REPORT

PIA

Internship Report On

Prepared By: Omar Tariq Farooq

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LETTER OF ACKNOWLEDGEMENT

July,2010

Miss Maheen Fatima

Chief Engineer HRT
PIA
Karachi, 74400

Dear Reader:
It has been a great honor for me to prepare a report on Human Resource and
two departments of engineer division Engineering Business Development
and Bay II (BASE MAINTENNCE) man hour calculation which was
assigned to me by Miss Maheen Fatima without her guidance and support
the compilation of this report would not have been possible.
I also, want to express gratitude to PIA employees who has benefitted me in
providing relevant information to compile the report.

Thanking you.

Sincerely,

Omar Tariq Farooq

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EXECUTIVE SUMMARY

PIA is the flag carrier airline of Pakistan. Since 1955, PIA is serving the
community at large. There are several achievements under its belt. It is the 31 st
airline amongst the world best airlines and also has the best engineering set up in
the subcontinent. Era of 1960s is considered as the “Golden Period” of the airline
as under the visionary leadership of Mr. Noor Khan, the airline flourished and they
turned the airline around.

This corporation has decades of experience and thousands of world class

knowledgeable, competent, qualified employees. So it was an opportunity for me
to learn and observe the practical knowledge of airlines systems and the pros and
cons of the management of large organization.

I feel lucky to be part of this organization as internee. During my internship, I was

assigned project on Man hour, Human resource management and two engineering
departments Engineering Business Development (EBD) and Base maintenance
under the supervision of Miss Fatima Maheen Ali (CE-HRT).

I thank Miss Fatima Maheen Ali (CE-HRT) for her moral support and motivation
towards me to complete my project in a positive working environment on time.
Also the staff including both departments had been very keen and informative
towards my project.

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TABLE OF CONTENT

Serial
Number *PARTICULARS* #

1 Human Resource Management Pg 5

2 Human Resource Planning Pg 6 – 7

3 Human Resource Budget Pg 8 – 9

4 Human Resource Audit Pg 10 – 16

5 Man Power Planning Pg 17 – 19

6 Man Hour Pg 20

7 Engineering Business Development Pg 21 – 25

8 Engineering Division Pg 26 – 30

9 Task Analysis Pg 31 – 32

10 Time Motion Study PG 33

General Morning and Evening Shift
11 Working Pg 34 – 38

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 HUMAN RESOURCE MANAGEMENT

Human Resource Management (HRM) is the function within an organization that

focuses on recruitment of, management of, and providing direction for the people
who work in the organization. Human Resource Management can also be
performed by line managers.
Human Resource Management is the organizational function that deals with issues
related to people such as compensation, hiring, performance management,
organization development, safety, wellness, benefits, employee motivation,
communication, administration, and training.

Human resources is a term used to describe the individuals who comprise the
workforce of an organization, although it is also applied in labor economics to, for
example, business sectors or even whole nations. Human resources is also the
name of the function within an organization charged with the overall responsibility
for implementing strategies and policies relating to the management of individuals
(i.e. the human resources). This function title is often abbreviated to the initials
'HR'.

Human resources is a relatively modern management term, coined in the 1960s.

origins of the function arose in organizations that introduced 'welfare management'
practices and also in those that adopted the principles of 'scientific management'.
From these terms emerged a largely administrative management activity,
coordinating a range of worker related processes and becoming known, in time as
the 'personnel function'. Human resources progressively became the more usual
name for this function, in the first instance in the United States as well as
multinational corporations, reflecting the adoption of a more quantitative as well as
strategic approach to workforce management, demanded by corporate management
and the greater competitiveness for limited and highly skilled workers.

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 HUMAN RESOURCE PLANNING:

A process which anticipates and maps out the consequences of business strategy on
an organization's human resources. This is reflected in planning of skill and
competence needs as well as total headcounts.

For resourcing strategies to be implemented they must be translated into practical

action. The strategic process can be organized logically .For these decisions to be
taken, information must be obtained, consequences gauged, political soundings
taken and preferences assessed.

It is clear that many of these decisions are fundamental to an organization. If the

implications are major, strategic decisions are taken at the centre of the business.
The role of the human resource function is two-fold:

1. To participate in the decision process by providing information and opinion

on each option, including:
 Redundancy or recruitment costs
 Consequences on morale
 Redeployment/outplacement opportunities
 Availability of skilled staff within the organization
 Availability of suitable people in the job market
 Time constraints
 Development/training needs/schedules
 Management requirements.

