MAINTENANCE PLANNING

AND CONTROL

AMTE 326
 INTRODUCTION

AMTE 326
AIRCRAFT POSITION AND WARNING SYSTEMS
 WHAT IS AIRCRAFT
MAINTENANCE?
Aircraft maintenance is one of the most important activities
that aircraft airlines and owners should maintain and never
underestimate. This is a set of activities that includes the
inspection, reformation and repair of an aircraft, not only for
large planes but for smaller aircraft as well. The rules in
aircraft manuals set the standard for maintaining your
aircraft in order to uphold compliance. No airline or
company is exempt when it comes to this. There are
different airworthiness authorities in the world whose job is
to make sure that every owner is doing his part in
maintaining the safety and good condition of his aircraft.
WHAT IS THE SIGNIFICANCE OF
AIRCRAFT MAINTENANCE?
Aircraft maintenance is highly regulated in every part of the world
due to various reasons, including but not limited to:

Avoiding lost flights because of failure.

If you want to make sure that everything is in its perfect condition,
schedule regular aircraft maintenance and replacement of damaged
parts in accordance with aircraft performance manuals from the
relevant manufacturers.

Maintaining good performance.

Regular maintenance will ensure that the aircraft is serviceable for
the time it flies. Operational checks before every flight will make
sure that failure does not occur before any trip.
Ensuring passenger safety.
Passenger safety is the priority of any airline, and through regular
maintenance and checks, we will assure that the travel of those passengers
will be undertaken in the safest and smoothest way possible.

Extending the life of the aircraft.

Regular maintenance will extend aircraft life and ensure that aircraft will
perform safely for the expected period of time.

In order to effectively take preventative measures, aircraft should undergo

different levels of inspection through an aircraft maintenance schedule.

One should follow maintenance programs as detailed in aircraft manuals for all
types of aircraft (fixed-wing or rotor). However, all types of aircraft will have
one standard maintenance procedure, which you should carry out before
every flight.
FLIGHT SAFETY
 THE CONDITION IN WHICH THE
AIRCRAFT IS AT ITS NORMAL
PERFORMANCE DURING FLIGHT
RELIABILITY
 THE EXTENT TO WHICH ANY TEST
DONE TO THE AIRCRAFT SATISFIES
THE STANDARDS OF AIRCRAFT DESIGN
AND PERFORMANCE
AIRWORTHINESS
 THE AIRCRAFT IS APPROVED TO BE
SAFELY OPERATED WHILE FOLLOWING
REGULATIONS, STANDARDS
PROCEDURES OF AIRCRAFT
MAINTENANCE AND THE RESULTS
ACCEPTED IN MORE THAN
SATISFACTORY CONDITION
 Relation of Thermodynamic
Principle to Maintenance
Basic Law of Thermodynamics is that energy can
neither created nor destroyed; it can only be
transformed.

• Energy is applied to create a system by

manipulating, processing, and organizing various
elements of the universe thus more energy is applied
to make the system do its prescribed job.
 Relation of Thermodynamic - Even though in theory we can
make a perfect design but as
Principle to Maintenance we put it in application, there
is still a possibility that it can
fail. But this does not mean
- We can say that we can design a perfect that the design won’t work,
this just means that its
system on paper; but we cannot build perfect
possible to manage the risk to
system in real world which minimize failure.
constitutes the natural entropy of the system.
- Every component on an
aircraft has a limitation, and in
- In order to maintain the system as much as Aircraft maintenance, a
possible we must remove the components that component is replaced even
contribute to the degradation or monitor the before the component
reaches its limitation
components from time being until it ruptures.
 ROLE OF AN ENGINEER - An engineer’s
task is to design
- To design a perfect system possible within a system based
the constraint given (also known as
man-made entropy).
on such
- The engineer (designer) primary concern is constraints
to minimize (not to eliminate) the entropy of (budget,
the system he or she is designing while
staying on within the required constraints.
materials,
- Because of constraints such as reduction of production,
tolerances, cheaper materials, manpower production time)
and more entropy sometimes translates into
more maintenance required.
 ROLE OF A MECHANIC
- Aircraft mechanics/
- To combat the natural, continual
technicians follow
increase in the entropy of the system
standards,
during its operational life time.
regulations,
- The mechanics responsibility is to
recommendations
remove and replace parts, troubleshoot
from the
systems, isolate faults in the system by
manufacturer/
following the Fault Isolation Manual
authority
(FIM) and restore systems for their
intended use.
 MAINTENANCE
CONSIDERATION
The aviation industry has developed three
management techniques for addressing the
in service interruptions created by the items
that must be operated to failure before
maintenance can be done. These are the
following:
A. Equipment Redundancy
B. Line Replaceable Unit
C. Minimum Aircraft Dispatch
Requirements
EQUIPMENT REDUNDANCY - This means that on
an aircraft, the
systems has
- It is considered as the common
back-up systems.
practice in engineering design of Meaning there are
any systems where a high reliability one or more
is desirable. systems on an
- Designers usually use primary and aircraft that serves
backup units means that if one unit the same function
fails, the other is available to take (redundancy)
over the function.
LINE REPLACEMENT UNIT - An aircraft
component that is
- An LRU is a component or system that designed to be
has been designed in such a manner that
easily removed and
the part most commonly fail can be
be installed. Can be
quickly removed and replaced on the
done mostly when
vehicle.
- This system allows the vehicle to return to
the aircraft is on the
scheduled service without undue delay for ramp and not
maintenance. necessarily be on
- The failed part can either be discarded or the hangar.
repaired in the shop as necessary without
further delaying the flight.
 MINIMUM AIRCRAFT
DISPATCH REQUIREMENT - This means that if
there’s an
inoperative
- Also known as the minimum
component and it
equipment list (MEL) concept won’t affect the flight
which allows a vehicle to be safety or operation,
dispatched into service with the aircraft is
certain items inoperative provided allowed to be
that the loss of function does not released and be
affect the safety and operation of operated.
flight.
 DEVELOPMENT OF
MAINTENANCE PROGRAMS
The maintenance programs currently in use in
commercial aviation where develop in industry
using two approaches:
- Process Oriented Approach
- Task Oriented Approach

The difference between the two methods are:

- The attitude towards maintenance
actions.
- The manner in which maintenance
actions are determined and assigned to
components and systems.
 MAINTENANCE STEERING
Play The process used involved
GROUP (MSG) APPROACH six industries working groups
- Created by Boeing Company in 1968 as
- Structures
with the Boeing 747 airplane as a
- Mechanical systems
means of modern approach to - Engine and auxiliary
maintenance program. powerplant
- This type of approach involves - Electrical and avionics
systems
different types of groups in the design
- Flight controls and
and maintenance along with hydraulics
representatives from the suppliers - Zonal
and airlines interested in buying the
aircraft.
MAINTENANCE STEERING
GROUP (MSG) APPROACH
- The approach to the maintenance program
development is called the “bottom-up” - In this approach, the
approach because it looked at the component maintenance should start
to be most likely the cause of equipment where the root of the
malfunction. malfunction had started.
- The purpose of the analysis is to determine
which of the three processes would be required
to repair the item and return it to service.
- The three are identified as Hard Time (HT), On
Condition (OC), and Condition Monitoring
(CM).
 MSG-2 APPROACH

