Aircraft Technology - Engeering and Maintenance

December 2014 - January 2015 Issue 133
The leading international magazine for the manufacturing and MRO sectors of commercial aviation
Stripped down
Tighter margins in parting out
Technical training
meets technology
The MRJ programme

is unveiled
Ensuring safety in
fuel tank repairs
Locking down
tool control
2014 United Airlines, Inc. All rights reserved.
SM
Maintenance support for

customers around the world.
CONTENTS
Dec 2014 - Jan 2015 Issue: 133
NEWS UPDATE
4. The latest news, contracts, products and appointments
ENGINEERING & MAINTENANCE

INDUSTRY FOCUS
12. All parted out
James Pozzi investigates the changes happening in the teardown

market, including access to assets, aircraft retirement patterns and
the incursion of the OEMs, and asks what the future holds.
16. Technical training changes gear
30. The hazards lying within
Maintaining an aircraft fuel tank involves working in cramped conditions amid toxic and potentially explosive vapours. Lucie Ponting outlines what MROs must consider to ensure the safety of their engineers.
36. Landing safely
Hannah Davies speaks to MROs offering landing gear maintenance

about the latest trends in services including greater demand for
exchange shipsets.
Ensuring engineers are up to date with the latest developments in

processes and materials is crucial in MRO. Daniella Horwitz talks
to representatives from industry about how they are using digital
technologies to improve training.
42. Remote control

MROs and airlines are increasingly looking for ways to demonstrate
effective tool control. SarahJayne Russell learns how Monarch Aircraft
Engineering has deployed digital toolboxes in its new Birmingham
facility and about the benefits a smart system offers.
TECHNOLOGY & INNOVATION

20. The MRJ the young pretender
Mitsubishi Aircrafts MRJ has been unveiled and it is set to take

its first flight in the first half of 2015. Alex Derber takes a closer
look at the programme and asks what impact it might have on
the regional aircraft sector.
26. A change of priorities

The FAAs Aircraft Certification Service has introduced a new
process to prioritise certification applications. Matthew Calnek
outlines the process and how it aims to help companies
applying for approvals.
INFORMATION TECHNOLOGY
48. Looking to the future with MRO apps
Nowadays theres an app for everything. Nick Rice talks to developers about
what apps are available for those working in MRO and how they can help to
improve the efficiency of maintenance operations.
REGULARS
52. Engine update GE90-110/115

56. Soapbox: Fair forecast for 2015
Leaders from seven MROs share what they see as the biggest challenges
and opportunities for the sector over the next 12 months.
EPCOR MRO facility at Amsterdam Schiphol Airport
Driving LEAN MRO operations with the

industrys preferred software solution
WKZYDZK>^ as

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EPCOR specializes in the repair of auxillary
Based at Schiphol Airport, The Netherlands,

EPCOR is a wholly owned AFI KLM E&M
(Air France Industries KLM Engineering and
Maintenance) subsidiary dedicated to total
support of Auxiliary Power Units (APU)
and Pneumatic Components. EPCOR has a
deep understanding of airlines priorities,
providing short turn times and cost control
policy through its highly skilled staff using
the latest technology. EASA and FAR 145
accredited, EPCOR provides airline APU
maintenance to the 737NG, 777, 787,
A320 series, A330 / A340, and EMBRAER
170/190 aircraft. EPCORs engineering
experts continuously work on APU and
APU components development while also
providing repair and overhaul for air cycle
machines, environmental control system
components, engine starters, leading
edge flap drive units, and other pneumatic
components, all supported by a worldwide
logistics network.
The Challenge
EPCOR, back in 2005, needed a data to quickly search and respond
to business needs.
improve its business processes as
part of its ongoing LEAN SIX SIGMA
improvement philosophy meant
improvement mindset, EPCOR was that Quantum would be a living

encompass evolving industry best

Commented Joost Bosman, Quantum

Program Manager at EPCOR, With

Y WKZ
d^

EPCOR selected Quantum MRO >E
> DZK d

ongoing successful use of Quantum
Component Control was very at EPCOR has resulted in parent
WKZ company AFI KLM E&M leveraging
to develop the Quantum Shop Quantum to automate surplus part
sales and streamline corresponding
made to comprehensively manage
DZK
their associated quality control
requirements.
EPCOR could integrate all of their
Y
have a single repository of business
www.epcor.nl
www.componentcontrol.com
New year, new opportunities
EDITOR
Sarah-Jayne Russell:
Sarah-Jayne.Russell@mro-network.com
DEPUTY EDITOR
James Pozzi:
James.Pozzi@mro-network.com
EDITORIAL CONTRIBUTORS
Hannah Davies, Matthew Calnek
Alex Derber, Daniella Horwitz,
Lucie Ponting, Nick Rice
PRODUCTION MANAGER
Phil Hine: Phil.Hine@mro-network.com
MEDIA SALES MANAGER
Dean OReilly: Dean.OReilly@mro-network.com
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Cover image: Shutterstock

Nipon Laicharoenchokai
Content
like to think of myself as a glassof the key ophalf-full sort of person, so the aperators; and
proach of a new year fills me with
the fleets age,
optimism about what the next 12
as well as IBAs
months could hold. This time last year,
analysis
of
for example, I was thinking about
current marwhere my career would take me next.
ket values and
Little did I know that it would bring
maintenance
me to ATE&M and the fascinating
costs. Turn to
world of commercial aviation.
page 52 to get
Six months in to my editorship my
the latest information on the GE90.
thoughts of 2015 are focused on how we
Finally, the very last page of the magcan continue to enhance the magazine
azine has been turned over to industry
and MRO Networks website to make
experts to share their opinions on the
sure were bringing you the most inhottest topics in MRO. For our first
sightful and interesting commentary on
soapbox, weve spoken to seven leaders
whats happening in the MRO sector.
of MROs from around the world about
Im pleased to say that our first issue
what will be the biggest challenges and
of the year sees those efforts beginning
opportunities in 2015. The threat of
to take shape, as we introduce some
OEM expansion into the marketplace
new regular features. In the news you
looms large, as do worries over access to
will find our first comWeve spoken to seven leaders of
ment column from IBAs
president Phil Seymour.
MROs to share what they feel will be
He will be contributing
a regular consultants
the biggest challenges and
eye view on current
opportunities in 2015
events
along
with
Richard Brown from
ICF International and TeamSAIs Chris
skilled technicians, but there are also
Doan throughout the year.
plenty of exciting possibilities to exAnd, following your requests for more
pand service offerings and the benefit
regulatory news, from next issue (Februto MROs of working closely with OEMs
ary-March 2015) the Aeronautical Repair
is mentioned more than once.
Station Association will be writing a regBefore I wish you a happy new
ular column discussing changes to legisyear, I want to highlight one opporlation that will affect the MRO industry.
tunity that is open to all in 2015: the
Meanwhile, at the back of the magopportunity to end the year as an
azine weve introduced a whole new
ATE&M Award winner. Were now
section! Weve teamed up with IBA to
accepting nomination for the awards
bring you its latest data on aircraft enand you can find out everything you
gines. Focusing on one engine each
need to know on the inside back
issue, well be providing you with figcover of this issue. I wish you all the
ures on how many are in service; a list
best of luck!
Juliet Trew
Content Director
T: +44 (0) 207 975 1675
E: juliet.trew@mro-network.com
Sarah-Jayne Russell
Editor, ATE&M
T: +44 (0) 207 975 1677
E: sarah-jayne.russell@mro-network.com
James Pozzi
Deputy editor, ATE&M
T: +44 (0) 207 975 1674
E: james.pozzi@mro-network.com
Alex Derber
Journalist
T: +44 (0) 207 975 1678
E: alex.derber@mro-network.com
Ivo Brook
Senior Conference Programme Editor
T: +44 (0) 207 975 1673
E: ivo.brook@mro-network.com
Jeremy Buckle
Events Director
T: +44 (0) 207 975 1668
E: jeremy.buckle@mro-network.com
Dean OReilly
Media Sales Manager
T: +44 (0) 207 975 1671
E: dean.oreilly@mro-network.com
Victoria Keeble
Business Development Manager
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E: victoria.keeble@mro-network.com
Robert Springthorpe
Business Development Manager
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Daniel Stebeleski
Sponsorship Sales Manager
T: +44 (0) 207 975 1661
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Operations
Lucinda Springett
Operations Director
T: +44 (0) 207 975 1663
E: lucinda.springett@mro-network.com
Phil Hine
Production/IT Manager
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Sinead Harvey
Operations Manager
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Tanya Dennis
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Marketing
Sylwia Szurgot
Database Administrator
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Mark Thomas
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Commercial
www.mro-network.com
ATE&M is the official publication of

the MRO Network
Connecting the
global MRO
Community
NEWS UPDATE
NEWS HIGHLIGHTS
INBRIEF
US-based MRO Duncan Aviation has
overhauled its first set of ERJ-145
landing gear. The maintenance provider
has expanded its service portfolio to
provide overhaul and repair on landing
gear for commercial and business
Embraer aircraft after doubling the size
of its Nebraska accessories shop.
JOB CUTS ROCK EUROPEAN AEROSPACE

