn new things and dig deeper than the surface.  makes learning a much more natural process, instead of just a duty or a chore  people aren’t satisfied with the status quo as an answer to their questions  Help you approach situations with more creativity. hat’s because you won’t just stick with what worked in the past.  have an active mind instead of a passive mind  Your mind is always active and asking questions about the world around you.  The desire to learn more about the world and find the answers to deeper questions. Intellectually curious people often take pleasure in exploring how systems work, learning why people behave in certain ways or evaluating the underlying reasons behind a decision https://www.betterup.com/blog/intellectual-curiosity Personal Development  Problem-solving  Problem-solving skills help you determine the source of a problem and find an effective solution  Some key problem-solving skills include:  Active listening  Analysis  Research  Creativity  Communication  Decision-making  Team-building  Problem-solving skills are important in every career at every level. As a result, effective problem-solving may also require industry or job-specific technical skills https://www.indeed.com/career-advice/resumes-cover-letters/problem-solving-skills Personal Development  Creativity  Creativity is more than art, more than self-expression; it's intimately linked to personal development.  Creativity is part of an individual’s personal development.  Creativity in personal development merges a person’s unique experience with the exterior information they collect  Creativity gives rise to a unique, independent individual  One who must explore themselves deep inside in their purest form  Individual can create, innovate, and find solutions not only to complex issues but also to their own personal questions. “Creativity is a great motivator because it makes people interested in what they are doing. Creativity gives hope that there can be a worthwhile idea. It gives the possibility of some sort of achievement to everyone. Creativity makes life more fun and more interesting.” -Edward de Bono  Creativity, from the point of view of personal development, gives rise to people who can think for themselves. People who can create, rather than just produce or reproduce. Individuals who know how to take advantage of their special talents and just how to make the most of their experiences, values, and ideas. https://exploringyourmind.com/creativity-and-personal-development/ Personal Development  Critical thinking  You are what you think.  Understanding the foundations of critical thinking is essential to evaluating data and making sound decisions.  Understanding a better critical thinker requires an active listening approach, evaluating facts from many perspectives, and developing innovative problem-solving strategies  Fundamental components of this process include: Separating assumptions from facts Objectively evaluating arguments for credibility Researching pertinent information for accuracy Evaluating opposing points of view Evaluating potential solutions for feasibility and effectiveness Approaching a problem with an open mind.  These can improve critical thinking skills, and observation skills can help develop accurate conclusions within any field or profession.  Critical thinking is analyzing, evaluating, and understanding information to make informed decisions. It involves using logic, reasoning, and problem-solving skills to identify the best solution or action  Think Critically – to enhance your effectiveness in every part of your professional life Personal Development  The key elements of critical thinking include:  Objectivity – looking at the facts objectively instead of through personal biases  Analysis – breaking down information into smaller pieces to understand it better  Reasoning – looking for patterns and connections between pieces of information  Problem-solving – considering different solutions before selecting the best one  Creative thinking – developing unique solutions beyond what is already known  The primary benefit of critical thinking is that it helps individuals make more informed decisions. By applying these skills to any situation, individuals can gain insight into potential outcomes and identify potential risks or problems before they occur. https://www.monitask.com/en/blog/the-power-of-critical-thinking-10-steps-for-personal-and-professional-growth Personal Development  Communication Skill:  The ability to convey or share ideas and feelings effectively  Several experts agree that communication skills include: Conveying messages without misinterpretation or misleading others.  