Aa-21b Assignment R

MAINTENANCE TEAM: MANNING AND PLANNING PROCEDURES:
The following maintenance team, manning and planning procedures and
requirements have been extracted from Safety and Quality Management
Manual (SQMM), Etihad Airways (MOE) Maintenance Organization Exposition
approved by GENERAL CIVIL AVIATION AUTHORITY, Technical Procedures
Manual and summarized as follows:
The number of employees dedicated to perform CAR 145 related maintenance
activities is available on the QA form [QA125a] in the QA database. The list is
updated at least every six (6) months or as needed. This is maintained and
reviewed by Head of Quality Assurance (HQA) - Technical or his deputy.
VP Technical operations or his designee shall review the maintenance man-
hour resources at least every three (3) months and updates it when necessary,
to ensure that sufficient trained, qualified and experienced staffs are available
to support Line and Light maintenance activities.
Significant deviation from the maintenance man-hour plan shall be reported
through VP Technical Operations or his designee to the Head of Quality
Assurance (HQA) – Technical or Technical Quality Manager to obtain the
required manpower.
Note: As per CAR 145, significant deviation means more than 25% shortfall in
available man – hours during a calendar month for any one of the functions.
Student Name: RAMA KRISHNA NALLURI

List of Certifying Staff and Support Staff:
Etihad Airways scope of approval is limited to Line maintenance only and has
two divisions – Line and Light Maintenance.
Etihad Airways Quality Assurance Technical maintains a database containing
details of all staff holding company authorizations on AMOS personal
Authorisation System. AMOS system comprises all certifying staff in various
discipline including Engineers, Technicians and Mechanics (as applicable). The
Head of Quality Assurance (HQA) Technical or his designee is responsible for
granting of authorisations, monitoring the validity of all certifying
authorisations and licenses and maintaining the related database / hard copies.
Staff records, in hard copies are maintained securely in a locked filing cabinet
in the Quality Assurance office while the electronic format is accessed by those
authorized by the Head of Quality Assurance (HQA) – Technical and granted
permission by Etihad IT administrator.
Each certifying staff records includes the following but not limited to:
- Family name and forename
- Date of Birth
- Functions and areas of certification authorization
- Scope of certification authorisations issued, where relevant
- Issue date and expiry date of certification authorization

- Certification authorization number
- Sample signature
- Full training and continuation training records
- Particulars of staff with limited or one-off certification authorizations
- Previous authorizations, training certificates and experience documents.
Only the following may access the staff records:
- Quality Assurance staff
- Senior Management
- Airworthiness Authorities accredited representatives in the course of
performing their duties.
- Certifying staff, to their personal records only, authorized by HQA –
Technical or his designee.
Quality Assurance retains the records for at least three (3) years after the staff
has ceased employment with Etihad or as soon as the authorization has been
withdrawn.
Etihad HQA – Technical or his designee is responsible to oversee the above list,
to monitor the validity of all certifying licenses and authorizations.
This procedure describes the processes used to establish the adequacy of
manpower resources to plan, perform, certify, supervise and monitor
maintenance activities for Line and Light Maintenance.

MAN HOUR CAPACITY PLANNING:
Man hour capacity planning is responsibility of Senior Manager Planning (Ops)
for maintaining, continuously improving and ensuring proper interface of this
procedure to relevant chapters of MOE and TPM.
- OMPC Production Planning Officer will assist the Senior Manager Planning
(Ops) in ensuring that a proactive and integrated approach is adopted
towards the capacity planning for the Line and Light Maintenance
departments.
- Senior Manager Planning (Ops) is responsible to deliver short and
medium term stability to Etihad maintenance Plans. The role is
responsible for monitoring the resource requirements of the Maintenance
tasks.
- Head of Line Maintenance (AUH), Head of Line Maintenance International
and the Sr. Mgr. Light Maintenance are responsible to ensure that there
are sufficient resources available to meet the forecasted planned work.
- VP Technical Operations reviews the manpower requirements and
availability every three (3) months.
- The designated station engineer is responsible for station man-hour
planning, based upon a projection of man-hour requirements given by
Regional Maintenance for each line station excluding AUH. Man-hour

planning for requirements at AUH will be projected by the Senior
Manager Planning (Ops).
- Man hour requirements for Light Maintenance will be projected by the
Manager CAMO Planning via the Capacity Planning Officer.
- VP Technical Operations or his designee reviews the manpower
requirements and availability every three (3) months. Any significant
shortfall of manpower of more than 25% during a calendar month is
brought to the attention of the Head of Quality Assurance - Technical
(HQA-T) and Accountable Manager.
- For Line and Light Maintenance, the profile of routine maintenance tasks
can be demonstrated to be constant throughout the year based on the
planned flight schedules of Etihad and customer airlines.
- Man-hour availability is derived from the available manpower in each
maintenance opportunity (Line or Hangar) and the hours to be worked in
accordance with the contract of employment. Annual leave, sick leave
and training are taken into consideration.
- Man-hour requirement is calculated in the following manner:
Man-Hours required per year = Total (Number of Flights X Maintenance
Time per flight)
- The man-hour availability is calculated as follows:
Man-Hours available = Contracted Man Hours - (Leave + Training)

