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Aircraft Technology - Engeering and Maintenance
Aircraft Technology - Engeering and Maintenance
The leading international magazine for the manufacturing and MRO sectors of commercial aviation
Stripped down
Tighter margins in parting out
Technical training
meets technology
Ensuring safety in
fuel tank repairs
Locking down
tool control
SM
CONTENTS
NEWS UPDATE
Maintaining an aircraft fuel tank involves working in cramped conditions amid toxic and potentially explosive vapours. Lucie Ponting outlines what MROs must consider to ensure the safety of their engineers.
INFORMATION TECHNOLOGY
48. Looking to the future with MRO apps
Nowadays theres an app for everything. Nick Rice talks to developers about
what apps are available for those working in MRO and how they can help to
improve the efficiency of maintenance operations.
REGULARS
The Challenge
EPCOR, back in 2005, needed a data to quickly search and respond
to business needs.
improve its business processes as
part of its ongoing LEAN SIX SIGMA
improvement philosophy meant
improvement mindset, EPCOR was that Quantum would be a living
encompass evolving industry best
Commented Joost Bosman, Quantum
Program Manager at EPCOR, With
Y WKZ
d^
EPCOR selected Quantum MRO >E
> DZK d
ongoing successful use of Quantum
Component Control was very at EPCOR has resulted in parent
WKZ company AFI KLM E&M leveraging
to develop the Quantum Shop Quantum to automate surplus part
sales and streamline corresponding
made to comprehensively manage
DZK
their associated quality control
requirements.
EPCOR could integrate all of their
Y
have a single repository of business
www.epcor.nl
www.componentcontrol.com
EDITOR
Sarah-Jayne Russell:
Sarah-Jayne.Russell@mro-network.com
DEPUTY EDITOR
James Pozzi:
James.Pozzi@mro-network.com
EDITORIAL CONTRIBUTORS
Hannah Davies, Matthew Calnek
Alex Derber, Daniella Horwitz,
Lucie Ponting, Nick Rice
PRODUCTION MANAGER
Phil Hine: Phil.Hine@mro-network.com
MEDIA SALES MANAGER
Dean OReilly: Dean.OReilly@mro-network.com
Content
like to think of myself as a glassof the key ophalf-full sort of person, so the aperators; and
proach of a new year fills me with
the fleets age,
optimism about what the next 12
as well as IBAs
months could hold. This time last year,
analysis
of
for example, I was thinking about
current marwhere my career would take me next.
ket values and
Little did I know that it would bring
maintenance
me to ATE&M and the fascinating
costs. Turn to
world of commercial aviation.
page 52 to get
Six months in to my editorship my
the latest information on the GE90.
thoughts of 2015 are focused on how we
Finally, the very last page of the magcan continue to enhance the magazine
azine has been turned over to industry
and MRO Networks website to make
experts to share their opinions on the
sure were bringing you the most inhottest topics in MRO. For our first
sightful and interesting commentary on
soapbox, weve spoken to seven leaders
whats happening in the MRO sector.
of MROs from around the world about
Im pleased to say that our first issue
what will be the biggest challenges and
of the year sees those efforts beginning
opportunities in 2015. The threat of
to take shape, as we introduce some
OEM expansion into the marketplace
new regular features. In the news you
looms large, as do worries over access to
will find our first comWeve spoken to seven leaders of
ment column from IBAs
president Phil Seymour.
MROs to share what they feel will be
He will be contributing
a regular consultants
the biggest challenges and
eye view on current
opportunities in 2015
events
along
with
Richard Brown from
ICF International and TeamSAIs Chris
skilled technicians, but there are also
Doan throughout the year.
plenty of exciting possibilities to exAnd, following your requests for more
pand service offerings and the benefit
regulatory news, from next issue (Februto MROs of working closely with OEMs
ary-March 2015) the Aeronautical Repair
is mentioned more than once.
Station Association will be writing a regBefore I wish you a happy new
ular column discussing changes to legisyear, I want to highlight one opporlation that will affect the MRO industry.
tunity that is open to all in 2015: the
Meanwhile, at the back of the magopportunity to end the year as an
azine weve introduced a whole new
ATE&M Award winner. Were now
section! Weve teamed up with IBA to
accepting nomination for the awards
bring you its latest data on aircraft enand you can find out everything you
gines. Focusing on one engine each
need to know on the inside back
issue, well be providing you with figcover of this issue. I wish you all the
ures on how many are in service; a list
best of luck!
Juliet Trew
Content Director
T: +44 (0) 207 975 1675
E: juliet.trew@mro-network.com
Sarah-Jayne Russell
Editor, ATE&M
T: +44 (0) 207 975 1677
E: sarah-jayne.russell@mro-network.com
James Pozzi
Deputy editor, ATE&M
T: +44 (0) 207 975 1674
E: james.pozzi@mro-network.com
Alex Derber
Journalist
T: +44 (0) 207 975 1678
E: alex.derber@mro-network.com
Ivo Brook
Senior Conference Programme Editor
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E: ivo.brook@mro-network.com
Jeremy Buckle
Events Director
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E: jeremy.buckle@mro-network.com
Dean OReilly
Media Sales Manager
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E: dean.oreilly@mro-network.com
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Business Development Manager
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Business Development Manager
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Operations
Lucinda Springett
Operations Director
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Phil Hine
Production/IT Manager
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Sinead Harvey
Operations Manager
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Events Manager
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Marketing
Sylwia Szurgot
Database Administrator
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Mark Thomas
Marketing Manager
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E: mark.thomas@mro-network.com
Commercial
www.mro-network.com
Connecting the
global MRO
Community
NEWS UPDATE
NEWS HIGHLIGHTS
INBRIEF
US-based MRO Duncan Aviation has
overhauled its first set of ERJ-145
landing gear. The maintenance provider
has expanded its service portfolio to
provide overhaul and repair on landing
gear for commercial and business
Embraer aircraft after doubling the size
of its Nebraska accessories shop.
Introducing
Boeing Fuel-Efciency Solutions.
When the cost of fuel represents up to 40% of an airlines operating cost, every advantage makes a difference to the
bottom line. Thats why Boeing is introducing a suite of fuel-efciency solutions to optimize eet performance. The Boeing
Fuel Dashboard tracks fuel use during every phase of ight while the Boeing Emissions Reporter captures critical
emissions data. Together, they give airlines the edge only Boeing can deliver. We are standing by to answer all inquiries.
E-mail us at theboeingedge@boeing.com.
www.boeing.com/boeingedge
NEWS UPDATE
NEWS HIGHLIGHTS
NEWS UPDATE
NEWS HIGHLIGHTS
COMMENT
Challenging times ahead
NEWS UPDATE
NEWS HIGHLIGHTS
INBRIEF
NEWS UPDATE
NEWS HIGHLIGHTS
NEWS UPDATE
CONTRACTS
PRODUCTS
Component Control, the MRO and logistics
software provider, has announced a series of
updates to its MRO business management tool
Quantum. Customers will now be able to attach
documents and images related to a specific
component listing on StockMarket.aero, an
online aviation parts trading platform. Scanned
image files, certifications, Excel, Word, HTML or
PDF files can now be attached to a specific
component to improve authentication.
