REPORT PIA Internship Report On

Prepared By: Omar Tariq Farooq

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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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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 31st airline amongst the world best airlines and also has the best engineering set up in the subcontinent. Era of 1960s is considered as the ³Golden 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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REPORT PIA TABLE OF CONTENT Serial Number *PARTICULARS* # 1 Human Resource Management 2 Human Resource Planning 3 Human Resource Budget 4 Human Resource Audit 5 Man Power Planning 6 Man Hour 7 Engineering Business Development 8 Engineering Division 9 Task Analysis 10 Time Motion Study General Morning and Evening Shift 11 Working Pg 5 Pg 6 ± 7 Pg 8 ± 9 Pg 10 ± 16 Pg 17 ± 19 Pg 20 Pg 21 ± 25 Pg 26 ± 30 Pg 31 ± 32 PG 33 Pg 34 ± 38 4|P ag e .

From these terms emerged a largely administrative management activity. organization development. employee motivation. in the first instance in the United States as well as multinational corporations. origins of the function arose in organizations that introduced 'welfare management' practices and also in those that adopted the principles of 'scientific management'. hiring. for example. wellness.REPORT PIA  HUMAN RESOURCE MANAGEMENT Human Resource Management (HRM) is the function within an organization that focuses on recruitment of. and providing direction for the people who work in the organization. communication. administration. management of. although it is also applied in labor economics to. 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. coordinating a range of worker related processes and becoming known. business sectors or even whole nations. safety. demanded by corporate management and the greater competitiveness for limited and highly skilled workers. the human resources). This function title is often abbreviated to the initials 'HR'. Human Resource Management is the organizational function that deals with issues related to people such as compensation. Human Resource Management can also be performed by line managers. and training. coined in the 1960s. Human resources progressively became the more usual name for this function. Human resources is a relatively modern management term. reflecting the adoption of a more quantitative as well as strategic approach to workforce management. benefits. Human resources is a term used to describe the individuals who comprise the workforce of an organization.e. performance management. 5|P ag e . in time as the 'personnel function'.

6|P ag e . including: y Redundancy or recruitment costs y Consequences on morale y Redeployment/outplacement opportunities y Availability of skilled staff within the organization y Availability of suitable people in the job market y Time constraints y Development/training needs/schedules y Management requirements. To participate in the decision process by providing information and opinion on each option. Information already gathered provides the basis for a human resource plan. The strategic process can be organized logically . To support line managers dealing with the people consequences of implementing the decision. This forms part of the information collated from the organization as a whole 2. strategic decisions are taken at the centre of the business. For resourcing strategies to be implemented they must be translated into practical action. This is reflected in planning of skill and competence needs as well as total headcounts. political soundings taken and preferences assessed. information must be obtained. If the implications are major.For these decisions to be taken. It is clear that many of these decisions are fundamental to an organization. consequences gauged.REPORT PIA  HUMAN RESOURCE PLANNING: A process which anticipates and maps out the consequences of business strategy on an organization's human resources. The role of the human resource function is two-fold: 1.

an analysis of the opportunities and experiences that are required for individuals to train and develop in order to meet organizational and personal objectives. aspirations and needs.g.REPORT PIA Human resources are the people that work for an organization. through job enlargement) and outside the organization (e. appraisal to find out about individual needs.the provision of opportunities and courses for individuals to develop skills. 7|P ag e . e. knowledge and attitudes that help themselves to achieve personal objectives. HRM therefore relates to every aspect of the way in which the organization interacts with its people.  Training Opportunities and courses for individuals to develop skills. However. HRM therefore involves finding out about the needs and aspirations of individual employees. by providing training and development opportunities. knowledge and attitudes that help the organization to achieve its objectives. etc. for example through the appraisal process and then creating the opportunities within the organization (e. 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. Development .g. through taking up educational opportunities at local colleges/universities) for employees to improve themselves. which takes into account both: Different individuals have their own needs and aspirations.g. People have thoughts and feelings. training and development needs analysis. and Human Resource Management is concerned with how these people are managed. A training and development plan can then be created to set out how these needs can be addressed in practical steps. The term HRM has thus come to refer to an approach. Training and development needs analysis .