Thousands of jobs to go at Rolls-Royce, Monarch and Alitalia, and axe could fall at KLM
Restructuring activities at engine maker Rolls-Royce and airlines Monarch, Alitalia and Meridiana Fly are to result in thousands of redundancies in the coming months.
On November 4, Rolls-Royce confirmed that it was shedding 2,600 over 18 months, the majority
to come from its Aerospace division, as a part of a cost-saving programme. With the development
phase of the Trent 1000 and Trent XWB engine programmes now over, the company argued that
it can now reduce its engineering capabilities. John Rishton, Rolls-Royce CEO, said: The measures announced today will not be the last, however they will contribute towards Rolls-Royce becoming a stronger and more profitable company.
Rishton claimed the firm would work to ensure that redundancies were voluntary where possible and that the skills it needed for the future were retained. However, workers unions in the
UK, where the majority of job cuts are expected to be made, argued that the firm is putting
short-term cost measures ahead of its long-term development.
Unite national officer Ian Waddell, said: Rolls-Royce is in danger of making decisions in the shortterm that it will later regret. Engineering skills and expertise are already in short supply across the
aerospace industry and will be difficult to replace should there be an upturn in business.
Meanwhile, a number of European airlines have also announced job cuts. In confirming the sale
of 90 per cent of its shares to private equity fund Greybull Capital in October, Monarch confirmed
it would be shedding 700 jobs, even after its staff agreed to 30 per cent pay cuts.
Just days earlier the Italian Federation of Transport Workers claimed that Alitalia was entering
a second phase of job cuts that would see 994 workers made redundant, including 879 ground
staff, and that negotiations to prevent job cuts at Meridiana Fly had fallen through. It said that
1,478 workers at the airline were at risk, as well as 156 members of staff at its MRO company.
And speculation is rife that jobs will go at KLM, with Dutch newspaper Algemeen Dagblad claiming in October that 7,500 staff would be made redundant in a bid to cut costs. While no such
announcement has been forthcoming, in late November the carrier asked its employees to suggest ways of saving 700m ($870m) over the next five years and confirmed that it is to hold talks
with five unions on December 18 and 19. At the same time, Lufthansa witnessed the ninth walkout of members of the Vereinigung Cockpit pilots union over proposed changes to its retirement
scheme.
ICF Internationals Richard Brown said that the airlines struggles were similar to those seen at
Iberia and British Airlines when forming IAG. The historical remnants of the flag carriers in
Europe are struggling to adapt and compete with the successful low-cost carriers, like easyJet
and Ryanair, he told ATE&M. What were seeing is a power struggle as to who is in control of
the airline between management and unionised labour, and its all about changing airlines cost
structures to compete with the LCCs who are eating their lunch.
S Aircraft Technology - Issue 133 S
For the latest news visit www.mro-network.com
Boeing has started work on a new $1bn

composites manufacturing facility at its
site in Everett, Washington. Scheduled
for completion in May 2016, the
93,000m2 plant will fabricate the wing
for Boeings new widebody, the 777X.
Aerostructures supplier and MRO
Triumph has bought Texas-based
maintenance firm North American
Aircraft Services (NAAS). NAAS,
which specialises in maintaining
aircraft fuel systems, will now
operate as Triumph Aviation Services
and is set to increase Triumphs
annual revenues by $35m.
Bombardier is to open a new line
maintenance station at Cte dAzur
Airport in Nice, while adding six new
customer response team (CRT) trucks
to assist its US customers. The new
facility will provide maintenance for
business aircraft ranging from
troubleshooting and servicing to minor
repairs. Bombardiers addition of new
CRT trucks in the US brings the total
number in the country up to 13.
West Star Aviation is to open a new
accessory shop at its East Alton, Illinois (ALN) facility before the end of
2014. The shop will be the second
West Star has opened this year, after
unveiling a facility at its Columbia,
South Carolina plant in April. Once operational, the ALN shop will provide
MRO services for aircraft wheels, with
battery and brake servicing capabilities to be added at a later date.
DAS Brazil, a subsidiary of US
component MRO Dallas Aeronautical
Services (DAS), is to open its first
maintenance facility in Sao Jose Dos
Campos during the first half of 2015.
The new 1,500m2 hangar will specialise
in the production, repair and overhaul of
composites, structures and assemblies
for business aircraft, and will feature
two paint booths, a curing oven and a
climate-controlled modular clean room.
Introducing
Boeing Fuel-Efciency Solutions.
When the cost of fuel represents up to 40% of an airlines operating cost, every advantage makes a difference to the
bottom line. Thats why Boeing is introducing a suite of fuel-efciency solutions to optimize eet performance. The Boeing
Fuel Dashboard tracks fuel use during every phase of ight while the Boeing Emissions Reporter captures critical
emissions data. Together, they give airlines the edge only Boeing can deliver. We are standing by to answer all inquiries.
E-mail us at theboeingedge@boeing.com.
www.boeing.com/boeingedge
NEWS UPDATE
NEWS HIGHLIGHTS
MITSUBISHI REVEALS MRJ

Mitsubishi Aircraft publically unveiled its all-new regional jet, the MRJ, for the first time on October 18 at a ceremony at a Nagoya Aerospace
Systems Works facility in Aichi.
Japanese government ministers, airline executives and representatives from across the countrys aerospace supply chain, including Shinichiro
Ito, president and CEO of launch customer All Nippon Airways, attended the event revealing the first completed test aircraft.
Hideaki Omiya, chairman of Mitsubishi Heavy Industries the OEMs main shareholder told those present: Its with utmost confidence
and pride that we will soon be sending the MRJ out into the world. It is a product Made in Japan a product offering the highest levels
of both operating economy and cabin comfort is at long last about to leave the realm of dreams and become a reality.
The MRJ is the first commercial aircraft to be built in Japan since the 1960s and has suffered delays and undergone a major redesign since it was
announced in 2008. With a second test aircraft currently being assembled, the new regional jet is scheduled to take its first flight in Q2 2015.
The MRJ will potentially have three incarnations, the MRJ70, MRJ90 and, as yet unconfirmed, MRJ100X, with 70, 90 and 100 seats respectively
and will be powered by Pratt & Whitneys PW1200G geared turbofan. According to Mitsubishi Aircraft, the MRJ offers a 20 per cent reduction
in fuel consumption over current-generation regional jets.
The OEM predicts demand for 5,000 70-90 seat aircraft deliveries over the next 20 years and aims to capture half of this market with the
MRJ. Currently the new jet has secured 223 firm orders and 184 options from six airlines.
Akinori Kojima, president of Mitsubishi Aircraft Europe, told ATE&Ms Alex Derber: There is high competition among manufacturers
but there might be a possibility that Mitsubishi and Embraer can create a duopoly in the [regional aircraft] market. Read ATE&Ms insight
into the MRJ programme and its development on p.20.
ST Aerospace profits fall in Q3

Pre-tax profits at Singapore Technologies Aerospace (ST Aerospace) fell 19 per cent ($11.6m) year on year in Q3. The MRO published its Q3
results on November 7 and claimed that the slump in profits was caused by the weaker performance of its European operations, coupled
with costs of a restructure and the write down of assets. The figures reveal that revenues from ST Aerospaces European companies fell by
34.8 per cent in Q3 2014 compared with 2013. They also show a significant drop in revenues and profits generated by ST Aerospaces component and engine repair and overhaul division. In Q3 2014 revenues from these services fell by more than 21 per cent year on year, while
pre-tax profits fell by 83 per cent to S$2.4m ($1.8m) from S$14m ($10.8m) in 2013. At the same time ST Aerospace has increased revenues
from its engineering and material services division by 10 per cent, but profits remain 7.1 per cent lower than in 2013. Overall, for the first
nine months of 2013 ST Aerospaces revenues were up 1.2 per cent on 2013, but profits declined 8.7 per cent, with the component and engine
MRO division alone seeing profits fall by more than 45 per cent on 2013 figures. Looking ahead to its full year results ST Aerospace confirmed
that while it expects revenues to remain on par with 2013, its pretax profits will fall. The firm continues to invest in its operations, however.
On November 25, the firm confirmed that it had received government approval for a $20.8m cash injection into STATCO an engine MRO
joint venture between its subsidiary STA Engines and Xiamen Aviation Industry. The firm is yet to reveal exactly how the cash will be spent,
but says it will support STATCOs business growth.
NEWS UPDATE
NEWS HIGHLIGHTS
COMMENT
Challenging times ahead
MTU MAINTENANCE POSTS RECORD PROFITS

MTU Aero Engines raised its annual profit forecast after its maintenance arm posted record
revenues for Q3 2014. MTUs commercial maintenance division increased revenues by 16.6
per cent year-on-year to 347.9m ($439m).
The German firm, which helps make engines for Boeing, Airbus and Bombardier aircraft,
said it now expects overall company sales to reach about 3.75bn ($4.8bn) for the year, having previously reduced its forecast for 2014 by 100m ($126m) to 3.65bn ($4.6bn) in July,
citing delays in maintenance work for US customers.
Key to MTU Maintenances profitability, according to the firms president, Stefan Weingartner,
is its relationship with OEMs. In celebrating the 35th anniversary of MTUs entrance into the
MRO market in November, Weingartner said: Our success is based on a hybrid business
model as we benefit both from our independent approach and our close alliance to the OEMs
in engine programmes where MTU is a risk-and-revenue-sharing partner. We strongly believe
that this strategy will continue to be successful, especially for future engine models.
MTU Aero Engines chief programme officer, Michael Schreygg, confirmed: We are planning to combine our OEM and MRO activities more closely.
In a forecast for the next 10 years published on November 25, MTU Aero Engines confirmed
that it expects revenues in 2015 to achieve high single-digit growth rate overall, with a
similar growth rate in its commercial maintenance segment and mid-single digit growth
for revenues generated by spare parts sales. As of 2018, MTU expects to see substantial
growth in revenues from spare parts sales and maintenance, which it describes as its most
profitable activities.
In November the firm signed a deal with GE Aviation to provide maintenance services on
the turbine centre frame (TCF) of the GEnx engine as a part of GEs MRO Network. The
agreement is estimated to be worth around 3bn ($3.7bn) in sales to MTU over the lifecycle
of the GEnx. MTU manufactures the GEnxs TCF as part of a risk-and-revenue-sharing
programme with GE.
GE Aviation buys 10% of Chinese MRO