ACES System, the aviation division of Technology
for Energy, has launched a new engine performance
measurement tool. The Viper II, the successor to
ACES 4040 model, performs vibration analysis,
transient balancing, rotor track and balance, fan
trim balancing, propeller balancing and acoustic
analysis. The portable tool includes a larger colour
screen than its predecessor which can show high
resolution vibration spectra, enabling engineers to
review data immediately without transferring it to a
computer. ACES said improvements have also been
made to enhance the accuracy and performance of
acoustic and vibration analysis.
NEWS UPDATE
PEOPLE
[ United Technologies Corporation
(UTC) has promoted Gregory Hayes
to president and CEO, following the
departure of Louis Chenevert.
Hayes has worked for UTC for 25
years, serving as the component
suppliers senior vice-president and
CFO for the past six years.
[ KLM Royal Dutch Airlines has announced Pieter
Elbers as its new president and CEO, replacing the
outgoing Camiel Eurlings with immediate effect.
Most recently Elbers served as SVP of network and
alliances. He will be replaced by Ren de Groot, who
is promoted from his role as SVP of operations at
its engineering and maintenance division.
[ Gulfstream Aerospace has formally named
Mark Kohler as vice-president of advanced
aircraft programmes.
[ Lim Serh Ghee has been appointed as president
of MRO firm Singapore Technologies Aerospace
(ST Aerospace). Lim is set to move across from his
current role of COO and president, defence business at ST Aerospace on December 1.
INDUSTRY FOCUS
A changing industry
While the parting out market has enjoyed relative stability and high levels of profitability in
The parting out of aircraft has long been a profitable business for
specialist teardown companies and lessors. But with changes in the
global fleet and greater competition, is the lucrative market of the
past diminishing? James Pozzi investigates.
recent years, companies are increasingly finding
themselves facing new challenges and new opportunities. While in previous years decisions on
when to part out aircraft were influenced by its
functioning capabilities, it is now being driven
more by economics. Market concerns were discussed in September at the International Society
of Transport Aircraft Trading (ISTAT) annual Europe event in Istanbul. In a four-person panel of
individuals from aircraft lessors and parts suppliers, the consensus appeared to be that the easy
money in parting out was a thing of the past. On
top of this, predicting returns on specific parts
was said to bemore difficult.
Richard Mumford, a partner at legal firm
Stevens & Bolton, which advises on aviation issues, says the teardown and part-out market for
commercial aircraft has seen significant changes
over the past six years following the global financial crisis. The advent of the recession brought
significant uncertainty in the leasing and operating market, he says. A drive towards the use
of cheaper used parts to salve squeezed operator
INDUSTRY FOCUS
Multiple impacts
Another change being seen in the part out
market is the types of aircraft being torndown.
Aircraft designed, manufactured and assembled
in the 1990s and the early parts of the new millennium are finding themselves taken out of
service with growing frequency. And this trend is
expected to increase in the coming years, with
consulting firm ICF International predicting
6,000-8,000 could be retired this decade, providing new fodder for the teardown market.
One key driver in retirements is cutting fuel
costs, in 2013 British Airways announced it was
replacing its entire fleet of 747s with the more
efficient 787. US carriers American Airlines
and Delta have made similar commitments to
replace the MD-80 and Dubai-based carrier
Emirates is retiring two of its 10 A340s, breaking one of the aircraft down for spares far
ahead of its usual retirement age. Weve taken
a big hit to retire them, but [their poor economics means] theres no point in f lying
them, said Emirates president and CEO Tim
Clark. They were designed in the late 1990s
with [crude oil] at $25-$30 [a barrel]. They fell
over when it reached $60 and at $120 they
havent got a hope in hell.
As well as rising fuel costs, the order backlog
is having a significant knock-on effect for the
parting out sector. Williams says as a result of attractive financing terms offered by Boeing and
Airbus, the commercial aviation industries of the
East are catching up with their Western counterparts. In the past, the second and third generation of aircraft would migrate to Russia or Africa,
but thats not going to happen in the future, says
Williams. Just look at Ethiopia Airlines, which
was a launch partner for the 787; who would have
thought 20 years ago that Ethiopias carrier would
be a launch customer for a product of that nature? They now have the cash. The emerging
Younger aircraft
The key trend of recent years that has generated plenty of comment, has been that of companies parting out aircraft years far before the
end of their traditional 20-30 year lifecycle. In
2013, financial services firm PwC showed in its
report Aviation financing: Fasten your seatbelt
that a growing number of aircraft were being
parted out after just eight years of service instead of the typical 25 years. This was a result of
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INDUSTRY FOCUS
A disassembled A320 sits in the Aircraft Salvage International (ASI) hangar at Cotswold Airport near Cirencester. Company founder Mark Gregory says an
increasing number of younger aircraft are making their way to ASI for disassembly.
very little movements coming into our facility because most of the aircraft that are out there, and
were due to be retired throughout the course of
this year, have had extended leases, he says.
Korn has also seen this trend. Weve found
over the past couple of years occasions where airlines come to us to buy aircraft at the end of
leases that we would have originally parted out.
But Korn remains pragmatic about what this will
mean for the future of the parting out sector.
The whole aircraft market is cyclical, but we
dont know when the cycles start and when they
end, he says.
One aircraft that is bucking the trend for extended leases, is the A340 which, with its four engines, is losing the fuel economy battle with more
efficienct aircraft. Gregory confirms: Weve seen
three A340s come in this year, and were looking
at a fourth. We are seeing more and more A340s
being pulled from operational service.
Engine values
Of course engines remain the most desirable
assets in the resale market and the most lucrative
for part-out firms. On smaller aircraft, engines
can sell for an average of $1.5m, while this can
quadruple on a twin-aisle aircraft with prices
reaching the $6m mark.
However, teardown specialists like many
MRO firms are facing greater competition
from OEMs, who are increasingly servicing engines through the product lifecycle, as part of
INDUSTRY FOCUS
On the horizon
Looking ahead, Stephen Lim, president of
Texas-based Vision Technologies Aerospace, believes that the next 20 years will see the make up
of the commercial fleet, and resulting aircraft
part outs, continue to be dominated by the question of fuel consumption. Citing the example of
winglets for the 737, which can reduces an aircrafts fuel consumption by three per cent, Lim
says the emergence of new technologies that will
improve the fuel-efficiency of some aircraft will
result in more retirements and partouts of other
models. He says: Aircraft retirements will not see
older generation aircraft, such as the 727 or the
737, being parted out as there is no value in them.
But instead well be seeing a lot of A320s and
maybe 767s and A330s being parted out, he says.
Gregory feels that in view of the upcoming wave
of predicted aircraft retirement, there needs to be
Top: Engines remain the most lucrative asset of a teardown. Engines on smaller aircraft can sell for an
average of $1.5m while reaching up to $6m on twin-aisle aircraft.
Inset: An Ethiopian Airlines ATR42-320 after dismantling at Addis Ababa - Bole International airport
Credit: Raimund Stehmann
INDUSTRY FOCUS
Technical training
changes gear
In the fast-evolving world of aviation, new technologies and materials offer a myriad of opportunities.
