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2

Elements of Production Planning

Production Planning Requirements to Maintain Continued Airworthiness Seminar.

Section 10

2

Production Scheduling

Essential Elements of Production Planning

Executing the Check

Task Card Packaging

Post Production Analysis

Planning the Check

NOTES:



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Section 10

3

Engineering Planning

Heavy Maintenance Material Control

Quality Control

Production Scheduling Typically Involves

Five Main Departments

NOTES:



4



Section 10

4

Engineering Department Responsibilities

Non-Routine

Findings

Modifications

Maintenance

Program

Engineer

Engineering Non-Routine Functions :

•Structural Findings

•Issues Engineering Orders (EO)

•Repairs•Fleet Campaign Directives

•Modifications

•Service Bulletins

•Airworthiness Directives

•Assists with Modifications

•Passenger to Freighter Conversion

•Moving, Removing or Adding Galleys & Lavatories

•Seat Configuration Changes / Bulkhead

•Maintenance Program Engineer

•Track Reliability Trends

•Recommend Maintenance Program Adjustments based on

Findings



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Section 10

7

Material Control Department

Responsibilities

Material ControlSupervisor

Stores Supervisor

Material Control Supervisor

•Attends Pre-production Planning Meetings

•Interfaces With Production Coordinator

•Advises Stores Supervisor Upcoming Check Requirements

•Orders Parts AOG As Required

•Procedure Unique Vendor Items (Interior Modifications, Etc.)

Stores Supervisor

•Provides Kits for Routine Checks

•Audits Kit Contents for Completeness & Readiness for

Installation

•Provides Parts for Non-routine Items



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Section 10

8

The Quality Control Department Has

Several Responsibilities

Quality ControlSupervisor

Inspectors

Non-Destructive Testing

Lab

Quality Control Supervisor

Attends Pre-Production Planning Meetings

Ensures Adequate Inspector Coverage for Up-Coming Check

Notifies NDT Lab of Special Inspections

Inspectors

Perform Inspection & Buy-Offs as Required

Review Completed Check Package for Accountability and Compliance

NDT Lab

Perform Special Inspections as Required



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Section 10

9

Task Card Packaging Has Several Aspects

Identify Check Routine Inspection

Requirements

Package Task Cards for use at

Airplane

Identify Additional Workload

Requirements

Provide Accountability Sheets for All Work

Cards in Package

NOTES:



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Section 10

10

The Planner Identifies the Routine Check

Package For the Aircraft

l Identify Check Requirements:

n Routine Checks to "Zero-out" Maintenance Check Time

u “A” Check

u “C” Check

u Zonal

u Structures (SSI)

u Both Initial and Repetitive

u Certification Maintenance Requirements (CMR)

u Airworthiness Limitations Instructions (ALI) for MSG-3

u Or Supplemental Inspection Document (SID) for MSG-2

Routine Checks:

•Typically an “A & C” Check for MSG-3

•“A & D” Check for MSG-2

NOTE: “B” check is an non-Boeing interval term

Maintenance Review Board (MRB) items:

•Maintenance Significant Items (MSI) for Systems and Powerplant

•Zonal Inspections Items

•Structural Inspection Items (SSI)

Other Routine Maintenance Items:

•CMR

•ALI

•SID



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Section 10

11

The Planner Identifies the Additional Items

for the Check Package

l Identify Additional Check Requirements:

n These Items Are Normally Referred to As Non-routineand or Over and Above Items, Which Are Added to the

Check Package

u Deferred Maintenance Items

u Airworthiness Directives (AD’s)

u Engineering Orders (EO’s)

u Modifications

u Service Bulletins

u Refurbishment

u Fleet Campaigns

Non-routine Checks:

•Maintenance Planner Must Plan for These Non-routines as Best He/she Can.

•Planner Must Work These Tasks Into the Planned “Routine Check” Package.