GE Aviation has acquired a 9.9 per cent stake in Chinese MRO Taikoo Engine Services Xiamen (TEXL), alongside making a series of expansions to its composites and engine testing
operations during the final quarter of 2014. On November 5 the OEM confirmed that it had
bought shares in TEXL, a joint venture between HAECO, TAECO, Cathay Pacific Airways
and Xiamen Aviation, which specialises in servicing GE90 engines. GE said the deal would
enable TEXL to expand to meet growth in the GE90 fleet. Earlier in the month GE further
expanded its own engine testing capabilities by opening a new $40m indoor facility at its
site in Peebles, Ohio. The new testbed is the 11th at the 28,000m2 Peebles centre and the
second designed specifically for large commercial engines. The company said the expansion
was needed to meet the growing volume of GE90 and GEnx engines on the market, as well
as the new GE9X and LEAP engines.
The reasons why I still wake up every morning

feeling blessed that my career led to my
involvement in the MRO sector are also some of
the areas where I feel that were facing the
toughest challenges. The first is people. My
training at British Airways, one of the most
safety oriented organisations in the world, was
a great foundation for my career and leaves me
with the question of whether the training of
todays and tomorrows maintenance engineers
encompass adequate life skills? In a world
where commercial pressures are greater than
ever is it possible to guarantee safety?
The second big challenge I see is the aircraft
themselves; how can we design engines and
systems to reduce maintenance costs in the
future? And how will this change as we move
further into a composite world, where
airframes and engines contain more of these
lighter, more durable and increasingly more
affordable materials.
The third challenge we face is around processes.
Having the latest and greatest materials and
systems is fine, but how are todays
maintenance programmes and systems
evolving? Aircraft maintenance programmes
took a massive leap forward in the 1980s
with MSG3 concepts, but the basic principles
of hard time, on-condition and conditionmonitored
maintenance
are
largely
unaltered. One aspect that has changed is
maintenance frequencies, with annual
checks replaced with C checks at 18 to 24
months, but this begs the question: Can less
maintenance mean increased safety? Safety
does appear to have improved over recent
years, but where are the pressure points?
Lastly, I want to consider the impacts of asset
ownership on MRO. Aircraft acquisition is
changing. More than half of future deliveries
will not be owned by the airline but subject to
operating leases and there are already many
examples of disputes at redelivery over
restrictive covenants on PMA parts and DER
repairs, for example, or demands for
compensation by way of maintenance reserves
or lease-end payments. The question for the
MRO sector is how to adapt to the needs of
leasing companies and what is required to
improve relationships?
Our industry is undoubtedly facing a huge
number of questions, I am confident that we
will find the answers.
Phil Seymour, president and COO of IBA
NEWS UPDATE
NEWS HIGHLIGHTS
INBRIEF
FAA AMENDS REPAIR STATION RULE

The Aeronautical Repair Station Association (ARSA) has praised the FAAs reinsertion of the
word serious into rules covering the reporting of aircraft component defects. Paragraph 14 of
Part 145 of the Code of Federal Regulations details the legal responsibilities of repair stations to
report serious failures, malfunctions or defects to the FAA within 96 hours.
However, in a revision of paragraph 14 published on August 12, and which was set to come into
effect on November 10, the FAA removed the word serious; leaving MRO providers in the US
with the prospect of having to report every repair they undertook.
ARSA spotted the costly implications of the change and joined forces with industry bodies, including Airlines for America (A4A), the Aerospace Industries Association and the General Aviation Manufacturers Association, to petition the FAA to reinsert the word.
On November 7, the FAA confirmed the reinsertion of the word serious into 145.221(a). Sarah
MacLeod, ARSAs executive director, said: The new rule has almost 7,500 words, and we found
the most serious error the seven absent letters that were going to cause our members a world
of trouble. With the regulatory record on our side, the industry got the agencys attention. Together, we made things right.
The amendment came as the FAA is scrutinised ahead of its reauthorisation next year. The legislation setting the regulators funding levels and policy priorities is set to be replaced by October
1, 2015, with the bill to be drafted in the spring.
Nicholas Calio, CEO of A4A, has already called for transformational change in the bill, particularly with regard to speeding up efforts to improve the US air traffic control system. There have
been undeniable difficulties related to modernisation efforts, which consistently refer back to
governance and funding issues that we need to resolve if we are to remain competitive, he said.
Meanwhile, in a blog for MRO Network, ARSA vice-president of legislative affairs Daniel Fisher
said the Republican takeover of the Senate could help to combat unnecessary mandates. Read
his article in full at: www.mronetwork.com/ARSA
MS21 TO ENTER PRODUCTION IN 2017

Russias minister of industry and trade Denis Manturov has announced that the MS-21 commercial airliner will enter into full-scale production in 2017. Speaking on November 14 during a tour of the Irkutsk Aviation Plant, Manturov confirmed that the prototype of the 150
to 210 seat, 5,500km-range aircraft will be manufactured before the end of 2015 and its first
flight would be in the first half of 2016.
The entire planned MS-21 programme is being implemented strictly on schedule. Construction of the entire production line will be completed in late May [2015]. This makes us confident that the first flying prototype of the aircraft will be ready the following year, he said.
Manturov also reiterated Russias aim to ensure that as many of the aircraft components as possible
are made domestically. The way things stand today with the MS-21-300, if we use the Russianmade PD-14 engine, the number of parts and components made in Russia will be above 50 per
cent. By the time the airplane enters production stage, this will increase to 60 per cent, he said.
The ministers comments came as Irkut, the MS-21s manufacturer, signed a 100 million
rubles ($2.1m) deal with Aviation Equipment, a subsidiary of Russian state-owned Rostec,
to manufacture components and landing gears for the aircraft.
Aviation Equipment is also to develop a number of the MS-21s aircraft systems after agreeing
a contract with the Russian Ministry of Industry and Trade worth more than 600 million
rubles ($12.6m). The firm is to develop a fire protection system for the MS-21 which may
also be installed on the Sukhoi Superjet 100, as well as an emergency oxygen system for the
MS-21 and SSJ100 jets.
F&E Aircraft Maintenance (FEAM) has

become the first US MRO to be granted
approval by the Japan Civil Aeronautics
Bureau to perform line maintenance
and return to service on Japaneseregistered aircraft. The approval allows
FEAM, based in Miami, to maintain and
release 747-400F and 747-8 aircraft
operated by Japanese airlines.
The MRO division of Lufthansas
regional subsidiary CityLine has joined
Bombardiers authorised service
facility (ASF) network for the CRJ700
and CRJ900. Under the ASF agreement,
the Canadian OEMs fourth in Europe,
CityLines technical services group will
offer line and heavy maintenance
services for CRJ700 and CRJ900
aircraft from its hangar in Cologne.
Flying Colours has won approval from GE
Aviation to provide line maintenance
services and inspection on CF34-3 and
CF34-8C engines, which power the
Challenger 601, CRJ600 and CRJ900
respectively. GEs authorisation covers
Flying Colours facilities in Peterborough,
Ontario and St Louis, Missouri.
Lufthansa Technik has broken ground
on its new 20,000m2 MRO facility in
Puerto Rico. The hangar at Rafael
Hernndez International Airport, which
is set to welcome first customer Spirit
Airlines in mid-2015, will provide base
maintenance services for A320-family
aircraft across five lines. Once
complete, the site will initially operate
two lines performing C and D checks.
Air France Industries KLM Engineering
& Maintenance (AFI KLM E&M) has been
granted approval by EASA to provide
MRO services on the GEnx. Following
Part 145 certification, AFI KLM E&M can
offer MRO services on the GEnx from
its Schiphol engine shop, as well as
component support through its
Amsterdam and Paris repair centres.
China Eastern Airlines has been
authorised to provide repairs on
Honeywells 131-9 auxiliary power unit
(APU). The approval allows China Eastern
to maintain the 131-9A/B APUs on its
fleet of A320 and 737NG aircraft, as well
as to offer services to other airlines in
China, Hong Kong and Macau. Honeywell
will provide China Eastern with
engineering support as part of the deal.
NEWS UPDATE
NEWS HIGHLIGHTS
Liebherr wins A330neo contract

and EASA approval
VIRGIN GALACTIC TEST FLIGHT CRASHES

Doubts over the future of the Virgin Galactic commercial spaceflight project resurfaced
after a test flight of the SpaceShipTwo aircraft ended in tragedy, crashing in Californias Mojave Desert, killing its pilot Mike Alsbury and seriously injuring co-pilot Peter Siebold.
The ill-fated flight broke up at an altitude of 50,000 feet on October 31. The National Transportation Safety Board (NTSB) has yet to determine the cause of the crash and said that it
could take up to a year to establish exactly what happened. It has confirmed, however, that
the aircrafts rocket motor, which was initially suspected as the cause, was not to blame.
Investigators have confirmed the prototype aircraft, built by Scaled Composites, disintegrated two seconds after the premature deployment of its pivoted tail. A cockpit video confirmed that Alsbury had prematurely unlocked the descent braking system.
The accident was followed by calls for Virgin founder Richard Branson to abandon the project he started in 2004. Branson, however, remained bullish, hitting back at what he called
self-proclaimed experts. We owe it to our test pilots to find out exactly what went wrong
and when we do find out what went wrong, if we can overcome it, well make absolutely
certain that the dream lives on, he said.
Acting NTSB chairman Christopher Hart told Reuters that the investigation will review the
FAAs involvement in authorising the vehicle for test flight. Virgin Galactic was granted approval in May 2014 to charter space flights from its New Mexico base.
The fatal crash has also led to the FAA considering new regulations for commercial space
travel. US legislation states that the regulator may issue such rules if a launch resulted in
a serious or fatal injury.
FAA sues Southwest over MRO breaches

