HUMAN FACTORS SUB-MODULE O6G PART-66 SYLLABUS LEVELS cernmicanion catecony- Al BH) B2 Sub-Module 06 TASK: Knowledge Requirements 9.6 ~ Tasks ty Physical Work; Repetitive Tasks; Visual Inspection; Complex Systems. Level A fascination withthe principal elements af the uj (@) The applica should be familia withthe basi elemene af the (©) The applican should be able to give a simple description af the whole subject, using common words and example (© Theapplicane shuld beable we typical ter ‘Module 09 - Human Factors Suuscrarr a TASKSINTRODUCTION Not all Aircraft Maintenance Technicians (AMTS) are generalists. Many specialize in the tasks they carry out, for example as cither an airframe, powerplant, or an avionics specialist. When working within an organization, an AMT will also be sent on QED. These courses provide the requisite skills and knowledge to carry out tasks on specific type of equipment. PLANNING Most aircraft maintenance involves replacing and repairing unserviceable parts, AMTS can not always plan for every situation, but most activities do involve prior knowledge so that parts, materials, tools and other equipment can be prearranged before the task is started. PLANNING OF TASKS, EQUIPMENT Te aes much as possible) Planning should therefore include having knowledge about what relevant resources are available in case they are required. Decisions made in a maintenance environment may be influenced by access to replacement parts and support equipment, or at least being able to ‘obtain them in a timely manner. AMTs sometimes find that a part may need further attention, but may decide to defer it if they knew a replacement is not readily available. Sometimes AMTS may find themselves in a situation where task completion is perceived asthe prime objective, but a lack of required supporting data, facilities, tooling, and equipment may mean it is not possible to complete the task by the book. In these situations, violations or workaround are more likely to occur particularly when the manufacturers’ required spares are not available to perform the task. Routine violations may become the norm within an organization, or even the habits of an individual, usually because people believe that the rules are too rigid or unnecessary. These routine violations typically occur during the performance of simple maintenance tasks. The following case study illustrates the danger f deciding to en ply rvorkarounds LACK OF RESOURCES ... NOT A PROBLEM When the flight crew of a B747 passenger aircraft checked in for their evening's light, they were informed that there was a known problem with the 4L main entry door, but the engineers responsible were confident that the aircraft would be declared serviceable at or near the scheduled departure time. This proved to be the case and the aircraft's fight engineer checked the door for satisfactory operation himself. Due to a recent history of problems with this door, the cabin crew stationed at the door were briefed to monitor itafter takeoff and keep the fight deck informed of any changes. Shortly after takeoff, during the initial climb, the door handle moved from the 3 o'clock closed position to the 1 otlock partially-open position. The nominated cabin crew notified the flight deck and as a precaution the crew decided to return to the departure airport. 62 During pressure testing on the ground, engineers found that the door handle moved towards the unlock position, After comparison with another door, they discovered that the upper torque tube had been replaced recently during troubleshooting for a previous defect. Tt was discovered that the upper torque tube had been drilled in such a way thae there was an incorrect angular relationship between two sets of holes in it. When the replacement torque tube was compared with the failed one, it was found that the axis of the bell crank bolt holes had been drilled with approximately 18 degrees of circumferential displacement from their required correct position, resulting in the door being rigged incorrectly. ‘The first report of problems with the door had been made several days earlier, and resulted in the discovery of a broken torque tube and latch crank. A replacement tube ‘Module 09 - Human Factorsand crank assembly were ordered. There was a shortage os rate 1ad to be called in on overtime. When the LAME arrived at 2100, he was briefed by the shift ead. The new torque tube arrived at 0030, and was found to be ‘undrilled’. The aircraft maintenance manual called for a QM which allows for the holes to be drilled precisely. However, the drill Jig was not available, and the machining workshops ‘were closed for the night. The LAME and the shift lead decided to drill che tube in the local hanger workshop due to time constraints and the operational requirements for the aircraft. Rigging of the door began at approximately 0230 and continued for three hours. The team was fatigued by this time, and so the decision was made to hand the task over to the incoming day shift. As the day shift LAME was not available, a verbal handover was made to one of the two available day shift engineers assigned to complete the task, Later, another qualified LAME was tasked with coordinating the activity on the door in addition to his other work. The door was later inspected by the LAME, who considered that all the maintenance ‘manual requirements had been met. The door was then reassembled, and the aircraft was released for service at 1700 the next day. However, there were continued problems with the door culminating in the incident. When the drilling error became apparent, another torque tube was obtained and drilled off in the machine workshops using a vertical milling machine. The door ‘was subsequently reassembled and rigged with no problems. The aircraft was returned to service with no further door problems since being reported. WHAT WOULD YOU DO? During a routine inspection you discover a control linkage rod end is worn and has significant free play. ‘This type of linkage is prone to wear on this type of aircraft, hence the regularity of the specific inspection, A check of the limitations in the manufacturer's manual indicates it is at the limit of (but still within) allowable wear. Knowing the aircraft will be operated extensively after your check, and considering it is at the limit after a second check, you decide to replace the part. Mociulo 09 - Human Factors After checking with the hangar storeman, you discover this part is not in stock, and a replacement is a week. away. Considering that when checking the wear twice it was at the allowable maximum and a replacement is not available, you now change your mind. IS THIS YOUR PREFERRED DECISION? Referring back to dealing with uncertainty, what else could you do? Going back to the questions you could ask yourself: Are the present conditions dr fling towards the boundaries of s,fecperation® You could gather more data on proposed aircraft usage, wear rates and system tolerances to assure yourself that it will remain functional until a replacement is available, What conditions are within my ability or authority) to is fence? ‘You cannot get a replacement part so you can either accept the present condition of the component or place it unserviceable. In deciding which option to take ask yourself Regardless fo1ganizationalstreses and conditions, what oT need todo to ensure thes ety of aien f that I, my cotleagues, or my ganization work ant In answering this question; if you can state that the component is still within tolerance and will be operated under normal conditions, while it might have been beneficial to replace it at the present time, the aircraft will still be operating within safe boundaries until a replacement is available. This would reduce your level of uncertainty and ensure that you had made a fully informed decision based on as much information as possible and considering ll of the possible consequences. KEY POINTS + Decision making is a eritical skill in aviation maintenance, 0) + The need to make a decision to address a problem or unexpected situation can bring with it added situational issues, such as stress and time pressures. rn as. TASKS