This forms part of the information collated from the organization as a whole

2. To support line managers dealing with the people consequences of

implementing the decision. Information already gathered provides the basis
for a human resource plan.

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Human resources are the people that work for an organization, and Human
Resource Management is concerned with how these people are managed.
However, the term Human Resource Management (HRM) has come to mean more
than this because people are different from the other resources that work for an
organization. People have thoughts and feelings, aspirations and needs. The term
HRM has thus come to refer to an approach, which takes into account both:

Different individuals have their own needs and aspirations. HRM therefore
involves finding out about the needs and aspirations of individual employees, for
example through the appraisal process and then creating the opportunities within
the organization (e.g. through job enlargement) and outside the organization (e.g.
through taking up educational opportunities at local colleges/universities) for
employees to improve themselves. HRM therefore relates to every aspect of the
way in which the organization interacts with its people, e.g. by providing training
and development opportunities, appraisal to find out about individual needs,
training and development needs analysis, etc.

 Training
Opportunities and courses for individuals to develop skills, knowledge and
attitudes that help the organization to achieve its objectives. Development - the
provision of opportunities and courses for individuals to develop skills, knowledge
and attitudes that help themselves to achieve personal objectives. Training and
development needs analysis - an analysis of the opportunities and experiences that
are required for individuals to train and develop in order to meet organizational and
personal objectives. A training and development plan can then be created to set out
how these needs can be addressed in practical steps.

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 HUMAN RESOURCE BUDGET:

The HR Budget is the operational budget within human resources.

The investment in Human Resources of company’s income requires absolute
necessary attention when creating the budget. Considering all the components of
labor costs: salaries, social security fee other components (fringe benefits and
reimbursement of expenses, allowances for travel and transfers) and other costs
(training, kindergartens for children of employees, cafeterias, etc.…).

Steps in Budget Planning & Execution

1.

Budget planning and execution requires precision for your human resources
department.

Managing a human resources department involves budget planning and

execution like any other company department. Steps include preparing a
forecast, developing your personnel, analyzing jobs, and preparing a short-
and long-term plan to execute your vision. By accurately assessing what work
needs to be done and who can do it most efficiently, managers can ensure an
organization's success.

 Preparing a Forecast
2. Depending on the current size of a business and its strategic goals, hiring
plans may be minimal or global in nature. Anticipating how to staff the
operation with accuracy improves the longer a company has been in business.
Using previous results or by comparing a business with similar companies to

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get the needed data, a manager can predict the growth pattern and the type of
personnel needed to maintain or expand the business.

 Developing Employees
3. In addition to interviewing and hiring new employees, developing career
plans for existing employees (including executive leadership) requires budget
planning and execution. Workshops, seminars, self-paced courses and formal
education degrees typically cost money, so assessing company needs carefully
requires thought. Ensuring the return on investment---in the form of improved
skills in professional development or technical expertise---typically warrants
the expenditure. Companies should be prepared for any employee turnover
and have applications and resumes on file, ready to act upon should the
company need to replace or expand the workforce.

 Analyzing Work Flow

4. By examining tasks, managers can document the best policies and
procedures to utilize in order to complete the work in a timely and cost
effective manner. By accurately defining each job's scope, responsibilities,
required experience, skills and knowledge, managers can plan to develop,
retrain or hire personnel to accomplish each task. Providing training for
professional or technical development motivates employees to utilize their
skills on the job to execute the company's strategic goals. Gaps in company
expertise should result in recruitment activities as quickly as possible.

 Creating a Comprehensive Plan

5. Using industry standard tools, managers can create comprehensive plans
including budgets for wages, training and recruitment programs for current
and future fiscal years. Tracking and monitoring actual expenditures should
influence future planning strategies. Any issues encountered during execution
should be examined during post-project review sessions, and any lessons
learned should be incorporated into future Human Resources budget planning
and execution activities. Typically, three to six months planning results in
successful execution of advertising, interviewing, hiring, assessing and
training company personnel.

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HRA-(HUMAN RESOURCE AUDIT)

The Human Resources (HR) Audit is a process of examining policies, procedures,
documentation, systems, and practices with respect to an organization’s HR
functions. The purpose of the audit is to reveal the strengths and weaknesses in the
nonprofit’s human resources system, and any issues needing resolution. The audit
works best when the focus is on analyzing and improving the HR function in the
organization.

