AMT 222:
SHOP SUPERVISION AND
MANAGEMENT
MR. DEXTER YUSI
AMT – 146859
Human Factors in Aviation
Background and Justification
Importance of Safety
Civil Aviation Safety Record
Causes of Accidents
What is Human Factor?
Benefits of Human Factor Training
AVIATION INDUSTRY
• Technology based
• Employs 2 million people
• Generates US$2,40,000
million revenue
• Continuously growing
• Success and Survival
solely depends on
SAFETY
AVIATION SAFETY RECORD
Quite impressive
World wide accident rate of commercial large jet transport
aircraft of the last three decades show a dramatic fall to 1.5
from 27 per million departures
616 million passengers travel on US carriers in 1988 with no
fatalities
1987-1996 (a decade) 600 Airlines had no accidents at all
HULL LOSS--World Wide Jet Fleet
Accidents by Primary Cause (%)
Causes
Human
Airplane
Weather
Maintenance
Airport/ATC
Misc
Total
1988-97
70.5
10.0
5.0
6.0
3.0
5.5
1990-99
67.5
11.0
7.5
6.0
4.0
4.0
100.0
100.0
HULL LOSS and /or Fatal Accidents
(By phase of Flight) (%)
Phase
Taxi
Take off
Climb
Cruise
Descent
Approach
Landing
1988-97
8
16
12
9
2
17
36
1990-99
8
14
13
6
5
13
41
5% flight time accounts for 60% of the accidents
MAJOR AREAS OF ACCIDENTS
Type
1990-97
1989-99
%
Change
46
29
+21
+45
36
-23
126
157
+25
20
14
-30
Push back
38
Hit by vehicle
20
CFIT
Landing
RTO
47
WHAT ARE THE LESSONS LEARNED?

Human Factor emphasis is paying
Dividend at a slow pace

Greater awareness has contributed to the
reduction in CFIT

Technology continues to play a major role in
accident prevention

Safety is a cost effective tool
NEED FOR SAFETY ENHANCEMENT
• Human error continues to dominate as the cause of aviation
accidents (65 to 70 %)
• Since 1970 the accident rate is relatively constant
• As the number of flight departures increase, we can
anticipate an increase in the absolute number of accidents.
• Society does not understand the accident rates and is only
concerned with the number of accidents irrespective of any
decline in the global rates
Accident investigation reports
The crew reacted prematurely and in a
way deviated from the laid down
procedure
Series of distractions and aggravations
the cockpit
The failure of the pilots to monitor flight
instruments
Flight crews’ failure to use check list
Lack of team work amongst crew
members
in
Human factors & Flight safety
How can we prevent accidents?
Examination of Industry’s accident investigation reports
clearly establishes that different management of available
resources could have prevented the accidents in majority
of the cases
What are the available resources?
Q
Q
Q
Q
Q
Q
Q
Q
Aircraft systems
Procedure
Manuals and check lists
Cockpit crew
Flight Despatchers
Cabin crew
Maintenance personnel
ATC
What is Management?
It is the coordinated use of the available resources
to reach a goal
Q Set the goal
Q Evaluate risk
Q Set the priorities
Q Allocate resources
Q Evaluate results
Development of Aviation Safety
1960 - 1980 Lonesome Heroes (Pilot Error)
1980- 1990 Crew Resource Management (Synergy)
1990-1999 Systemic Year (Organisation Dimension)
WHAT IS IN STORE FROM 2000 ONWARDS?
Human Factors
HF is the Social Movement of learning the limit of
human ability and movement and performance, to
analyze and apply the knowledge gained to the
daily operations to in prevent Human Failure
which is the major source of accidents Aviation
What is Human Factor ?
• Concerns with Optimizing the Relationship
between People and their Activities by Systematic
Application of Human Sciences Integrated with
System Engineering.
• It is about PEOPLE ; It is about PEOPLE in their
Working Environment and it is about their
Relationship with Machines and Procedures.
What is CRM?
QThe effective utilization of all available resources to achieve
safe and efficient operation of a flight
Q
Focus of CRM training is on the functioning of the crew
as an intact team, not simply as a collection of technically
competent individuals
Q
CRM aims at improving crew performance
MAINTENANCE RESOURCE
MANAGEMENT
• Aviation maintenance is a complex and demanding
endeavor. Its success, which is ultimately measured
by the safety of the flying public, depends on
communication and teamwork.
• Aviation maintenance operations are most
successful when crews function as integrated,
communicating teams rather than as a collection
of individuals engaged in independent actions.