- Planning man-hour requirements is a function of the man-hours required
to prepare the maintenance event, workload and the man-hour content
required to Production Control the performance of that workload.
- Production planning man-hour requirements are calculated as follows:
Total Man-Hours = Planning Man-Hours + Production Control Man-Hours
+ Post Maintenance Man-Hours.
- Quality Assurance audits man-hour requirements based upon a standard
number of man hours per audit event. Man-hour requirement may be
calculated as follows:
Audit Man-Hours= Total (Audit hours x No. of Audits+ Investigations)
- Man-hour availability for Quality Assurance is derived in the same
manner as para 6) above and also takes into consideration all other functions
performed by QA personnel. The man hour capacity plan for QA is maintained
by HQA-T.
- Where there are peaks in man-hour requirements that fall outside the
established man-hour availability, planning in consultation with the 145
Organization, has the option to engage skilled contract staff to meet the
anticipated peak loading.
Qualification and Performance Requirements:
The following are the qualification and performance requirements extracted
from company’s Maintenance Organisation Exposition.

- A valid Aircraft Maintenance Engineer License or relevant Engineering
Degree
- 10 Years’ experience of Aircraft Maintenance or Aircraft Engineering.
- Advanced knowledge of UAE GCAA regulations.
- Advanced knowledge of Quality and Safety management system
- Advanced knowledge of MOE and TPM.
- Certifies own work and work of others after having verified tasks have
been performed in accordance with approved data within the scope of
authorisation.
- Completes all paperwork in an accurate and timely manner in accordance
with company procedures.
- Provide guidance and assistance to team members to ensure safe and
effective working practices.
- Ensure cleanliness of station facilities.
- Behaves in a manner which reflects a professional approach when
dealing with customers.
The management personal are responsible for the overall Technical,
Organizational and personal requirements with regards to:
- Planning, selection and management of employees.
- Verification of personal training and development, including any
authorizations issued.
- Definition of job descriptions, tasks and authorisations for all staff.

- Planning, administration and use of the aids, tools, equipment facilities
and technical documentation required within the department.
- Development and documentation of operational structures and
procedures to ensure all maintenance is carried out in accordance with
the policies and procedures contained in the MOE and TPM.
- Planning and implementation of aircraft maintenance which confirms to
the maintenance program and specifications issued by the manufacturer
and UAE GCAA within the scope of the approval.
- Definition and continuous monitoring of safety, quality and human factor
objectives.
PERFORMANCE REPORTING PROCEDURE:
The company has a performance reporting procedure within the Organisation
as part of company policy and procedures for staff performance and
competence assessment of personal.
The following staffs require assessment of their competence whether
permanent or contracted before unsupervised work commences and
competence is controlled on a continuous basis:
1) Managers
2) Planners
3) Supervisors
4) Certifying staff
5) Non-certifying staff (Mechanics or Technicians)
6) Specialised services staff
7) Quality audit staff
The assessment includes measuring the competence by evaluating the
knowledge, skills and attitude.
The respective line manager is responsible for assessing the competence of
staff under his / her control.
The respective Quality manager is responsible for assessing the
competence of staff under his / her control.
Competency of managers and all staff are assessed during the recruitment
phase and on a continuing basis through the I-achieve system.
METHOD OF ASSESSMENT:
Competence requirements shall be identified for each job category. This
would specifically address employees whose work affect product / service
quality. It is required that managers, certifying staff, supervisors, non-
certifying staff (mechanics/technicians), quality engineers, Managers
Fleet Airworthiness, all CAR M staff, MCC staff, planners, specialized
services staff, and line storekeepers are assessed for competency by "on-
the-job" performance evaluation and/or by testing of knowledge and

reviewing records of basic, organizational and/or type and differences
training and experience records relevant to their particular job role within
the organization by appropriately qualified staff before unsupervised work
is permitted and competence is controlled on a continuous basis.
The line managers or immediate supervisors shall be responsible to identify
the job competency requirements for their subordinates.
For each Job Category, at least five (5) competencies shall be identified
which shall be considered as the core competencies to perform their job.
Each employee's job competencies shall also be made available to the
employee and the head of department through the intranet system.
Competency Assessment:
1) Form QA087 shall be used for the competence assessment of
managers, certifying staff, supervisors, non-certifying staff
(mechanics/technicians), quality engineers, Managers Fleet Airworthiness,
all CAR M Staff, MCC staff, planners, specialized services staff and line
storekeepers.
2) The managers are responsible to ensure staff under his or her purview
are assessed by him or the staff’s immediate supervisor. Certifying staff
will be assessed once in two (2) years preferably in-line with their
authorisation renewal and others every two (2) years. Certifying staff
competence assessment shall be issued within 3-month from the date of