They also have a significant impact on training methodologies. Daniella Horwitz speaks to EASA and four
leading MROs about the changing pace of technical training.
manuals, the technical documents, to understand what is written there and how to apply
it, he explains.
Charles Rayner Hutchinson, vice-president
of quality and safety at AAR, which is headquartered just outside Chicago in the US
points out that the added complexity of new
materials and technologies incorporated into
todays f leets has increased the amount of
technical training required. Independent
MROs are required to train their staff on each
individual air carriers requirements, thus it is
possible for technicians to be required to take
multiple versions of 737 systems training.
Christof Spth, head of line maintenance and
training services at SR Technics (SRT), based
at Zurich Airport in Switzerland, says that in
the past, training was planned six to 12 months
in advance, as part of a companys operational
strategy. Training today needs to fit in with operational requirements, and is scheduled at far
shorter notice.
Step change
Keith Rose, general manager of quality and
learning at British Airways (BA) Engineering,
based at Heathrow Airport in the UK, says the
last three to four years have seen a step change in
the use of advanced technology. New aircraft
learning requires the use of virtual aircraft, giving
engineers the opportunity to train in a live, but
safe environment. British Airways Engineering
is leading the way with the introduction of virtual
learning on all of our new aircraft, claims Rose.
Our engineers work in buddy pairs and are
asked to find solutions to problems using the virtual aircraft and the associated maintenance
tools. These are the same tools they will use when
INDUSTRY FOCUS
they are faced with the aircraft for the first time.
Our instructors no longer stand at the front of
the classroom teaching. They sit at the back
watching and providing guidance and support.
Training not only has to cover changing technical aspects, but also regulatory ones. Sandro
Fabbrini, technical training section manager at
EASA, explains: Technical training requirements need to cover a multitude of subjects that
are, quite often, interwoven together and cannot
function alone. Think of how a cockpit has
evolved from analogue to digital, and how such
a change requires the technician to be competent
not only on complex electronic instruments, but
also on the regulations that govern their use,
manufacture and implementation. One example
of this is the electronic flight bag.
Fabbrini believes the digital era has taken
training to the next level, allowing for faster,
more accurate and more efficient delivery of
knowledge. The demanding and tight schedules
of aviation personnel can now be supported with
on demand my time, my pace formats based on
online courses and delivery through mobile devices. Such technologies provide the opportunity
for more engaging forms of training (eventbased, interactive and informal) where everybody can participate in the discussion, rather
than being a passive listener. Simulations, gaming and 3D environments are now providing
more possibilities. A complex aircraft part can
be disassembled in a virtual environment and
each one of its parts examined thoroughly for evidence of defects and/or malfunctions, not using
steel tools, but a computer mouse, says Fabbrini.
SRTs Spth observes that new technologies
enabling computer-based training and simulations streamline training and are adaptable to
individual needs. Aircraft simulations showcase scenarios in a safe environment, something not possible previously. Courses on
tablets, (which SRT started in in 2012) have
also allowed more varied teaching materials,
such as video and audio. BAs Rose says The
new simulated environments allow the engineers to gain confidence with the aircraft and
its systems much more quickly and effectively.
Having accomplished a task many times within
a simulated environment, the task is much less
daunting when carried out on a live aircraft for
the first time. However, he adds: One danger
of simulation is that there are no consequences
for failure. This means that instructors have to
ensure that the correct attitudes are developed
towards real aircraft.
Blended approach
Technical training is not completely geared
around digital technologies. Primarily because
most companies have found that students learn
differently and that a blend of instructor-led
Switzerland-based MRO SR Technics began offering training via tablet devices in 2012.
working with the industry and our flight operations colleagues to relaunch more focused behaviour-based programmes for our engineers. As
the new technologies give more efficient ways of
learning we are re-investing in human factors
and behaviours.
AARs Hutchinson thinks that leadership
training is also important. Many organisations
deploy HF training at the technician level and
leave out the leadership as they think it is a
waste of time, but this makes their programmes
less effective.
Some stakeholders have suggested that the
gap between basic training and aircraft specific
training is widening as new technologies come
online at a record pace. BAs Rose feels the gap is
manageable but this will need to change very
soon to keep up with changing technologies.
Basic hand skills and aircraft knowledge are still
important requirements, but the new aircraft
technologies bring in additional challenges. We
are adding in new skills requirements especially
around new materials and the management of
complex integrated software. These will need to
be reflected in the basic requirements by the
regulator soon.
AARs Hutchinson suggests that the situation
can be mitigated by reinventing the regulatory
standards for basic technician training so it keeps
pace with the industry. The industry Part 147
working group has some great ideas in front of the
INDUSTRY FOCUS
AAR partners with local schools and colleges to promote awareness of career opportunities in aerospace and attract the next generation of engineers.
Skills shortage
An area of growing concern is the potential
shortage of qualified maintenance technicians.
Wiegelmann says that in Europe at the moment
there are sufficient technicians to meet demand.
Because of the age pyramid (with one-third of
technicians older than 50) a crisis is looming. He
anticipates that it will happen sometime in the
2020s. EASAs Fabbrini agrees: The ghost of a
shortage of technical skills is still lurking over us.
That is why many countries are now joining
forces to overcome this serious problem. This is
done with programmes and promotional activities at all levels. The academic world, industry
and the regulators are looking at the problem
and trying to implement measures to ensure the
supply of specialised and skilled workers in the
aviation field will be robust enough to meet the
requirement of the market.
In the US, there is also a shortage of technicians. One of biggest challenges for AARs MRO
business is the limited availability of experienced
INDUSTRY FOCUS
Continuous learning
EASAs Fabbrini believes that a culture of continuous learning is essential. Continuing education is the way forward and there is no alternative
the concept of being qualified once for a lifetime does not exist anymore.
Training therefore should be looked at as a
core activity in any organisation. This new approach will require structured organisation and
planning to overcome potential challenges. According to Fabbrini, the reality is that there is no
such thing as permanent competence or a fully
developed skill set in either individuals or organisations. In addition, the need for competencybased training has been widely recognised and
advocated. In the future, competency-based
learning will:
G become more accepted;
G focus more on differences between exemplary
Sabena Technics vice-president of training, Stephan Weigelmann, says that emphasis in training should be
placed on procedural applications.
G be facilitated by technology;
G require learners to take more responsibility
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Enfeebled competition
When Mitsubishi launched the MRJ
programme in 2008 its business case was
MRO-network
AIRLINE E&M:
ASIA PACIFIC
4-5 March 2015 / MARINA MANDARIN SINGAPORE
DELIVERING
ENGINEERING
& MAINTENANCE
STRATEGIES TO
MATCH SOARING
DEMAND
ASIA-PACIFIC REGION AT A GLANCE:
$16.4bn
12,820
$26.5bn
$1.9bn
2014
An additional 12,820
aircraft needed to meet
demand, valued at $1.9bn
Represents $16.4bn of
the global air transport
MRO spend of $59bn
2022
Sponsored by:
Media Partners:
The rivals
There are already more than 1,000 E-Jets and
almost 700 CRJ700/900/1000 aircraft in service,
a vast installed based that offers new customers
extensive financing options and deep third-party
and manufacturer support networks. With none
of that to offer, the MRJs main draw is its Pratt &
Advanced technology
After its launch in 2008 the MRJ programme
had its preliminary design review in 2009 and its
critical design review in 2010. Assembly of the
first aircraft began in 2013 and Flight Test Vehicle
1 rolled out in October 2014.