Anticipating how to staff the 8|P ag e . Managing a human resources department involves budget planning and execution like any other company department. Budget planning and execution requires precision for your human resources department.  Preparing a Forecast 2. and preparing a shortand long-term plan to execute your vision. hiring plans may be minimal or global in nature.REPORT PIA  HUMAN RESOURCE BUDGET: The HR Budget is the operational budget within human resources. managers can ensure an organization's success. By accurately assessing what work needs to be done and who can do it most efficiently. analyzing jobs. cafeterias. etc. The investment in Human Resources of company¶s income requires absolute necessary attention when creating the budget. social security fee other components (fringe benefits and reimbursement of expenses. Depending on the current size of a business and its strategic goals. Steps in Budget Planning & Execution 1. Steps include preparing a forecast. kindergartens for children of employees. developing your personnel.«). Considering all the components of labor costs: salaries. allowances for travel and transfers) and other costs (training.

skills and knowledge. Typically. retrain or hire personnel to accomplish each task. self-paced courses and formal education degrees typically cost money. Ensuring the return on investment---in the form of improved skills in professional development or technical expertise---typically warrants the expenditure. training and recruitment programs for current and future fiscal years. hiring.REPORT PIA operation with accuracy improves the longer a company has been in business. interviewing.  Analyzing Work Flow 4. seminars. In addition to interviewing and hiring new employees. assessing and training company personnel. Using industry standard tools. By examining tasks. 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. a manager can predict the growth pattern and the type of personnel needed to maintain or expand the business. three to six months planning results in successful execution of advertising. so assessing company needs carefully requires thought. 9|P ag e . and any lessons learned should be incorporated into future Human Resources budget planning and execution activities. Any issues encountered during execution should be examined during post-project review sessions.  Creating a Comprehensive Plan 5. Using previous results or by comparing a business with similar companies to get the needed data. managers can plan to develop. required experience. developing career plans for existing employees (including executive leadership) requires budget planning and execution. managers can document the best policies and procedures to utilize in order to complete the work in a timely and cost effective manner. Workshops. By accurately defining each job's scope.  Developing Employees 3. Gaps in company expertise should result in recruitment activities as quickly as possible. responsibilities. Providing training for professional or technical development motivates employees to utilize their skills on the job to execute the company's strategic goals. managers can create comprehensive plans including budgets for wages. Tracking and monitoring actual expenditures should influence future planning strategies.

Once information is gathered. The audit itself is a diagnostic tool. head count.  HR Functions: Roles. not a prescriptive instrument. and any issues needing resolution. The audit works best when the focus is on analyzing and improving the HR function in the organization. The focus is on how these activities and tasks are actually performed in the organization. The process of getting information. and HR information systems (HRIS) y y y y y y y Recruitment Documentation Training. It will help you identify what you are missing or need to improve.REPORT PIA HRA-(HUMAN RESOURCE AUDIT) The Human Resources (HR) Audit is a process of examining policies. The purpose of the audit is to reveal the strengths and weaknesses in the nonprofit¶s human resources system. 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. in and of itself. 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. 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. procedures. systems. This can then be 10 | P a g e . The first step is to collect all the pertinent information. development. as revealed by the answers to the audit questions). but it can¶t tell you what you need to do to address these issues. can be quite informative. documentation. and practices with respect to an organization¶s HR functions.

A cautionary note: Finding out what is insufficient and inadequate is the first step toward improvement. Follow-up and review should be a regular management function. performed on an ongoing basis.. Roles. Head Count. it is important to take steps to correct those deficiencies. and systems.REPORT PIA compared to best practice (what we should do to best support our organization¶s mission). & Human Resource Information Systems (HRIS) y y 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. and deliverables ² should be created after the team reviews the completed audit and identifies areas where improvement is needed.e. and to make necessary improvements in their HR skills. processes. accountability. 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? y y y y y 11 | P a g e . Organizations should take that first step only when they are ready to act on the findings. Improving the HR system takes some time. A workplan ² with a timeline. If deficiencies are identified.

What is the turnover rate (percent of employees leaving each year) in your organization? Has this changed over time? Who gives references for former employees? 12 | P a g e . referrals from other agencies. how many are being used? And.. 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. individual. sequential.g.. which ones don¶t have descriptions? Are independent contractors used? If so.REPORT PIA y y How many employees have supervisory responsibility? Are there currently up-to-date job descriptions for all employees? If not. 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. and selection process documented? What is the interview process that is used (e. screening. advertisements. for what functions? Is the 21 point test for Independent Consultants being used for classification? Have issues related to classification of employees been raised? y y y  Recruitment y y y y y y y y y y y y y y y y y y y 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.