The audit itself is a diagnostic tool, not a prescriptive instrument. It will help you
identify what you are missing or need to improve, but it can’t tell you what you
need to do to address these issues. It is most useful when an organization is ready
to act on the findings, and to evolve its HR function to a level where its full
potential to support the organization’s mission and objectives can be realized.

 HR Functions:

Roles, head count, and HR information systems (HRIS)

 Recruitment
 Documentation
 Training, development, and career management
 Compensation and benefits
 Performance measurement and evaluation
 Termination and transition
 Legal issues and personnel policies

The team works to collect information to answer the HR audit questions in each of
these categories. The focus is on how these activities and tasks are actually
performed in the organization. The first step is to collect all the pertinent
information. The process of getting information, in and of itself, can be quite
informative.

Once information is gathered, the audit team reviews each major section and notes
disparities between paper (what we think or say we do) and practice (what we
actually do, as revealed by the answers to the audit questions). This can then be
compared to best practice (what we should do to best support our organization’s

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mission).

A cautionary note: Finding out what is insufficient and inadequate is the first step
toward improvement. If deficiencies are identified, it is important to take steps to
correct those deficiencies. Organizations should take that first step only when they
are ready to act on the findings, and to make necessary improvements in their HR
skills, processes, and systems.

Improving the HR system takes some time. A workplan — with a timeline,

accountability, and deliverables — should be created after the team reviews the
completed audit and identifies areas where improvement is needed. Follow-up and
review should be a regular management function, performed on an ongoing basis.

Roles, Head Count, & Human Resource Information Systems

(HRIS)
 How many employees are currently on staff?

 How many employees are:

o Regular
o Probationary
o Temporary
o Full Time
o Part Time
o Exempt
o Non-Exempt
 What is the definition of a part-time employee? (i.e., What is the maximum
number of hours an employee can work to be considered part-time?)

 What is the minimum number of hours an employee has to work to be

considered full-time?

 How long is the probationary period?

 Are employees aware of their status?

 How long can an employee be temporary?

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 How many employees have supervisory responsibility?

 Are there currently up-to-date job descriptions for all employees? If not,
which ones don’t have descriptions?

 Are independent contractors used? If so, how many are being used? And, for
what functions?

 Is the 21 point test for Independent Consultants being used for

classification?

 Have issues related to classification of employees been raised?

 Recruitment
 How did the work force get to be the current size?
 What are some of your organization’s future needs for personnel?
 What are the procedures for hiring in your organization?
 What recruitment sources are used? (e.g., advertisements, referrals from
other agencies, personal contacts)
 Are current employees given appropriate consideration for promotion or
lateral position changes?
 Who does the preliminary screening of candidates?
 Who selects candidates for interviews?
 Is training provided for those who conduct interviews?
 How is the recruitment, screening, and selection process documented?
 What is the interview process that is used (e.g., individual, sequential,
panel)?
 Who holds final authority to hire?
 Who checks references?
 How are the reference checks documented?
 Who makes the offer of employment?
 Where is the hiring paperwork generated?
 Who negotiates compensation packages?
 List the practices you believe are unique to your organization.
 What is the turnover rate (percent of employees leaving each year) in your
organization? Has this changed over time?

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 Who gives references for former employees?

 Documentation
 Where and with whom are the personnel files currently held?
 What documents are held in personnel files?
 How are the following documented by your organization?
o Hiring: Application, Interviewing, and Reference Checks
o Compensation and Benefits
o Transitions
o Paid Time Off
o Training
o Discipline
o Work History
o Work Assignments
o Significant accomplishments
o Emergency contact information
o Performance evaluation and performance management
o Termination
 How long are files held and where are they stored after employees leave?
 What is the interface between HR and Finance?
 Is a payroll service used, and if so, which one?
 Does the payroll service provide all governmental employment filings?
 Is there training of managers and employees about personnel files, and
policies and procedures for accessing them?
 How is Paid Time Off documented?
 When requests for information are made to your organization, who fills the
request?
 Is an HRIS system being used, and if so, which one?

 Training, Development and Career Management

 Who is responsible for new employee orientation?
 What are the elements of the new employee orientation program?

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 Where and to whom do new employees go when they have questions about
your organization or their jobs?
 Is there a formal training program for employees and managers? If so, please
describe it.
 What training and development initiatives have occurred in your
organization?
 How are managers and supervisors trained and prepared for their roles?
 What is the average length of time an employee stays with your
organization? Does this vary by position type?
 How much does your organization spend annually (in total and per
employee) on employee training and development? Does this vary by
position type?