Effectively communicating with a range of people from all walks of life.  how you convey and receive information, interact with others and even tackle issues such as potential conflicts in the workplace.  Workers today should learn how to effectively exchange information through email, Zoom meetings, and social media as well as in-person, if they want to keep up with the shifting work dynamics  Top 11 Communication Skills 1. Written And Oral Communication 2. Presentation 3. Active Listening 4. Nonverbal Communication 5. Feedback 6. Respect 7. Confidence 8. Clarity 9. Honesty 10.Friendliness 11.Public Speaking Personal Development  Active listening:  It requires you to listen attentively to a speaker, understand what they're saying, respond and reflect on what's being said, and retain the information for later  This keeps both listener and speaker actively engaged in the conversation, and it's an essential building block of compassionate leadership.  The Active Listening Skillset Enhancing your active listening skill set involves more than just hearing someone speak. When you’re putting active listening skills to practice, you should be using these 6 techniques:  Pay attention  Withhold judgment  Reflect  Clarify  Summarize  Share https://www.ccl.org/articles/leading-effectively-articles/coaching-others-use-active-listening-skills/#:~:te xt=Active%20listening%20requires%20you%20to,building%20block%20of%20compassionate%20leade rship. Personal Development  Writing skills  Verbal and non-verbal communication  Email writing  Public speaking and presentation  Negotiation  Teamwork  Empathy  Compassion Personal Development  Patience:  Patience is your ability to wait without becoming annoyed, upset, or angry. It's when you exercise self-control rather than lashing out and complaining  You’re being patient when you take deep breaths and seek inner peace after things don’t go the way you hoped  When you’re being patient, you’ll stop and take a moment to look around while thinking about the bigger picture.  Patience also throws instant gratification out the window. You have the agency to do things that will make it easier for yourself in the short term  avoid hasty decisions and take actions with long-term benefits  It may require more hard work, but patience pays off, even if it feels difficult in the moment  Here are eight benefits of patience to consider:  You can better focus on your long-term goals and dreams  You can make more rational, realistic decisions  You develop persistence and resilience  You have a better time learning new skills  It allows you to be a better listener  You make others feel comfortable  You practice kindness and encourage others to do so too  You learn how to live a peaceful life, not a stressful one https://www.betterup.com/blog/importance-of-patience-in-life Summary related to EASA AUDIT preparation Ite Sections Table Contents Remarks / m Recommendations [I]. Man-Hour Planning System 1. Hangar Visit Plan vs Annual Man-Hour Plan 2. Monthly Man-Hour Plan 3. Daily Man-hour Plan per Shift ( Man- Hour Plan for Large Maintenance Event) 4. Man-Hour Plan for C-Checks ( Base Base Maintenance Event) for Mechanics, 1 Maintenance Support Staff( Supervision), and CRS staff 5. Man-Hour Plan for A-Checks for Mechanics, Support Staff( Supervision), and CRS staff [II]. Production Planning Management & Control 6. Resource Preparation and confirmation 7. Flow Chart Preparation, monitoring & control Item Regulatory Control of Man-hour Planning vs Remarks/ Reference Scheduled Maintenance Recommendations HANGAR VISIT PLAN VS MAN-HOUR PLAN  Hangar Visit Plan [ Number A-Checks ; 2A-Check/  The organization shall present an Day/Hangar; Yearly Averages A- Checks ], Customer A/C overall man-hour plan which include the requirements, MPRC/QA MPM/MOE