MAINTENANCE RESOURCE
MANAGEMENT
• Over the past decade, the importance of teamwork in the
maintenance setting has been widely recognized. The result has
been the emergence of human factors training, Maintenance
Resource Management (MRM) programs, and other teamcentered activities within the aviation maintenance community.
• Maintenance Resource Management is a general process for
improving communication, effectiveness, and safety in airline
maintenance operations. Effectiveness is measured through the
reduction of maintenance errors, and improved individual and
unit coordination and performance.
• MRM is also used to change the "safety culture" of an
organization by establishing a pervasive, positive attitude toward
safety. Such attitudes, if positively reinforced, can lead to changed
behaviors and better performance.
MAINTENANCE RESOURCE
MANAGEMENT
• Safety is typically measured by occupational injuries, ground
damage incidents, reliability, and airworthiness. MRM improves
safety by increasing the coordination and exchange of
information between team members, and between teams of
airline maintenance crews.
• The details of MRM programs vary from organization to
organization. However, all MRM programs link and integrate
traditional human factors topics, such as equipment design,
human physiology, workload, and workplace safety. Likewise, the
goal of any MRM program is to improve work performance and
safety. They do this by reducing maintenance errors through
improved coordination and communication.
MAINTENANCE RESOURCE
MANAGEMENT
• Not surprisingly, a prerequisite for implementing successful MRM is the
will to do so. As with any program intended to be diffused throughout
an organization, MRM must have the positive, explicit, and
demonstrated support of senior management.
A typical MRM training program addresses each of the following
components:
• 1. Understanding the maintenance operation as a system
• 2. Identifying and understanding basic human factors issues
• 3. Recognizing contributing causes to human errors
• 4. Situation awareness
• 5. Decision-making; Leadership
MAINTENANCE RESOURCE
MANAGEMENT
• 6. Assertiveness (how to effectively speak up during critical times)
• 7. Peer-to-peer work performance feedback techniques
• 8. Stress management and fatigue
• 9. Coordination and planning
• 10. Teamwork and conflict resolution
• 11. Communication (written and verbal)
• 12. Norms
• MRM is characterized by working together and using available resources
to reduce errors and to promote safety. There is a growing body of
evidence that team coordination among aviation crews improves safety,
product quality, and system effectiveness. Maintenance Resource
Management, as with other human-factors-oriented processes, is based
on a systems approach. It incorporates a variety of human factors
methods, such as job and work design, and considers the overall sociotechnical maintenance system
ASSIGNMENT:
• Research the 12 DIRTY DOZEN AND For each
element create an aviation related scenario
where these elements are being present then
propose a solution for each scenario.
• Research The Magnificent Seven | Aviation
Pros
- Paper Size: Letter (8.5 x 11)
- Font Style: Times New Roman
- Font Size: 12
- Line Spacing APA
- Margins: Normal
(File should be in pdf format)
PRINCIPLE OF AIRCRAFT
MAINTENANCE
• No aircraft is so tolerant of neglect that it is safe in the absence of
an effective inspection and maintenance programme. The
processes that affect an aircraft are deterioration with age (e.g.
fatigue, wear and corrosion) as well as chance failures (e.g. tire
burst, excess structural loads).
• Aircraft maintenance can be defined in a number of ways and the
following may help understand the different aspects:
• “Those actions required for restoring or maintaining an item in a
serviceable condition including servicing, repair, modification,
overhaul, inspection and determination of condition”. [World
Airlines Technical Operations Glossary]
• “Maintenance is the action necessary to sustain or restore the
integrity and performance of the airplane” [Hessburg, 2001]
• “Maintenance is the process of ensuring that a system continually
performs its intended function at its designed-in level of reliability
and safety.” [Kinnison and Siddiqui, 2013]
Activity
• Aircraft maintenance is that part of the process of aircraft technical
activity which is conducted on aircraft whilst it remains in the line
maintenance or base maintenance environment. Aircraft
maintenance is intended to keep the aircraft in a state which will or
has enabled a certificate of release to service to be issued. A
hangar environment may be available but is often not necessary.
The reasons for carrying out maintenance are neatly summarized
by [Lam 2002]:
1.Aircraft safety – airworthiness at its heart
2.Keep aircraft in service – Availability, which is of key importance to
an operator i.e. the aircraft can meet its schedule.
3.Maximize value of asset (airframe, engines and components) – of
prime importance to the owner or lessor.
Activity
• Maintenance will consist of a mixture of preventive and corrective
work, including precautionary work to ensure that there have
been no undetected chance failures. There will be inspection to
monitor the progress of wear out processes, in addition to:
• Scheduled or preventive work to anticipate and prevent failures.