 Health and Welfare Benefits

 Describe the health insurance program provided by your organization.
 Are dependents covered, and if so, in part or in full?
 Are domestic partners covered?
 What are the eligibility requirements for health insurance and other benefits?
 Which of the following health and wellness benefits are offered, and what
are the limits and requirements for coverage?
o Dental
o Vision
o Disability
o Employee Assistance Program
o Life Insurance
o Other wellness benefits
o Flex benefit plan
o Other benefits


Pension and Retirement

 What is the pension or retirement plan?

 What is the vesting period?
 Can employees contribute?
 Can pretax dollars be put into some form of deferment plan? Paid Time Off
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 What holidays are paid and who is eligible for them?

 Is there a PTO system, or is it split between vacation and sick leave? If it is
straight PTO, what are the rates of accrual and caps?
 What is the vacation schedule, and how is it earned?
 What is the eligibility requirement for vacation?
 Is there a cap to limit the amount of vacation accrued?
 Are employees permitted to substitute sick leave for vacation?
 How is unused accrued vacation treated?
 Can employees contribute sick leave to other employees, and if so, what are
the limits?

 Performance Management And Evaluation

 Describe the past and current performance appraisal system in your
organization.
 If a performance appraisal instrument is used, please attach a copy. (If the
instrument differs by position, please attach all instruments.)
 What type of process is used (360o–supervisor only–peer evaluation–
outcome)?
 What type of training is used in relationship to performance evaluation?
 What is the role of the supervisor/manager in performance appraisal?
 What is the focus of performance management in your organization?
 How often and consistently is the process used?

 Termination And Transition

 Is your organization an “at-will” employer?
 What other causes or conditions of termination of employment exists?
 What procedures are used for
o Termination for Cause
o Job Closure
o Resignation
 What level of approval is needed before a termination can occur?
 Is there any formal checklist or legal review prior to termination?
 Are exit interviews performed for all employees who leave?
 What documentation is required for all employee transitions?
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 How are references handled in your organization?

 Who is responsible for internal communications regarding difficult
 Terminations? (i.e., communicating the termination to other employees.)

 Legal Issues / Personnel Policies

 To your knowledge, are all employees appropriately classified?
 What personnel policies are currently being used? (Please attach a copy)
 When was the last time these policies were reviewed and updated?
 Is there a disparity between policies and practices?
 Who has organizational responsibility for legal or employment questions?
 Is harassment training regularly provided?
 How are employee grievances dealt with?

 Immediate Audit Benefits:

 Create an HR business plan

 Streamline HR work processes
 Monitor compliance with established regulations and procedures
 Develop user-friendly HR systems

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 MAN POWER PLANNING

Personnel management is productive exploitation of manpower resources. This is

also termed as ‘Manpower Management’. Manpower Management is choosing the
proper type of people as and when required. It also takes into account the
upgrading in existing people. Manpower Management starts with manpower
planning. Every manager in an organization is a personnel man, dealing with
people.

Staffing Need Assessment (Man Power Planning), is a process initiated by the HR

Department with the Top Management. It is indeed a complex and a challenging
process.
A staffing needs assessment determines the numbers and types of jobs needed to
successfully achieve business goals

Definition and importance of manpower Planning:

Planning is nothing but using the available assets for the effective implementation
of the production plans. After the preparing the plans, people are grouped together
to achieve organizational objectives.
Planning is concerned with coordinating, motivating and controlling of the various
activities within the organization. Time required for acquiring the material, capital
and machinery should be taken into account. Manager has to reasonably predict
future events and plan out the production. The basic purpose of the management is
to increase the production, so that the profit margin can be increased. Manager has
to guess the future business and to take timely and correct decisions in respect of
company objectives, policies and cost performances. The plans need to be

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supported by all the members of the organization. Planning is making a decision in

advance what is to be done. It is the willpower of course of action to achieve the
desired results. It is a kind of future picture where events are sketched. It can be
defined as a mental process requiring the use of intellectual faculty, imagination,
foresight and sound judgment.
It involves problem solving and decision making. Management has to prepare for
short term strategy and measure the achievements, while the long term plans are
prepared to develop the better and new products, services, expansion to keep the
interest of the owners.