renewal application date and a copy shall be provided together with the
Maintenance Authorisation Renewal.
Assessment can be done using the following:
- On-the-job performance and assessment / or testing of knowledge by
appropriately qualified personnel.
- Records for basic, organizational and or product type and differences
training
- Experience records or log books. Validation may include a confirmation
check from the Organisation that issued such documents.
- Examination is used for the purposes of issuing certifying staff with
authorisations at the discretion of HQA-Technical or TQM.
- Continuation training forms part of the assessment for competence. The
following topics form part of assessment of competence:
1. Adequacy of initial and recurrent training
2. Performance and skill against specific job description
3. Understanding the extent of responsibilities and safe performance of
tasks.
4. Understanding the need for error and occurrence reporting.
5. Demonstrate an understating on human factors and human applicable
to their duties and have completed HF training.
6. Establishing capability to carryout maintenance tasks to the standard
specified in maintenance data.

7. For maintenance managers and certifying staff, establishing that they
understand such tasks should not be undertaken when incompatible
with their management responsibilities.
8. Establishing that certifying staff are able to determine when the
aircraft/ aircraft component is ready for release to service and when it
should not be released to service.
9. Knowledge of company procedures relevant to the individual’s role in
the Organisation.
10. Attitude and behavior
11. Environmental awareness [Act safely, apply safety precautions and
prevent dangerous situations]
The LMM, Planning manager and/or the HQA-Technical determine the extent
and duration of assessment of competence prior allowing an individual to work
unsupervised. Such determination is on evidence of prior experience and
currency with regard to a particular task or set of tasks.
As a result of the assessment and the individual’s qualifications, it is
determined if ongoing supervision is necessary or work can be permitted or if
additional training is necessary.
RECORDS OF ASSESSMENTS:
The HQA-Technical maintains records of assessment of competence with those
pertaining to continuation and refresher training.

Records related to certifying staff authorisations include assessment of
competence for grant and continuance of certifying privileges.
Individual line managers maintain records of periodic competency assessment
of their staff.
PERFORMANCE INDICATORS:
The primary purpose of a quality inspection is to observe a particular event,
action or document to verify whether technical staff or sub-contractors adhere
to established procedures and requirements.
Audits:
An audit is a systematic and independent comparison of the conduct of an
operation against the approved published procedures.
The audit includes the following quality procedures and processes:
- A defined scope of the audit
- Planning and preparation
- Gathering and recording of evidence
- Reporting of results.
Audit Techniques:
Techniques contributing to an effective audit are:
- Interviews or discussions with personnel
- An objective yet polite approach

- A review of published documents
- Examination of representative sample of records
- Witnessing the activities of a process or reviewing a product
- Collecting and collating objective evidence and accurate recording of
findings.
Annual audit plan ensures that the quality department audits each area of
Technical department once in every 12 month period.
As a result of findings from the various types of audits conducted i.e. internal,
external, aircraft audits etc. QA Technical may choose to carry out
unannounced / random or ad-hoc audits. In order to ensure that they are
effective they will be selected and added to the Audit plan ensuring that they
cover various areas of maintenance and shift patters [including night shifts]
Audit Checklist:
The assigned auditor complies a checklist appropriate to the audit. The
checklist considers:
- Scope
- Previous audits
- Previous and / or unresolved corrective action requests
Audit report and findings:
The auditor determines findings by comparing accomplishment of tasks with
TPM as applicable.
QA Report describes the audit and refers to any findings. Quality Auditors
prepare QA Reports after any quality audit.
The QA145a Report format is a computer-based template allowing free text.
The template appears on the company intranet.
The reports introduction briefly highlights the scope and objectives of the
Quality Audit and includes a description of the area or process, the date of
audit/inspection, auditor and department representative details.
Classification of findings relates to their severity:
LEVEL 1: Any significant NON-CONFORMANCE with the applicable provisions of
the Civil Aviation Law, GCAA’s regulations, the organization’s certification
requirements / conditions, terms of license or evidence of a system failure
which, in turn, lowers the safety standard, and hazards seriously the flight
safety or security or contraveners a fundamental legal requirement. Any
significant non-compliance with procedures / regulations / requirements which
lowers the safety / operational standards and hazards seriously the flight
safety. An immediate corrective action or containment must be taken in
concurrence with the Quality Manager. A documented response identifying the
"Root Cause" of the non-conformance and evidence of implementation of the
Corrective Action Plan shall be submitted to the Quality Manager within a
period not exceeding 7 days of the Audit - Report Approval and publication.