The fall-out between the FAA and Southwest Airlines was intensified after the US regulator
launched legal proceedings against the carrier over maintenance work carried out on its fleet
of 737 aircraft in 2006. In July the FAA proposed that Southwest should pay $12m in civil penalties for three breaches of regulation, including two cases relating to repairs to the fuselage skins
of 737s. The regulator alleged that subcontracted MRO firm Aviation Technical Services, which
is not involved in the lawsuit, did not follow certified procedures while undertaking the alterations and that Southwest failed to properly oversee the firm and returned the aircraft to service.
In the third enforcement case, the FAA alleges that the carrier failed to properly install ground
wires on water drain masts on two 737s, in line with an airworthiness directive. Southwest refutes all of the FAAs claims and is to contest the proposed $12m penalty fines in court. The
court case is not the first between the airline and the regulator. In 2008, Southwest paid $7.5m
to the FAA to settle a then record $10m penalty after the aviation authority said the airline had
operated around 60,000 flights on 46 planes without mandatory repairs.
Liebherr Aerospace is to supply the engine

bleed air system for the A330neo. Liebherr
said the bleed system, which will have a
pre-cooler with integrated controls, will be
developed, certified and manufactured at
its Toulouse facility. The deal follows on
from the companys work supplying components for the A320neo and A380. Meanwhile, Liebherrs MRO operations were
further boosted on November 11 when its facility in Shanghai, Liebherr-Aerospace
China, received Part-145 certification from
EASA. The authorisation covers maintenance services on aircraft systems, parts and
components, but not repairs to APUs or engines. The workshop contains 30 benches
and offers testing, inspection and storage
for piece parts and line replaceable units.
Located at Liebherr Machinery Services
site in Shanghai, which opened in 2011, the
repair facility gained Part-145 certification
from the Chinese authorities in September
2013. Charles Thoyer-Rozat, executive vicepresident of customer services, said: We
are continuously developing our capabilities to support our Chinese customers operating the existing fleets of Airbus,
Bombardier and Embraer aircraft, and future fleets of COMAC ARJ21 and C919 aircraft.
Skyways expands into Asia

Danish MRO and parts provider Skyways
Technics has become the latest European
firm to open new facilities to service the
burgeoning ATR parts market in the AsiaPacific region. In November, Skyways
launched a new parts warehouse and office
in Kuala Lumpur, Malaysia. The new facility
at Subang Airport will provide 24-hour
spare part support, component repair and
AOG services for ATR and CRJ aircraft. The
warehouse is Skyways first outside Europe,
where it operates from hangars at Billund
and Sonderborg Airports. CEO Benjamin
Nielsen confirmed that the decision to
enter new territories was driven by demand.
Throughout the past 12 months, the demand for the services and support we offer
has increased dramatically in the Asia-Pacific region. To continue this trend and provide current and future customers even
higher level of service, a local presence is a
must, he said. In August, French MRO
Sabena Technics opened an ATR parts
warehouse in Singapore, confirming the
aim was to use it to improve access to its
customers in the region.
NEWS UPDATE
CONTRACTS
MTU Maintenance Canada has signed a

$50m, six-year contract with US carrier JetBlue
Airways covering the repair of V2500 accessories
and line replaceable units. The new deal expands
MTUs relationship with JetBlue; the MRO has
provided V2500 maintenance for the low-cost
carrier for the past nine years. The new work will
be carried out at MTUs accessory repair centre in
Richmond, British Columbia, where MTUs engine
shop is also located.
Japanese composites firm Toray Industries has

signed an agreement with Boeing to expand its
existing 787 supply contract to include carbon
fibre for 777X aircraft wings. Once finalised the
$8.6bn contract will take effect next year and see
Toray working with Boeing to develop new
applications for composites. The partnership will
also look at increasing the consistency and
performance of composites and ensuring the cost
of carbon fibre composites is competitive with
aerospace metals.
Taiwanese flag-carrier China Airlines has

selected US parts giant UTC Aerospace Systems
to supply the wheels and carbon brakes for its fleet
of 14 A350-900 aircraft. UTC will provide the
equipment through its landing systems business in
Troy, Ohio. The first aircraft is scheduled for
delivery in 2016. The contract follows China
Airlines agreeing a five-year spare parts deal in July
for its Airbus and Boeing aircraft with UTC.
AJW Aviation has won a six-year contract with

Chinese carrier Qingdao Airlines to provide
cost-per-flight hour component support to its fleet
of A320 aircraft.
FACC has signed a contract to supply fan cowls

for the A330neo. The contract, awarded by French
engine manufacturer Aircelle (a Safran company),
will see FACC develop and manufacture the
carbon-fibre composite cowls at its facility in
Reichersberg, Austria. Delivery of the first cowls is
planned for Q3 2016.
MRO and logistics firm China Aircraft Services

Limited (CASL) has signed a contract with
Dragonair to expand the portfolio of maintenance
services it provides to the Hong Kong carrier. CASL,
which already provided cabin cleaning and
engineering services for Dragonairs A320/A321 and
A330 fleet, will now provide line maintenance, spare
parts storage and logistics, and material supply.
Air France Industries KLM Engineering &

Maintenance (AFI KLM E&M) has extended its
MRO agreement with Latin Americas largest
airline group, LATAM, to cover component support
for all its 767, 777 and 787 aircraft. The long-term
flight-hour contract covers the design and
provision of repair and overhaul services for
components and gives LATAM access to AFI KLM
E&M spares for 90 aircraft. LATAMs 777 fleet will
be supported in partnership with Boeing through
the OEMs component services programme.
Magnetic MRO has expanded its agreement

with SmartLynx to include heavy maintenance of
the Latvian carriers fleet of 10 A320 aircraft. The deal
will see Magnetic MRO carry out C-Checks on the
A320s at its hangars in Tallinn, Estonia. The work
started in November 2014 and will be completed in
February 2015. Magnetic MRO re-branded from Air
Maintenance Estonia in September.
US regional carrier Cape Air has selected Mxi

Technologies Maintenix software to manage its
MRO operations. Maintenix will provide Cape Air
with an automated, mobile-ready system to plan
and track the status of maintenance events, as well
as manage material flows. Cape Air, which has a
mixed fleet of 89 aircraft, said it had adopted the
software with the aim of standardising its MRO
processes and to support its growth plans.
Chinese carrier Zhejiang Loong has signed a

long-term APU maintenance contract with Pratt &
Whitney to support its new fleet of 30 A320-family
aircraft. The contract also covers repair and spares
support services with delivery of aircraft, which
includes nine A320neos, scheduled to begin in 2015.
In November, Zhejiang Loong also signed a deal
with CFM International to power its forthcoming
fleet of A320neo aircraft with the LEAP-1A.
Indian carrier Vistara has signed a long-term

contract with Airbus to maintain its fleet of new
A320s. Under the Flight Hour Services (FHS)
package, Airbus will provide full airframe
maintenance and engineering services, as well as
components supply and repair. The contract covers
the airlines forthcoming fleet of 20 leased A320
aircraft, the first of which entered service in
September and the remainder will be delivered over
the next five years.
Boeing Shanghai Aviation Services has signed

an agreement with Silk Way West Airlines to
provide line maintenance services for the cargo
carriers new 747-8 freighters. Azerbaijan-based Silk
Way West ordered the two 747-8 aircraft to join its
existing fleet of seven Boeing freighters in July 2013.
PRODUCTS
Component Control, the MRO and logistics
software provider, has announced a series of
updates to its MRO business management tool
Quantum. Customers will now be able to attach
documents and images related to a specific
component listing on StockMarket.aero, an
online aviation parts trading platform. Scanned
image files, certifications, Excel, Word, HTML or
PDF files can now be attached to a specific
component to improve authentication.
ACES System, the aviation division of Technology
for Energy, has launched a new engine performance
measurement tool. The Viper II, the successor to
ACES 4040 model, performs vibration analysis,
transient balancing, rotor track and balance, fan
trim balancing, propeller balancing and acoustic
analysis. The portable tool includes a larger colour
screen than its predecessor which can show high
resolution vibration spectra, enabling engineers to
review data immediately without transferring it to a
computer. ACES said improvements have also been
made to enhance the accuracy and performance of
acoustic and vibration analysis.
10 S Aircraft Technology - Issue 133 S
The Aviation Logistics Network has launched a

new GPS device to enable clients to track their
component deliveries. The Air Secure device,
which underwent three years of testing with a
major airline before its launch, can track and
locate aircraft parts in real time on computers
and smart devices. Data is securely stored in the
waterproof device via encryption and password
protection unique to the user. Cargo can also be
tracked in real time via satellite with milestones
automatically recorded. When in-flight, the
portable device automatically switches to
flight-safe mode.
Workshop equipment maker Unison has launched a

re-engineered version of the 1980s designed Evbend
tube bending machine. The Evbend 1000 includes an
integrated computerised user interface through
which tube bending programmes can be inputted.
The Windows-based operating system includes
touch-screen control and access to CAD tools, and
can be retrofitted to existing Evbend machines. The
Evbend 1000 remains a manually operated machine,
but also includes computer-controlled braking
systems on the carriage feed, rotation and bend arm
axes to ensure greater accuracy than the previous
model. The Evbend 1000 can shape tubing of up to
22mm in diameter and Unison is developing a version
that will work with tubing of 50mm.
NEWS UPDATE
US-based MRO StandardAero will provide