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Section 10

12

Elements to Package Task Cards

l The Planner Must Schedule Time for These Tasks:

Deferred Maintenance Items

•Determine Parts Availability

•Lead Time for Parts Not in

Stock

•Importance Is Critical

•Deferred Items to Be Cleared

Over & Above Requirements


•Engineering Orders

•Modifications

•Service Bulletins

•Refurbishment

l The Planner Then Issues Non-routine Task Cards Into the Package

s The Planner Is Most Likely Processing Additional Non-routine Task Cards That Are Typically Discovered Continuously During the Heavy

Check.

Deferred Maintenance Items

•Minimum Equipment List (MEL) Items Can Be Deferred by Category

•Non-MEL Maintenance Items Can Also Be Deferred

•Non Scheduled Maintenance Item

•Non-placard Items

•Paint, Carpet, Upholstery, Reading Lights

•Maintenance Usually Issues a Control Number So

Other Stations Know What’s Coming and What Parts

Are Needed

•Other and More Critical Items for Deferment need to be Reviewed by

Engineering

Non-routine Task Card Packaging:

•The Mechanic or Technician Typically Writes a Non-routine Task

Card and Makes Every Effort to Link It to the Routine Task Card That

Signifies Where the Mechanic Was or What Task Was Being

Performed When He/she Found the Discrepancy.



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Section 10

13

This Is a Typical “Routine, A & C Check”

Workload Packaging“ A ” C h e c k W o r k P a c k a g i n g

F L I G H T

H O U R S

550 1 10 0 1 65 0 2200 2750 33 00 38 50 4 4 0 0 4950 5500 6 050 6 6 0 0

H E C K N O . 1 2 3 4 5 6 7 8 9 10 1 1 12

1 A

2 A

3 A

4 A

5 A

6 A

“ C ” C h eck W o rk P a ck a g i n g

F L I G H T

H O U R S

4800 9 60 0 14 400 1 9 2 0 0 24000 2880 0 33600 3 8 4 0 0 43200 480 00 528 00 5 7 6 0 0

H E C K N O . 1 2 3 4 5 6 7 8 9 10 1 1 12

M O N T H S 15 30 4 5 60 75 90 1 0 5 1 2 0 135 150 1 6 5 1 8 0

1C

2C

3C

4C

5C

6C

8C

Work Packaging Schematic For Letter Checks

•This Work Packaging Matrix Assumes an Aircraft With a 550 FH "A" Check

and a 4800 FH "C" Check Interval.

•Any Letter Check Assigned, Requires That All Previous Checks Divisible bythe Check Interval Number Be Accomplished (E.G. A Check #6 Requires That

All 1A, 2A, 3A & 6A Tasks Be Accomplished, Yet 4A & 5A Are Not

Divisible by 6, Thus Are Not Required).

•The Cells Are Shaded at the Intersection of the Row Consisting of a Letter

Check Versus the Corresponding Check Number in the Column.

•Structural Inspections Are Typically Done at the Heavy “C”

Check Due to the Involved Access Requirements.

•The Maintenance Planner Applies the Appropriate SSI Checks

to This Matrix (E.G., The 30 Month SSI Checks Are Completed

at the 2C Check.)



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Section 10

14

There Are Several Steps to Package the

Tasks

Package Routine, Non-Routine, and Over

& Above Work Cards for Work Dock -

Production Coordinator

Package Tasks to Fit Operation

•By Zone

•By Skill

•By System

•By Flowchart

•Combination of Above

Packaging Task Cards Has Many Aspects:

•The Task Cards Are Often Packaged by Zone So That Tasks in That

Zone Are Performed With a Minimum of Back and Forth Activities

•Then Assign by Skill / System

•Flowchart Schedule Drives the Whole Check



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Section 10

15

l Provide Accountability Sheet to Insure All Work

Cards in Packagen Routine Checks

u Include Lower Level Routine Checks

n Non-routine Checks

n Over and Above Items

u EO’s

u Special Inspections

There Are Several Steps to Package the

Tasks

Non-routine Checks

Non-routine Tally Consists of a Sequentially Numbered Control Sheet to

Account for Open and Closed Non Routine Tasks.