Level 2: Any non – conformance with GCAA’s regulations, the organization’s
certification requirements/conditions or Organisation procedures, which could
lower the safety standard and possible could hazard the flight safety, or
security.
Level 3: Recommendation (Observation): is a minor irregularity (normally
raised against organization’s own procedures or practices) which doesn't lower
the standards but may lead to potential non-compliances. Such findings may
warrant attention; or action as appropriate to improve the standards and/or
achieve a better practice and Corporate Safety & Quality department
recommends internal evaluation of a suitable corrective action in order to
improve the organizational procedures and practices.
QAULITY AUDIT REPORT DISTRIBUTION:
Quarterly audit report is sent to the Accountable manager, post holders and
managers. This report includes the following details related to the last 3
months.
- Overview if audits and surveillance activities conducted.
- A brief summary of all identified Level 1 findings.
- A brief summary of all open CAR’s
- A brief summary of all audit reports not closed within specified periods.
- Audit reports are retained for a period of 5 years

PROFESSIONAL DEVELOPMENT:
Head of Quality Assurance (HQA) is responsible for maintaining, continuously
improving and ensuring proper interface of this procedure to relevant chapters
of this manual.
1. The aircraft is to be released from maintenance 10 min before

departure?
The following are some of the possible problems associated with release of
aircraft from maintenance 10 min before departure time
- Manpower related issues, In sufficient certifying and non- certifying staff
- Multiple aircraft allocation of certifying and non – certifying staff at same
time [ clashing of aircraft schedules and allocation ]
- Non- availability of required spares, equipment and tools to carry out
scheduled and unscheduled tasks
- Weather conditions, rain, dust, excessive heat, snow etc.
- Co-ordination and Communication with other related departments
- Aircraft movements and congestions.
- Non availability of tow trucks and crew for ground equipment
- Last minute aircraft technical issues
- Late refueling due bowser related issues or ACARS signal missing due to
signal issues which requires manual fuel update of final fuel figures.
- No proper leadership and clear definition of duties.
- Less aircraft turnaround time

- Multiple aircraft defects in one visit
2. Any unscheduled defects must be reported to the manager before
being actioned.
The following are some of the possible problems associated with any
unscheduled defects must be reported to the manager before being actioned
- No clear policies and procedures to differentiate the nature of defects to
be reported.
- No clear way of reporting procedure defined
- No proper communication between supervisors and managers of
department or different departments
- Availability of manger at work due to his meetings or off time from work
- No clear understanding of the defect communicated to the manager –
failure to understand the technical problems.
- No clear path or plan to handle the unscheduled defects aroused during
maintenance or aircraft operation.
- Not understanding the nature or effect of the defect on aircraft.
3. You are responsible to ensure that the apprentice completes their
journal of experience within 3 years.
The following are some of the possible problems associated to ensure
that the apprentice completes their journal of experience within 3 years.
- Lack of interest to learn or development of skills associated with trade

- Lack of understanding seriousness of the work done.
- Lack of motivation
- Journal has lots of tasks which may not be done during his time of
apprentice in the organization [Range of tasks given in the journal –
Some of the tasks may not be covered in the organization scope of work]
- No proper guidance from seniors or responsible individuals at work.
- Due manpower issues and the nature of tasks with pressure of work
completion – No proper exposure to tasks
- Non-attendance to work
- No clear defined roles given to apprentice in the organization.
- Inexperienced leadership and no proper planning of utilization.
- Team structure
4. You are required to attend and complete at least two professional
courses before your next annual appraisal.
The following are some of the possible problems associated to complete
professional courses before appraisal.
- Availability of professional courses within the allocated budget or non –
availability of trainings or slots
- Manpower issues, unable to get work-off during training periods.
- Unable to apply course into work.

- No proper replacement available during your absence.
- Lack of interest in professional development
5. You are responsible for your team’s annual individual appraisal
assessments.
The following are some of the possible problems associated to ensure
team’s annual individual appraisal assessments.
- Crew not maintaining schedule during appraisal appointments.
- Manager does not access actual performance
- Immediate supervisor gives infrequent feedback
- Lack of effectiveness
- Lack of accountability
- Not giving rewards based on performance
- Individual scores exceeding team’s performance
- Performance processing manager is not qualified person in the supervisor
absence.
6. You are required to maintain your team’s currency on equal
employment opportunity and workplace health and safety issues.
The following are some of the possible problems associated to maintain
my team’s currency on EEO and workplace health and safety issues.