PW125B engine maintenance and field services
support for Belgian carrier VLM Airlines fleet of
Fokker 50 aircraft. The three-year contract will see
maintenance work performed at StandardAeros
European service centre in Tilburg, Netherlands, its
facility in Winnipeg, Canada and at VLMs Antwerp
headquarters.
UK-based Dowty Propellers has signed a

multi-year contract to provide MRO support for
propeller systems on QantasLinks fleet of 40
Bombardier Q400 aircraft. Dowty, a subsidiary of
GE Aviation and the OEM of the Q400 propeller,
will deliver repair, overhaul and technical support
services for the Australian carriers turboprops from
its Asia-Pacific MRO facility in Brisbane, Australia.
Lion Air has signed a material support

agreement with CFM International for its CFM
fleet, as well as support for its planned engine
maintenance and overhaul centre in Indonesia. The
long-term, multi-billion dollar contract covers the
repair and replacement of life-limited and
non-life-limited parts for the 1,000 CFM engines
Lion Air has in service and on order.
Parts supplier Prime Air has signed a new

partnership agreement with BBA Aviations Ontic. The
agreement will see Prime Air, a subsidiary of HEICO,
join forces with California-headquartered Ontic, which
has licences with OEMs to manufacture more than
4,000 aircraft assemblies, including landing gear,
APUs, avionics equipment and actuation systems. The
firm, which also offers MRO services, specialises in
supporting legacy products. Prime Air says the
partnership will enable it to widen its product offering.
Components supplier AJW Aviation is set to

offer line maintenance services after agreeing a
partnership with UK-based MRO Storm Aviation.
Headquartered in Luton, Storm provides line
maintenance services across Europe and Asia on
commercial aircraft including the A320, A380, 737
and 777, as well as a number of regional jets.
CommutAir, the US regional carrier, has extended

its existing engine services contract with Canadian
MRO Vector Aerospace Engine Services-Atlantic
(Vector). Under the new agreement Vector will
continue to oversee maintenance for the carriers fleet
of PW123 series engines from its facility in
Summerside, Canada. As well as engine repair, the
agreement includes hot section inspections, testing,
modifications and overhauls.
Vietnamese carrier VietJetAir has agreed a

$300m, 12-year maintenance contract with CFM
International for the CFM56-5B engines on its
fleet of 21 A320 aircraft. Under the agreement, CFM
will guarantee MRO costs for 45 CFM56-5B engines
on a cost-per-flight hour basis. Ho Chi Minh
City-headquartered
VietJetAir
operates
39
CFM56-5B engines and earlier this year placed an
$800m order for CFM56 engines for an additional 21
A320 family aircraft.
Hong Kong-based MRO HAECO has agreed a

deal with UK software developer Gael to overhaul
its management software by rolling out a
cloud-based solution. In a seven-figure deal, Gael
will implement its Enlighten software across
HAECO and its subsidiaries by April 2015.
Engine maker Rolls-Royce has finalised the

creation of its joint venture (JV) with
Hispano-Suiza to develop new transmission
systems for its civil aviation engines, after
announcing an MOU in July. The JV will operate for
the next 25 years and will manufacture
transmissions for all of Rolls-Royces future civil
aircraft engines, but with a particular focus on the
Trent 7000, which will power the A330neo.
Spanish charter airline Privilege Style has

signed a long-term engine management agreement
with TES Aviation. TES is to provide the
Madrid-based carrier with a tailored programme of
services, which will include off-wing technical and
commercial engine management activities,
including
reliability
programming,
fleet
forecasting, financial modelling, maintenance
planning and repair event management. Privilege
Style operates four aircraft, one 767, two 757s and
an ERJ-145, out of Barajas Airport.
US-based MRO Werner Aero Services has

signed a repair management contract with Tunisias
Nouvelair Airlines. The agreement, which covers
major A320 QEC components, will see the asset
management and parts pooling company partner
with Nouvelair in a multi-year deal. The terms of
the agreement include Nouvelair getting access to
Werners repair facilities and logistical expertise
with the aim of accelerating turnaround time
through a predictable cost structure.
AJW Aviation has signed a long-term
components support contract with Tigerair
Australia. The cost-per-flight hour contract covers
the supply, repair and overhaul of components for
the Melbourne-headquartered airlines fleet of 13
A320-family aircraft.
PEOPLE
[ United Technologies Corporation
(UTC) has promoted Gregory Hayes
to president and CEO, following the
departure of Louis Chenevert.
Hayes has worked for UTC for 25
years, serving as the component
suppliers senior vice-president and
CFO for the past six years.
[ KLM Royal Dutch Airlines has announced Pieter
Elbers as its new president and CEO, replacing the
outgoing Camiel Eurlings with immediate effect.
Most recently Elbers served as SVP of network and
alliances. He will be replaced by Ren de Groot, who
is promoted from his role as SVP of operations at
its engineering and maintenance division.
[ Gulfstream Aerospace has formally named
Mark Kohler as vice-president of advanced
aircraft programmes.
[ Lim Serh Ghee has been appointed as president
of MRO firm Singapore Technologies Aerospace
(ST Aerospace). Lim is set to move across from his
current role of COO and president, defence business at ST Aerospace on December 1.
[ US-based MRO Ascent Aviation has appointed

Joseph Ng as its new chief executive officer. He succeeds Michael Melvin, who will remain with Ascent
as its chief financial officer.
[ Airframe structures and engine component supplier GKN Aerospace has appointed David Brantner
as its new president. Brantner, who will report to
GKN Aerospace chief executive Kevin Cummings,
was most recently president of commercial engines
at Pratt & Whitney.
[ Rolls-Royce has named David Smith as its new
group chief financial officer. He replaces Mark Morris, who leaves the company after 27 years.
[ French MRO ifrSKEYES, which became a subsidiary
of Airbus customer services division in July, has announced Jean-Pierre Gillet as its new president
and managing director. Gillet takes the helm from
Patrick Mathieu, who moves into a new role within
the Airbus group.
[ Landmark Aviation has named Cy Farmer as its new
vice-president. Farmers new role will see him focus
on special projects and international operations.
[ US regional carrier Mesa Airlines has named

Michael Ferverda as its new senior vice-president
of regulatory compliance. Ferverda moves across
from his role as a senior vice-president of aircraft
programmes at the Phoenix-headquartered
airline. In addition, the company has named John
Selvaggio as its vice-president of planning and
operations performance.
[ BOC Aviation has named David Walton as its new
chief operating officer (COO). Walton, who will be
based out of BOCs Singapore headquarters, joins
the company with more than 28 years of aviation finance and leasing experience. He joins BOC from
US-based lessor Aircastle, where he was COO for
nine years.
[ Ameco Beijing has appointed Ni Jiliang as its
general manager. He joins the Air China and
Lufthansa joint venture after nearly two years as
vice general manager of the Chinese flag carriers
maintenance arm, Air China Technics. The move
marks Jiliangs second stint at Ameco, where he
has held several management positions over 20
years. Jiliang succeeds Hu Yuliang, who steps
down after more than five years.
S Aircraft Technology - Issue 133 S 11
INDUSTRY FOCUS
All parted out?

A
s commercial airlines have ramped up

orders of next generation aircraft in the
past five years, resulting in backlogs running into the thousands at Boeing and Airbus,
the rate at which aircraft retire from service has
remained steady until this year. With the delivery
of more fuel-efficient aircraft on the horizon,
most notably in the next generation of the 737
and the A320neo, it is estimated that 37,000 aircraft will enter service in the next 20 years. This
will result in what the industry has christened
the retirement tsunami, with the Aircraft Fleet
Recycling Association (AFRA) predicting that
the number of aircraft being taken out of service
each year will hit 1,000 within the next 10 years.
Others estimate that up to 12,500 aircraft will be
taken out of service by 2033.
Once an airline retires an aircraft, it can be sold
on, leased out or parted out. Parting out involves
a team of maintenance engineers stripping the airframe from the cockpit to the galley of its
components to refurbish, repair or resell them. It
is not uncommon that the combined parts of a retired aircraft are more valuable than the airframe
itself, and as it stands, around 450 commercial aircraft are parted out or recycled each year.
A changing industry
While the parting out market has enjoyed relative stability and high levels of profitability in
The parting out of aircraft has long been a profitable business for
specialist teardown companies and lessors. But with changes in the
global fleet and greater competition, is the lucrative market of the
past diminishing? James Pozzi investigates.
recent years, companies are increasingly finding
themselves facing new challenges and new opportunities. While in previous years decisions on
when to part out aircraft were influenced by its
functioning capabilities, it is now being driven
more by economics. Market concerns were discussed in September at the International Society
of Transport Aircraft Trading (ISTAT) annual Europe event in Istanbul. In a four-person panel of
individuals from aircraft lessors and parts suppliers, the consensus appeared to be that the easy
money in parting out was a thing of the past. On
top of this, predicting returns on specific parts
was said to bemore difficult.
Richard Mumford, a partner at legal firm
Stevens & Bolton, which advises on aviation issues, says the teardown and part-out market for
commercial aircraft has seen significant changes
over the past six years following the global financial crisis. The advent of the recession brought
significant uncertainty in the leasing and operating market, he says. A drive towards the use
of cheaper used parts to salve squeezed operator
margins led to the teardown of younger aircraft

that could not be put more fruitfully out into the
market on long term lease.
But while some aircraft values have depreciated, Mumford reveals that this hasnt been a universal phenomenon. In the medium term,
demand for secondary market aircraft has remained strong. So while margins have been
squeezed, the demand for parts has held up in
many areas leading to low margins in the gap between the purchase and sales sides for parts companies, as well as scarcity of certain parts and
types, he says.
Mumford says the markets uncertainty, combined with squeezes in supply and margins, has
caused a wider range of market participants to
seek aircraft to teardown for parts, leading to a
knock-on effect of ready to be torn down aircraft
rising in value. He recalls hearing a story of how
one aircraft operator purchased an airframe out
of the desert for $80,000 to obtain a single overhead bin for which he had been quoted $50,000
in the spares market. Mumford adds: In turn,
INDUSTRY FOCUS
aircraft ready for teardown have been rising in