The Non-routine Tally Sheets Are Sub Divided by Zone

The Sheets Contain a Brief Description of the Discrepancy, Issued Block and

QC Buy Back Boxes. This Is Similar to the Routine Tally Seen next.

Non-routine Task Card Usually Displays the Routine Task Card Number so

That Planning Knows What Routine Task Drove the Non-routine

Very Important for Structural Programs



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Section 10

16

Sample “4C” MSI Routine Tally Sheet

Accountability Sheets Allow for the Efficient Tracking of Tasks

•Displays Task Card Number

•Displays Task Description

•Displays Task Code

•Displays Interval

•Displays Unit if applicable (Flight Hours, Cycles, etc.)

•Displays Task Card Revision Date

•Displays Issued (applicable to check package) box

•Displays Issued & Completed task box

•Necessary for sign-offs

These elements should be considered as the minimum required



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Section 10

17

Sample “Zonal” Routine Tally Sheet

Sample Routine “Zonal” Check Tally:













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Section 10

18

Sample “SSI” Routine Tally Sheet

Sample Routine Structural “SSI” Check Tally:













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Section 10

19

Plan The Check Package And Airplane

Down Time

l

Determine Manpower Requirements -Production Coordinator / Production

Supervisor Production Coordinator

n Break Down Work Force Make-up

u Skills Required

u Cleaners

u Hydraulics/mechanical

u Avionics

u Engine

u Structure

u Inspectors Required

u Outside Services Required

There Are Several Aspects to Planning the Work or Task Package:

•Determine Manpower Requirements

•Estimate Total Man-hours

•Determine Required Hold Time for Check

•Schedule Pre-planning Meetings

•Prepare Hangar and Work Dock



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Section 10

20


Down Time

l Estimate Total Man-hours Required:

Determine Man-hour Requirements for

Basic Routine Check & Known Non-

Routine• Deferred Maintenance Items

Determine Man-hour Requirements for Additional Non-

routine and Over & Above Work

u Plan for Overtime for Special

Circumstances/projects

u Borrow Manpower From Other Departments If

Necessary

Planner Reviews All of the Deferred Maintenance Items From the Aircraft

Log Book

• Maintenance Control Center Supplies These Items Usually Through

Some Type of Computer System

Temporary Manpower Allocation

• Large Tasks Such As Open Up, Cleaning Bilge Areas



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Section 10

21

There Is a Tool for Estimating Non-routine

Hours for the Check Package

l Non-routine Hour Estimations Are Calculated Viaa Boeing Standard Formula:n A Planner Uses a Productivity Factor to Estimate the Hours of

Non-routines That Each Hour of Routine Maintenance WillGenerate.

n Productivity Factor = (1 Hour of Routine Maintenance + 1.2 Hoursof Non-routine Maintenance)* Efficiency Factor.

n Efficiency Factor = Maintenance Technician Skill Level on a Scaleof 1 to 5. Boeing Uses 2.5 As an Typical Number.

s Level 1 Is the Most Competent

n Actual Estimated Time = (Productivity Factor) + (efficiencyFactor)*(oamp Listed Time).

n

Example - Productivity Factor =s [(1 Hr Routine)+(1.2 Hrs Non-routine)]*(2.5) = 5.5

s (Oamp Time, 1 Hr)*(productivity Factor, 5.5) = 5.5 Actual EstimatedTime

Non-Routine Checks:

Douglas products Division Philosophy: 1.0 hr Routine Maintenance (R) = 1.2 hr Non-

Routine Maintenance (NR). Formula (R + NR) x EF = PF.

(The 1.2 hr NR can be adjusted to fit any airlines maintenance requirementsestablished on past history).