- Sexual discrimination at work place
- Pay discrimination based on gender, cultural, nationalities.
- Unable to show interest in new employment opportunities.
- No fair pay and respect for their privacy.
- Non-ethical decision making and absence of leadership in work place.
- Inappropriate work place environment which causes health and safety
issues such as toxic chemicals, severe heat or cold, unsanitary conditions
and dangerous equipment.
7. You are to provide immediate feedback and recommendations on
improvements to the Quality Management System [QMS]
The following are some of the possible problems associated for providing
feedback and recommendations on improvements of the QMS
- Unable to maintain continuous validity of systems
- Inability to harness the power of automation.
- Unable to integrate quality control with other management process
- Not maintaining high standards for reporting and analytics
- Company cost savings
- Unable to find schedules to work on recommendations
- Not understanding what is QMS and its implementation at work place

8. No additional funding and resources will be made available to
your team unless you validate the cost.
- Company financial status
- Unable to justify the requirements properly
- Ability to delegate new projects importance which can be very financial
burden to the company
- Supervisor unable to identify the issues at workplace
- Resources to validate new tooling and equipment.
1. Choose one problem and provide resolution or recommendations
and evaluations with QMS? [STEP # 1 CONCEPTULIZE THE PROBLE]
The problem I have chosen to address is team work and motivation.
Stephen James and AME 1:
Stephanie James and AME 1 together makes a great team. My assessment of her
indicates that she has strong personality and very good administrative skills. She has
a clear understanding of the tasks and know how to complete her tasks. But as she is
used to her work she may become bored as there are new challenges to face. Her
personality may create an over bearing situation within the team.
AME 1 seems to have great motivation, good work ethic and has good understanding
of what is expected from him/her for the required JOE completion.
Andrew Page and AME 2:

Andrew Page seems to be more experienced who seems to set in his ways. He
appears to be old age and has smoking habit which makes him more unproductive
individual. He needs some positive motivation goal setting possible candidate for
personal development training. It appears that he may have some personal or work
issues. He could also be holding resentment against prior supervisor or me coming in
over him as his supervisor.
AME 2 and Andrew Page seems to have close friendship which may be a hindrance
when trying to motivate and advice for JOE requirements. AME 2 require to complete
his JOE as soon as possible and he needs great motivation of his own personal
development. Andrew seems to have an influence on AME 2 hindering his
development.
Mohammed Damky and AME 3
Mohammed Damky seems and described as a good manager. He seems to be having
a problem which is his assertiveness has not developed and this appears clearly in
AME 3 who displays a poor work ethic. There also seems to be shortfalls in the self-
confidence of Mohammed. He seems his cognitive factors may not be developed.
Mohammed feels that his views and his inputs may not be accepted or acknowledged
by the team.
AME 3 require to understand his goals and require positive reinforcement and
direction to achieve them.
Sanji Kumar and Apprentice:
Sanji kumar seems he has major lacking in his cognitive skills, with transfer of
knowledge and hand skills from his training are not implemented. He need to take
initiative of his work and needs to be more active to complete his work. He seems he
require some intense mentoring and coaching for his own personal development.
Sanji’s poor administrative skills could possibly contribute to a downhill spiral in self-
confidence by seeing no positive output. At this stage he could not make a role model
for his apprentice. He needs to be given short term goals first by starting with
delegating small roles and analyze the output. Then reassess Sanji progress to check
if he can be handed leadership roles.
Apprentice seems that he is trying to establish himself within the team. He may be
requiring some attitude adjustment to fit in the team.
Defining the problem: [STEP # 2]
- Stephanie James seems to be getting bored very easily, and she has an over
bearing personality which could interfere with others self confidence in the
team.
- Andrew Page has a short temperament and lack of patience, Andrew also has
an inability to communicate effectively with others in the team to solve
problems. Andrew smoking appears to be a sign of stress relief and a
distraction from work and or personal problems occurring within the home.
Andrews’s judgment could be impaired through these above factors causing him
further distress in decision making. Andrew actions are not a positive role
model for his subordinate of fellow team members.
- Mohammed Damky appears to have low self‐confidence when decision making
and isn’t very confident in voicing his opinions. Assertiveness is required in

managing AME 3. Accurate and unambiguous communication horizontally will
be greatly beneficial for Mohammed in his self‐confidence to allow him to voice
his opinions.
- Sanji Kumar has a low self‐confidence issue and inability to communicate
assertively with fellow team members. Sanji‐Kumar needs to find the
motivation within him, for him to be able to be more productive within his work
duties. Sanji also needs to gain and develop more cognitive and psychological
skills to help him gain further progression.
- Once the above issues are resolved with each individual involved the
progression of AME’s 1, 2, 3 and the apprentice, this will vastly improve their
efficiency and performance to complete their JOE’s.
Propose Ideas: [STEP # 3]
Planning is the key management function of any extension worker. It is the
process of determining in advance what should be accomplished, when, by
whom, how, and at what cost. Regardless of whether it is planning long-term
program priorities or planning a two-hour meeting, the planning aspect of
management is the major contributor to success and productivity. Stated
simply, "If you don't know where you are going, then you won't know when
you have arrived!" Planning is the process of determining the organization's
goals and objectives and making the provisions for their achievement. It
involves choosing a course of action from available alternatives.