and if so. who fills the request? Is an HRIS system being used. 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. Development and Career Management y y y y Who is responsible for new employee orientation? What are the elements of the new employee orientation program? 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. and if so.REPORT PIA  Documentation y y y y y y y y y y y 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. which one?  Training. please describe it. 13 | P a g e . 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. Interviewing.

and how is it earned? What is the eligibility requirement for vacation? Is there a cap to limit the amount of vacation accrued? 14 | P a g e .REPORT PIA y y y y 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 y y y y y Describe the health insurance program provided by your organization. or is it split between vacation and sick leave? If it is straight PTO. Are dependents covered. 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. what are the rates of accrual and caps? What is the vacation schedule. and if so. 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 y y y y y y y y y 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 What holidays are paid and who is eligible for them? Is there a PTO system.

(If the instrument differs by position.)  Legal Issues / Personnel Policies y y To your knowledge. what are the limits?  Performance Management And Evaluation y y y y y y y Describe the past and current performance appraisal system in your organization.e. communicating the termination to other employees. please attach a copy.. 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 y y y y y y y y y y Is your organization an ³at-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? How are references handled in your organization? Who is responsible for internal communications regarding difficult Terminations? (i.REPORT PIA y y y 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. If a performance appraisal instrument is used. are all employees appropriately classified? What personnel policies are currently being used? (Please attach a copy) 15 | P a g e .

REPORT PIA y y y y y 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: y y y y Create an HR business plan Streamline HR work processes Monitor compliance with established regulations and procedures Develop user-friendly HR systems 16 | P a g e .

Manager has to guess the future business and to take timely and correct decisions in respect of company objectives. is a process initiated by the HR Department with the Top Management. Planning is making a decision in advance what is to be done. so that the profit margin can be increased. After the preparing the plans.REPORT PIA  MAN POWER PLANNING Personnel management is productive exploitation of manpower resources. It is indeed a complex and a challenging process. Manpower Management starts with manpower planning. It is a kind of future picture where events are sketched. It also takes into account the upgrading in existing people. capital and machinery should be taken into account. 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. 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. Manpower Management is choosing the proper type of people as and when required. This is also termed as µManpower Management¶. 17 | P a g e . foresight and sound judgment. motivating and controlling of the various activities within the organization. services. It involves problem solving and decision making. Every manager in an organization is a personnel man. Time required for acquiring the material. expansion to keep the interest of the owners. Manager has to reasonably predict future events and plan out the production. policies and cost performances. Staffing Need Assessment (Man Power Planning). It can be defined as a mental process requiring the use of intellectual faculty. The plans need to be supported by all the members of the organization. imagination. dealing with people. It is the willpower of course of action to achieve the desired results. Planning is concerned with coordinating. The basic purpose of the management is to increase the production. people are grouped together to achieve organizational objectives.

y It creates healthy atmosphere of encouragement and motivation in the organization. y Training becomes effective y It provides help for career development of the employees Steps in Manpower planning y y y y y y y Predict manpower plans Design job description and the job requirements Find adequate sources of recruitment. dismissals and promotion. Best motivation for internal promotion. which is dissimilar in case of different individuals is the result of genetic differences. y Health of worker: worker¶s physical condition plays a very important part in performing the work. Good health means the sound mind. Give boost to youngsters by appointment to higher posts. thus providing incentive. y It generates facilities to educate people in the organization. y It boosts the geographical mobility of labor. death. y It provides smooth working even after expansion of the organization y It opens possibility for workers for future promotions. y The quality and rate of physical as well as mental development.REPORT PIA Advantages of manpower planning: Manpower planning ensures optimum use of available human resources. y General and technical education: education provides a definite impact n the working ability and efficiency of the worker. 18 | P a g e . y Climate: Climatic location has a definite effect on the efficiency of the workers. Factors which affect the efficiency of labor: y Inheritance: Persons from good collection are bound to work professionally. y It is useful both for organization and nation. y It brings about fast economic developments. transfer and other issues. Look after the expected losses due to retirement. See for replacement due to accident. in the sound body.

y A very important process where management determines how an organization should move from its current manpower position to a desired manpower. allocation. It aims at correct place. The personal qualities influence the quality of work. products. Particular useful to all big organization to able to meet and manage changes in terms of technical know-how. It is used for achieving fundamental growth in the concern. markets.e.REPORT PIA Personal qualities: persons with dissimilar personal qualities bound to have definite differences in their behavior and methods of working. 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. discipline etc. correct man on a correct job. manpower for the success of any organization. It can work out the correct price by the resource building or capacity building. y Hours of work: long and tiring hours of work exercise have bad effect on the competence of the workers. y 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. etc y With proper Manpower Planning. y Wages: proper wages guarantees certain reasons in standard of living. utilization and maintenances of human resources of an enterprise. such as cheerfulness. Thus manpower planning is must to make the optimum utilization of the greatest resource available i. development. This provides incentive to work. y Defining the present needs and estimating the future needs of manpower in an organization. It is therefore a strategy for procurement. and keep workers satisfy. 19 | P a g e .