Example: (1.0 + 1.2) x 2.5 = 5.50

The Productivity Factor can be used to convert the man-hours in the OAMP which areinspection look-times only and does not include set up and fix times to reflect both

routine and non-routine maintenance times as shown above.

Sample: OAMP time = 1.025 MH routine x 5.50 (PF) = 5.6375 MH routine and non-routine.

•Adjust Efficiency Factor up for inexperienced maintenance crew, and adjust down for

experienced crew.

•Adjust Non Routine Hours (1.2) up for aircraft in poor shape, (many anticipated non-

routines).

•Adjust Non Routine Hours (1.2) down for aircraft in good shape. Make smalladjustments if needed.

•Note: OAMP - On Aircraft Maintenance Planning for DC & MD series aircraft and

MPD - Maintenance Planning Document for B series aircraft.



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Section 10

22

PROJECTED MAN-HOUR ESTIMATE

PLANNED INPUT __________ RELEASE __________ TYPE OF HOLD: C-CHECK A/C: DC-10

NON-ROUTINE TOTAL

E.O.s & TOTAL PLAN SUB TOTAL ADDTNL ROUTINE & REQUIRED

BASIC SPEC. TIME TIME ROUTINE NON HR'S N/RTN N/TRN N/ROUTINE DAYS FOR

SKILL CHECK INSP. COMPONENTS ITEMS HOURS ROUTINE PER N/RTN HOURS HOURS HOURS HOLD

LINE MAINT. 260 204 173 292 929 640 1.8 1152 250 2331 9.3 DAYS

SHEET METAL 40 143 0 0 183 530 2.2 1166 400 1749 10.9 DAYS

INTERIORS 250 2 0 144 396 180 1.5 270 100 766 7.7 DAYS

AVIONICS 90 13 0 87 190 150 1.4 210 50 450 5.6 DAYS

PAINT 60 0 0 0 60 50 1.1 55 115 5.8 DAYS

SUBTOTAL 700 362 173 523 1758 1550 2853 800 5411 10 DAYS

INSPECTION 130 32 10 118 290 1550 0.125 194 48 532

N.D.T. 24 15 0 12 51 0 51

TOTAL 854 409 183 653 2099 3100 3047 848 5994

Planner Builds the Projected Man-hours Table

Production Supervisor Advises Planner on How Many Men / Women

Are Required



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Section 10

23


Down Time

l The Production Supervisor & Production Coordinator

Determine Hold-time Required for the MaintenanceCheck:

n Check Long Range Hangar Schedule for Opening

u Assure Hold-time Is Adequate Based on Available Manpower

n Have Alternate Plan Identified If Airplane Is Late Coming

Into Check

u Aircraft Arrival Delayed Due to Maintenance Problem

u Aircraft Swap

Alternate Plan

•Move Man-power to an Alternate Aircraft

•Consider Having Alternate Aircraft Check Package Ready

•Alternate Aircraft Parts Procurement Is Expensive

Basic Example

Sample MSG-3, 2C Check May Take 10,000 Manhours (Routine +

Non-routine)

15 Day Hold for Same 2C

6.0 Hrs. Actual Work Time Per Man / Woman Per Shift

10,000hrs/15 Day Hold = 666 Manhours

666 Manhours / 6 Hrs. = 111 Technicians Per Day

111 Technicians / 3 Shifts = 37 Technicians Per Shift NOTE: Example Serves to Illustrate Mathematics of Crew Loading-

Not Demonstrate Suggested Crew Loading



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Section 10

24

Plan The Check Package and Airplane

Down Timel Hold Pre-production Planning Meetings

n Advise All Departments of Their Responsibilities and Projected Work Load

Requirements

n Quality Control

u Number of Inspectors

u Non Destructive Testing (NDT) Requirements

n Production (Maintenance)

u Skill Requirements

u Ground Support Equipment Special Requirements

n Parts Control

u Pre-draw Parts List Identified and Shortages Noted

u Estimated Arrival Date of Parts Not in Stock

n Support Shopsu Turn Around Time for Shop Items

n Planning

u Introduce Flow Chart Plan

Meeting Attendees (Minimum)