Nominal group technique (NGT) is defined as a structured method for group
brainstorming that encourages contributions from everyone. Team members
begin by writing down their ideas, then selecting which idea they feel is best.
Once team members are ready, everyone presents their favorite idea, and the
suggestions are then discussed and prioritized by the entire group.
I will use Nominal group technique [NGT] involving the following steps:
- State the subject of the brainstorming and ensure that everyone
understands.
- Each team member thinks of and writes down as many ideas as possible
in a set period of time.
- Each member states aloud one idea. The supervisor records it and
analyses the same.
- No discussion is allowed, not even questions for clarification.
- Ideas given do not need to be from the team member’s written list.
Indeed, as time goes on, many ideas will not be found on the original
list.
- A member may “pass” his or her turn and may then add an idea on a
subsequent turn.
- Continue around the group until all members pass or until an agreed-
upon length of time.
- Discuss each idea in turn. Wording may be changed only when the idea’s
originator agrees. Ideas may be stricken from the list only by unanimous

agreement. Discussion may clarify meaning, explain logic or analysis,
raise and answer questions, or state agreement or disagreement.
- Prioritize the ideas using multi voting or list reduction.
- I would then take further observations of the team and how the goals
are progressing and what affect it is having on the team member’s
behaviors. During this process it would give me a further insight to the
inner workings of the team, while lightening my work load through
delegation of tasks being shared among the team.
Identify a solution: [STEP #4]
Taking all of the above propose ideas into account I would review them at a 3
month interval to assess if they are working effectively as planned and if any
changes need to be made to help resolve any outstanding issues.
First of all I would do a restructure of the team. The restructure would be as
follows-
- Stephen James will be assigned with AME 3. The leadership from
Stephen will help AME 3 to start in correct direction and complete his
Journal of experience. She can help AME 3 by giving him a positive role
model to learn, develop and become organized within the team. As
Stephen is very strong in administration skills this will help AME 3 to
improve his attitude.

- Andrew Page has become complacent and lost his direction in his role
within the team. He also has to require distraction from possible external
factors. I will team up Andrew with Apprentice. As the apprentice is
relatively new, he will show respect towards Andrew as he is senior and
hope this will change the behavior of Andrew. This in turn will make
Andrew to take responsibility in training and assist the Apprentice to
complete his JOE.
- I will pair Mohammed Damky with AME 2 as he is demonstrating good
management skills. As AME 2 has only one more moth to go Mohammed
will assist and guide AME 2 with his JOE. This will hopefully encourage
Mohammed to become more assertive in voicing his ideas and
expectations. Now that Mohammed has time constraints for the
completion of AME 2 JOE, this will add a sense of urgency to his tasks.
When the AME 2 becomes successful in completing his JOE this will
hopefully boost Mohammed’s self-confidence. This will make Mohammed
a great team member.
- I would like to assign Sanji Kumar with AME 1 as he is almost nearing to
complete his JOE. As Sanji has very low administration skills so it will not
benefit the team if he is assigned complex tasks or challenges. So he has
to develop enough skills to complete small tasks until we address the
identified problems mentioned in the previous problem solving steps.
AME 1 already knows what is required from him and is highly self-

motivated. This will require very less supervision from Sanji which allows
him to get some personality development and also start focusing on
improving some of those cognitive and psychological skills that he is
currently lacking. During this time Sanji can be helped by giving
necessary trainings, highly coached and mentored with lot of positive
reinforcement.
Implement Action and Evaluate results: [STEP # 5 & 6]
- Post implementation of the necessary solutions, it is expected that there
will be change and it will be good and creates a new exciting
environment and challenges and can build the necessary team work.
- I would expect the new team structure to accept their new roles and
structure so that all the role models start to plan and implement their
own ideas and concepts and address their new leadership roles.
- I will give the new team with new structure a good time of 3 months of
evaluation to assess how each individual is performing and altogether a
team.
- I would expect the team to have an open door policy, as should any
problems arise or require some advice how to approach situations from
myself as a supervisor or management.
- I also hope team efficiency and communication increase towards
common goal and throughout the implementation period.

- I would gather feedback from other peers on progress and also from
within the team as to how they feel the team is operating in the new
frame work.
- I will see how efficient the team is performing by evaluating the outputs.
Identify the type of leadership style and professional development
course you would need to implement change within your team relative
to the problem identified.
The type of leadership I would adopt would be “Transformational Leadership”
as Transformational leadership is a theory that says the leader works with the
team to identify what changes are necessary to improve conditions. Together
they create a guide and then act collaboratively to execute it.
It is thought that transformational leadership boosts motivation, morale and
job performance. That’s because the process supports and incorporates the
team members, giving them a sense of power in directing the work. This
makes each person a role model, inspiring their peers to engage similarly.
Additionally, transformational leadership challenges teams to take greater
ownership of their work. Team members help the leader to assign tasks based
on team members’ strengths and weaknesses, which helps make everyone
more invested in success. All this increases team performance and project
productivity.

