Embry-Riddle Aeronautical University
The Maintenance and
Engineering Organization
Chapter 7
The Maintenance and Engineering
Organization
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Introduction
Organizational Structure
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Span of Control, Grouping of Similar Functions,
Separation of Production and Oversight Functions
The Maintenance and Engineering
Organizational Chart
Organization Structure and the TPPM
(Technical Policies and Procedures Manual)
Variations from the Typical Organization
Summary
Introduction
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Key point: The organizational structure must
allow the company to meet its goals and
objectives and each unit within the company
must be endowed with sufficient personnel and
authority to carry out those objectives and meet
those goals
Organizational Structure
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Three main concepts:
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Span of Control
Grouping of Similar Functions
Separation of Maintenance Activities
from Oversight
Span of Control
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Amount of personnel or activities one can
effectively supervise of control
By limiting the number of people that a
manager has to supervise, the work is
divided and the organization is run more
efficiently
Levels of Management determine # of
personnel
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Higher usually lower personnel
Lower line maintenance - more
Grouping of Similar Functions
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Grouping under One director, manager, or
supervisor for like tasks:
Refer to Fig. 7-1 pg. 86
Separation of Production & Oversight Functions
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FAA rules require oversight/selfmonitoring functions of own rules and
those of a regulatory authority
QA, QC, reliability and safety programs
Must be separate to avoid conflict of
interest
Maintenance & Engineering Organizational Chart
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The M&E department is responsible for
conducting all scheduled/unscheduled
maintenance, modifications within the
limits of the maintenance schedule and
still meet the flight schedule.
OPS is responsible for the flight planning,
to include flight crews, crew training etc.
Both the VP of M&E and OPS will have
equal weight…one can NOT exist without
the other
Maintenance Organization
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Five Major Functions:
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Technical Services
 Engineering, planning, training, technical publications, and
computing
Aircraft Maintenance
 Flight line, hangar, outstations, and maintenance control
Overhaul Shops
 Off-aircraft maintenance, repair, and overhaul
Materiel Services
 Ordering and maintaining supplies, handling warranties,
and moving repairable and consumable parts through the
system
Maintenance Program Evaluation
 Monitoring activity for the organization, its workers and its
suppliers
Technical Services
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Engineering
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Development of the initial maintenance program
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Tasks, intervals, schedules, etc.
Evaluation of service bulletins/letters for possible
inclusion into the airline's equipment or practices
Oversight of those SB/SL deemed beneficial
Oversight of airworthiness directives required by
regulatory authorities
Evaluation of problems identified by the reliability
program and any problems from maintenance
checks
Establish the policies and procedures for the M&E
organization
Involved in planning of facilities to ensure it meets
M&E requirements
Technical Services
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Production Planning and Control
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Responsible for maintenance scheduling and
planning
 Manpower, parts, facilities, tools and special
assistance for maintenance or modifications
Functions include:
 Short, medium and long term M&E planning
 Establish standards for manhours, materiel,
facilities, tools and equipment
 Work scheduling
 Control of hangars
 On-aircraft maintenance
 Monitor progress of in-work maintenance
Technical Services
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Training
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Technical Publications
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Curriculum, course development, administration, and training
records for all personnel
Able to establish new and special training based on needs of
the aircraft
 New equipment, modifications, test procedures etc..
Maintains Master Library with list of all documents, too
include number of copies and format – paper, microfilm, or
electronic media
Responsible of tracking and issuing all revisions to
respective work centers
Must do periodic checks to ensure condition and current
Computing Services
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Selection of software & hardware – with usage information
and requirement input from the individual
Training of M&E personnel on usage
Continuing support
Aircraft Maintenance
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Three functions:
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Flight Line Maintenance
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Turnaround maintenance and servicing, daily checks,
short interval checks and minor modifications
Hangar Maintenance
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Flight line maintenance, hangar maintenance and
Maintenance Control Center
Repairs, modifications, engine changes, painting,
corrosion control
Support shops – welding, seat and interior fabric,
composites and GSE
Maintenance Control Center
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Tracks all flights in and out, and maintenance needs
Overhaul Shops
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Engine Shop
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Avionics Shop
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Radios, navigation, radar, communication,
electrical
Mechanical Component Shop
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Repair on types of engines and APUs
Actuators, hydraulic systems, flight control
surfaces, fuel systems, oxygen, pneumatics, etc.
Structures
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Sheet metal and other structural elements
Materiel (Supply)
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Responsible for:
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Purchasing
Stocking and distribution
Inventory control
Shipping and receiving
 To include M&E and administration and
management
Maintenance Program Evaluation
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Quality Assurance
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Ensures adherence to company policies and
procedures as well as FAA requirements and
those of suppliers
Conducts periodic audits to ensure
compliance
Quality Control
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Routine inspections of maintenance and repair
work
Certify maintenance and inspection personnel
Manage the (Required Inspection Items) RIIs
program
Calibration of tools and equipment
Oversees the NDT/NDI /program procedures
Maintenance Program Evaluation
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Reliability
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Ensures that any problem areas are addressed
Data collection and analysis and publication of
monthly reliability report
Safety
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Develops, implements and administers the safety
and health related activities for M&E
Handles all reports and claims
Summary of Management Levels
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Responsible for all outlined
Administrative and personnel duties
Budgeting and planning (long and short
term)
Necessary interaction
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Meetings, letters, seminars, conferences etc…
Management has determined structure
based on requirements to meet goals and
objectives of organization
Small Airlines
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All activities are addressed regardless of
size although some may be combined
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i.e. quality control functions to qualified
maintenance personnel
Technical publications, training, and production
planning and control may be under engineering
Line and hangar maintenance may be separate
departments but utilize same personnel based on
quals, certifications and skills
May not have own hangar maintenance –
may have to subcontract
Summary


Introduction
Organizational Structure




Span of Control, Grouping of Similar Functions,
Separation of Production and Oversight Functions
The Maintenance and Engineering
Organizational Chart
Organization Structure and the TPPM
(Technical Policies and Procedures Manual)
Variations from the Typical Organization
Questions?