•Quality Control

•Production Supervisor

•Production Coordinator

•Material Control

•Support Shops

Other Discussion Topics

Check Package Mile-stones

Flow-chart



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Section 10

25


Down Time

l Prepare Work Dock - Production Coordinator

n Prepare Work Dock u Display Flow Chart

u Place Work Cards on Assignment Boards

u Organize and Prioritize According to the Flow Chart Plan

u Put Technicians Name Tags by Assigned Task to Track Work

in Progress

u Have Routine & Non-routine Task Cards and AccountabilitySheets in Place

Flowchart

All Departments Agree on Flowchart Form the Pre-production Meeting

Functions As an Adjustable Guide Throughout the Check



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Section 10

26

Sample DC-10 “HMV” Flow ChartTASK DAY 1 DAY 2 DAY 3 DAY 4 DAY 5 DAY 6 DAY 7 DAY 8 DAY 9 DAY 10 DAY 11 DAY 12

1. STRIP/PAINT AIRCRAFT

WASH AIRCRAFT

DOCK AIRCRAFT

PREPAIR FOR PAINT STRIP

STRIP

PAINT

2. AVIONICS/ELECTRICAL

DISCONNECT LAVS/GALLEYS

CONNECT LAVS GALLEYS

OPS FUNCT CKS

3. OUTSIDE CHECKS

AP U S HR OUD CHE CK

FLIGHT CONTROR CHECK

4. GALLEYS

DISSCONNECT GALLEYS

REMOVE GALLEYS-CLN INSP.

INSTALL GALLEYS

5. CABIN

DISCONNECT AND REMOVE SEATS

REMOVE FLOOR PANELS

INSTALL FLOOR PANELS

REMOVE O/H PNL/SIDEWALL PANELS

INST O/H PNLS SIDEWALL



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Section 10

27

TASK DAY 1 DAY 2 DAY 3 DAY 4 DAY 5 DAY 6 DAY 7 DAY 8 DAY 9 DAY 10 DAY 11

6. LAVATORIES

DRAIN & FLUSH LAVS

DISCONNECT AND REMOVE LAVS

CLEAN AND INSPECT AREASINSTALL LAVS

7. FORWARD CARGO

REM OVE PANEL S

CLEAN AND INSPECT

INSTALL PANELS

8. AFT CARGO

REM OVE PANEL S

CLEAN AND INSPECT

INSTALL PANELS

9. LEFT WING

REM OVE PANEL S

6-7 SLAT TRACK MOD

SLAT CABLE CHANGE

RIG SLATS

CLOSE PANELS

10. RIGHT WINGREM OVE PANEL S

6-7 SLAT TRACK MOD

SLAT CABLE CHANGE

RIG SLATS

CLOSE PANELS

Sample DC-10 “HMV” Flow Chart



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Section 10

28

There Are Several Steps to Execute the Check

Flight Control

Checks

Functional/Operational

Checks & Engine Runs

(Pre-Docking)

Wash Aircraft

Defuel Aircraft

Outside Pre-Check Tasks

Outside Pre-check Tasks

•Some Tasks Cannot Be Performed in Than Hanger Under Any

Circumstances

•Critical to Operate Systems That Are Difficult in the Hanger

•Pre-check Tasks Are Used to Identify As Many Non-routines As

Possible Before Entry Into Hanger

Crew-loading

•Optimum Crew-loading Calls for Personal to Be On-site When the

Aircraft

•Typically There Can Be Some Delay Between Arrival and

Hands on Work

Pre-induction Inspections

•Protect Heavy Maintenance From Mistaken Claims of Damage

•Quality Control Typically Performs

•Video Tape Is Optimum Method )Inside and Outside)