Advantages of manpower planning:

Manpower planning ensures optimum use of available human resources.
 It is useful both for organization and nation.
 It generates facilities to educate people in the organization.
 It brings about fast economic developments.
 It boosts the geographical mobility of labor.
 It provides smooth working even after expansion of the organization
 It opens possibility for workers for future promotions, thus providing
incentive.
 It creates healthy atmosphere of encouragement and motivation in the

organization.
 Training becomes effective
 It provides help for career development of the employees

Steps in Manpower planning

 Predict manpower plans
 Design job description and the job requirements
 Find adequate sources of recruitment.
 Give boost to youngsters by appointment to higher posts.
 Best motivation for internal promotion.
 Look after the expected losses due to retirement, transfer and other issues.
 See for replacement due to accident, death, dismissals and promotion.

Factors which affect the efficiency of labor:

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 Inheritance: Persons from good collection are bound to work professionally.

 The quality and rate of physical as well as mental development, which is
dissimilar in case of different individuals is the result of genetic differences.
 Climate: Climatic location has a definite effect on the efficiency of the
workers.
 Health of worker: worker’s physical condition plays a very important part in
performing the work. Good health means the sound mind, in the sound body.
 General and technical education: education provides a definite impact n the
working ability and efficiency of the worker.
 Personal qualities: persons with dissimilar personal qualities bound to have
definite differences in their behavior and methods of working. The personal
qualities influence the quality of work.
 Wages: proper wages guarantees certain reasons in standard of living, such
as cheerfulness, discipline etc. and keep workers satisfy. This provides
incentive to work.
 Hours of work: long and tiring hours of work exercise have bad effect on
the competence of the workers.

Downsizing of manpower:

Downsizing of manpower gives the correct picture about the number of people to
be employed to complete given task in the predetermined period. It is used for
achieving fundamental growth in the concern. It can work out the correct price by
the resource building or capacity building. It aims at correct place, correct man on
a correct job.
Thus manpower planning is must to make the optimum utilization of the greatest
resource available i.e. manpower for the success of any organization.

 A very important process where management determines how an

organization should move from its current manpower position to a desired
manpower.

 Defining the present needs and estimating the future needs of manpower in
an organization. Particular useful to all big organization to able to meet and
manage changes in terms of technical know-how, products, markets, etc

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 With proper Manpower Planning, management is able to ensure the right

number of people and the right kind of people at the right place and at the
right time for which they are best suited. It is therefore a strategy for
procurement, development, allocation, utilization and maintenances of
human resources of an enterprise.

 MAN HOUR:
A man-hour is the amount of work performed by an average worker in one hour. It
is used in written "estimates" for estimation of the total amount of uninterrupted
labor required to perform a task. For example, researching and writing a college
paper might require twenty man-hours. Preparing a family banquet from scratch
might require ten man-hours.

Man-hours do not take account of the breaks that people generally require from
work, e.g. for rest, eating and other bodily functions. They only count pure labor.
Managers count the man-hours and add break time to estimate the amount of time
a task will actually take to complete. Thus, while one college course's written paper
might require twenty man-hours to carry out, it almost certainly will not get done
in twenty consecutive hours. Its progress will be interrupted by work for other
courses, meals, sleep and other distractions.

Real-world applications
The advantage of the man-hour concept is that it can be used to estimate the impact
of staff changes on the amount of time required for a task. This is done by dividing
the number of man-hours by the number of workers available.

This is, of course, a simple c appropriate to certain types of activities. It is of most

use when considering 'piece-work', where the activity being managed consists of
discrete activities having simple dependencies, and where other factors can be
neglected. So, adding another man to a packaging team will increase the output of
that team in a predictable manner. In transport industry, this concept is superseded
by passenger-mile and tone-mile for better costing accuracy.

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In reality, other factors intervene to reduce the simplicity of this model. If some
elements of the task have a natural time span, adding more staff will have a
reduced effect: although having two chefs will double the speed of some elements
of food preparation, they roast a chicken no faster than one chef. Some tasks also
have a natural number of staff associated with them: the time to chop the
vegetables will be halved with the addition of the second chef, but the time to
carve the chicken will remain the same.

 ENGINEERING BUSINESS DEVELOPMENT:

PIA Engineering & Maintenance

PIA Engineering is an established Aircraft Maintenance and Repair
organization that provides world-class solutions to the aviation industry. PIA's
Engineering Base, head-quartered at Jinnah International Airport, Karachi, is
acclaimed as one of Asia's best. Strategically located for the convenience of
airlines whose operations extend to Asia, it is equipped with the most advanced,
modern aircraft maintenance and overhaul facilities and is manned by a team of
highly trained personnel.