value, thus squeezing or eliminating the margin
to be made in tearing them down at all. Clients
tell me that there is an excess of money over commercial sense in this market, and many are diversifying into purchasing aircraft with remaining
cycles to put out on lease and then teardown at a
later date.
The impact of new players in the market is
also highlighted by Steve Williams, director of
technical purchasing at AJW Engines, who feels
the industry has matured a great deal. There are
far more players in the game than there were 10
years ago, when the model was quite rough and
raw, but now its very sophisticated, he says.
Everyone understands the model now; so the
leasing companies know what they can get out of
the aircraft and they already know what the partout companies can achieve.
Multiple impacts
Another change being seen in the part out
market is the types of aircraft being torndown.
Aircraft designed, manufactured and assembled
in the 1990s and the early parts of the new millennium are finding themselves taken out of
service with growing frequency. And this trend is
expected to increase in the coming years, with
consulting firm ICF International predicting
6,000-8,000 could be retired this decade, providing new fodder for the teardown market.
One key driver in retirements is cutting fuel
costs, in 2013 British Airways announced it was
replacing its entire fleet of 747s with the more
efficient 787. US carriers American Airlines
and Delta have made similar commitments to
replace the MD-80 and Dubai-based carrier
Emirates is retiring two of its 10 A340s, breaking one of the aircraft down for spares far
ahead of its usual retirement age. Weve taken
a big hit to retire them, but [their poor economics means] theres no point in f lying
them, said Emirates president and CEO Tim
Clark. They were designed in the late 1990s
with [crude oil] at $25-$30 [a barrel]. They fell
over when it reached $60 and at $120 they
havent got a hope in hell.
As well as rising fuel costs, the order backlog
is having a significant knock-on effect for the
parting out sector. Williams says as a result of attractive financing terms offered by Boeing and
Airbus, the commercial aviation industries of the
East are catching up with their Western counterparts. In the past, the second and third generation of aircraft would migrate to Russia or Africa,
but thats not going to happen in the future, says
Williams. Just look at Ethiopia Airlines, which
was a launch partner for the 787; who would have
thought 20 years ago that Ethiopias carrier would
be a launch customer for a product of that nature? They now have the cash. The emerging
markets are not emerging anymore. This could

mean more aircraft available for parting out.
A potentially less welcome change for the sector is the entry of OEMs into the used-parts sector. In summer 2014, it was speculated Boeing
was looking to acquire a part-out company to give
it greater control over the market in second-hand
components. John Wojick, a senior vice president
for global sales and marketing at the OEM, discussed the possibility at the Farnborough International Air Show in July. Boeing subsequently
joined forces with component supplier GA Telesis
in September, to provide repaired and over-
hauled parts to be sold through Boeings online

PART portal.
Younger aircraft
The key trend of recent years that has generated plenty of comment, has been that of companies parting out aircraft years far before the
end of their traditional 20-30 year lifecycle. In
2013, financial services firm PwC showed in its
report Aviation financing: Fasten your seatbelt
that a growing number of aircraft were being
parted out after just eight years of service instead of the typical 25 years. This was a result of
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INDUSTRY FOCUS
A disassembled A320 sits in the Aircraft Salvage International (ASI) hangar at Cotswold Airport near Cirencester. Company founder Mark Gregory says an
increasing number of younger aircraft are making their way to ASI for disassembly.
Were in a renaissance in our business where aircraft that are

still being built are already being disassembled. Its a new
phenomenon creating opportunities to supply new parts.
Robert Korn, co-founder, Apollo Aviation
investors gaining better returns from parting
out than if the aircraft remained operational, as
exemplified by Emirates decision to teardown
one of its A340s. As aircraft are depreciating assets from the moment they leave the production
facility, these high returns for parting out could
see even more aircraft retiring to what have
been dubbed jet cemeteries in future.
Robert Korn, a co-founder of Miami-based
teardown and leasing company Apollo Aviation,
says: Were in a renaissance in our business
where aircraft that are still being built are already
being disassembled. Its a new phenomenon creating opportunities to supply new parts.
Deepak Sharma, chief technical officer at
AJW, meanwhile, believes the influx of younger
aircraft has had some detrimental effects on the
industry. What makes business more challenging now is the standard of aircraft that are being
parted out. Its very difficult for someone to buy
a 1992 aircraft compared with buying a 2003 aircraft, for example, he says.
Mark Gregory, founder of Air Salvage International (ASI), Europes largest parting out firm,
confirms he has seen a growing number of

younger models arrive for teardown from lessors.
We dismantled two seven-year-old 737-700s
from lease which had been used by easyJet,
which then went back to the owner who sold
them for spare parts, he says. However, average
age of aircraft coming through ASIs operation at
Cotswold Airport in Cirencester, UK remains
around 18 to 22 years old for the A320 of which
ASI parts out an average of 14 a year and
around 22 years old for the 737.
But while the value of the spare parts market
appears to be growing, the number of aircraft arriving at ASI for dismantling has declined in 2014
compared to previous years. The firm, which is
typically paid around $50,000 to re-lease, sell or
teardown aircraft, parts out an average of 50 to
60 a year. But this year we have taken in fewer
aircraft; the summer months from March
through to October were particularly quiet, reveals Gregory.
The dwindling number of aircraft available for
part out is something Gregory puts down to airlines extending leases on their fleet. Weve seen
very little movements coming into our facility because most of the aircraft that are out there, and
were due to be retired throughout the course of
this year, have had extended leases, he says.
Korn has also seen this trend. Weve found
over the past couple of years occasions where airlines come to us to buy aircraft at the end of
leases that we would have originally parted out.
But Korn remains pragmatic about what this will
mean for the future of the parting out sector.
The whole aircraft market is cyclical, but we
dont know when the cycles start and when they
end, he says.
One aircraft that is bucking the trend for extended leases, is the A340 which, with its four engines, is losing the fuel economy battle with more
efficienct aircraft. Gregory confirms: Weve seen
three A340s come in this year, and were looking
at a fourth. We are seeing more and more A340s
being pulled from operational service.
Engine values
Of course engines remain the most desirable
assets in the resale market and the most lucrative
for part-out firms. On smaller aircraft, engines
can sell for an average of $1.5m, while this can
quadruple on a twin-aisle aircraft with prices
reaching the $6m mark.
However, teardown specialists like many
MRO firms are facing greater competition
from OEMs, who are increasingly servicing engines through the product lifecycle, as part of
INDUSTRY FOCUS
cradle to the grave packages. Steve Williams says

this approach has impacted the remarketability
of engine components. Rolls-Royce has tied up
the aftermarket on the Trent and its resale value
is zero; the only thing you can do with a Trent is
use it as a fishing weight, he says. If I wanted to
sell any part of a Trent Id have to go to RollsRoyce as they control the whole value stream and
you are essentially captive to them. When youve
got a competitive MRO market place then a similar engine would add value because you can sell
the parts to shops that arent OEM aligned.
On the horizon
Looking ahead, Stephen Lim, president of
Texas-based Vision Technologies Aerospace, believes that the next 20 years will see the make up
of the commercial fleet, and resulting aircraft
part outs, continue to be dominated by the question of fuel consumption. Citing the example of
winglets for the 737, which can reduces an aircrafts fuel consumption by three per cent, Lim
says the emergence of new technologies that will
improve the fuel-efficiency of some aircraft will
result in more retirements and partouts of other
models. He says: Aircraft retirements will not see
older generation aircraft, such as the 727 or the
737, being parted out as there is no value in them.
But instead well be seeing a lot of A320s and
maybe 767s and A330s being parted out, he says.
Gregory feels that in view of the upcoming wave
of predicted aircraft retirement, there needs to be
Top: Engines remain the most lucrative asset of a teardown. Engines on smaller aircraft can sell for an
average of $1.5m while reaching up to $6m on twin-aisle aircraft.
Inset: An Ethiopian Airlines ATR42-320 after dismantling at Addis Ababa - Bole International airport
Credit: Raimund Stehmann
managed approach towards the influx of used parts.

There will obviously be planned retirements and
unexpected retirements, but it has to be managed.
If, for instance, you have a number of A320s coming
out on the part-out market at the same time, thats
going to devalue the parts already in in stock at the
parts companies and its also going to devalue the
stock youre removing from the aircraft.
At Apollo, which has acquired $1.1bn-worth of
used aircraft in the last 18 months alone, Korn is
confident that the used parts market will continue
to grow for a while yet. Some new players will flourish and some not, and similarly, some of the current
players will grow while others will dissipate, he feels.
I think the industry as a whole is becoming a lot
more efficient. With margins getting tighter, increasing competition for potential sources of stock
and the long shadow of the OEMs encroaching into
the market, part out firms will have to be.
INDUSTRY FOCUS
Technical training
changes gear
In the fast-evolving world of aviation, new technologies and materials offer a myriad of opportunities.
They also have a significant impact on training methodologies. Daniella Horwitz speaks to EASA and four
leading MROs about the changing pace of technical training.
odays new technologies have impinged