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Section 10

29

Prepare Facility for Check Execution

Required Equipment and Special

Tools in Place

Materials and Parts

Sufficient Quantity of

Maintenance Tags

Provide Adequate Storage for

Parts Removed from Airplane

Hangar and Work Dock Preparation

Prepare Hangar Bay

Prepare Hangar Bay

Required Equipment and Special Tools in Place

•Miscellaneous Tools for Panel Removal

•Stands for Pylons or Engines•Jacks

•Special Structural Repair Tools

Material and Parts

•Free Stock Bins Replenished

•Inventory Pre-draw Parts (Locate in Hold Area for Airplane)

Sufficient Quantity of Maintenance Tags

•Parts Removal

•Warning

Provide Adequate Storage for Parts Removed from Airplane

•Some Parts will Need to be Routed to Shop

•Some Parts will Need to be Adequately Protected



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Section 10

30


Perform Hanger Tasks

Open-Up

Inspect

Lube

Repair

Close-Up

Other Tasks

Panels

Open-up Is Usually Performed by a Dedicated Crew That Open-up the

Necessary Areas for the Check.

•Not Recommended to Open-up Areas Not Required for the Check.Lubrication

•Standard During Most Checks Over a 1A.

Inspection Can Include:

•Operation Checks

•Functional Checks

•Detailed Inspections

•General Visual Inspections

Repairs:

•Repairs Are Non-routines and Planning Tools Can Do a Fair Job of Estimating the Time Required.

Other Tasks

Discards & Restoration Tasks

The Afore Mentioned “Additional Tasks”



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Section 10

31

Planner Responsibilities During the Check

Main Responsibility Is Issuing and Statasing

Task Cards

Must Issue Cards When Aircraft Is Most

Ready for That System Task

Alters Flow Chart With Completed and Late

Tasks

Closing Log Pages for MEL Deferred Items

Main responsibility is issuing and statusing Task cards

When technician completes section of task card requiring inspection, planner

issues task card to inspection for closure - then technician goes back to work

on another issued task

Must issue cards when aircraft is most ready for that system task

Not issuing task cards during pre-check (outside hanger) that are difficult or near impossible to do in the hanger:

Difficult Near Impossible

Stripping and or painting Engine Runs

Thrust Reverser, pneumatic Fuel Transfer / Dump Checks

Some avionics checks Avionics System Checks e.g.,

compass swing

Alters flow chart with completed and late tasks

Advises production Supervisor to assign additional man-power

Closing log pages for MEL deferred items

Planner follows closure of all deferred MEL items closely and advises

Production Supervisor as soon as it appears as if items may not close



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Section 10

32

Production Supervisor Duties During the

Check

Flow ChartSchedule

Daily Production

Meetings

Production Supervisor

Responsibilities

Daily Production Meetings Are Held With the Responsible Departments

•Conducted by Production Supervisor

•Involves All Departments

•Coordinate Efforts Between Departments

•Update Progress on Flow Chart

•Re-adjust Flow Chart When Necessary

•Evaluates Non-routine Write-ups for Parts Requirements and Man-

hours

•Reassigns Technicians As Necessary

•Determine Ramp Work Requirements, Engine Runs

•Identify Problem Areas

•Update Status on Airplane•Status Parts Availability (Shop and AOG Items)

•Ensures That All Previously Deferred MEL Items Are Closed Before

Departure



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Section 10

33

Flow ChartSchedule

Daily Production

Meetings

Production Coordinator

Responsibilities

Production Coordinator Duties During the

Check

Production Coordinator Responsibilities

•Distributes Tasks by Priority

•Accounts for all Paperwork

•Maintains Accountability List for all Paperwork

•Makes Sure all Paperwork is Completed Properly

•Up-Dates Flow Chart

•Advises Production Supervisor of Areas Behind the Flow Chart

Schedule



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Section 10

34


Functional

Checks

Post-Check

Run-Ups

Test Flight

(if required)

Perform Post-Check Tasks

Post Check Tasks:

Functional Checks After Repairs Have Been Accomplished

Engine Run-ups

Post Check Runs Can Be Performed to Confirm Proper Operation After

Repairs/replacement or to Provide Power/pressurization for More

Involved Checks.