sleep and other distractions. meals.REPORT PIA  MAN HOUR: A man-hour is the amount of work performed by an average worker in one hour. So. they roast a chicken no faster than one chef. In reality. researching and writing a college paper might require twenty man-hours. adding more staff will have a reduced effect: although having two chefs will double the speed of some elements of food preparation. 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. e. If some elements of the task have a natural time span. other factors intervene to reduce the simplicity of this model. Its progress will be interrupted by work for other courses. It is of most use when considering 'piece-work'. a simple c appropriate to certain types of activities. where the activity being managed consists of discrete activities having simple dependencies. Preparing a family banquet from scratch might require ten man-hours. Managers count the man-hours and add break time to estimate the amount of time a task will actually take to complete. 20 | P a g e . This is. In transport industry. it almost certainly will not get done in twenty consecutive hours. while one college course's written paper might require twenty man-hours to carry out. and where other factors can be neglected. eating and other bodily functions. 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. but the time to carve the chicken will remain the same. It is used in written "estimates" for estimation of the total amount of uninterrupted labor required to perform a task. this concept is superseded by passenger-mile and tone-mile for better costing accuracy. Thus. For example. adding another man to a packaging team will increase the output of that team in a predictable manner. of course. Man-hours do not take account of the breaks that people generally require from work. for rest. They only count pure labor.g.

and D-checks we carry out. it is equipped with the most advanced. we are involved in the day-to-day maintenance operations of many airlines. head-quartered at Jinnah International Airport. On-time delivery. 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. frequent progress reporting and flexibility are key factors in number of hundreds of C. Strategically located for the convenience of airlines whose operations extend to Asia. Karachi. 21 | P a g e . PIA's Engineering Base. is acclaimed as one of Asia's best. modern aircraft maintenance and overhaul facilities and is manned by a team of highly trained personnel. Airframes As a full-service MRO provider.REPORT PIA  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.

CFM56 300 Airbus A300B4/B2 GE CF6 Airbus A310-300 ATR 42-500 / Yes Yes Yes Yes Yes Yes Yes GE CF6 PW4152 Yes PW127 Yes Yes Yes Yes Yes Yes QBC - MBC/Inter D Yes D/Base Check Yes - - - Yes Yes Yes Yes - Yes - Yes 22 | P a g e .RR RB211 300 Boeing 747.CF6 JT9D 200 Boeing 777200/300 GE90 Boeing 737.REPORT PIA Aircraft Engines Types of Checks C A Boeing 747.

000 lbs/sec and an engine weight of 15. An independent machine shop. The test cell has recently been upgraded with a cutting-edge test cell data acquisition system. Spread over an area of 9. airflow of 3.REPORT PIA 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. The Engine Overhaul Workshop also includes a heat treatment shop with a vacuum heat treatment facility.072 square meters. 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. as well as robotic plasma flame spray. designed to test aero engines up to a maximum capacity of 100.000 lbs thrust. both manual. the ASE2000. The ASE2000 can be used to accommodate all FADEC/EEC powered engines. 23 | P a g e . attached to the Engine Overhaul Workshop.000 lbs. the workshop offers high-class plating facilities.

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 - - - Dart MK532 HSI MC MO OH GE90-94/GE90115B BSI / Fan & Propulsion Separation - - - 24 | P a g e . CFM56-3B. GE CF6-80C2.REPORT PIA Aircraft Engines-GE CF6-50C2/ E2.

a precondition for efficient and punctual aircraft operations. Avionics and Radio components for above listed Aircraft. 25 | P a g e . y y y y y y y Aircraft-Boeing 747-300 Boeing 747-200 Boeing 777-200 Boeing 737-300 Airbus A300B4 Airbus A300B2 Airbus A310-300 y Aircraft Engines-GE CF650C2/ E2.from Honeywell GTCP 660-4. we continuously focus on careful component management. PIA E&M is a fully accredited JAR/FAR145 organization. We also provide in-house maintenance on Hydraulic. Pneumatic. GE CF6-80C2. GTCP 85-129K/H. correct documentation and punctual delivery are key factors in our successful component maintenance programs.REPORT PIA Components: Being involved in the daily operations of many airlines. GTCP 700-5. Short turnaround times. holding certificates from many countries throughout the world Engineering Capabilities Our large scope of maintenance includes. CFM56-3B y Auxiliary Power Units.