- This approach is the upgraded

type of MSG where it is not only
- An approach designed
use by Boeing 747 but other for general aircraft
aircraft as well. maintenance
- The MSG-2 process was
concentrating to the following
maintenance areas (a) systems
and components; (b)structures;
and (c) engines.
 PROCESS ORIENTED
MAINTENANCE

- This approach are develop for aviation

using decision logic procedures develop
by the Air Transport Association of
America (ATA).
- The approach to maintenance is by the
use of three (3) primary maintenance
processes to accomplish the scheduled
maintenance actions. These processes
are called HT, OC, and CM.
HARD TIME(HT) PROCESS

- Is a failure preventive process which requires

that the item be removed from the vehicle and - The component should
either completely overhauled partially be taken out of the
overhauled (restored), or discarded before aircraft and be repaired
exceeding the specified interval. before it reaches its
- The interval may be specified by calendar time, limitation.
by engine or airplane check interval ( engine
change, “C” check etc.), by landing or
operating cycles, by flight hours, by block
hours, by specified flights (over water,
terminating, etc.), or in conjunction with another
process (OC for instance).
HARD TIME(HT) PROCESS

- When HT is specified, the component will be

- Items that needs HT
removed from the vehicle and overhauled,
process are those
restored, or discarded, whichever is components that will
appropriate which will be done before the affect the flight safety
component has exceeded the specified time and operation of the
interval. aircraft.
- HT is also applied to items having a direct
adverse effect on safety and items subject to
reliability degradation with age but having no
possible maintenance check for that
condition.
 ON-CONDITION(OC)
PROCESS
- is a failure preventive process that
requires that the item be periodically - Components that fails
inspected or tested against some operational check will be
appropriate physical standard (wear or repaired/restored/overha
deterioration limits) to determine whether uled.
or not the item can continue in service.
- After failing the OC check, the component
must be overhauled or restored to the
extent of at least replacing out of
tolerance parts.
 ON-CONDITION(OC)
PROCESS
- If the overhaul and restoration can make the
- If the restored or
component in its condition therefore it will be
overhauled component
given additional OC check interval. still fails the operational
- If the overhaul and restoration of the check, this component
component failed despite of the OC check should be discarded(not
that component will be discarded. be used anymore)
- OC must be restricted to components,
equipment, or systems on which a
determination of airworthiness maybe made
by measurements, tests or other means w/o
doing a tear-down inspection.
 ON-CONDITION(OC)
PROCESS

- Most of the aircraft in United

States uses OC process to -
control engine overhaul which
determines when to remove the
engine based on engine data
collected by an ECM program.
 CONDITION
MONITORING(CM) PROCESS

- It is applied when neither the HT nor the OC - Components that goes

process can be applied. through this process are
- CM process involves the monitoring of the failure components that won’t
rates, removals, etc. of individual components or affect the flight safety or
systems that do not have definite lifetime or a operation of the aircraft
noticeable wear-out period. when inoperative.
- There are no maintenance tasks suitable for
evaluating the life expectancy of the CM item and
there are no requirement to replace the item
before it fails therefore replacement of a CM items
is an unscheduled maintenance action.
 CONDITION
MONITORING(CM) PROCESS

Since the CM items are operated to failure, ATA states

that these items must comply with the following
conditions: -
1. A CM item has no direct, adverse effect of
safety when it fails.
2. A CM item must not have any hidden function (
a malfunction not evident to the crew)
3. A CM item must be included in the operator’s
condition monitoring reliability program.
 TASK ORIENTED
MAINTENANCE

- This approach are develop for

aviation using decision logic
procedures develop by the Air -

Transport Association of America

(ATA).
- The process is also called MSG-3
which is an improvement of
MSG-2 approach.
 MSG-3 APPROACH
- It is a top-down consequence of failure There are three (3)
approach whereby failure categories of the tasks
developed by MSG-3
analysis is conducted at the highest
approach:
management level of airplane systems
1. Airframe Systems Tasks
instead of the component level as in 2. Structural Items Tasks
MSG-2. 3. Zonal Tasks
- MSG-3 logic is used to identify suitable
schedules maintenance
tasks to prevent failures and to maintain
the level of reliability of
the system.
 MSG-3 APPROACH

Under MSG-3 approach, there are eight (8) maintenance tasks

that has been defined for airframe systems as follows:
1. Lubrication – an act of replenishing oil, grease, or other substances
that inherent design capabilities by reducing friction and/or
conducting away heat.
2. Servicing – an act of attending to basic needs of component and/or
systems for the purpose of maintaining design capabilities.
3. Inspection – an examination of an item and comparison against
specific standards.
4. Functional Check – a quantitative check to determine if each
function of an item performs within specified limits.
 MSG-3 APPROACH

5. Operational Check – a task to determine if an item is fulfilling its

intended purpose.
6. Visual Check – an observation to determine if an item is fulfilling its
intended purpose.
7. Restoration – that work necessary to return the item to a specific
standard.
8. Discard – the removal from service of any item at a specified life
limit.
 MAINTENANCE TASKS FOR
STRUCTURAL ITEMS

Airplanes are subjected to three (3) sources of structural

deterioration as follows:
1. Environmental Deterioration – the physical deterioration of an item’s
strength or resistance to failure as a result of chemical interaction
with its climate or environment.
2. Accidental Damage – the physical deterioration of an item caused by
contact or impact with an object or influence that is not part of the
airplane, or damage as a result of human error.
3. Fatigue Damage – the initiation of cracks or cracks due to cyclic
loading and propagation.
 MAINTENANCE TASKS FOR
STRUCTURAL ITEMS

Under MSG-3 approach, there are three (3) structural inspection

techniques that has been defined for airframe systems as follows:
1. General Visual Inspection – a visual examination that will detect
obvious, unsatisfactory conditions or discrepancies.
2. Detailed Inspection – an intensive visual inspection of a specified
detail, assembly, or installation.
3. Special Detailed Inspection – an intensive examination of a specified location.
This examination may required techniques as Non-destructive testing (NDT).
Thus SDI may require the disassembly of some units.
 ZONAL TASKS

- It ensures that all systems, wiring, mechanical controls,

components and the installation contained within the specified
zone on the aircraft receive adequate surveillance to determine
the security of installation and general condition.
- The logical process is normally used by Type Certificate (TC) and
Supplemental Type Certificate (STC) holder for developing their maintenance
and inspection for zonal maintenance by using MSG-3.
- Under the zonal maintenance tasks is an inspection for aging
aircraft that is established special damage tolerance criteria based
on inspection of an aircraft operator’s continued airworthiness.
 DETAILED DAMAGE
TOLERANCE INSPECTION (DTI)