Airframes

As a full-service MRO provider, we are involved in the day-to-day

maintenance operations of many airlines. On-time delivery, frequent progress
reporting and flexibility are key factors in number of hundreds of C- and D-checks
we carry out.

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Our experienced and skilled specialist teams are happy to review your

airframe maintenance requirements and propose customized packages ranging
from Total Airframe Care support to individual checks and modifications.

Aircraft Engines Types of Checks

    C QBC  MBC/Inter D/Base

A D Check

Boeing 747- RR Ye Yes - - Yes

300 RB211 s

Boeing 747- CF6 / Y Yes - Yes  

200 JT9D es

Boeing 777-   Ye Yes - - -

200/300 s
GE90
Boeing 737- CFM56 Ye Yes - - Yes
300 s

Airbus   Ye Yes Yes Yes Yes

A300B4/B2 s
GE CF6

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Airbus GE CF6 Ye Yes - Yes Yes

A310-300 PW4152 s

ATR 42-500 PW127 Ye Yes - -

s

ENGINE:

PIA Engineering's Engine Overhaul Workshop is acclaimed as one of the

most modern and best equipped engine repair and overhaul facilities in the region.
Spread over an area of 9,072 square meters, the workshop offers high-class plating
facilities; both manual, as well as robotic plasma flame spray. The Engine
Overhaul Workshop also includes a heat treatment shop with a vacuum heat
treatment facility.

An independent machine shop, attached to the Engine Overhaul Workshop, is

equipped with several precision machines used for the repair and modification of
engine components during the overhaul process.

A key feature of the Engine Overhaul Workshop is the jet engine test facility,
designed to test aero engines up to a maximum capacity of 100,000 lbs thrust,
airflow of 3,000 lbs/sec and an engine weight of 15,000 lbs.

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The test cell has recently been upgraded with a cutting-edge test cell data
acquisition system, the ASE2000. The ASE2000 can be used to accommodate all
FADEC/EEC powered engines.

Aircraft Engines-GE CF6-50C2/ E2, GE CF6-80C2, CFM56-3B.

Engine Capabilities      

CF6-50C2/E2 Full Refurbish MC MO OH

CFM-563B Full Refurbish MC MO OH

RB211-524 Fan Blade Replacement - - -

CF6-80C2A8 BSI / Fan Blade Replacement MC OH -

PW4152 BSI - - -

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Dart MK532 HSI MC MO OH

GE90-94/GE90- BSI / Fan & Propulsion Separation - - -

115B

Components:

Being involved in the daily operations of many airlines, we continuously

focus on careful component management, a precondition for efficient and punctual
aircraft operations.

Short turnaround times, correct documentation and punctual delivery are key
factors in our successful component maintenance programs. PIA E&M is a fully
accredited JAR/FAR145 organization, holding certificates from many countries
throughout the world

Engineering Capabilities

Our large scope of maintenance includes;

 Aircraft-Boeing 747-300  Airbus A310-300

 Boeing 747-200  Aircraft Engines-GE CF6-
 Boeing 777-200 50C2/ E2, GE CF6-80C2,
 Boeing 737-300 CFM56-3B
 Airbus A300B4  Auxiliary Power Units- from
 Airbus A300B2 Honeywell GTCP 660-4, GTCP

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700-5, GTCP 85-129K/H.

We also provide in-house maintenance on Hydraulic, Pneumatic, Avionics and

Radio components for above listed Aircraft.

PIA Engineering Divisions

 Line Maintenance
 Base Maintenance
 Power Plant Overhaul
 Avionics
 Airworthiness Management
 Quality Assurance
 Cabin Assurance
 Component Overhaul
 Support Shops / Capabilities
 Special Facilities

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Line Maintenance

 Our highly skilled Line Maintenance team in Karachi undertakes

and releases the full range of cabin tasks and In Flight
Entertainment (IFE) checks during transit, along with regular
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transit tasks for Boeing 777, 747, 737 and Airbus A310, A300 B4,
Fokker F-27, and ATR-42, under EASA Part-145 and CAA
Pakistan.

 PIA Engineering LM has sufficient aircraft support dock

installations in four hangers with the requisite trained manpower
and tooling to undertake simultaneous work on various types of
aircraft in your fleet, around the clock

 PIA Engineering offers excellent Line Maintenance at all

International / Commercial airports in Pakistan and large numbers
of line stations around the globe.