• Unscheduled work – Repair maintenance and On-condition
maintenance
• In general terms, for preventive work to be worthwhile, two
conditions should be met:
1.The item must be restored to its original reliability after
maintenance action, and
2.The cost of maintenance action must be less than the failure it is
intended to prevent.
Light or Line Maintenance
• This would typically include Pre-flight checks, daily checks (before first flight) fluids,
failure rectification as well as minor, scheduled maintenance tasks as follows.
According to EASA Part 145, AMC 145.A.10, line maintenance should be
understood as “any maintenance that is carried out before flight to ensure that the
aircraft is fit for the intended flight.” This may include:
• Trouble shooting
• Defect rectification
• Component replacement, up to and including engines and propellers, with use of
external test equipment if required
• Scheduled maintenance and/or checks including visual inspections that will detect
obvious failures but do not require extensive in depth inspection. It may also
include internal structure, systems and powerplant items which are visible through
quick opening access panels/doors
• Minor repairs and modifications which do not require extensive disassembly and
can be accomplished by simple means
• EASA Part 145, AMC 145.A.10 also explains that “for temporary or occasional
cases (ADs, SBs) the Quality Manager may accept base maintenance tasks to be
performed by a line maintenance organization provided all requirements are
fulfilled as defined by the competent authority”. It is also noted that “Maintenance
tasks falling outside these criteria are considered to be Base Maintenance”.
Base or Heavy Maintenance
• Base maintenance may be referred to as heavy (or depth)
maintenance, and consists of tasks that are generally more indepth and long-lasting than those above, but are performed less
frequently. An MRO (maintenance, repair and overhaul) company
will have to have large facilities and specialised equipment and
staff to undertake base maintenance, and many
operators contract-out this function. The different activities may
include:
• C and D Checks (block checks see Maintenance Programme)
which will check for deterioration of the airframe, engines and
systems, e.g. corrosion, fatigue
• Removal of defects – implementation of Service Bulletins (SB)
and Airworthiness Directives (AD), although this can also be done
during Line maintenance.
• Technology upgrade – fitting of Terrain Avoidance and Warning
System (TAWS), Airborne Collision Avoidance System (ACAS) etc
• Cabin reconfiguration, painting etc.
Shop or Component
Maintenance
• The third form of maintenance can be termed as “Workshop” or
just Shop maintenance. This covers maintenance on components
when removed from aircraft e.g. engines, APU, seats. Sometimes
this is carried out within the same organization as the Base
Maintenance, but sometimes special companies carry out this
work separately.
Maintenance Intervals
• The intervals of maintenance are parameters set within
the Approved Maintenance Schedule (AMS), which is
in turn based on the Maintenance Planning Document
(MPD). These will be set according to different criteria,
mostly depending on how well damage can be
detected and failure predicted [CAA, 2017]:
Necessity of Maintenance Management:
• "Preventative process in which known deterioration of an Item is
limited to an acceptable level by the maintenance actions
• Carried out at periods related to time in service (e.g. calendar
time, number of cycles, number of landings)."
On-condition
• “Preventative process in which Item are inspected or tested, at
specified periods, to an appropriate standard to determine whether
it can continue in service
• Such an inspection / test may reveal a need for maintenance
action.
• Fundamental purpose of On-Condition is to remove an Item before
its failure in service.”
Units for Maintenance Intervals
• Flight Hours (FH), for items that are in constant operation e.g. Fuel
Pumps, Electric Generators
• Flight Cycles (FC), for items operated once or twice per flight e.g.
Landing gear, air starter, brakes, hull pressurisations
• Calendar Time (Cal), for items exposed whether operated or not
e.g. Fire Extinguishers, Corrosion to Structure
• Operating hours, for items not operated every flight, or otherwise
independent of FH or FC e.g. APU operation.
Necessity of Maintenance
Management:
• Maintenance activities are related with repair, replacement and
service of components or some identifiable group of components
in a manufacturing plant so that it may continue to operate at a
specified ‘availability’ for a specified period.
• Thus maintenance management is associated with the direction
and organisation of various resources so as to control the
availability and performance of the industrial unit to some
specified level.
Necessity of Maintenance
Management:
• Thus maintenance management may be treated as a restorative
function of production management which is entrusted with the
task of keeping equipment/machines and plant services ever
available in proper operating condition.
• The minimization of machine breakdowns and down time has
been the main objective of maintenance but the strategies adopted
by maintenance management to achieve this aim have undergone
great changes in the past.