- This inspection for repair and alterations that affect fatigue critical
structure of the aircraft.
- The DTI process includes the area to be inspected, the inspection
methods and techniques, and the inspection procedures.
- The program packages a number of GVI inspection tasks,
generated against the item in the system maintenance program
into one or more zonal surveillance tasks.
- Zonal maintenance and inspection level techniques are performed
in two (2) types: General Visual Inspection (GVI) and Detailed
Visual Inspection (DVI).
 MAINTENANCE PROGRAM
DOCUMENTS
The result of the MSG-3 analysis constitutes the original
maintenance program for the new model aircraft and the program
that is to be used by the new operator of that model.
The task selected in the MSG process are then published by the
airframe manufacturer in a FAA approved maintenance document
as follows:
1. Maintenance Review Board Report (MRBR)
2. Maintenance Planning Data (MPD) – created by Boeing
3. On Aircraft Maintenance Planning (OAMP) – created by
McDonnell-Douglas
4. Maintenance Planning Document (MPD) – created by Airbus
Industries
 MAINTENANCE REVIEW BOARD
REPORT (MRBR)
This contains the initial scheduled maintenance program for U.S.
certificated operators.
It is used by those operators to establish their own FAA approved
maintenance program as identified by their operators
specifications.
MRBR includes:
1. System and Powerplant Maintenance Program
2. Structural Inspection Program
3. Zonal Inspection Program
4. Aircraft Zone Diagrams
5. Glossary
6. List of Abbreviations and Acronyms
 MAINTENANCE PROGRAM DATA
(MPD)

The MPD/OAMP contains all the maintenance tasks information

from the MRBR plus additional tasks suggested by the airframe
manufacturer.
The MPD/OAMP sorts the tasks in various ways to aid in planning
and often the documents are group by letter checks, by hours, by
cycles, and calendar time.
Such documents also contains:
1. Diagrams showing the location and numbering of access doors
and panels
2. Aircraft dimensions
3. Man – hour requirements in each tasks (estimated)
 MAINTENANCE INTERVALS

The maintenance work intervals depends on the aircraft

manufacturer with cooperation of the airline’s operator
discretion.
Aircraft maintenance checks are normally driven by:
1. Total Air Time (TAT) – it is the number of hours an aircraft has
flown.
2. Total Landings (CYC) – which translates into each time an aircraft
lands it generates one (1) cycle.
 CONTINUOUS AIRWORTHINESS
MAINTENANCE PROGRAM (CAMP)

Under FAA oversight, airlines and operators must prepare this

program under their operations specifications.
The CAMP program outlines routine and detailed inspection
commonly refers to as checks by airlines, aircraft operators, and
airworthiness authorities.
The checks pertaining to CAMP are known as A, B, C, D checks.
DIFFERENT MAINTENANCE CHECKS
 TYPES OF STANDARD MAINTENANCE
INTERVALS

1. DAILY CHECKS
Daily checks consists of oil level check.
The oil level on the aircraft engine must be check between 15 and
30 minutes after engine shutdown to obtain an accurate reading.
Oil level cannot be check and replenished prior to the first flight of
the day and can only be done soon after landing.
If one must check the oil level prior to first departure, the engine
must be run for 2 minutes or more to warm up the oil. 15 minutes
after shutting down the oil can be checked.
Daily checks also includes any time deferred maintenance items,
such as aircraft engine being on oil watch.
 TYPES OF STANDARD MAINTENANCE
INTERVALS

2. 48 HOUR CHECKS
It replaced the daily check routine where inspection check is
performed every 48 hours depending on airline operations
specifications.
This check may include tasks that are more detailed than the daily
checks.
Examples:
1. Wheel and brake inspection
2. Replenishment of fluid such as engine oil and hydraulic
3. Auxiliary power unit oil replenishment and inspection.
4. GVI of fuselage, wings, interior, and flight deck.
 TYPES OF STANDARD MAINTENANCE
INTERVALS

3. HOURLY LIMIT CHECKS

Checks determined by the MSG analysis have maintenance tasks
assigned by the number of hours the unit or system has been
operating: 100, 200, 250 hours etc.
This approach is used for:
1. Engines
2. Airplane flight controls
3. Any systems that operates on a continual basis during flight or on
the ground.
 TYPES OF STANDARD MAINTENANCE
INTERVALS

4. OPERATING CYCLE LIMIT CHECKS

Checks determined by the number of operating cycles they have
to endure.
Examples are:
1. Landing gears take off and landing
2. Airframe structures
3. Powerplant / engine components such as LP and HP impellers and
HP turbine blades
4. Other components subject to cyclic stresses.
DEFINITIONS, GOALS, AND
OBJECTIVES
 MAINTENANCE

Typical Airline definition of Maintenance

As indicated in the airline’s technical policies and
procedures manual (TPPM).

“Those actions required for restoring or maintaining an

item in a serviceable condition, including servicing,
repair, modification, overhaul, inspection, and
determination of condition.”
 MAINTENANCE

Moubray’s definition of Maintenance

John Moubray, an industrial consultant in the United
Kingdom that took the Reliability Centered
Maintenance (RCM) philosophy and applied it to the
maintenance of machines and equipment in a typical
manufacturing plant.

“Ensuring that physical assets continue to do what the

users want them to do.”
 MAINTENANCE

FAA definition of Maintenance

In accordance to the Federal Aviation Regulations, FAR
part 1.
“It is inspection, overhaul, repair, preservation, and
replacement of parts.
 MAINTENANCE

Hessburg’s definition of Maintenance

Jack Hessburg, a former chief mechanic for the Boeing
777 design effort.
“It includes inspections, overhaul, repair, preservation,
and replacement efforts.”
 MAINTENANCE

Kinnison’s definition of Maintenance

General term for maintenance as . .

“It is the process of ensuring that a system continually

performs its intended function at its designed-in level of
reliability and safety.”
 VERIFICATION AND VALIDATION

VERIFICATION - "Did I build what I said I would?"

VALIDATION - “Did I build what I need?"

 VERIFICATION AND VALIDATION

VERIFICATION Is when you have followed such standards,

regulations, and recommendations to accomplish a task
while VALIDATION is accomplishing a task that’s necessary.

Both Verification and Validation work together in

accomplishing maintenance work. To verify if you have follow
what’s on the manual and to validate if the maintenance work
is necessary to improve airworthiness.
 OPERATIONAL AND FUNCTIONAL

The terms are used in conjunction with the process of

testing equipment, systems, or components.
The words operational check and functional check
describe difference in the complexity of the testing.
 OPERATIONAL AND FUNCTIONAL

OPERATIONAL CHECK
- Means to operate the equipment, system, or component
as usual (all modes and functions) and determine
whether or not it is useable for intended purpose.
- It is a task to determine if an item is fulfilling its intended
purpose.
- It is a failure finding task and does not require
quantitative tolerance.
 OPERATIONAL AND FUNCTIONAL

FUNCTIONAL CHECK
- Means that the equipment, system, or component has
been checked out using necessary equipment and tools
to measure certain parameters for accuracy (voltages,
frequencies, length, weight etc.).
- A quantitative check to determine if each function of an
item performs within specified limits.
 FUNCTIONAL AND POTENTIAL
FAILURE

- The role of the maintenance program is to reduce failure.