Transformational leaders are visionary, inspiring, daring, risk-takers, and
thoughtful thinkers. They have a charismatic appeal. But charisma alone is
insufficient for changing the way an organization operates. For bringing major
changes, transformational leaders must exhibit the following four factors:
Inspirational Motivation: The foundation of transformational
leadership is the promotion of consistent vision, mission, and a set of values to
the members. Their vision is so compelling that they know what they want
from every interaction. Transformational leaders guide followers by providing
them with a sense of meaning and challenge. They work enthusiastically and
optimistically to foster the spirit of teamwork and commitment.
Intellectual Stimulation: Such leaders encourage their followers to be
innovative and creative. They encourage new ideas from their followers and
never criticize them publicly for the mistakes committed by them. The leaders
focus on the “what” in problems and do not focus on the blaming part of it.
They have no hesitation in discarding an old practice set by them if it is found
ineffective.
Idealized Influence: They believe in the philosophy that a leader can
influence followers only when he practices what he preaches. The leaders act
as role models that followers seek to emulate. Such leaders always win the
trust and respect of their followers through their action. They typically place
their followers needs over their own, sacrifice their personal gains for them, ad
demonstrate high standards of ethical conduct. The use of power by such

leaders is aimed at influencing them to strive for the common goals of the
organization.
Individualized Consideration: Leaders act as mentors to their
followers and reward them for creativity and innovation. The followers are
treated differently according to their talents and knowledge. They are
empowered to make decisions and are always provided with the needed
support to implement their decisions
Transformational leaders work towards project success by empowering teams.
But the freedom required of teams can often be stifling. They want direction.
On top of that, the effort required from them can feel as if they’re being asked
to do what is their manager’s responsibility.
To help teams overcome these issues, there are six ways to empower teams
through transformational leadership.
Get Immediate Feedback: Feedback isn’t ignored by organizations, but often
their feedback process takes time. When the data has finally been collected,
the issues have either festered or have been forgotten. Therefore, seeking
feedback in the moment is a way to cut through the paperwork and get to
action faster, while the problem is impacting the project. The feedback should
have a structure to make sure it proceeds constructively and respectively.
Executive Transparency: Basically, this means give your teams a chance to
get their heads out of the details and remind them of the big picture. You can

do this through regular meetings, where you share information that they’re not
privy to. This way they see the larger mechanics of the project, so the actions
you take aren’t as mysterious.
Offer New Challenges: You don’t want complacent or stagnant teams. They
should, like you, always be striving to better themselves. This can be done in
many ways. You can offer a better way to accomplish their tasks more
effectively and productively. Give them opportunities within the team to
strengthen their leadership skills. Whatever you do, do something to help them
always work towards expanding their knowledge and skills.
Respect Boundaries: While you want to give team members new challenges,
you don’t want to step over boundaries that are not appropriate for you to
cross. Transformational leadership theory supports their growth, but make
sure they can swim before you toss them into the pool.
Provide Flexibility: This applies to you and your team. It means relinquishing
some control and having trust that your team can take on the work you give
them. So, look at the workflow and see where there’s room to give teams
greater flexibility. Seek their creative input. Discuss with the team about the
new responsibilities, so they can understand the parameters.
Don’t Micromanage: When you decide where teams can take greater
responsibilities, don’t back peddle, or worse, climb on their backs and watch

each step they take. Give them space and trust them. The rewards will be
worth your initial anxiety.
Transformational leadership comprises several other aspects, including:
- Encourages the motivation and positive development of followers
- Exemplifies moral standards within the organization and encourages the
same of others
- Fosters an ethical work environment with clear values, priorities and
standards.
- Builds company culture by encouraging employees to move from an
attitude of self-interest to a mindset where they are working for the
common good
- Holds an emphasis on authenticity, cooperation and open communication
- Provides coaching and mentoring but allowing employees to make
decisions and take ownership of tasks
Identify who you would delegate as team leader in your absence and
state reasons why:
I would probably delegate Stephen James for the following reasons:
- She will not get bored as she has new challenges to face
- She has a strong personality
- She has very good administration skills.
- Understands the QMS and would provide good leadership

- Be good role model
- Would not have problem with upward or horizontal leadership
- Has good management skills
- Good understanding and rapport with the team.
Reference Material:
AA-021 Aviation Australia, Effective Leadership for Maintenance

Etihad Airways Maintenance Organisation Exposition
Technical Procedures Manual
Etihad Safety and Quality Management Manual
UAE CAR 145
Acronyms:
GCAA – General Civil Aviation Authority

AME – Aircraft Maintenance Engineer
CAR 145 - Civil Aviation Regulations 145
QMS – Quality Management System
MOE – Maintenance Organisation Exposition
PERT – Program Evaluation and Review Technique
LAME – Licensed Aircraft Maintenance Engineer
JOE – Journal of Experience
TPM – Technical Procedures Manual
HQA – Head of Quality Assurance
LMM – Line Maintenance Manager
SQMM – Safety and Quality Management Manual