anticipated increase in workload in 2.22, ECARAS connection with addition of the B777  Level of Privileges 4 6.4.1.4 EASA base maintenance – and thereby that [ AMT-I, AMT-II, AMT-III, AMT-IV /MECH- 145.A.30, sufficient map-hours is available. I, MECH-II, MECH-III, MECH-IV; Skill Matrix ] EASA 145.A.47 , *** Review Hangar Visit Plan & update  Required Man-Hours FAA 14 CFR [ C-CHECK + A-CHECK; TPM Revision ] 145.151 *** Review Annual Man-Hour Plan & update RSM/QCM 3.7  Available Man-Hours EASA *** Review Monthly Man-Hour Plan & update [ Flight Technician, Vacation, Training, Holiday, Sick leave/ Maternity; Skill 145.A.30 (d) Matrix (Level of Privileges ), HR data ] MOE/MPM 2.22.7  Required Man-Hour for Hangar Visit Plan Vs Item Regulatory Control of Man-hour Planning vs Scheduled Remarks/ Reference Maintenance Recommendations Man-Hour Planning for Base Maintenance for Technicians/ Mechanics, CAT-B1 & CAT-B2 Support Staff ( Supervision), CRS Staffs and  Man-hour Planning others *** A-Check  The organization shall present base *** C-Check MPM/MOE 2.22, ECARAS maintenance check event - to demonstrate  Man-Power Distribution 6.4.1.4 EASA that support staff are correctly distributed *** A-Check 4 145.A.30, in all respective areas - to ensure *** C-Check EASA mechanics/Technicians are supervised by 145.A.47 , sufficient number of CAT-B1 & CATB2  Level of Privileges FAA 14 CFR support staff *** AMT-I, AMT-II, AMT-III, AMT-IV 145.151  The base maintenance man-hour planning *** MECH-I, MECH-II, MECH-III, MECH- IV RSM/QCM 3.7 system shall clearly indicate the level of EASA mechanics/technicians involved in the  CRS Staff (CAT-C) 145.A.30 (d) maintenance event Involvement in Base MOE/MPM  The man-hour planning shall indicate the Maintenance Event *** Tally Sheet control & Man-hour 2.22.7 involvement of the CRS staff (CAT-C) during Logging a base maintenance event Item Regulatory Production Planning Procedures Remarks/ Reference Recommendations Production Planning Management & Control  Man-Power Distribution  The base maintenance Production planning *** Team Composition system shall have the responsibility of *** Man-power Distribution by securing the resources as defined in the Project Manager per area work packages and schedule those (MPM/MOE 2.28),  Tool Management resources in an efficient manner. 4 ECARAS 6.5.1.2,1 System EASA 145.A.47 *** Tool Calibration status RSM/QCM 4.5, *** Resource Preparation and confirmation *** Tool Maintenance status 4.7, 4.12  Tooling *** Status of Tools sent to  LM-Kits & Materials FR/repair/Outstation  EO Kits & CSP Components  Material Requirement  Maintenance Data Planning  Man-power *** positioning instructions  Hangar Slot *** part status Confirmation  Required Facilities  Facility & Hangar Slot Planning *** Review TPM 9.7.1 & TPM 9.7.2 *** Docking /Crane/ Tele platform Item Regulatory Production Planning Procedures Remarks/ Reference Recommendations Production Planning Management & Control  The base maintenance Production Planning System shall schedule the maintenance work ahead; to ensure that it will not  Flow Chart (MPM/MOE 2.28), ECARAS 6.5.1.2,1 adversely interfere with other works *** Maintenix Gant Chart 4 EASA 145.A.47 regards the availability of the necessary *** Task Sequencing on Phase RSM/QCM 4.5, personnel, tools, equipment, material, basis 4.7, 4.12 maintenance data and facilities *** Activation of display System *** Scheduling of Maintenance Work ahead  Task Sequencing ( Task Dependence/ Critical path )  Review Flow Chart for Heavy Maintenance Event Item Regulatory Production Planning Procedures Remarks/ Reference Recommendations Production Planning Management & Control  Man-hour Planning  The base maintenance Production Planning *** A-Check System shall give due consideration before *** C-Check the commencement of maintenance work *** Man-hours estimation, Man-Hour  Man-Power Distribution (MPM/MOE 2.28), ECARAS 6.5.1.2,1 Availability *** A-Check 4 EASA 145.A.47  Refer Man-hour Planning system for Base *** C-Check RSM/QCM 4.5, Mnt. Event 4.7, 4.12  Level of Privileges *** Preparation of work, Hangar Space *** AMT-I, AMT-II, AMT-III, AMT-IV Availability *** MECH-I, MECH-II, MECH-III, MECH-  Refer Hangar visit plan for Base Mnt. Event