- A failure is any unsatisfactory situation which can be
unacceptable now or in the future.
- Both functional and potential failure can be classified in
terms of their detection.
 FUNCTIONAL AND POTENTIAL
FAILURE

FUNCTIONAL FAILURE
- Is an inability of an item to meet specific performance
standard.
- It is no longer satisfactory.
- It may have broken.
- The item lost capability to meet the standard.
- It must be corrected.
 FUNCTIONAL AND POTENTIAL
FAILURE

POTENTIAL FAILURE
- Is a detectable condition which shows that a functional
failure is imminent or could happen very soon.
- Maintenance must be done if functional failure is to be
prevented.
- When potential failure is detected, it alerts maintenance
to perform actions to reduce the probability of a
functional failure.
 GOALS AND OBJECTIVES

GOAL
- Is a point in time or space where you want to be; a level
- of accomplishment you want to achieve.
- A goal is where you want to be.

OBJECTIVE
- Is the action or activity you employ in order to help you
achieve a specific goal.
- An objective is how you plan to get there.
 MAINTENANCE PROGRAM
OBJECTIVE

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 for those items
whose inherent reliability proves inadequate.
5. To accomplish these objectives at a minimum total cost, including the costs of
maintenance and the cost of residual failures.
 FAA REQUIREMENTS FOR A
MAINTENANCE PROGRAM

1. FAA requires maintenance to be done at a specified

intervals and to accepted standards.
2. FAA requires that the work be done at or before the
appointed time.
3. FAA allows maintenance to be deferred to a more
opportune time if there are circumstances that prevent
work to be done such as lack of parts or qualified
maintenance personnel, time constraint, etc
 FAA REQUIREMENTS FOR A
MAINTENANCE PROGRAM

4. Deferred of certain items can be in accordance with the MEL and

others can be deferred through the short term time escalation
program identified in the FAA approved maintenance program.
5. The acceptable standards include the manufacturer’s, the
regulator’s, and the operator’s standards for safety and reliability.
6. The time limits refer to the maximum number of hours or cycles of
operation and any calendar limits (days, months, etc.) as prescribed
by the approved maintenance program.
7. The repair must be completed within the specified
deferred time and this cannot be extended.
 MAINTENANCE PROGRAM CONTENT

As stated in ATA MSG-3 the maintenance program

consists of two groups of tasks:
1. A group of scheduled tasks to be accomplished at
specified intervals.
2. A group of non-scheduled tasks which results from:
a) Conducting the scheduled tasks
b) From reports of malfunctions
c) From data analysis
 MAINTENANCE PROGRAM CONTENT

Maintenance program consists of:

1. Scheduled Maintenance Tasks – to keep equipment and
systems in top operating condition (objective 1).
2. Unscheduled Maintenance Tasks – to address in service
failures (objective 2).
3. Continuing Analysis and Surveillance Activity – to optimize
the total maintenance effort by improving the maintenance
program (objective 3).
4. Requesting redesign of equipment (objective 4).
5. Effort to minimize maintenance cost (objective 5).
DOCUMENTATION FOR
MAINTENANCE
 DOCUMENTATION FOR
MAINTENANCE

INTRODUCTION

- The documentation for maintenance is required by the FAA.

- Advisory Circular AC 120-16E, Air Carrier Maintenance
Programs refers to the air carrier’s:
1. Maintenance Manual System
2. Maintenance Record / Documentation Keeping System
 AIRCRAFT DOCUMENTATION
SYSTEM
Defined as “Cradle to the Grave” means when the aircraft is built, the
documentation starts, and throughout its service life the documentation is
gathered in the form of:
1. Maintenance performed Log Pages
2. Engineering Orders (EO’s)
3. Airworthiness Directives (AD’s)
4. Service Bulletins (SB’s)
5. Fleet Campaign Directives (FCD’s)
6. Records of any major and minor repairs
7. Phase checks
8. Sold
9. Decommissioned
10. Retired
 CONTROLLED DOCUMENTS

- Are used in operation and / or maintenance of the aircraft in

accordance with the FAA regulations.
- These types of documents have limited distribution within the airline
and require regular revision with a list of revisions and active and
rescinded page numbers.
- The operator is required to use only up-to-date documents.
- The written information is provided by the airframe manufacturer and
the manufacturer of the systems and equipment installed in the aircraft.
- The documents provided by the regulatory authority and the
documentation of the airline itself detail the individual maintenance
processes.
 CONTROLLED DOCUMENTS

The types of controlled documents are:

A. Manufacturer’s Documentation
B. Regulatory Documentation
C. Airline Generated Documentation
D. ATA Document Standard
 MANUFACTURER’S
DOCUMENTATION

- Indicates the documents provided to an operator by

the airframe manufacturer for the maintenance of the
aircraft.
- The form and content of the documents sometimes
varies from one manufacturer to another.
- Some documents can be customized for the airline
or operator to only include configuration and
equipment.
SCHEDULING AND
MAINTENANCE
 INTRODUCTION

Planning and control consists of:

- Anticipating future work
- Visualization of the nature and details of the work
- Determination of the best method to perform the work
- Arranging for the required materials
- Securing alterations in production pro gramme or schedule of
maintenance work to conform to production plans
- Allocation of work to individuals
- Instructing the individuals about the schedules and methods
- Follow-up and monitoring the progress or work; and
- Evaluation of the work and performance
 INTRODUCTION

Effective planning and scheduling contribute significantly

to the following:
- Reduced maintenance cost.
- Improved utilization of the maintenance workforce by
reducing delays and interruptions.
- Improved quality of maintenance work by adopting the
best methods and procedures and assigning the most
qualified workers for the job.
 OBJECTIVE

- Minimizing the idle time of maintenance workers.

- Maximizing the efficient use of work time, material,
and equipment.
- Maintaining the operating equipment at a responsive
level to the need of production in terms of delivery
schedule and quality.
 ANTICIPATION OF MAINTENANCE
WORK

The most important function of maintenance. This can be done by

information provided by the following sources:
1. Instructions and guidance given by manufacturers of the
machine.
2. Technical knowledge of the maintenance and production
personnel.
3. Knowledge of the degree of utilization of the machine.
4. Record of the behavior of the machine and work done on it.
5. Complaints and requests from production personnel on the basis
of difficulties experienced by them while operating the machine.
 CLASSIFICATION OF MAINTENANCE WORK
ACCORDING TO PLANNING AND SCHEDULING
PURPOSES

ROUTINE MAINTENANCE: are maintenance operations of

a periodic nature. They are planned and scheduled and in
advance. They are covered by blanket orders.

EMERGENCY OR BREAKDOWN MAINTENANCE: interrupt

maintenance schedules in order to be performed. They
are planned and scheduled as they happened.

DESIGN MODIFICATION: are planned and scheduled and

they depend on eliminating the cause of repeated
breakdowns.
 CLASSIFICATION OF MAINTENANCE WORK
ACCORDING TO PLANNING AND SCHEDULING
PURPOSES

SCHEDULED OVERHAUL AND SHUTDOWNS OF THE

PLANT: it must be planned and scheduled in advance.