Using PERT, identify the critical path and activities associated with
solving the problem you have chosen.
ACTIVITIES EVENTS PRECEEDING TIME

EVENTS
RESTRUCTURING OF TEAM A N/A IMMEDIATE
SET CLEAR GOALS AND SHARE B A 1 WEEK

THE GREAT VISION
COMMUNICATION WITH STAFF C B 1 WEEKS
MOTIVATION STIMULATION D C 2 WEEKS
TRAINING TO STAFF E A 2 WEEKS
ENCOURAGE TEAM WORK F E 2 WEEKS
OFFICE ENVIRONMENT G D 4 WEEKS
PERSONAL DEVELOPMENT H F,G 2 WEEKS

TRAINING
POSITIVE FEEDBACK AND I H 2 WEEKS
REWARD TEAM
PROVIDE OPPURTUNITY FOR J I 7 WEEKS
DEVELOPMENT
REVIEW AND ASSESSMENT OF K J 2 WEEKS
PROGRESS
TOTAL TIME 21 WEEKS

PERT CHART:
START
A B C D G
H I J K
E F
CRITICAL PATH: A-B-C-D-G-H-I-J-K = 21 WEEKS

SLACK TIME: B & E – 3WEEKS or E & F – 3 WEEKS or F & H – 3 WEEKS [Only any one of the events can be delayed by 3
weeks]

Aa-21b Assignment R

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MAINTENANCE TEAM: MANNING AND PLANNING PROCEDURES:

The following maintenance team, manning and planning procedures and

requirements have been extracted from Safety and Quality Management

Manual (SQMM), Etihad Airways (MOE) Maintenance Organization Exposition

approved by GENERAL CIVIL AVIATION AUTHORITY, Technical Procedures

Manual and summarized as follows:

The number of employees dedicated to perform CAR 145 related maintenance

activities is available on the QA form [QA125a] in the QA database. The list is

reviewed by Head of Quality Assurance (HQA) - Technical or his deputy.

VP Technical operations or his designee shall review the maintenance man-

to support Line and Light maintenance activities.

Significant deviation from the maintenance man-hour plan shall be reported

through VP Technical Operations or his designee to the Head of Quality

Assurance (HQA) – Technical or Technical Quality Manager to obtain the

required man- power.

Student Name: RAMA KRISHNA NALLURI

two divisions – Line and Light Maintenance.

Etihad Airways Quality Assurance Technical maintains a database containing

details of all staff holding company authorizations on AMOS personal

Authorisation System. AMOS system comprises all certifying staff in various

discipline including Engineers, Technicians and Mechanics (as applicable). The

Head of Quality Assurance (HQA) Technical or his designee is responsible for

granting of authorisations, monitoring the validity of all certifying

authorized by the Head of Quality Assurance (HQA) – Technical and granted

permission by Etihad IT administrator.

- Family name and forename

- Functions and areas of certification authorization

- Scope of certification authorisations issued, where relevant

- Issue date and expiry date of certification authorization

- Full training and continuation training records

- Particulars of staff with limited or one-off certification authorizations

- Previous authorizations, training certificates and experience documents.

Only the following may access the staff records:

- Quality Assurance staff

- Airworthiness Authorities accredited representatives in the course of

performing their duties.

- Certifying staff, to their personal records only, authorized by HQA –

Technical or his designee.

to monitor the validity of all certifying licenses and authorizations.

This procedure describes the processes used to establish the adequacy of

manpower resources to plan, perform, certify, supervise and monitor

maintenance activities for Line and Light Maintenance.

Student Name: RAMA KRISHNA NALLURI

Man hour capacity planning is responsibility of Senior Manager Planning (Ops)

for maintaining, continuously improving and ensuring proper interface of this

procedure to relevant chapters of MOE and TPM.

(Ops) in ensuring that a proactive and integrated approach is adopted

- Senior Manager Planning (Ops) is responsible to deliver short and

medium term stability to Etihad maintenance Plans. The role is

responsible for monitoring the resource requirements of the Maintenance

- Head of Line Maintenance (AUH), Head of Line Maintenance International

are sufficient resources available to meet the forecasted planned work.

- VP Technical Operations reviews the manpower requirements and

availability every three (3) months.

- The designated station engineer is responsible for station man-hour

planning, based upon a projection of man-hour requirements given by

Regional Maintenance for each line station excluding AUH. Man-hour

Student Name: RAMA KRISHNA NALLURI

Manager Planning (Ops).

- Man hour requirements for Light Maintenance will be projected by the

Manager CAMO Planning via the Capacity Planning Officer.

- VP Technical Operations or his designee reviews the manpower

requirements and availability every three (3) months. Any significant

number of man hours per audit event. Man-hour requirement may be

performed by QA personnel. The man hour capacity plan for QA is maintained