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Section 10

35

Post Production Analysis Is Performed After

the Check

n Heavy Maintenance

n Material Control

n Engineering

n Planning

n Quality Assurance

Hold Post-Production Meetings

with All Departments Involved

in the Process

Non-Routine Tracking

Analyze The Check Results to Identify Areas for Improvement

Re-cap Man-hours Expended During Check

•Actual Verses Planned

•Adjust Projections for Future Checks As Required

Identify Problems Encountered During Check

•Recommend Solutions to Overcome Similar Problems During

Next Maintenance Check

Track Airplane the First Few Days in Service

•Determine If Any Delays Taken Are Chargeable to Work

Performed During The Check

•Take Steps to Prevent Any Recurrence During Future Checks

Non-routine Tracking Is the Responsibility of Several Departments

•Engineering

•Planning

•Quality Assurance



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Section 10

36

Heavy Maintenance Reviews Several Check

Tasks

Overtime Man-Hours

Expended

Training Requirements

Crew Loading

Man-hours Must Be Closely Reviewed for a Cause & Effect

Relationship

•Routine Task Cards Shouldn’t Have Significant or LargeChanges in Completion Time

•Investigate If the Task Card Truly Had a Significantly

Greater Amount of Time Charged to the Task.

•Often, the Card Was Not Closed After the Task Was

Completed, Which Leads to Poor Tracking of Hours

•Simply Raising the Planned Time to Meet the Last Actual

Time Is Not Planning’s Job and Doesn’t Uncover the Man-

hours That Were Expended.

This Is Most Applicable to Routine Tasks



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Section 10

37

Material Control Reviews Several Check

Tasks

l Were Parts / Kits / Spares on Hand When Required

n Poor Pre-draw or Insufficient Lead Time

l Were Components Returned From Backshops When

Required

n Investigate Reason for Delay

s Forgot to Route on Priority

s Spares Did Not Materialize or Were Defective

s Lost Tag on In-station

s Mis-routed Through Backshops

l Review Other Material Concerns:

n

Left Over Parts - Excessive Pre-draws Replace in Inventory When Possible

n Free Bins of Consumables and Expendables

s Technicians Often Keep Abundant Supplies in Tool-boxes

Material Control Reviews Pats Problems

•Must develop ways to handle unforeseen parts problems

•Borrow parts form your own fleet

•Use priority system for stores routing (internal system)•Don’t abuse priority system by routing everything AOG

•Floor wax

•Broom handles

•Lav Blue water tablets

•Mop heads

•Tissue paper

•May consider restrictions on who has authority to route

AOG.



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Section 10

38

Engineering Reviews Several Check Tasks

l Engineering Reviews Eo’s for Effectiveness

s Wrong Instructions or Poor Instructions

s Wrong Drawings Wrong Parts

s Wrong Man-hour

Estimate

s Wrong Function

or Fit With Modification

s Wrong Function of Task Card

n Engineering Solution

s

Issue Revised Eo Based on Feedback s Track New Results

Engineering Orders Need to Be Reviewed on All Eos

•Repairs

•Fleet Campaign Directives

•Modifications•Service Bulletins


•Maintenance Program Engineer

•Track Reliability Trends

•Recommend Maintenance Program Adjustments Based on

Findings

•Put Figures Together for Program Escalation or De-

escalation (Intervals)

•Regulatory Agency Will Not Normally Accept AnyProposal for Escalation Without Reliability Figures