OVERHAUL, GENERAL REPAIRS, AND REPLACEMENT:

planned and scheduled in advance.

PREVENTIVE MAINTENANCE: planned and scheduled in

advance.
 PLANNING
Is the process by which the elements required to perform a task are
determined in advance of the job start.

It comprises all the functions related to the preparation of:

1. The work order
2. Bill of materials
3. Purchase requisition
4. Necessary drawings
5. Labor planning sheet including standard times
6. All data needed prior to scheduling and releasing the
work order.

Good planning is prerequisite for sound scheduling.

 WORK ORDER

Its purpose is to notify individuals who are assigned to

execute the work, the method they should adopt, the time
they commence the work, and the time the work will be
completed.

Work Orders are absolutely necessary to control the

execution of the plan and for later evaluation of the
following reasons.
 WORK ORDER
Work Orders contains the following:
1. Work Order Number – use to identify the job on schedule boards or for future
references.

2. Type of Work - to identify the significance of the work.

3. Information about the scheduling time – contains the time of the last work and the
remaining time before the work will be executed.

4. Labor Cost – the price contain depending upon the manhour of the individual who will
be assigned in the work.

5. Materials to be consumed – the detailed amount and price of the materials to be

consumed during the work
 PLANNING PROCEDURES

1. Review Safety Procedures.

2. Set priority for all maintenance work.
3. Assign cost accounts.
4. Complete the work order.
5. Review the backlog and develop plans for
controlling it.
6. Predict the maintenance load using effective
forecasting technique.
 BASIC LEVELS OF PLANNING
PROCESS
(DEPEND ON THE PLANNING HORIZON)

Long – Range Planning: It covers a period of 3 to 5 years

and sets plans for future activities and long – range
improvement.
Medium – Range Planning: It covers a period of one (1)
month to one (1) year.
Short – Range Planning: It covers a period of one (1) day to
one (1) week. It focuses on the determination of all the
elements required to perform maintenance tasks in advance.
 LONG AND MEDIUM RANGE PLANNING

Needs to utilize the following:

1. Sound forecasting techniques to estimate the

maintenance load.
2. Reliable job standards times to estimate staffing
requirements.
3. Aggregate planning tools such as linear programming to
determine resource requirements.
 MEDIUM RANGE PLANNING

- Specify how the maintenance workers will operate.

- Provide details for major overhauls, construction
jobs, preventive maintenance plans, and plant
shutdowns.
- Balances the need for staffing over the period
covered.
- Estimates required spare parts and material
acquisition.
 PLANNING AND SCHEDULING OF
MAINTENANCE WORK

- Basic requirements of organizing planning and scheduling of

maintenance work are:

1. To the extent possible a separate and capable person should

handle the planning and scheduling work and he would report
to the In – charge of the Maintenance Department. He is
responsible for coordinating the
a) Schedule of maintenance personnel
b) Spare parts stock control
c) Shut down or breakdown time control
 PLANNING AND SCHEDULING OF
MAINTENANCE WORK

2. This person will assist Maintenance In – charge in

evolving the maintenance methods, develop and improve
them, development of new maintenance tools and
materials.

3. Assisting the Maintenance In – charge in establishing

“time” for various work which will be the basis for work
maintenance schedules.
 PLANNING AND SCHEDULING OF
MAINTENANCE WORK

4. Maintenance In – charge will have the full responsibility for the

work of the maintenance department. The planning and scheduling
person has the responsibility for determining the job priorities,
ensuring that required tools and materials are available and written
schedules of jobs are prepared and distributed.

5. The person holding the charge of maintenance planning should

have the same level as that of the in – charge of production
department to be effective. His understanding of various
maintenance methods, crafts and shop services is important.
 SCHEDULING

- Scheduling deals with the specific time and

phasing of planned jobs together with the orders
to perform the work, monitoring the work,
controlling it, and reporting on job progress.

- Successful planning needs a feedback from

scheduling.
 RELIABLE SCHEDULE MUST
TAKE INTO CONSIDERATION

- A job priority ranking reflects the criticality of the

job.
- The availability of all materials needed for the
work order in the maintenance.
- The production master schedule.
- Realistic estimates and what is likely to happen.
- Flexibility in the schedule.
 TYPES OF SCHEDULING

There are three principal classes of schedules which

should be use regardless of the size of maintenance.
They are:

1. The preventive maintenance master overhaul and

inspection schedule.
2. The daily man assignment schedule
3. The area maintenance schedule
 MAINTENANCE MASTER OVERHAUL
AND INSPECTION SCHEDULE

- Covering a period of three (3) months to one (1) year.

- Based on existing maintenance work orders (blanket
work order, backlog, Preventive Maintenance (PM),
anticipated Emergency Maintenance (EM).
- Balancing long – term demand for maintenance work
with available resources.
- Subject to revision and updating to reflect changes in
the plans and maintenance work.
 WEEKLY SCHEDULES

- Generated from the master schedule.

- Takes into account current operations schedules and economic
considerations.
- Allow 10% to 15% of the workforce to be available for
emergency work.
- The schedule prepared for the current week and the following
one in order to consider the available backlog.
- The work orders scheduled in this week are sequenced based
in priority.
- CPM and integer programming techniques can be used to
generate a schedule.
 DAILY SCHEDULES

- Covering 1 day.
- Generated from weekly schedule.
- Prepared the day before.
- Interrupted to perform EM.
- Priorities are used to schedule the jobs.
 ELEMENTS OF SOUND SCHEDULING

Requirements for effective scheduling:

- Written work orders that are derived from a well
conceived planning process. (Work to be done, methods
to be followed, crafts needed, spare parts needed, and
priority).
- Time standards.
- Information about craft availability for each shift.
- Stocks of spare parts and information on restocking.
- Information on the availability of special equipment and
tools necessary for maintenance work.
 ELEMENTS OF SOUND SCHEDULING

Requirements for effective scheduling:

- Access to the plant production schedule and knowledge
about when the facilities will be available for service
without interrupting production schedule.
- Well define priorities for maintenance work.
- Information about jobs already schedule that are behind
the schedule (backlog).
 SCHEDULING PROCEDURES (STEPS)

- Sort backlog work orders by crafts.

- Arrange orders by priority.
- Compile a list of completed and carry over jobs.
- Consider job duration, location, travel distance, and the
possibility of combining jobs in the same area.
- Schedule multi-craft jobs to start at the beginning of
every shift.
- Issue a daily schedule (not for shut down maintenance).
- Authorize a supervisor to make a work assignments
(dispatching).
 MAINTENANCE JOB PRIORITY
SYSTEM

- Priorities are established to ensure that the most critical

work is scheduled first.
- It is developed under coordination with operations staff.
- It should be dynamic.
- It must be updated periodically to reflect changes in
operation and maintenance strategies.
- It typically includes three to ten levels of priority.
 SCHEDULING TECHNIQUES

The objective of the scheduling techniques is to construct a time

chart showing:
- The start and finish for each job.
- The interdependencies among jobs.
- The critical jobs that require special attention and effective
monitoring.