Yet between those dates development of the
MRJ stalled by more than three years as Mitsubishi struggled with airworthiness certification
procedures. There were also major design
changes in 2009 when designers decided to add
2.5 inches to the height of the fuselage, and to
fabricate the wing box from aluminium rather
than carbon fibre.
The fuselage adjustments mean that the
MRJs cabin is 5.3 inches taller and 1.2 inches
wider than the CRJs, and fractionally bigger in
both dimensions than the E190 (see diagram on
p25). The replacement of composites (which are
Russian airframer thought that it would be delivering 70 Superjets a year by 2014, but instead has
rolled out only 45 aircraft since the regional jets
entry into service in 2011.
Nonetheless, Mitsubishis industrial pedigree
and heritage exemplified by Mitsubishi Heavy
Industries and its automotive division should reassure investors that it can deliver on the production front. Manufacturing for the MRJ is centred on
three plants within the companys Nagoya complex:
Oye, which will produce parts and the empennage;
Tobishima, which is responsible for the wings and
fuselage; and Komaki South, where final assembly,
systems installation and some flight testing occurs.
MRJ orders
Firm orders
Options/purchase rights
15
10
Trans State
50
50
SkyWest
100
100
Air Mandalay
Eastern Airlines
20
20
Japan Airlines
32 (LOI)
Total
223
184
orders has created an opening for Mitsubishi Aircraft, which is reported to be targeting profitability on a fiscal-year basis by the early 2020s.
Aboulafia is less optimistic: In terms of programme profit the odds are against it ever being
profitable theres very little evidence that regional programmes ever are.
or companies in the MRO sector designing new repairs, retrofit programmes and
PMA parts, understanding the certification process is crucial. Without timely approval
from aviation authorities, projects aimed at expanding a companys product offering and involving a not insignificant expenditure in
research and development can be halted.
Those firms that continue with a project without
early consultation with the authorities, run the
risk of investing time and money in a process or
product that is later refused certification.
For the authorities themselves, each certification application requires significant resource in
terms of skilled staff and time. The challenge authorities like the FAAs Aircraft Certification
Service face is how to prioritise the hundreds of
applications they receive each year. On September 15, the FAA introduced a new more transparent prioritisation process with the aim of
streamlining the review of applications.
Historic approach
In 2005, the FAA introduced project sequencing in a bid to control and better manage
the resources of the Aircraft Certification Service.
The details of project sequencing were not published publically by the FAA, and were not widely
understood by the applicant community.
In speaking about the FAA in October 2013,
Aircraft Certification Service director Dorenda
Baker told a congressional aviation subcommittee: We implemented [project sequencing] because we needed to ensure that we metered in
certification work so [that] we could preserve resources to work on our main priority, which is
A change
of priorities
In September the FAAs Aircraft Certification Service introduced a
new method to prioritise certification requests. Matthew Calnek
outlines the new process and what it means for those applying for
approval for repairs, retrofits and PMA parts.
safety and the continued operational safety of the
aircraft that are in the fleet.
Project sequencing entailed Aircraft Certification Offices (ACOs) performing an initial assessment of all new certification applications
that were expected to require more than 40 hours
of FAA review time. Each application was placed
into a sequencing queue while the ACO assessed
whether the project could be started, or whether
it would need to be delayed because of FAA resource shortages. This initial assessment took the
ACO approximately three months to complete,
and if it was determined that FAA resources were
not available, the applicant was told that their
project could not begin and would be evaluated
again in three months.
While created with the best of intentions, by
2012 the project sequencing system was deemed
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The changes to the prioritisation of certification application should benefit companies designing new repairs, retrofit programmes and PMA parts.
is assigned by using a table provided in the project prioritisation documentation (see a copy of
the table on p.29).
After assessing the projects priority classification, the ACO identifies a list of discrete tasks
that it must perform as part of its review of the
applicants compliance data. The FAA defines a
task as the review of a particular item with the
purpose of finding compliance with the airworthiness regulations. For example, a task could be
the review of an analysis report, the review of a
test plan or the review of a test report.
Once the ACO identifies the list of necessary
project tasks, a maximum processing time is assigned to the completion of each task. The processing time is set at a duration called the ACOs
normal office flow time (OFT), an amount of
time determined by each ACO. Under the project
prioritisation process, all tasks are assigned a
processing time equal to the standard OFT except when there are insufficient resources available to complete a necessary task. This could
happen, for example, when there is a resource
shortage in a particular engineering specialism.
The priority classification of a project only
comes into play when a resource shortage arises.
When this occurs, response time extensions
are added to the OFTs. A response time extension is the maximum amount of time that a task
can be extended by based on the projects priority classification, and these extensions are
only applied to the specifics tasks suffering from
the resource shortage. Extensions are measured
in calendar days, and are applied to projects as
The certification applications for new aircraft, such as the A350, takes many years and requires significant resource, which is one of the reasons why the FAA is
being more transparent about how it prioritises applications.
Project prioritisation
Priority
Safety index (SI)
follows: 0 days for priority one; 30 days for priority two; 60 days for priority three; and 90 days
for priority four. The resulting modified processing time becomes the new maximum task
response time for the application.
Under the new prioritisation process, projects
are no longer placed in a sequencing queue while
the ACO performs its initial assessment and projects are no longer placed on an indefinite hold if
FAA resources are not available. Instead, the FAAs
review of certification projects (at the project management level) are started immediately, thereby
permitting early discussions between the applicant
and the FAA. Furthermore, FAA resource shortage
in a particular functional skill set only impacts the
specific task that requires those resources.
Noticeably absent from project prioritisation is an exception for projects that require a
relatively small amount of certification review
time from the ACO. In project sequencing,
there was a 40-hour threshold, below which a
project would not be subjected to the sequencing process. While the ACPRR ARC report suggested increasing this threshold to 80
or even 100 hours, project prioritisation eliminated it completely.
The idea underpinning the establishment of
a time threshold is simple: when the required review time is below the threshold, the costs of administering the project prioritisation process can
outweigh the efficiency benefits it seeks to create. Many technical standard orders (TSOs) and
test and computation PMAs, for example, require
a relatively small amount of ACO review time.
Project prioritisation excludes TSOs from its
purview for this reason, but no such exception
exists for test and computation PMAs.
>350
120 to
350
50 to
119
0 to 49
Low
Med
High
Applicant showing or
designee finding (ASDF)
The dynamic nature of certification projects
means that no process can be categorically prescriptive in its approach; and project prioritisation does not attempt to do so. Instead, the
process contributes most by creating a transparent framework to help guide the working relationship between applicants and the FAA. By
setting performance goals and generating performance measurement data, project prioritisation creates the opportunity for this information
to be used as a feedback mechanism to help drive
continuous process improvement.