• Maintenance has been considered just to repair the faulty
equipment and put them back in order in minimum possible time.
• In view of the utilization of mostly general purpose/conventional
machines with low production output, the demands on
maintenance function were not very high. But with fast
developments in the design, development and mechanisms of
control such as electronic, NC and CNC in machine tools the
manufacturing scenario has changed a lot.
Importance of Maintenance
Management:
• Maintenance management is responsible for the smooth and
efficient working of the industrial plant and helps in improving
the productivity.
• It also helps to keep the machines/equipment in their optimum
operating conditions. Thus plant maintenance is an important and
inevitable service function of an efficient production system.
• It also helps in maintaining and improving the operational
efficiency of the plant facilities and hence contributes towards
revenue by decreasing the operating cost and improving the
quality and quantity of the product being manufactured.
Importance of Maintenance
Management:
• As a service function it is related with the incurrence of certain
costs. The important component of such costs are — employment
of maintenance staff, other minor administrative expenses,
investment in maintenance equipment and inventory of repair
components/ parts and maintenance materials.
• Absence of plant maintenance may lead to frequent machine
breakdown and failure of certain productive centres/services
which in turn would result in stoppages of production activities,
idle man and machine time, dislocation of the subsequent
operations, poor quality of production, failure to meet delivery
dates of product supply, industrial accidents endangering the life
of workers/ operators and allied costs etc.
Importance of Maintenance
Management:
• However, the importance of plant maintenance varies with the type of
plant and its production but it plays a prominent role in production
management because plant breakdown creates problems such as:
• (i) Loss of production.
• (ii) Rescheduling of production.
• (iii) Materials wastage (due to sudden stoppage of process damages in
process materials).
• (iv) Need for overtimes,
• (v) Need for work subcontracting.
• (vi) For maximum manpower utilization workers may need alternative
work due to temporary work shortages.
• Hence, the absence of planned maintenance service proves costlier. So it
should be provided in the light of cost benefit analysis. Since plant
maintenance is a service function, it should be provided at the least
possible cost but it is very important as discussed above.
Objectives of Maintenance
Management:
• The purpose of maintenance management is to optimize the
performance of productive facilities of an organization by ensuring
that these facilities function regularly and efficiently. This can be
achieved by preventing the failures or breakdowns if any, as far as
possible and by minimizing the production loss due to failures.
The main objectives of maintenance
management are as follows:
• (1) Minimizing the loss of productive time because of equipment
failure to maximize the availability of plant, equipment and
machinery for productive utilization through planned
maintenance.
• (2) To extend the useful life of the plant, machinery and other
facilities by minimizing their wear and tear.
• (3) Minimizing the loss due to production stoppages.
• (4) To ensure operational readiness of all equipment’s needed for
emergency purposes at all times such as fire-fighting equipment.
• (5) Efficient use of maintenance equipment’s and personnel.
The main objectives of maintenance
management are as follows:
• (6) To ensure safety of personnel through regular inspection and
maintenance of facilities such as boilers, compressors and
material handling equipment etc.
• (7) To maximize efficiency and economy in production through
optimum utilization of available facilities.
• (8) To improve the quality of products and to improve the
productivity of the plant.
• (9) To minimize the total maintenance cost which may consist of
cost of repairs, cost of preventive maintenance and inventory costs
associated with spare parts/materials required for maintenance.
• (10) To improve reliability, availability and maintainability.
Functions of Maintenance Management:
The important functions of maintenance can be
summarized as follows:
• (1) To develop maintenance policies, procedures and standards for the plant
maintenance system.
• (2) To schedule the maintenance work after due consultation with the concerned
production departments.
• (3) To carry out repairs and rectify or overhaul planned equipment/facilities for
achieving the required level of availability and optimum operational efficiency.
• (4) To ensure scheduled inspection, lubrication oil checking, and adjustment of plant
machinery and equipment.
• (5) To document and maintain record of each maintenance activity (i.e., repairs,
replacement, overhauls, modifications and lubrication etc.).
• (6) To maintain and carry out repairs of buildings, utilities, material handling
equipment’s and other service facilities such as electrical installations, sewers, central
stores and roadways etc.
• (7) To carry out and facilitate periodic inspections of equipment and facilities to know
their conditions related to their failure and stoppage of production.
• (8) To prepare inventory list of spare parts and materials required for maintenance.
• (9) To ensure cost effective maintenance.
• (10) To forecast the maintenance expenditure and prepare a budget and to ensure that
maintenance expenditure is as per planned budget.