Such techniques are:

- Modified Gantt chart
- CPM (Critical Path Method)
- PERT (Program Evaluation and Review Technique)
MATERIAL PLANNING
 ORGANIZATION AND FUNCTION OF
MATERIAL

- Material Planning is one of the key units within

the airline’s maintenance and engineering
organization.

- It is an integral part of the maintenance and

engineering organization with oversight by
accounting and finance for expenditure.
 ORGANIZATION AND FUNCTION OF
MATERIAL

The functions of material planning are:

a) To provide parts and supplies for all aspects of the M &
E operations.
b) To maintain adequate supplies of these items on hand
and in convenient locations for quick access by
maintenance.
c) To provide adequate support to the maintenance
organization within reasonable budget constraints.
 MATERIAL MANAGEMENT

Material, inventory, stores and logistics managements

primary function is to understand the logistics and scope
of aviation inventory management.
These responsibilities includes:
a) Concerns about replenishment of stored parts.
b) Cost of inventory.
c) Forecasting of new and in house available inventory.
d) Realistic and physical space of the inventory.
e) Replenishment of minimum and maximum repair parts.
f) Returns and defective parts.
 MATERIAL MANAGEMENT

These responsibilities includes:

g) Bogus parts.
h) Knowing the supply network and its demands.
i) On going process of utilizing aircraft parts. Material and
other items needed on daily basis require a sophisticated
maintenance support operation. Material management
positions may vary depending on the airline’s operation.
 MATERIAL MANAGEMENT

Material management determine the inventory needed

based on:
a) Fleet size
b) Parts utilization
c) Parts reliability
d) Vendor’s repair capability and turn around time
 MATERIAL MANAGEMENT

Material management relies on five (5) areas in the

organization as:
a) Inventory Control.
b) Stores
c) Purchasing
d) Shipping
e) Receiving
 STORE MANAGEMENT

Its responsibilities are to have continuous contact with

the following:
a) Aircraft manufacturer.
b) Parts overhaul vendors.
c) Aircraft parts suppliers.
d) Vendors of hardware and software.
 INVENTORY CONTROL

Refers to a continual effort to supervise the supply,

storage, and accessibility of aircraft parts.
It is the responsibility of the inventory control to ensure
that all necessary parts and supplies are on hand and
available at selected locations throughout M & E.
Their purpose is to support all maintenance activities by
having adequate supply of parts and parts storage, not
being OVER or UNDER supplied, and avoiding any aircraft
on ground (AOG).
 INVENTORY CONTROL

Inventory control monitors the following:

a) Raw Stock Material.
b) Component Repair Orders in process.
c) Keeps an accurate count of stock on sight.
d) Assures the availability of airworthy parts.
The monitoring of the inventory system helps to keep
costs low which means that when the supply of a part
goes to its minimum target the part is ordered before it
drops to a critical level if AOG will cost more than the
normal price of the part.
 STORE

Is responsible for issuing parts to and exchanging parts

with the mechanics.
Is responsible for delivering parts to the work centers as
necessary and ensuring that parts and supplies that
require special storage and handling property managed.
It routes repairable units to the appropriate maintenance
shop.
 PURCHASING

Is responsible for the procurement of all parts and supplies

used by M & E.

They deal mainly with suppliers and manufacturers, attending

to such things as cost, delivery, etc.

Purchasing has primary budget control in material and works

closely with finance on expenditures and budget
matters.
 SHIPPING AND RECEIVING

Considered as one of the busiest places in aviation stores

and logistics.

They normally handle all packing and unpacking of parts

and supplies coming into and out of the airline.

They maintain the ability to handle any inspections that

might needed relative to the shipment or receipt of
goods.
 SHIPPING AND RECEIVING

-Required qualified personnel and management since they

also send and receive dangerous goods.
- It has a responsibility to make sure that the container in
which dangerous goods will be shipped is sufficient and
the paper work is filled out correctly according to the
company’s dangerous goods policy.
- They must know the segregation process for items such as
flammable, corrosive, and temperature sensitive items as
required by the Manufacturer’s Material Safety Data
Sheet (MSDS).
 SUPPORT FUNCTIONS OF MATERIAL

The support functions can be stated briefly as:

a) Parts Ordering
b) Parts Storage
c) Parts Issue
d) Parts Control
e) Parts Handling
The first four (4) involve mainly parts and supply, while
the last (handling) involves the movement of parts
between the various facilities concerned.
 PARTS ORDERING

Ordering of parts includes the initial provisioning when

new equipment and systems become part of the fleet.
It includes reordering whenever supplies on hand drop
below a certain level.
The components on hand and the quantity needed for
day to day operation is determined by
a) Flight schedule (number of hours and cycles flown
b) Stage length
c) Flight environment
d) Fleet
 PARTS ORDERING

The location of where the maintenance is done also

affects the stock levels that causes necessity on additional
parts and supplies at several stations to facilitate
maintenance.
 PARTS STORAGE

Storing of parts is the next material function to consider.

There are two (2) concepts that must address here
a) Putting every part where it can readily be located and
issued when needed.
b) Storing certain parts under specified conditions.
The latter category includes proper storage of fuels,
lubricants, paints, oils, and other flammable and
perishable items. Oxygen bottles and oxygen systems
required special handling and storage.
 PARTS STORAGE

-The basic or standard storage arrangement is the

traditional array of storage shelves or bins, marked by a
coordinated system so that every part has a location and
each location is easily found.
-Stores facilities is required to handle expensive and
delicate parts, and proper storage must be available due
to sensitive nature of some parts.
-The stores department requires lots of space and volume
due to the amount of shelving and bins needed.
 PARTS STORAGE

Stores facility areas are subdivided into sections for the

convenience of stores personnel:
• Quarantine area
• Flammable, hazmat, and refrigeration area
• Serviceable, non-serviceable, and red tag parts area
• Parts issue and return area
• Parts receiving inspection area
 PARTS CONTROL

Sometimes referred to as “shipping and receiving”.

Procedures on handling parts
• Handling begins with receipt of parts and supplies and
involves, in some cases, an incoming inspection by the
quality control to ensure that the part is the correct one.
• Parts can be identified by part number, serial number,
modification status, serviceability, and expiration date.
• After the parts receipt and inspect, the parts are distributed
to the proper place – stores, hangars, line, shops, etc.
• Computer records must be updated.
 PARTS CONTROL

It is necessary to track flight hours, flight cycles, calendar

time, and location of parts that are designated as “time-

limited” parts.

Controlling of parts that goes to and from internal

maintenance organizations, vendors, or outside repair
contractors and warranty holders is the primary control
function of the material but with additional control
requirements.
 MATERIAL REQUIREMENTS
PLANNING (MRP)

-Is a time phased priority planning technique that

calculates material requirements and schedules supply to
meet demand across all products and parts in one or
more plants.
-Information Technology plays a major role in designing
and implementing MRP systems and processes as it
provides information about manufacturing needs as well
as information about inventory level.
MRP techniques focus on optimizing inventory.
 OBJECTIVES OF MRP

The main theme of the MRP is “ Getting the right

materials to the right place and time.”
Specific organizational objectives often associated with
MRP design and implementation and may be identified
among three dimensions, namely: inventory, priorities
and capacity.
 PURPOSE OF MRP

Valid for those situation where the product must be

produce in accordance to its master schedule.