Base Maintenance
 Entrust PIA Engineering, an EASA Part-145 approved MRO with
the most extensive maintenance capabilities, with your engineering
and maintenance requirements. Our clientele comprises of large
numbers of international operators and our experience of over 50
years enables us to find the right solutions for all your operational
and maintenance needs. Our services are tailored to your airline's
needs. Our highly qualified engineering personnel offer
comprehensive engineering services, backed up by excellent
equipment and systems. We have sufficient aircraft support dock
installations in the hangars, as well as trained manpower and
tooling, to undertake simultaneous work on various types of
aircraft in your fleet, around the clock.
 Inspections
– Ageing Aircraft Corrosion Prevention and Control Program
(CPCP)
– Supplemental Structural Inspection (SSI)
 Structural Modifications
– The Base Maintenance team is backed up with a state-of-the art
Structure Repair Shop which can perform repairs on individual

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structural components of aircraft and also has the capability to

develop repair schemes.

 Our highly skilled Line Maintenance team in Karachi undertakes and

releases the full range of cabin tasks and In Flight Entertainment (IFE)
checks during transit, along with regular transit tasks for Boeing 777,
747, 737 and Airbus A310, A300 B4, Fokker F-27, and ATR-42,
under EASA Part-145 and CAA Pakistan. Our Line Maintenance
division is backed by extensive shop support and substantial stocks of
spare parts inventory and is amongst the region's most experienced
facilities.
 As part of our Line Maintenance services, PIA Engineering also
maintains the appearance and quality of your aircraft's cabin and
exterior. Our Line Maintenance facilities cover the complete range of
an aircraft's routine maintenance and inspection requirements. We
have sufficient aircraft support dock installations in 4 hangars with the
requisite trained manpower and tooling to undertake simultaneous
work on various types of aircraft in your fleet, around the clock.
 PIA Engineering offers excellent Line Maintenance at all International
/ Commercial airports in Pakistan and large numbers of line stations
around the globe.
 Avionics Modifications
– PIA Engineering has been involved in all the recent aircraft
retrofit programs, based on new requirements; such as TCAS-
II, SUPERAHARS, GPS, EGPWS 8,33 kHz VHF, RVSM, and
B-RNAV. With a group of avionics modification specialists, no
installation job or STC implementation is too large or too
complex for us. We have successfully completed a full
installation of the MAS -2000E and also have in-house
expertise in MAS-3000E installations and other In Flight
Entertainment solutions.
 Painting
– Our Base Maintenance team offers comprehensive aircraft
painting services, including but not limited to:
– Sign Painting
– Decals
– Placards
– Drawing of Logos
– Engraving of Cockpit Instrument Panels

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Special Facilities:

• NDT • Heat Treatment

– Penetrate Testing – Vacuum
– Magnetic Particle testing – Furnaces
– Eddy Current Testing
– Ultrasonic Testing • Plasma Spray
– Radiography
– Bore-scope Inspections • Plating Shop
– Hardness Testing – Chrome
– Nickel
• Calibration – Cadmium
– Standard Labs – Copper
– Silver
• Structure Repair – Degreasers
– Cleaning
• Welding
– TIG welding • Machining
– Spot Welding
– Gas Welding • Painting

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 Task Analysis

Task analysis is the analysis of how a task is accomplished, including a detailed

description of both manual and mental activities, task and element durations, task
frequency, task allocation, task complexity, environmental conditions, necessary
clothing and equipment, and any other unique factors involved in or required for
one or more people to perform a given task. Task analysis emerged from research
in applied behavior analysis and still has considerable research in that area.

The term "task" is often used interchangeably with activity or process. Task

analysis often results in a hierarchical representation of what steps it takes to
perform a task for which there is a goal and for which there is some lowest-level
"action" that is performed. Task analysis is often performed by human
factors professionals.
Task analysis may be of manual tasks, such as bricklaying, and be analyzed as time
and motion studies using concepts from industrial engineering. Cognitive task
analysis is applied to modern work environments such as supervisory
control where little physical work occurs, but the tasks are more related to situation
assessment, decision making, and response planning and execution.
Task analysis is also used in education. It is a model that is applied to classroom
tasks to discover which curriculum components are well matched to the

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capabilities of students with learning disabilities and which task modification

might be necessary. It discovers which tasks a person hasn't mastered, and the
information processing demands of tasks that are easy or problematic. In behavior
modification, it is a breakdown of a complex behavioral sequence into steps. This
often serves as the basis for Chaining.