Matthew Calnek is the director of AECO
Technologies; a Seattle area company that
develops, certifies and manufactures commercial
aircraft parts and assemblies.
mcalnek@aecotechnologies.com
n aircraft fuel tank might seem an unlikely workplace. But critical inspection
and other MRO tasks such as leak repair, replacing sensors or fixing wiring problems
require engineers to work inside tanks in highly
cramped and potentially toxic environments.
Its very physically demanding and its hot,
explains Larry Remin, formerly of Air Canada and
now a technical instructor at Canadian-based
training specialist FlightPath International.
When youre going in, youre in most cases entering from the bottom of the wing via an oval
hatch not much bigger than a laptop, through
which a lot of people cant even get their ribcage.
The tank itself is not very high, and as you move
out on the wing, it gets smaller and smaller.
Once inside, even the largest tanks barely
have room to sit upright, and technicians will
often have to turn themselves around to lie
prone. In some cases, it will only be possible to
get the upper part of the body into the space.
There are ribs, holes and other things you have
to crawl around; its not a flat surface, adds
Remin. And there are also sharp edges and angles, and brackets and wiring that youve got to
move over without damaging them or yourself.
But space constraints are just part of the challenge. The key threat with fuel tank work is the
potentially hazardous atmosphere. John Parsons,
managing director at UK-based Endeavour12,
which manufactures fuel tank entry systems and
has developed a training course on tank safety,
says the issues are twofold. First there are the circumstances when you first approach a tank, particularly as you remove the tank panel, where the
atmosphere is IDLH [immediately dangerous to
The hazards
lying within
Aviation fuel is a precious commodity and a toxic chemical, so
ensuring that aircraft fuel tanks are properly maintained is a crucial
but potentially dangerous activity. Lucie Ponting investigates how
MRO engineers tackle explosive vapours, cramped working
conditions and unbreathable air.
life or health]. In these spaces there are high concentrations of toxic fuel vapours and possibly low
oxygen levels, especially if nitrogen systems are
fitted. Fuel vapours are also explosive in the right
combinations or concentrations.
Then, once the panel is off and the space has
been properly ventilated, youre into an environment where the risks are to longer term health,
he explains. You may have disposed of the majority of fuel vapours and got the oxygen concentration to acceptable levels, but youre still going
to have background toxicities that workers need
protecting from.
Duty to care
Alongside the moral and cost incentives to
minimise risks to staff, all organisations must
Launched in 1995,
The Engine Yearbook
examines every aspect
of engine development,
overhaul, leasing and
specialist repairs.
Articles are accompanied
by comprehensive
directory listings of the
worlds leading engine/
APU overhaul shops
and specialist repair
companies, as well
as listings of every
commercial airframe/
engine combination.
The MRO
Yearbook is the
ideal source of
reference for
airlines, OEMs and
MROs, containing
the MRO Networks
complete
global heavy
maintenance
directory
alongside feature
articles on
engine, airframe
and component
maintenance.
Properly ventilating fuel tanks is essential before work can be carried out. Lufthansa Technik has a minimum of 24 hours ventilation before first entry.
Identify the hazards, assess the risks and draw up detailed procedures and policies
governing fuel tank entry.
Make sure procedures comply with all local occupational safety and health
requirements, such as those governing confined space working, and aim for
industry best practice.
Only select staff who are physically and mentally suited to confined space working
carry out medical checks and use training and simulations to identify any
unforeseen problems.
Ensure all personnel involved in fuel tank entry receive specialist training, including
refresher training, and understand all the risks and hazards, as well as the
procedures they must follow encourage a positive safety culture whereby staff
can raise concerns.
Monitor and record atmospheric conditions continuously from the start of tank
ventilation to the point of entry and throughout work inside.
Ensure communication lines between colleagues inside and outside the tank are
clear and effective, and that there are adequate numbers of trained personnel
available during all tank entries.
Establish and test tank rescue and emergency procedures, involving local
emergency services where necessary.
Maintain, test and calibrate all equipment in line with manufacturers instructions
keep records of tests and inspections.
international standards, companies must develop their own procedures that adhere to local
and national OSH requirements and take into account latest health risk data, changes in technologies and industry best practice.
Remin, who has worked in fuel tank safety
since the 1970s, has witnessed a significant shift
in attitudes over the years. Up until about 1980,
there was no training and no real concern about
health and safety, he says. You just went in and
did the job, sometimes lying down in and saturating yourself in jet fuels, and then wondering
why you werent feeling well. This only changed
in the 1980s and 1990s when it became obvious
people were getting sick.
Rules of entry
In aircraft base maintenance, we mostly perform inspections or work on leakages during intermediate layover and D-checks, says Stephan
Liebenow, who works on quality, safety and training within Lufthansa Techniks aircraft base
maintenance operations. Key tasks are inspecting aircraft structure, sealant, components and
electrical bonding. During aircraft modifications, engineers may also have to install additional fuel cells.
As well as specifically nominating and training
staff to do tank work, Lufthansa has dedicated
processes within its maintenance organisation exposition, together with further details on job cards.
As were mostly working in base maintenance, we
For activities where respirators are necessary it is crucial that engineers find one that suits them and the tank they are working in.
Safe levels
Accurate monitoring is essential. Monitoring
should start with immediate readings on opening
the fuel tank panel and continue until these are
Lufthansa Technik mechanics wear antistatic overalls and use tools made of beryllium to reduce the risk of sparks.
Right person
The unique physical and psychological challenges involved in tank work make choosing and
training the right technicians critical. At
Lufthansa Technik staff are trained in tank entry
and rescue procedures, and mechanics also have
to undergo a medical check to assess whether
they are fit to enter. The person you choose needs
to be fit, healthy and reasonably agile, explains
Endeavour12s Parsons. And they cant be too big
because they have to fit in the small space.
He adds that a lot of people do not even realise they are claustrophobic until they are put in
a confined space. Remin echoes this, recommending that training should include technicians entering a simulator with a closed lid.
Weve had people react badly and had to open
the lid, take them out and say: This is not a candidate for fuel tank entry.
Prospective fuel tank workers should also
have a full health examination, including respiratory tests. If someone has asthma or other underlying respiratory issues, then that could
contribute to the hazard, explains Remin. Mechanics also need to try on and test different sizes
and shapes of respirator to find one that fits
them. In the simulator, you can again lose some
candidates because they arent able to work with
a full mask, he says.
There are no hard and fast rules for how long
someone can work in a tank; some jobs can take
hours to complete or even run beyond one shift.
Ideally, entrants should take a few minutes break
every 15 to 30 minutes to come out and get some
air and move muscles, suggests Remin. He acknowledges, however, that if it has taken half hour
for someone to get to a particular point with a task,
they are not, in reality, going to come out. Where
this happens, he recommends imposing a mandatory 2030 minute break when they do come out
(in addition to normal rest/food breaks).