From the master schedule we are going to determine the

detailed schedule for raw materials and components to
be procured.
 METHODOLOGY OF MRP
IMPLEMENTATION

MRP represents an innovation in the manufacturing

environment.
Effective implementation requires explicit management
action.
 MATERIAL REQUIREMENTS
PLANNING (MRP)

The following are the four (4) pieces of information that is

used by MRP system determine what should be ordered
and when:

1. Master Production Schedule – which describes when

each product is scheduled to be manufactured.
2. Bill of Materials – which list exactly the parts or materials
required to make each product.
3. Production cycle times and material needs per cycle
4. Supplier lead times
 MATERIAL REQUIREMENTS
PLANNING (MRP)

The MPS and BOM indicates what material should be

Ordered.

The MPS, Production cycle times and Supplier lead times

jointly determines when orders should be replaced.
 MASTER PRODUCTION SCHEDULE
(MPS)

- The specific schedule of individual products and models that is

derived from the aggregated production plan.
- It includes quantities of products to be produced at a given time
period.
- Quantities are included both at aggregate and detailed levels.
- Aggregated quantities may refer to monthly production.
- Detailed quantities may refer to weekly or daily production.
 MASTER PRODUCTION SCHEDULE
(MPS)

The MPS takes the form of a table in which rows

represents products and columns represents time
components. Entries of the table map to units of each
product to be produced at a given time period.
The MPS includes three categories of items:

1. Firm customers orders

2. Forecasted demand
3. Spare parts
 BILL OF MATERIAL

It gives information about the product structure, parts

and raw material units necessary to manufacture one unit
of the product of interest.
 LEAD TIMES

Refers to scheduled delivery of end products must be

translated into time phased requirements of components
and materials.
Types of lead times includes:
1. Ordering lead times – time phase between purchase
requisition and receipt from vendor.
2. Manufacturing lead times – time phase between order
release and completion.
 MRP OUTPUTS

1. Planned order release

• Purchase Orders – to buy raw materials and parts
• Work Orders – to make parts and products
2. Report of planned order releases in future periods
3. Rescheduling notices
4. Cancellation notices
5. Inventory status reports
6. Performance reports
7. Exception reports
8. Inventory forecasts
 MRP BENEFITS

1. Reduction in inventory
2. Quicker response to changes in demand
3. Reduce setup and change over costs
4. Better machine utilization
5. Improved capacity to respond to changes in master
production schedule
6. Aid in developing the master schedule
PRODUCTION PLANNING AND
CONTROL ORGANIZATION
 INTRODUCTION

Production Planning and Control (PP&C) is the heart of

the maintenance and engineering (M&E) organization.
It is primarily responsible for planning and scheduling of
all aircraft maintenance activity within the airline.
 PP&C ORGANIZATION

Planning work can be done by a centralized and

decentralized PP&C group.
a) Centralized Group – all functions: forecasting, planning,
and control are done within the organization with liaison
to the work centers during actual performance of work.
b) Decentralized Group – the forecasting and planning is
done by each work station. If the airline structure and
size is such that the planning has to be done by the
individual work centers instead of a centralized group.
 MANAGER, PP&C

Responsible for the planning department and its

functions. This includes:
a) Making sure that all assigned maintenance and inspection
planning activities are accomplished according to the airlines policy,
and FAR’s and the company’s required maintenance programs.
b) Must have the cross-functional ability to work with other
departments within the airline’s organization
c) Plan, coordinate, and route aircraft to maintenance bases in a
timely manner.
d) Take appropriate and necessary action which may affect the
airline’s daily operation.
 MAINTENANCE PLANNER, PP&C

- They are assigned to different maintenance bases.

- One maintenance planner can track two or more maintenance
bases and is normally the contact for maintenance bases for
planning schedules.
- Primary function is to develop all scheduled work and work
scope needed for all line maintenance and hangar maintenance
aircraft.
- Its duty is to track and monitor the completion of all planned
work assigned to a maintenance base and the aircraft.
- Coordinates with the stores department about any logistics
required for maintenance planning.
 LONG RANGE PLANNER, PP&C

Does both short term and long term planning and forecasting of
aircraft maintenance, which consists of:
a) “C” check and main base visit checks.
b) Structural repair (fatigue, crack, corrosion).
c) Painting
d) Lease return
e) Retirement
f) Any upcoming airworthiness directives (AD)
 LONG RANGE PLANNER, PP&C

Long range planner’s responsibilities are:

a) Designing the work plan.
b) Ascertains logistics availability.
c) Decides which facility can best perform repair and modification
due to its capability and the aircraft location
d) Relocates the aircraft to a facility required maintenance.
e) Ensures that all work is completed according to the company’s
policy and manual and that the AD is credited for work performed
satisfactorily.
 THE PRODUCTION PLANNING &
CONTROL DEPARTMENT’S FUNCTION

PP&C has three (3) functions: Forecasting, Planning, and Control.

a) FORECASTING ACTIVITIES includes: estimating maintenance workload for
the existing fleet, creating business plans, and being aware of any changes in the
forecast period.
b) PLANNING ACTIVITIES involves:
Scheduling upcoming maintenance, planning and scheduling details (manpower,
parts, facility).
Time frame requirements for such maintenance: less than “A” check items, daily
items,
48 hour checks, and letter checks. These plans would include incorporation of
SB’s, Fleet Campaign Directives (FCD’s), SL’s, and AD’s.
Maintenance Tasks such as engine changes, fuel nozzle changes, gear changes,
and generator changes deemed necessary by the airlines.
 THE PRODUCTION PLANNING &
CONTROL DEPARTMENT’S FUNCTION

c) CONTROL FUNCTIONS allows for adjustments of the plan and keeps (or
attempts to keep) a check on schedule.
Several methods of adjusting the plan includes:
- Deferral of maintenance to a later check.
- Addition of personnel to complete the work.
- Outsourcing the work to a contractor.
- Feedback from a check allows PP&C to adjust the planning effort for future
checks.
- An old saying for PP&C is “ PLAN your WORK, and WORK your PLAN.”
 FORECASTING

Concerns with the future workload of the M & E organization.

The PP&C department is responsible for reviewing and providing upcoming
maintenance on the aircraft fleet. This requires:
- Workload planning.
- Goal setting.
- Implementing.
- Monitoring.
- Routine and Non routine maintenance requirements.
- Changes in future operations relative to maintenance.
- Tracking of changes in fleet size, routine structure, facilities, manpower, and
skills requirements.
 FORECASTING

Future plans may also accommodate:

a) The aging and replacement of new equipment.
b) Corrosion prevention control program.
c) Addition of new equipment.
d) Modification of equipment.
e) Upcoming AD’s and SB’s.
Forecasting functions ensures that M&E and PP&C are up to date
on these changes and ready to adjust their processes and
procedures accordingly.
Forecasting are usually made for long, intermediate and short
term.
 LONG TERM FORECASTING

- Would be for 5 to 10 years.