dramatically on the learning environment. Stephan Wiegelmann, vice-president of training services for France-based Sabena
Technics, agrees and offers another angle the
new generation of technicians have also forged a
new approach to technical training. Those born
in 1985 and later dont know life without mobile
phones and the internet. Todays young students
are not used to sitting down and concentrating
on theory for hours. They want to see results,
right here, right now, he says.
Consequently, todays technical training
needs to be far more task-orientated than
knowledge-based. According to Wiegelmann,
less time should be spent on theory and the
emphasis instead should be placed on procedural applications. What is the issue and how
can I solve it? The focus is on how to use the
manuals, the technical documents, to understand what is written there and how to apply
it, he explains.
Charles Rayner Hutchinson, vice-president
of quality and safety at AAR, which is headquartered just outside Chicago in the US
points out that the added complexity of new
materials and technologies incorporated into
todays f leets has increased the amount of
technical training required. Independent
MROs are required to train their staff on each
individual air carriers requirements, thus it is
possible for technicians to be required to take
multiple versions of 737 systems training.
Christof Spth, head of line maintenance and
training services at SR Technics (SRT), based
at Zurich Airport in Switzerland, says that in
the past, training was planned six to 12 months
in advance, as part of a companys operational
strategy. Training today needs to fit in with operational requirements, and is scheduled at far
shorter notice.
Step change
Keith Rose, general manager of quality and
learning at British Airways (BA) Engineering,
based at Heathrow Airport in the UK, says the
last three to four years have seen a step change in
the use of advanced technology. New aircraft
learning requires the use of virtual aircraft, giving
engineers the opportunity to train in a live, but
safe environment. British Airways Engineering
is leading the way with the introduction of virtual
learning on all of our new aircraft, claims Rose.
Our engineers work in buddy pairs and are
asked to find solutions to problems using the virtual aircraft and the associated maintenance
tools. These are the same tools they will use when
INDUSTRY FOCUS
they are faced with the aircraft for the first time.
Our instructors no longer stand at the front of
the classroom teaching. They sit at the back
watching and providing guidance and support.
Training not only has to cover changing technical aspects, but also regulatory ones. Sandro
Fabbrini, technical training section manager at
EASA, explains: Technical training requirements need to cover a multitude of subjects that
are, quite often, interwoven together and cannot
function alone. Think of how a cockpit has
evolved from analogue to digital, and how such
a change requires the technician to be competent
not only on complex electronic instruments, but
also on the regulations that govern their use,
manufacture and implementation. One example
of this is the electronic flight bag.
Fabbrini believes the digital era has taken
training to the next level, allowing for faster,
more accurate and more efficient delivery of
knowledge. The demanding and tight schedules
of aviation personnel can now be supported with
on demand my time, my pace formats based on
online courses and delivery through mobile devices. Such technologies provide the opportunity
for more engaging forms of training (eventbased, interactive and informal) where everybody can participate in the discussion, rather
than being a passive listener. Simulations, gaming and 3D environments are now providing
more possibilities. A complex aircraft part can
be disassembled in a virtual environment and
each one of its parts examined thoroughly for evidence of defects and/or malfunctions, not using
steel tools, but a computer mouse, says Fabbrini.
SRTs Spth observes that new technologies
enabling computer-based training and simulations streamline training and are adaptable to
individual needs. Aircraft simulations showcase scenarios in a safe environment, something not possible previously. Courses on
tablets, (which SRT started in in 2012) have
also allowed more varied teaching materials,
such as video and audio. BAs Rose says The
new simulated environments allow the engineers to gain confidence with the aircraft and
its systems much more quickly and effectively.
Having accomplished a task many times within
a simulated environment, the task is much less
daunting when carried out on a live aircraft for
the first time. However, he adds: One danger
of simulation is that there are no consequences
for failure. This means that instructors have to
ensure that the correct attitudes are developed
towards real aircraft.
Blended approach
Technical training is not completely geared
around digital technologies. Primarily because
most companies have found that students learn
differently and that a blend of instructor-led
Switzerland-based MRO SR Technics began offering training via tablet devices in 2012.
courses, advanced technologies and interactive

tasks, coupled with human factor training, yield
the best results. The new technologies we are
working with are amazing but the combination
of virtual and instructor led-learning is essential
says BAs Rose. The sharing of knowledge and
experiences within a classroom environment is
very important... The virtual world cannot completely replace the experience from working directly on the aircraft.
Another factor is that the current generation
of older practising technicians (in Europe) are,
on average, in their mid-forties. These digital
immigrants have to learn new technologies.
Wiegelmann expands: Bit by bit we are trying to
include new approaches that are normal for the
younger generation, and sometimes a bit strange
for the older ones. He also finds simple courses
based solely on e-learning boring and feels that
they carry the risk of a low retention rate.
Up to 80 per cent of aviation incidents can be
traced to a human action. That is why maintenance technicians undergo human factors (HF)
training, which focuses on the way human relate
to their environment and is designed to prevent
human error. BAs Rose observes that new aircraft are becoming much more reliable, but
much more complex, and that the interaction
between the aircraft and the engineer is vital to
continue to drive maintenance standards in the
right direction. Over the past year we have been
working with the industry and our flight operations colleagues to relaunch more focused behaviour-based programmes for our engineers. As
the new technologies give more efficient ways of
learning we are re-investing in human factors
and behaviours.
AARs Hutchinson thinks that leadership
training is also important. Many organisations
deploy HF training at the technician level and
leave out the leadership as they think it is a
waste of time, but this makes their programmes
less effective.
Some stakeholders have suggested that the
gap between basic training and aircraft specific
training is widening as new technologies come
online at a record pace. BAs Rose feels the gap is
manageable but this will need to change very
soon to keep up with changing technologies.
Basic hand skills and aircraft knowledge are still
important requirements, but the new aircraft
technologies bring in additional challenges. We
are adding in new skills requirements especially
around new materials and the management of
complex integrated software. These will need to
be reflected in the basic requirements by the
regulator soon.
AARs Hutchinson suggests that the situation
can be mitigated by reinventing the regulatory
standards for basic technician training so it keeps
pace with the industry. The industry Part 147
working group has some great ideas in front of the
INDUSTRY FOCUS
AAR partners with local schools and colleges to promote awareness of career opportunities in aerospace and attract the next generation of engineers.
Simulated environments allow the engineers to gain

confidence with aircraft and systems much more quickly
but one danger is that there are no consequences for failure.
Christof Spth, head of line maintenance and training services at SR Technics
FAA, he comments. Wiegelmann meanwhile
thinks the syllabus needs to be changed: What
we need today is far more composite training. The
A350 is primarily a composite aircraft. How do you
work with composites? If you look at what they
learn today, there is some of that, but not enough.
The advent of new aircraft technologies and
maintenance software can require significant investment from MROs. New type training (on
new platforms) will require investment in simulation technologies by training providers, which
will lead, eventually, to higher costs for training.
However, new tools and ways of using content
may compensate for this development. says
SRTs Spth.
EASAs Fabbrini feels that technology has actually made training less expensive. Today it is
possible to train anyone, wherever, anytime and
using all possible formats. Once set up, the training structure can be easily kept abreast with a relatively light use of resources. In addition, the ratio
of the number of people attending courses has
sky-rocketed due to the massive use of these new
technologies. As a consequence, and also due to
the enhanced re-usability of training material, the
overall cost of high quality training has definitely

been driven down.
Skills shortage
An area of growing concern is the potential
shortage of qualified maintenance technicians.
Wiegelmann says that in Europe at the moment
there are sufficient technicians to meet demand.
Because of the age pyramid (with one-third of
technicians older than 50) a crisis is looming. He
anticipates that it will happen sometime in the
2020s. EASAs Fabbrini agrees: The ghost of a
shortage of technical skills is still lurking over us.
That is why many countries are now joining
forces to overcome this serious problem. This is
done with programmes and promotional activities at all levels. The academic world, industry
and the regulators are looking at the problem
and trying to implement measures to ensure the
supply of specialised and skilled workers in the
aviation field will be robust enough to meet the
requirement of the market.
In the US, there is also a shortage of technicians. One of biggest challenges for AARs MRO
business is the limited availability of experienced
individuals to meet demand... There is an even

larger shortage of aircraft maintenance leadership, comments Hutchinson.
A significant barrier to increasing the amount
of technicians is the time taken to qualify.
Wiegelmann explains: To ensure better safety
legislation is getting stricter. That in itself is a
good thing... But today we are setting up barriers
for young people that are far too high. The job of
maintenance technician is no longer sexy to
young men and women. It takes five to eight
years [to qualify]. Maybe that is not a smart approach... I am concerned that we are really going
to have a shortage of technicians because nobody
wants to come into our industry.
AARs Hutchinson stresses that companies
cannot ignore the need to get young people interested in aviation in the first place. He says that
given the current low supply of aircraft maintenance technicians, one of AARs key initiatives is
to create a new talent pipeline by partnering with
local technical schools, universities and even
grammar and high schools to promote STEM
subjects science, technology, engineering and
maths and awareness of career opportunities
in the aerospace industry.
MROs should invest in high-quality training
to ensure a safe and efficient operation. And as
AARs Hutchinson wryly declares, it is very expensive to do things twice to get them right. If you
cant get them right, you wont have customers. If
it costs too much to get them right, you wont stay
INDUSTRY FOCUS
in business. Getting things right is an expectation

in our business to assure flight safety.
But companies cannot do it alone. They need
the support of industry, educators and regulators.
It is helpful when facilities are located in an aerospace cluster like AAR in Rockford, Illinois where
multiple companies and the local and state government can help share the costs of creating new
and/or improved technical training programmes.
One of the reasons we chose to build a new facility in Rockford was the promise to establish an
aircraft maintenance technician training programme at nearby Rock Valley Community College. In this way, everyone wins as jobs are created
and AAR can hire locally, says Hutchinson.
Continuous learning
EASAs Fabbrini believes that a culture of continuous learning is essential. Continuing education is the way forward and there is no alternative
the concept of being qualified once for a lifetime does not exist anymore.
Training therefore should be looked at as a
core activity in any organisation. This new approach will require structured organisation and
planning to overcome potential challenges. According to Fabbrini, the reality is that there is no
such thing as permanent competence or a fully
developed skill set in either individuals or organisations. In addition, the need for competencybased training has been widely recognised and
advocated. In the future, competency-based
learning will:
G become more accepted;
G focus more on differences between exemplary
and fully successful performers;
Sabena Technics vice-president of training, Stephan Weigelmann, says that emphasis in training should be
placed on procedural applications.
components of HR management and

performance;
G require more thinking about ways to link an
organisations strategic objectives to individual competencies;
G require new thinking about evaluation; and
G focus as much on technical competencies as
on general competencies.
G be facilitated by technology;
G require learners to take more responsibility
for their learning;