Right equipment
Traditionally, we had something called wet
tank/dry tank, explains Parsons. This specified
that if fuel vapour levels were above a certain
level (a wet tank), you needed to wear
Engineers undertaking fuel tank training should undergo training to ensure they can cope with confined spaces, as well as medical checks.
area. To track how procedures are being implemented and followed, he also suggests establishing a checklist that includes information on
atmospheric readings throughout the operation,
the tools and PPE used, as well as any incidents.
Industry standard
Liebenow believes a strong safety culture is
crucial to tank entry because where there is a
high risk but low probability of an accident, it is
not easy to invest in preventive procedures and
tools. Having a proper safety culture in place
makes this discussion a lot easier.
Remin reinforces this, urging organisations to
instil an atmosphere where employees know
safety is taken seriously. If some people think
these procedures and processes are overkill, they
Landing safely
It is imperative that landing gear units are able to stand the test of time and the fight against harsh
environmental factors. Behind the success and strength of such structures are specialist MRO
workforces and large investments. Hannah Davies reports.
Experience is key
Landing gear MRO is one of the most specialist areas in aviation maintenance, as it requires
significant plating facilities to strip and apply
materials such as cadmium, nickel, chrome and
many other chemical treatments to meet the
strict OEM requirements to assure high quality
repairs, says Olivier Legrand, managing director
of Revima.
Revima, which has the capacity for most Airbus and Boeing landing gears, has an experienced
workforce. Average seniority in the company is
in excess of 15 years and we have an extremely low
turnover, says Legrand. In recent months, the
company has entered into an intensive standard
work programme to further assure the know-how
held by the MROs experienced workforce is properly transmitted and preserved.
MROs in this sector must be flexible as every
OEM specification for repairs is slightly different
and for AAR a robust IT infrastructure has been
tpaerospace.com
WHEELS
AND
BRAKES
All Inclusive
Guaranteed Service Level
Unlimited Warranty
Delta TechOps services around 150 gear legs a year and says that salvaging and repairs parts is saving its customers $100,000 per shipset.
Specialist processes
Similar to engine maintenance, landing gear
MRO involves processes that help increase
components resistance to corrosion through
advanced coating techniques, such as plating
and chroming. A landing gear MRO that has
the capability to offer all of these treatments in
one facility is considered a major player in the
market, standing out among the competition,
however, each of these specialist treatments is
also subject to strict environmental regulation
and controls. This means the maintenance
company has to dedicate significant resources
to ensure compliance with existing rules and
monitor for changes in regulation.
In Europe, the REACH Directive (the legislation relating to the registration, evaluation, authorisation and restriction of chemicals) is
phasing in tighter restrictions for the use of
chemicals that are particularly harmful to the environment and human health. This is in effect
forcing landing gear maintenance companies to
adopt greener alternatives to traditionally used
materials, such as chromium. Revimas Legrand
confirms his firm has been progressively introducing new chemicals, while trying to offset
Back to basics
While some of the processes in landing gear
maintenance are demanding, AARs Lopez says
the basic MRO cycle has not changed a great deal
in the past 20 years, with gears typically overhauled every eight years and relatively few maintenance issues seen while gears are in service.
Creutz agrees, confirming that repairing corrosion and reapplication of protective finishes are
the most common maintenance issues.
Its no secret that extreme weather conditions
can have an adverse effect on landing gears, especially if the correct maintenance procedures arent
followed. If errors are made this can lead to early
development corrosion, unusual wear on seals
and the elastomers used in landing-gear struts.
Another fault caused by extreme weather conditions, is the hardening of seals, making them
more susceptible to leaks, says Jack Arehart, president of MRO services at Delta TechOps.
Landing gears also comprise line replaceable
units that can need attention outside of the usual
overhaul process, such as actuators. Legrand explains: Actuators can live a different life than the
big bones of the gear and are treated by some airlines as on condition equipment. They can therefore be repaired between landing gear overhauls.
With the intense pressure put on landing
gear sets, especially at landing, parts such as
sliding rods are at a higher risk of being damaged and are more commonly replaced than
other components. That said, replacement is
not the only option with MROs such as AAR and
Delta TechOps arguing that it can be more cost
effective to repair such parts.
We have used our landing gear expertise and
engineering team to develop FAA-authorised
DER repairs in an effort to salvage components
that save our customers money, confirms Lopez.
He adds that there is no incentive to scrap a
part and replace with the new material and that
because AAR regularly sees the damage that
comes with use of landing gear, it has developed
effective and efficient ways to fix it.
Delta TechOps meanwhile, has also been
investing in a programme to salvage parts that can
be repaired and is planning to offer full component
AAR says introducing a robust IT infrastructure has enabled it to provide a wider range of services.
higher. Some airlines have not done a very thorough job of comparing apples with apples in the
different bids and they have paid dearly because
of a secondary invoice, says Lopez.
OEMs moving in
As with the wider MRO market, OEMs, such
as Airbus, Messier Bugatti Dowty and LeibherrAerospace, are increasing their share of the landing gear aftermarket, resulting in even tougher
competition for MRO contracts. The notable exception being Boeing, which, while it, owns the
gears design rights on its aircraft, doesnt operate
landing gear MRO shops. This means that the
market is more dynamic for independent MROs,
says Legrand.
The ever-growing OEM presence is putting
increased pressure on MROs. One way to deal
with this pressure is to work with the OEMs. AAR,
for example, has a general terms agreement with
Liebherr-Aerospace to provide landing gear MRO
services for Embraer E-Jets, which has seen it gain
access to updated technical documentation
Delta TechOps is investing in expanding its landing gear operations, including increasing inventory and capacity.
Creutz argues that this boom also provides opportunities for MROs to source second-hand
materials and avoid the OEM premiums on new
materials, thereby cutting costs.
Another change seen in recent years is the
lead time given to MRO activities. Historically
airlines planned the maintenance of landing gear
years in advance, but the sector is now seeing a
trend of operators requesting quotes for overhaul
work and exchanges as little as 90 days from date
of service. We are seeing many providers waiting
until the last minute to select their vendor. This
may have worked in the past for ageing aircraft,
but it can have a disastrous affect when dealing
with newer aircraft where exchange assets are
scarce, says HPAs Creutz. He also reveals that
there is a strong trend towards all-inclusive packages for landing gear overhaul services.
These trends are making a competitive market, even tougher. In fact, in recent years the
landing gear business has seen some maintenance providers cease operations Alitalia Shop
for example while others have had to restructure their operations to concentrate on specific
models, such as Dublin Aerospace focusing on
the A320 and 737.
Future outlook
There has been an influx of new technologies,
next-generation aircraft and innovation in recent
years and as newer, more advanced materials are
introduced, the landing gear business will see
Remote control
42 S Aircraft Technology - Issue 133 S
Each of the tools contained in the cabinets provided by Snap-on are uniquely identified with a laser tag.
A simple system
When looking for a smart tool solution,
MAELs key requirements were a system that
would provide visibility and traceability of tools
and ensure the facility and its engineers had the
correct level of tooling to meet the needs of all
the MRO work that would be undertaken when
it was up and running.