IV *** Planning of Critical Maintenance Tasks  Scheduling of Safety/ Critical Tasks when  CRS Staff (CAT-C) Involvement in Base staffs are likely to be most alert Maintenance Event  Independent Inspection Requirement *** Tally Sheet control & Man-hour *** Considerations of Human performance Logging Limitations Ite Sections Activities, Findings/Remarks & Recommendations/ m Observations Interventions  Technica l Support Technica l Support 1. Regulatory Body Documents These documents are issued by aviation regulatory authorities such as the FAA (Federal Aviation Administration), EASA (European Union Aviation Safety Agency), or other local aviation authorities. Their purpose is to ensure aircraft safety, compliance, and airworthiness. Key Types 1.Airworthiness Directives (ADs): 1. Purpose: Mandatory instructions issued to address unsafe conditions in an aircraft, engine, or component. 2. Details: Includes compliance deadlines, specific actions required (inspections, modifications, replacements), and conditions. 3. Location: Usually stored in regulatory databases (e.g., FAA AD database) or integrated with airline maintenance software. 2.Advisory Circulars (ACs): 1. Purpose: Provide non-mandatory guidance on best practices, regulations, and compliance methods. 2. Details: Offer clarifications, recommendations, or acceptable methods to comply with regulations. 3. Location: Publicly available on the issuing regulatory body’s website or internal training/reference databases.  4. Mandates: Purpose: Alternative solutions approved by regulatory authorities to address ADs, offering flexibility in compliance. Details: Tailored to specific operators or situations while maintaining safety standards. Location: Maintained with the AD documentation and sometimes within operator-specific 2. Manufacturer maintenanceDocuments programs. Issued by aircraft or component manufacturers to provide maintenance and operational insights, enhance reliability, and support compliance. Key Types 1.Service Bulletins (SBs): Purpose: Recommendations from manufacturers for optional or mandatory modifications, upgrades, or inspections. Details: Include cost, procedures, and impact on performance or safety. Location: Stored in airline maintenance systems or obtained from manufacturer portals (e.g., Boeing Toolbox, Airbus World). 2. Service Letters (SLs): Purpose: Inform operators about technical updates, clarifications, or suggestions for maintenance practices. Details: Often focus on minor issues or operational improvements. Location: Available through manufacturer communications or digital libraries. 3.Maintenance Tips: Purpose: Provide practical insights for effective maintenance, reducing downtime, and avoiding common issues. Details: May include troubleshooting advice, component handling tips, or preventive measures. Location: Integrated into training materials or maintenance documentation systems. 4. Other Manufacturer Communications: Purpose: Support documents such as modification kits, engineering orders, or supplementary manuals. Details: Assist in customization, reliability, or safety enhancements. Location: Manufacturer repositories or specific operator databases Document Location Practices 1.Electronic Document Management Systems (EDMS): 1. Centralized storage and retrieval for quick access to ADs, SBs, SLs, etc. 2. Examples: CAMP, AMOS, TRAX. 2.Physical Archives: 1. Stored in secured locations like airline maintenance libraries or engineering offices. 3.Online Manufacturer Portals: 1. Examples: Boeing Toolbox, Airbus World. 4.Regulatory Body Websites: 1. FAA, EASA, and others provide direct access to regulatory documentation. Familiarization on Manufacturer Websites (MBF, Airbus World, iFly Bombardier/De havilland, etc) Maintenance & Engineering IT System Familiarization: Maintenix, Portal (Company Manuals & TPM locations ), Tool Box, Outlook, Ms Teams, Skype for Business, MS project, MS Visio Familiarization with aircraft documents and their locations - Regulatory Body Documents (Airworthiness Directives, AC, AMOC, mandates) - Manufacturers Documents (Service Bulletins, Service Letters, Maintenance Tip, etc) Aircraft/Component/Engine Maintenance Documents - AMM - AIPC - CMM - WDM - FIM - SRM Thank you!