The task analysis process consists of five distinct functions:

 Classifying tasks according to learning outcomes –

 Inventorying tasks – identifying tasks or generating a list of
tasks
 Selecting tasks – prioritizing tasks and choosing those that are
more feasible and appropriate if there is an abundance of tasks
to train.
 Decomposing tasks – identifying and describing the
components of the tasks, goals, or objectives.
 Sequencing tasks and sub-tasks – defining the sequence in
which instruction should occur that will best facilitate learning.

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 Time And Motion Study

A time and motion study (or time-motion study) is a business efficiency technique

combining the Time Study work of Frederick Winslow Taylor with the Motion
Study work of Frank and Lillian Gilbreth (not to be confused with their son, best
known through the biographical 1950 film and book Cheaper by the Dozen). It is a
major part of scientific management (Taylorism).

A time and motion study would be used to reduce the number of motions in
performing a task in order to increase productivity. The best
known experiment involved bricklaying. Through carefully scrutinizing a
bricklayer's job, Frank Gilbreth reduced the number of motions in laying a brick
from 18 to about 5. Hence the bricklayer both increased productivity and decreased
fatigue.

Method for establishing employee productivity standards in which (1)

a complex task is broken into small, simple steps, (2) the sequence
of movements taken by the employee in performing those steps is carefully
observed to detect and eliminate redundant or wasteful motion, and (3) precise time
taken for each correct movement is measured. From
these measurements production and delivery times and prices can be computed
and incentive schemes can be devised. Generally appropriate only for
repetitive tasks, time and motion studies were pioneered by the US industrial

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engineer Frederick
Winslow Taylor (1856-1915) and developed by the husband and
wife team of Frank Gilbreth (1868-1924) and Dr. Lillian Gilbreth (1878-1972). See
alsoTaylorism.

\
MORNING SHIFT
Time Slot Observation Hours

07:00 - 7:30 PrepationS 0.5

07:30 - 09:00 Work 1.5
09:00 - 09:30 First Break 0.5
09:30 - 12:30 Work 3
12:30 - 13:45 Lunch 1.25
13:45 - 15:00 Work 1.25
15:00 - 15:30 Pack Up 0.5
TOTAL 8.5

EVENING SHIFT
Time Slot Observation Hours

15:00 -15:300 Prepations 0.5

15:30 - 17:00 Work 1.5
17:00 - 17:30 Tea 0.5

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17:30 - 18:00 Namaz 0.5

18:00 - 19:15 Work 1.25
19:15 - 20:30 Dinner + Namaz 1.25
20:30 - 23:00 Work 2.5
23:00 - 23:30 Pack Up 0.5
TOTAL 8.5

MORNING SHIFT

Working HOURS 
07:30 - 09:00 Work 1.5
09:30 - 12:30 Work 3
13:45 - 15:00 Work 1.25
TOTAL 5.75

2.5

1.5

0.5

 Total working hours x Total Working days a month x Total Years =

Man Hours

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5.75 x 22 x 12 = 1518

 Calculating IDLE working Hours

Total Hours – Working Hours = IDLE Hours

8.5 – 5.75 = 2.75

 Total Idle Working hours x Total Working days a month x Total Years
= Man Hours
2.75 x 22 x 12 = 726

EVENING SHIFT

Working HOURS 
15:30 - 17:00 Work 1.5
18:00 - 19:15 Work 1.25
20:30 - 23:00 Work 2.5
TOTAL 5.25

2.5

1.5

0.5

 Total working hours x Total Working days a month x Total Years =

Man Hours
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5.25 x 22 x 12 = 1386

 Calculating IDLE working Hours

Total Hours – Working Hours = IDLE Hours

8.5 – 5.25 = 3.25

 Total Idle Working hours x Total Working days a month x Total Years
= Man Hours

3.25 x 22 x 12 = 858

TOTAL WORKING HOURS:

Morning Shift + Evening Shift = 5.75 + 5.25 = 11

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35%

Working HOURS
IDLE WORKING
HOURS

65%

Total Working in both shifts  8.5 + 8.5 = 17

11/17 = 0.65 x 100 = 65%

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Working in Both Shifts

Working HOURS IDLE WORKING HOURS

35%

65%

1 man working hour /day  11 / 2 = 5.5

% = 5.5 / 8.5 x 100 = 64.70 %

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