John Swords, team leader of maintenance
planning and control, was working in Luton at the
start of the Birmingham design project and was
given the task of understanding the layout of the
new site. He led the implementation of the smart
tool control system. We chose Snap-ons network
control (NTC) system, which is based on barcode
technology, he explains. Each shopfloor engineer has a unique operator card that is linked to
multiple solutions including our time and attendance system. To access one of the tool cabinets
the engineer has to swipe his card. The computer
will then ask them for a task card for the job he is
working on, which is also swiped, and then the
system allows them to take tools out of the box.
Each of the 23 NTC tool cabinets at MAELs
Birmingham facility is around the size of a retail
freezer cabinet (1,851mm wide, 740mm deep and
1,165mm tall), with multiple drawers of tools surrounded by foam inserts. A computer with a
screen sits on top of the cabinet providing the
Windows-based user interface. Burgess says: The
system is really intuitive. Its no more difficult
than walking up to a tool store and asking for a
tool. The guy there zaps your badge and the tool
and its then allocated to you. With these toolkits
the screen tells you what to do as you go through
the steps swipe your card, swipe the tool etc
so its easy to use. Training for the engineers was
just an hour because it is so straightforward.
Before allowing engineers to open a cabinet
the system performs a sense check to ensure that
his capabilities match that of the toolbox. Each
engineers level of access is listed on a database
maintained by Swords, against which the software
crosschecks. For example, an airframe engineer
The network controlled cabinets can only be opened by qualified engineers after swiping their unique
identification card.
Using the universal tool cabinets rather than allowing mechanics to bring in their own toolboxes has saved MAEL storage space equivalent to the footprint of an A320.
wouldnt be able to access an avionics toolbox because there would be tools in there that hes not
qualified to use, explains Burgess.
The cabinets are on coasters and use wi-fi to
transmit and receive data, meaning that they can
moved around the hangar to suit the maintenance tasks at hand. Each comes with eight highusage kits, which contain the majority of tools an
engineer is likely to need for his day-to-day work,
with the remainder of the less frequently used
tools either kept within the cabinet or in the facilitys tool store.
If you think of an engineer moving from his
toolbox to doing his task, he would take a varied
selection of sockets, a hammer, a screwdriver and
a torch, for example, in a tool tidy to the aircraft
and then if he needed additional tools he would
go back to his toolbox and get them, says Swords.
30,000 tools
23 toolboxes 16 airframe main
kits (B1), four avionic main kits
(B2), two structures repair kits and
one trim bay main kit
182 high usage kits each
containing around 50 tools 160
mech kits (B1), 16 avionics kits
(B2) and six trimmers kits.
Space saved: footprint of an A320
aircraft
pulled together a team of 12 engineers with different levels of experience whose toolboxes were considered to be representative of what would be
needed in the new facility. These were then audited
and lists of the tools were sent to Snap-on We
combined this into one master list, striking out the
duplicates, and this was the basis for a standard
company inventory, recalls Davis.
As a part of this process the Snap-on team
came into MAELs hangars with demonstration
kits to show the engineers. Its important to get
shopfloor buy-in with projects like this. These
pre-implementation meetings were our chance to
go in and speak to the engineers and say: This is
your chance to contribute to what is in the kits.
he says. Davis and his team worked with Swords
to talk to the engineers and find out which tools
would be used infrequently, and so could go into
the store, and about any unique tools that Snapon would have to reverse engineer.
This service was particularly useful in putting
together the cabin interiors kits, says Swords.
These kits are quite quirky; theyve got tools
with very small leading edges to work with laminates and ground down sockets for putting the
cabin seats in, for example. Snap-on took those
New data
Data is, of course, where switching to an
electronic tooling system offers its key benefits. Alongside the ability to demonstrate tool
control to customers and identify tools not returned within a shift, having a system which
records tool usage enables facilities to ensure
that the toolkits are correct and functioning as
they should do. For example, the system allows
users to extract data on daily tool usage, to
track whether there are tools that are frequently in demand and so more may be
needed or not used at all, and can be moved
from the cabinets on the f loor to the tool
store. These systems can work to help support
MROs looking to adopt a lean philosophy in
their operations, according to Davis.
Since the Birmingham facility opened, the
tool usage data collected has confirmed that the
work that went into planning the toolkits has
paid off, with just five per cent of the tools in the
boxes unused in their first six months. I was surprised that we got it so close to the mark, admits
Swords. The initial box was based on best endeavours, but our six-month review showed we
were almost there.
Other reports that MAEL is using on a regular
basis include those providing data on broken
tools. Not only does this provide a list of new
tools for order, but it can help to track down
problems with a tool choice, says Davis. If you
find that a particular tool is being broken regularly, you are able to look into why. You can find
out whether it is being broken on the same task
on the same aircraft, if so it might not be the right
tool for the job or it could be a training issue. It
might even be just one user thats really heavy
handed, he explains. When youve got the data
you can analyse it and make intelligent decisions
MAEL engineers played a crucial role in deciding what tools the new kits would contain.
Engagement piece
For established MRO sites considering investing in smart tooling systems Davis says that
the pilot approach works best. He advises firms
to choose one section of a facility to trial the system and work out any wrinkles before rolling it
out more widely.
The other key factor in making the switch, he
says, is communication. You cannot impose
something like this from the top. The engineers
are going to be working with these tools day-in
and day out, so you have to get their buy-in. Ask
for their suggestions and you will get useful insights and the shopfloor will start to take ownership of the project, he says.
Management has to play their part as well.
They have to explain why the change is happening, whether its due to compliance with regulations or to present a more uniform image to
customers. Communication removes uncertainty
and people dont like uncertainty. If you communicate, you will be fine.
That approach certainly seems to have
worked at MAEL. Burgess confirms: I can honestly say we havent had any negative feedback
from the engineers about the tooling. Its gone really well. Swords agrees: Weve had these tools
in place for almost a year and they look like
theyre only a month old, the engineers are really
taking care of them. And they know that if they
need anything new they can talk to us and we can
look at getting it added.
Looking to
the future
with MRO
apps
INFORMATION TECHNOLOGY
Technology is constantly evolving. To be effective and prove popular, it must be reliable, easy to use and,
above all, it must solve a problem. Mobile apps can increase the efficiency of MRO operations, but is the
industry ready for them? Nick Rice reports.
Opportunity knocks
Founded in 1983 and present in more than 50
countries, IFS develops, supplies, and implements a range of MRO applications. The company provides integrated enterprise asset
management (EAM) software to the global aerospace market, and it firmly believes that enhanced mobility solutions are the way forward
for improved MRO service provision.
Espen Olsen, director of aerospace and
defence business development at IFS, says: A
lot of the consumer apps available today are
not suitable for a large range of requirements
of applications in the MRO sector quick
and accurate availability of information is
essential for engineers out in the field and it is
INFORMATION TECHNOLOGY
Secure connections
Internet connectivity and offline functionality are, quite predictably, always a concern with
app use. Olsen explains: Although connectivity
to back office and maintenance management systems is becoming increasingly available and robust, there is still a requirement for applications
to work off-the-grid.