REPORT PIA PIA Engineering Divisions y y y y y y y y y y Line Maintenance Base Maintenance Power Plant Overhaul Avionics Airworthiness Management Quality Assurance Cabin Assurance Component Overhaul Support Shops / Capabilities Special Facilities 26 | P a g e .

around the clock y PIA Engineering offers excellent Line Maintenance at all International / Commercial airports in Pakistan and large numbers of line stations around the globe. A300 B4. along with regular transit tasks for Boeing 777. 737 and Airbus A310. y 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. and ATR-42. Fokker F-27. under EASA Part-145 and CAA Pakistan. 747. 27 | P a g e .REPORT PIA Line Maintenance y 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.

Our services are tailored to your airline's needs. 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. 747. A300 B4. y Inspections ± Ageing Aircraft Corrosion Prevention and Control Program (CPCP) ± Supplemental Structural Inspection (SSI) y Structural Modifications ± The Base Maintenance team is backed up with a state-of-the art Structure Repair Shop which can perform repairs on individual structural components of aircraft and also has the capability to develop repair schemes. with your engineering and maintenance requirements. as well as trained manpower and tooling. Fokker F-27. an EASA Part-145 approved MRO with the most extensive maintenance capabilities. Our highly qualified engineering personnel offer comprehensive engineering services. to undertake simultaneous work on various types of aircraft in your fleet. y 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. y As part of our Line Maintenance services. and ATR-42. 737 and Airbus A310. around the clock. backed up by excellent equipment and systems. Our Line Maintenance facilities cover the complete range of 28 | P a g e . We have sufficient aircraft support dock installations in the hangars. under EASA Part-145 and CAA Pakistan. PIA Engineering also maintains the appearance and quality of your aircraft's cabin and exterior.REPORT PIA Base Maintenance y Entrust PIA Engineering. 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.

GPS. around the clock. including but not limited to: ± Sign Painting ± Decals ± Placards ± Drawing of Logos ± Engraving of Cockpit Instrument Panels 29 | P a g e . and B-RNAV. y Painting ± Our Base Maintenance team offers comprehensive aircraft painting services. EGPWS 8. RVSM. no installation job or STC implementation is too large or too complex for us.33 kHz VHF. SUPERAHARS. 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. such as TCASII. based on new requirements. y Avionics Modifications ± PIA Engineering has been involved in all the recent aircraft retrofit programs. With a group of avionics modification specialists.REPORT PIA an aircraft's routine maintenance and inspection requirements. y PIA Engineering offers excellent Line Maintenance at all International / Commercial airports in Pakistan and large numbers of line stations around the globe. 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.

REPORT PIA Special Facilities: ‡ NDT ± ± ± ± ± ± ± Penetrate Testing Magnetic Particle testing Eddy Current Testing Ultrasonic Testing Radiography Bore-scope Inspections Hardness Testing ‡ Heat Treatment ± Vacuum ± Furnaces ‡ Plasma Spray ‡ Plating Shop ± Chrome ± Nickel ± Cadmium ± Copper ± Silver ± Degreasers ± Cleaning ‡ Machining ‡ Painting ‡ Calibration ± Standard Labs ‡ Structure Repair ‡ Welding ± TIG welding ± Spot Welding ± Gas Welding 30 | P a g e .

but the tasks are more related to situation assessment. necessary clothing and equipment. and be analyzed as time and motion studies using concepts from industrial engineering. 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.REPORT PIA  Task Analysis Task analysis is the analysis of how a task is accomplished. including a detailed description of both manual and mental activities. Task analysis is often performed by human factors professionals. This often serves as the basis for Chaining. It is a model that is applied to classroom tasks to discover which curriculum components are well matched to the capabilities of students with learning disabilities and which task modification might be necessary. In behavior modification. task frequency. Cognitive task analysis is applied to modern work environments such as supervisory control where little physical work occurs. task and element durations. task complexity. The term "task" is often used interchangeably with activity or process. and response planning and execution. Task analysis may be of manual tasks. decision making. It discovers which tasks a person hasn't mastered. it is a breakdown of a complex behavioral sequence into steps. and the information processing demands of tasks that are easy or problematic. 31 | P a g e . environmental conditions. Task analysis emerged from research in applied behavior analysis and still has considerable research in that area. such as bricklaying. and any other unique factors involved in or required for one or more people to perform a given task. Task analysis is also used in education. task allocation.