•Non Technical Objection From Boeing Is Not

Available Without a Review of Reliability

Figures



39



Section 10

39

Planning Reviews Check Package

l Check Package Review Contains:

n Planning Advises Engineering of Technical Changes or

Clarifications to the the Task Cards

s Incorrect Procedures

s Confusion About Procedures

s Ineffective Procedures

u Pneumatic ITCAN Test for Air Pressure Leak

( Tin Foil Over Pneumatic Joints & Lines Is More Effective

s Inefficient Procedures

u Older Task Card Started Engines to Perform Take-off Warning

Check

u Revised Task Card Does Not - Procedure Simplified to Check

Micro-switches in Quadrant, Which Is the MRB Intent

Planning Reviews Task Cards for the Following and Advises

Engineering

Incorrect Procedures

Task Card Didn’t Work

Most Likely Solved During Check

Confusion About Procedures

Procedure Worked, but Steps Were Ambiguous

Ineffective Procedures

A Task Card Was Completed, However the MRB Intent

of the Inspection Was Not Accomplished

Inefficient Procedures

A Task Card Was Completed, Which Met the MRB

Intent of the Inspection but a Greater Cost



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Section 10

40

Planning Reviews Check Package

l Check Package Review Contains:

l Man-hours:

n Routine & Non-routine

s Review Planned Vs. Actual

s If Actual Is Significantly Higher Than Planned

u Was Aircraft in Poor Shape Relative to Similar Aircraft Types and

Checks

( Was the Non-routine Portion of the Productivity Factor to Low

(1.2 Vs. 1.4)

u Was Crew Loading Similar

u Was Crew Competency Similar

Man-hours Must Be Closely Reviewed for a Cause & Effect

Relationship

•Routine Task Cards Shouldn’t Have Significant Changes inCompletion Time

•Investigate If the Card Truly Had a Significantly

Greater Amount of Time Charged to the Task.

•Often, the Card Was Not Closed After the Task Was

Completed, Which Leads to Poor Tracking of Hours.

•Simply Raising the Planned Time to Meet the Last Actual

Time Is Not Planning’s Job and Doesn’t Uncover the Man-

hours That Were Expended.

This Is Most Applicable to Routine Tasks



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Section 10

41

Quality Assurance Tracks Non-Routines to

Identify Trends

l Tracking Non-routine Maintenance Tasks Allows

an Operator to Identify Trends

n Quality Assurance Should Study All Non-routine Tasks

in Order to Identify the Following:

s Aircraft Problem

s Station Problem

u Training Problem

s Component Problem

u Tracking by Serial Number

Can Isolate Rogue Components

n Compare Your ATA Specific Reports to the BoeingComponent Reliability Reports

s Identify If Problem Is Fleet Wide.

s Possible Team Conference Issue for Permanent Resolution.

Aircraft Problem:

Aircraft May Have Chaffed Wires That Routinely Lead to False Trouble-

shooting of a Component. Problem Reappears Soon After Check, Leading to

More False Trouble-shooting at Every Station.

Station Problem:

•Level of Experience and / or Training

•Turn Around Time Pressure

•Deficient Documentation, E.G., Lack of or Old Revision

•Aircraft Maintenance Manual

•Fault Isolation Manual

•Trouble-shooting Manual

Component Problem

•Component Problem by Part Number and ATA•Typical to Track MTBF and MTBUR

•Component Problem by Serial Number

•Must Track by Serial Number

•Essential to Track No Fault Found



42

Summary

Production

Scheduling

Executing the

Check

Task Card

Packaging

Post Production

Analysis

Planning the

Check

Production Scheduling

All Five Main Departments Assist With Production Scheduling

Task Card Packaging

Identified Routine and Over & Above TasksPackaged Them

Accounted for All Task Cards

Planning the Check

Pre-production Meetings

Hanger Schedule / Crew Loading

Executing the Check

Importance of Pre-checks

Importance of Hanger Preparation

Responsibilities of Critical Personnel / Departments

Post Production Analysis

Minimum Number of Departments Perform Analysis

Non-routine Tracking Is Critical

010 Elements PP

Documents

Transcript of 010 Elements PP