IFS MWO can operate offline. It allows the
engineer to download work order data and, after
completing the work, update the record while at
the asset, synchronising the update once connectivity has been re-established. This can save time
and improve the data quality when an asset requires maintenance outside of an organisations
network areas.
Alongside connectivity issues, security of information is also a crucial factor. Accordingly,
asset data generally resides not on the device but
on a back-end server, with the app offering a window to only the data required by the individual
engineer. By ensuring MRO apps have a limited
functional footprint and only pushing the snippets of information required by an employee to
complete their current task, there is no significant security risk to civil aviation operations.
IFS' Flight Log app collects information on flight details, including disruptions, faults and inspection
results, from disparate sources and enables engineers to access it from their smart devices.
Game changing
One developer and provider of MRO and logistics software for the aviation industry is Component Control. Located in San Diego,
California, the companys core product is Quantum Control. The system is used by more than
1,000 customers worldwide and its functionality
covers everything from aircraft services, hangar
management and component manufacturing,
through to parts distribution, rotables management and accounting e-commerce.
Two apps created by Component Control to
complement Quantum Control are its Parts
Search and StockMarket Aero apps. President of
the company, Todd Lewis, describes their impact:
Its difficult to overstate the importance of part
logistics in aviation MRO. Our Parts Search app
provides real-time access to inventory listed on
stockmarket.aero in situations that were not previously available. It truly streamlines the supply
chain process.
Stockmarket.aero is one of the worlds largest,
free online marketplaces for aircraft spares.
Listed inventory is verified so buyers can be confident that all parts are in stock and the accompanying app provides customers with real-time
INFORMATION TECHNOLOGY
User interface
EmpowerMX and IFF are clearly convinced
that new app technologies offer their customers
great benefits, but there is still a challenge in convincing customers. One barrier to airlines and
MROs investing in new app technologies is the
OEMs. By bundling in free MRO software in a
sale, OEMs lock airlines into using their maintenance IT systems.
If airlines want to improve their maintenance
operations and benefit from superior alternatives, they must avoid being married to the OEM
and be free to select the most efficient MRO software option available, argues Nagalla. Airlines
and MROs need to push for more integrated systems between airlines and app providers that are
quick and easy to deploy and are cloud-based,
he says. Once airlines start seeing maintenance
INFORMATION TECHNOLOGY
App developer SynapseMX says its products aim to close data gaps where information is held in files
and not widely accessible or communicated.
ENGINE DATA
Engine update:
GE90-110/115
The International Bureau of Aviation (IBA) shares its expert analysis of the current and future market for
the GE90, as one of the most sought after assets in the commercial aviation market.
The latest generation 777 engine, the GE90110/115B, is the largest and most powerful aeroengine built to date and powers the -200LR,
-300ER and the freighter version of the 777.
Flight testing of the -115B began in February
2003 with entry into service with Air France in
April 2004.
Compared with earlier engines, the GE90 is
claimed to be 10 per cent more fuel efficient while
noise levels are reportedly 23EPNdB lower than
the limits imposed by FAR Part 36.
Engine
-115B
115,300
In service market
Compressor
stages
Turbine stages
Flat rate
temperature
Bypass ratio
30C
Length
287in
Fan diameter
7.2
128.2in
1F+4LP+9HP
2HP+6LP
REGULARS
North
America
11%
(146)
Europe
& CIS
16%
(218)
Owned
69%
Leased
31%
Asia
Pacific
36%
(490)
Africa
4%
(52)
Latin
America
2%
(28)
Engine status
Middle
East
31%
(420)
Key operators
Operator
Country
Engine count
Emirates
UAE
244
China, HK
90
Qatar Airways
Qatar
82
Air France
France
78
Etihad Airways
UAE
58
Federal Express
USA
50
Air China
China
48
Air Canada
Canada
46
Singapore Airlines
Singapore
44
Japan
38
Maintenance costs
The maintenance cost per cycle for the GE90
based on current Chapter 5 limits for rotable life
limited parts (LLPs) is around US$610/cycle,
whereas the cost per cycle using ultimate limits is
US$460/cycle. Static LLPs include cases and frames
for the high-pressure compressor and various turbine modules. Based on current limits, these parts
will set a reserve rate of US$250/cycle which pushes
the total reserve rate to US$860/cycle per engine.
REGULARS
$300
$33.0
$28.0
$23.0
$18.0
$13.0
$8.0
$3.0
GE90-110B1L
GE90-110B1L SP
GE90-115BL
$250
$200
$150
$100
$50
$0
GE90-115BL SP
GE90-110/115
GE90-110/115 SP
Engine variant
CMV
FLMV
High
Low
$US m
$24.00
$19.00
$14.00
$9.00
$4.00
2015
2016
2017
GE90-110B1L
2018
2019
GE90-110B1L SP
2020
2021
GE90-115BL
2022
2023
2024
GE90-115BL SP
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0
Cumulative Fleet
Future Fleet
2004
20
0
2005
60
0
2006
142
0
2007
268
0
2008
384
0
2009
552
0
2010
694
0
2011
840
0
2012
996
0
2013
1188
0
2014
1354
1384
2015
0
1544
2016
0
1694
2017
0
1810
2018
0
1900
REGULARS
4.5
100%
4.0
90%
80%
3.5
Years
$1.67
70%
3.0
$2.02
60%
2.5
50%
2.0
40%
1.5
$2.01
30%
1.0
20%
0.5
10%
0.0
$1.54
0%
Africa
Asia
Pacific
Europe
Latin
America
Middle
East
North
America
Overall
average
Fan
HPC
HPT
LPT
Market outlook
The GE90-110/-115 remains the highest value
engine asset in the market today if judging on a
single-engine basis. The engine will continue to
be helped by its status as the sole powerplant option on the 777-300ER and with an outstanding
backlog of 240 aircraft there is still some 480 engines, plus spares, to be built without considering
the freighter backlog.
There is also the possibility of further orders
or option conversions. Value projections for the
GE90-110/-115 show continual rise as a result of
the ongoing success of the host aircraft and the
short supply of spare engines available on the
open market (see p54). Sale-and-leaseback
agreements will continue to occur at levels close
to list price as the vast majority of those involved are tier 1 operators. Lease rentals are
therefore priced at lease-rate factors close to 0.7
per cent for these deals, while older engines are
re-leasing at more modest rates.
In the longer term, as the 777-200LR/-300ER
and GE90-110/-115 fleet mature, IBA expects the
rollout of a freighter conversion programme,
therefore extending the maintenance support
and material market for many years to come.
Twin-engine widebody aircraft have become the
most popular freighter types during uncertain
economic times and there will be a fair-sized
fleet of ageing A300s, 747s, 767s and MD-11s to
7.5
7.5
Cycles
Hours
3,200-3,400 24,000-26,000
5,500-6,500
230-280
Cycles
Hours
2,800-3,000 21,000-23,000
7,500-8,500
345-420
REGULARS
SOAPBOX
n
io
at e
in lin 015
d
om a 2
N De an
J
31
Jeremy Buckle
jeremy.buckle@mro-network.com
One-stop cure.
www.lufthansa-technik.com/total-support