- The changes that are planned by the airline in the long term will affect
maintenance and engineering activities.
- This changes will impact scheduling, budgeting, training, manpower, and
facilities within M&E.
- Adjustments must be made in all areas of M&E to meet its goals and
objectives.
- Long term forecast is general in nature and subject to revision on a yearly
basis.
 SHORT TERM FORECASTING

- More detailed and covers 1 to 2 years.

- Contains more definitive plans with
attention to actual man power and budget
numbers.
- Schedules for checks and known
modifications are finalized.
 INTERMEDIATE TERM FORECASTING

- Would be for 2 to 5 years.

- Used by larger airlines
 PRODUCTION PLANNING

Deals with the day to day activities of M&E. The goal of M&E is to deliver
airworthy vehicles to the flight department in time to meet the flight schedule, with
all maintenance activities completed and deferred.
Production planning involves planning of all maintenance activities:
a) Daily
b) 48 hours
c) Transit checks
d) Letter checks
e) Modification due to Airworthiness Directives (AD’s)
f) Service Bulletins (SB’s) and Service Letters (SL’s)
g) Engineering Orders (EO’s)
h) Planning for manpower, parts, supplies, facilities.
i) Coordination with flight operations, ground handling, and support activities.
 PRODUCTION PLANNING

- The daily, 48 hours, and normal line maintenance checks are usually
standardized and require no effort on the part of the PP&C other than
scheduling.
- Additional tasks, whose interval is less than the “A” check are usually added
to these checks or performed concurrently by a separate work crew.
- The Engineering are the one to develop the appropriate work packages and
issued as necessary for the required checks.
- The Maintenance Control Center (MCC) administer the checks and routine
tasks to the line maintenance.
 RELATION OF ENGINEERING TO
PLANNER

Engineering has develop the maintenance plan from the Maintenance

Review Board (MRB) or Ops Specs document and divided the work into:
a) Appropriate Work Packages
b) Identifying the task to be done
c) The intervals at which they will be done
d) Manpower requirements for each tasks
Planner must now must now take this engineering package to:
a) Plan the work
b) Schedule the work
c) Adjust the work
d) Adding any additional tasks as necessary
QUALITY ASSURANCE
 QUALITY ASSURANCE

All planned and systematic activities

implemented within the quality system,
and demonstrated as needed, to
provide adequate confidence that an
entity will fulfill requirements for quality.
(PCAR Part 1)
 FUNCTIONS OF QUALITY ASSURANCE

- The administration and management of Quality

Assurance (QA) and Continuing Analysis and
Surveillance System (CASS) activities.
- The conduction of QA Audits of all M&E
organizations.
- The maintenance of technical records.
- Liaison with the regular authority for all M&E
functions.
 REGULATORY REQUIREMENTS

The quality assurance system shall

include a procedure to initially qualify
and periodically perform audits on
persons performing work on behalf of
the AMO. (PCAR 6.5.1.2)
 QUALITY AUDIT

- A quality audit should be performed on each and every

unit within the M&E organization which would be done
on a yearly basis, but other schedules may be
appropriate for certain areas.
- The quality audit should be a detailed, fact-finding
effort designed to look at all aspects of the operation.
- Determine any discrepancies, and establish a
corrective action with a finite time for correction for
each such discrepancy.
 QUALITY AUDIT

In relation to work performance, the auditor will look at

the following:
a) The adequacy of tools, test equipment's, and facilities
b) The competency of assigned personnel ( licenses,
training, skill levels, etc.)
c) Shop and office orderliness
d) The use of handling of tools, parts, supplies, and paper
works.
 QUALITY AUDIT

- It is important that each aspects of the M&E operation

be audited yearly to ensure compliance with regularly
and airline requirements.
- Any discrepancies must be addressed and corrective
actions must be implemented in timely manner.
 QUALITY AUDIT

Certain other types of audits can be performed either on

a yearly basis or on a necessary basis in which may span
two or more organizations or activities within M&E. These
are of audits of:
a) Processes
b) Procedures
c) Functions
 ISO 9000 QUALITY STANDARD

- ISO (International Standards Organization)

9000 is used throughout the world as basis
for quality.
- This standard establishes requirement for a
quality system in organizations performing
design and/or manufacturing or providing
technical services to others.
 ISO 9000 QUALITY STANDARD

Types of ISO includes:

1. ISO 9001 – for facilities that design/develop,
produce, install, and
service products or provides services to the customers.
2. ISO 9002 – for facilities that provides goods or
services to
customer design specifications.
3. ISO 9003 – for doing the final inspections and
testings.
QUALITY CONTROL
 QUALITY CONTROL

The operational techniques and activities that

are used to fulfill requirements for quality.
(PCAR Part 1)
 OBJECTIVE OF QUALITY
CONTROL

- The inspection function of the airline M&E

organization.

- Carry out all inspection requirements within

the M&E organization.
 TYPES OF QUALITY
CONTROL INSPECTOR

The two type of inspector includes:

1. Dedicated Inspectors or Full Time Inspectors
• May be an experienced mechanic, technician, or
engineers.
• Must hold a valid A&P license.
• Trained on general and special inspection techniques
required for specified areas to which he/she is assigned.
• A QC inspector must be approved by a QA organization to
conduct inspections.
 TYPES OF QUALITY
CONTROL INSPECTOR

2. Delegated/Designated Inspectors or Part Time Inspectors

• May be a mechanic or supervisor in a specific work center
who is qualified to perform inspections.
• Limited to perform inspections only in specific areas
simply because there is no other expert in the airline
qualified to perform such inspection.
• The delegated inspector may be required to perform all
QC inspection within a given work centers.
 FUNCTION OF QUALITY
CONTROL

It consists of four functions, each under its own

supervisor. The following are:
a) Supervisor for aircraft inspections
• Oversee all QC inspectors (dedicated or delegated)
• Responsible for the inspections performed on the aircraft
whether in the hangar or on the line.

b) Supervisor of shop inspections

• Responsible for the inspections performed in all support
and overhaul shops for off-aircraft maintenance.
 FUNCTION OF QUALITY
CONTROL
c) Supervisor for materiel inspections
• Responsible for all inspections required on incoming and
outgoing components handled by material.

d) Supervisor for (NDT/NDI) and Calibration of all Tools and

Equipment's
• Responsible for the inspections of all electronics test
equipment's used on the line, in the hangar, and in the
shops.
• Inspections of tools which requires regular checks for
calibration accuracy.
 BASIC INSPECTION
POLICIES

• These consist of 5 different areas namely:

1. Use of an inspector stamp for official acceptance of work.

2. Continuity of inspection across shift boundaries.
3. Countermand of inspectors decisions.
4. Re-inspection of rejected work (buyback).
5. Inspection of ones own work.