REPORT PIA The task analysis process consists of five distinct functions: y y y y y 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. Sequencing tasks and sub-tasks ± defining the sequence in which instruction should occur that will best facilitate learning. or objectives. 32 | P a g e . goals. Decomposing tasks ± identifying and describing the components of the tasks.

simple steps. and (3) precise time taken for each correct movement is measured. It is a major part of scientific management (Taylorism). Hence the bricklayer both increased productivity and decreased fatigue. time and motion studies were pioneered by the US industrial engineer Frederick Winslow Taylor (1856-1915) and developed by the husband and wife team of Frank Gilbreth (1868-1924) and Dr. Method for establishing employee productivity standards in which (1) a complex task is broken into small. The best known experiment involved bricklaying. A time and motion study would be used to reduce the number of motions in performing a task in order to increase productivity. From these measurements production and delivery times and prices can be computed and incentive schemes can be devised. See alsoTaylorism. Frank Gilbreth reduced the number of motions in laying a brick from 18 to about 5.REPORT PIA  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. (2) the sequence of movements taken by the employee in performing those steps is carefully observed to detect and eliminate redundant or wasteful motion. 33 | P a g e . Through carefully scrutinizing a bricklayer's job. Generally appropriate only for repetitive tasks. best known through the biographical 1950 film and book Cheaper by the Dozen). Lillian Gilbreth (1878-1972).

20:30 20:30 .19:15 19:15 .5 1.09:30 09:30 .09:00 09:00 .25 2.5 8.15:30 MORNING SHIFT Observation Hours PrepationS Work First Break Work Lunch Work Pack Up TOTAL EVENING SHIFT Observation Prepations Work Tea Namaz Work Dinner + Namaz Work Pack Up TOTAL 0.25 1.5 Time Slot 15:00 -15:300 15:30 .REPORT PIA \ Time Slot 07:00 .15:00 15:00 .5 0.5 34 | P a g e .17:00 17:00 .5 0.23:30 Hours 0.12:30 12:30 .25 0.25 1.23:00 23:00 .13:45 13:45 .17:30 17:30 .18:00 18:00 .5 8.7:30 07:30 .5 3 1.5 0.5 1.5 1.5 0.

12:30 13:45 .5 1 0.75 = 2.75 3 2.5 2 1.15:00 Work Work Work TOTAL 1.75 x 22 x 12 = 1518  Calculating IDLE working Hours Total Hours ± Working Hours = IDLE Hours 8.75 x 22 x 12 = 726 35 | P a g e .REPORT PIA MORNING SHIFT Working HOURS 07:30 .09:00 09:30 .5 0 Work Work 07:30 .12:30 13:45 .09:00 09:30 .25 5.5 3 1.5 ± 5.15:00 Work  Total working hours x Total Working days a month x Total Years = Man Hours 5.75  Total Idle Working hours x Total Working days a month x Total Years = Man Hours 2.

25 x 22 x 12 = 1386  Calculating IDLE working Hours Total Hours ± Working Hours = IDLE Hours 8.25  Total Idle Working hours x Total Working days a month x Total Years = Man Hours 3.25 2.23:00 Work Work Work TOTAL 1.25 = 3.5 0 Work Work 15:30 .19:15 20:30 .REPORT PIA EVENING SHIFT Working HOURS 15:30 .5 5.5 1 0.25 x 22 x 12 = 858 36 | P a g e .5 2 1.23:00 Work  Total working hours x Total Working days a month x Total Years = Man Hours 5.17:00 18:00 .5 1.17:00 18:00 .5 ± 5.19:15 20:30 .25 2.

75 + 5.25 = 11 35% Working HOURS IDLE WORKING HOURS 65% 37 | P a g e .REPORT PIA TOTAL WORKING HOURS: Morning Shift + Evening Shift = 5.

65 x 100 = 65% 8.5 / 8.5 + 8.5 = 17 Working in Both Shifts Working HOURS IDLE WORKING HOURS 35% 65% 1 man working hour /day 11 / 2 = 5.70 % 38 | P a g e .5 % = 5.REPORT PIA Total Working in both shifts 11/17 = 0.5 x 100 = 64.

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