G require more comprehensive thinking about
how to build competencies;
G highlight ethics and values;
G be increasingly integrated with all other
Fabbrini concludes: Credibility is now based

on adopting the qualities of a high performance
learner rather than an expert. The learning leader
must understand that the biggest risk an organisation can take is to cease to learn, hence investment in training is a must.
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image: Mitsubishi Aircraft Corp
The MRJ the

young pretender
I
n 1940 the Zero fighter burst into World War

II, shocking Allied air forces with its manoeuvrability, range and rate-of-climb. In October
2014 another new aircraft rolled through Mitsubishis factory gates at Nagoya, this time carrying Japans hopes of challenging Western
dominance in the civil rather than military aircraft market.
Globally, no aircraft manufacturer has successfully broken into the commercial aircraft
business since Embraer in the 1980s. Sukhoi of
Russia and Comac of China have both produced
regional jets in recent years, but neither has sold
well outside local markets, while Japans last
commercial effort, the 1960s-built YS-11, flopped.
Nonetheless, analysts inside and outside
Japan are far more optimistic about the forthcoming Mitsubishi Regional Jet (MRJ), a 70-90seat aircraft set for its first flight in Q2 2015. That
confidence is down to the advanced technologies
on the aircraft and a big shake-up of its target
market in recent years.
Enfeebled competition
When Mitsubishi launched the MRJ
programme in 2008 its business case was
While there is little threat to the Boeing-Airbus duopoly in large

commercial airliner production, big changes are afoot in the regional
jet market. Five manufacturers currently offer new 70-100 seat
aircraft, but the market will probably only accommodate two
successful programmes over the next 20 years. Alex Derber
examines the prospects of the Mitsubishi Regional Jet.
questionable. The incumbent manufacturers
Embraer and Bombardier dominated the
regional jet market with an installed base of
thousands of airframes, flight tests were already
underway for the rival Sukhoi Superjet and
closer to home China was pouring considerable
resources into its ARJ21 programme.
Yet just six years later the competitive landscape has altered beyond recognition. Sales for
the Bombardier CRJ700 and CRJ900 have dried
up, Russias precarious international standing has
torpedoed the Superjets sales prospects in the
West and the ARJ21 appears to have little future
outside China. Only Embraer remains strong with
its E-Jet line and forthcoming E2 updates.
Thus Mitsubishi is betting it can capture half
of a market it estimates at 5,000 new regional jets
over the next 20 years, and effectively replace

Bombardier as the second supplier in the sub-100seat segment. There is high competition among
manufacturers but there might be a possibility
that Mitsubishi and Embraer can create a duopoly
in the market, says Akinori Kojima, president of
Mitsubishi Aircraft Corporation Europe.
But although many think that Bombardier is
slowly exiting the mid-size regional jet market as
it reorients itself towards larger aircraft such as
the CSeries, opinions about the potential for the
regional jet market vary wildly.
Embraer expects 2,300 new 70-90-seat jets to
be delivered in the next 20 years, alongside 4,000
90-130 seaters. Bombardier, meanwhile, notes
that average capacity of US regional aircraft has
doubled in the past 14 years, and forecasts 5,600
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Mitsubishi predicts that 5,000 new regional jets will be delivered over the next 20 years and it aims for the MRJ to capture half that market.
MRJ vital stats

The MRJ series will cover 76-100 seat market with three models: MRJ70, MRJ90 and MRJ100X.
The three aircraft will benefit from a high degree of commonality including: the same pilot
type rating, engine, maintenance programme and spare parts.
The MRJ will be powered by Pratt & Whitneys PW1200G geared turbofan, which will produce
13,000lb to 17,000lb of thrust.
Mitsubishi claims the MRJ90 offers a 20 per cent annual cost saving on fuel over the 100seat E190 and a 10 per cent saving over the 84-seat E175.
According to Mitsubishi the MRJ90 noise footprint is 40 per cent smaller than the E190.
The MRJ airframe includes composite epennage.
new 60-99-seat aircraft through to 2033. That is
close to Mitsubishis own high estimate,
although the Japan Aircraft Development
Corporation predicts a more plausible 3,400
orders in the 60-99-seat bracket. Boeings
calculations are the most conservative and only
see demand for 2,500 new regional jets in the
next 20 years almost all for replacement
rather than fleet growth.
All in all, those estimates leave little scope
for Mitsubishi to win the 2,000-plus sales it is
eyeing for the MRJ, but a target of nearer 1,000
orders still a massive achievement could
be feasible.
The rivals
There are already more than 1,000 E-Jets and
almost 700 CRJ700/900/1000 aircraft in service,
a vast installed based that offers new customers
extensive financing options and deep third-party
and manufacturer support networks. With none
of that to offer, the MRJs main draw is its Pratt &
Whitney geared turbofan engines. No flight test

data is available and no customer support system
has been physically established, but we can submit superior economics such as lower fuel burn
and lower emissions, says Kojima.
Mitsubishi claims that the MRJ90 costs 20
per cent less per trip and has a 40 per cent
smaller noise footprint than a 100-seat E190, but
any such advantages will be eroded by the forthcoming E2 line. Embraer is set to deliver the first
re-engined and re-winged E190-E2 in 2018, the
first E195-E2 in 2019 and the first E175-E2 in
2020. That leaves the MRJ with a years grace to
sell itself after entering service with All Nippon
Airways in 2017.
This is going to be a really interesting battle, says Richard Aboulafia, vice-president of
analysis at the Teal Group. Embraer is the incumbent market leader, it has the best installed fleet, the best sustainment capabilities
and the best finance capabilities. Are the new
technologies on the MRJ enough to challenge
the E2? Probably not, but at least it can take

second place.
With the ARJ21 and Superjet selling poorly
outside their home markets, Mitsubishis main
competitors are expected to be Bombardiers CRJ
and Embraers E-Jet lines. This puts the 78-seat
MRJ70 up against the E170 and CRJ700, while the
92-seat MRJ90 faces the E175, E190 and CRJ900.
A planned stretch of the MRJ to around 100
seats, meanwhile, would offer a rival to the
CRJ1000 and E190/195.
Realistically, most of the competition is expected to be around the 90-100-seat mark, as all
the manufacturers have struggled to market their
smaller models. The E170s order book is dwarfed
by those of the E175 and E195, Bombardier has a
tiny backlog of CRJ700s and Mitsubishi is yet to
sell a single MRJ70 despite still professing confidence in the aircraft.
We do not have any concern about the
MRJ70 since there is demand particularly in
North America and even in Europe as a replacement of 50-seat jet aircraft. At the same time, we
plan to introduce the MRJ100X with much higher
commonality with its family aircraft than competitor products, comments Kojima.
Current market sentiment, however, is threatening to consign the 70-seat jet to the fate of the
50-seat jets that were ditched by airlines in their
thousands once fuel prices spiked. Today, the
focus is not just on economics but the shifting
dynamics of the regional market, particularly in
the US where a relaxation of pilot scope clauses
and a greater emphasis on point-to-point service
have pushed the case for larger airframes.

While changes to the MRJs design mean its wing box is made from aluminium, the empennage remains a composite structure.
What we call the regional business really isnt

any more, says Aboulafia. Theres not a lot of
hub feeding going on with these bigger jets, and
that trend will continue because of fuel prices
and structural changes in the airline industry
such as fewer majors and less of an emphasis on
market share.
Advanced technology
After its launch in 2008 the MRJ programme
had its preliminary design review in 2009 and its
critical design review in 2010. Assembly of the
first aircraft began in 2013 and Flight Test Vehicle
1 rolled out in October 2014.
Yet between those dates development of the
MRJ stalled by more than three years as Mitsubishi struggled with airworthiness certification
procedures. There were also major design
changes in 2009 when designers decided to add
2.5 inches to the height of the fuselage, and to
fabricate the wing box from aluminium rather
than carbon fibre.
The fuselage adjustments mean that the
MRJs cabin is 5.3 inches taller and 1.2 inches
wider than the CRJs, and fractionally bigger in
both dimensions than the E190 (see diagram on
p25). The replacement of composites (which are
Embraer is the incumbent market leader, it has the best

installed fleet, the best sustainment capabilities and the best
finance capabilities. Are the new technologies on the MRJ
enough to challenge the E2? Probably not, but at least it can
take second place.
Richard Aboulafia, vice-president of analysis at the Teal Group
still used in the MRJs empennage) was ordered
to reduce manufacturing lead times for structural alterations and to optimise a common wing
design across the MRJ family. The E190, in contrast, has a different engine and wing to the E175.
Aboulafia agrees with that decision. Its become obvious to everyone in the industry that
composite aero structures dont scale downwards
they just dont pay their way outside larger
twin-aisle jets.
The real money spinner on the MRJ is expected to be its PW1200G powerplant, which is
still unproven but will receive prior operational
exposure to potential customers in its PW1100G
iteration on the A320neo, due to enter service in
late 2015. Other geared turbofan platforms include the CSeries and Embraers E2 line. Thrust
ratings for the PW1200G range from 13,000lb to

17,000lb, whereas the PW1900G for the E195-E2,
which can carry up to 132 passengers, will offer
up to 23,000lb.
I think the engine is the strong draw right
now. The real challenge is proving that you can
support and finance the product, says Aboulafia.
Of course, Mitsubishi is well placed to recommend financing options as Japanese banks covered about one-fifth of global aircraft debt
finance in 2013. Funding for spare engines should
be a breeze following Mitsubishi UFJ Lease & Finances buyout of Engine Lease Finance Corporation in November 2014.
Another challenge will be to ensure that Mitsubishi meets production schedules, an area in
which Sukhoi has conspicuously struggled. The

The MRJs PW1200G engines are its biggest draw, offering a 20 per cent fuel cost saving over the E190.
Russian airframer thought that it would be delivering 70 Superjets a year by 2014, but instead has
rolled out only 45 aircraft since the regional jets
entry into service in 2011.
Nonetheless, Mitsubishis industrial pedigree
and heritage exemplified by Mitsubishi Heavy
Industries and its automotive division should reassure investors that it can deliver on the production front. Manufacturing for the MRJ is centred on
three plants within the companys Nagoya complex:
Oye, which will produce parts and the empennage;
Tobishima, which is responsible for the wings and
fuselage; and Komaki South, where final assembly,
systems installation and some flight testing occurs.
MRJ orders
Firm orders
Options/purchase rights
All Nippon Airways
15
10
Trans State
50
50
SkyWest
100
100
Air Mandalay
Eastern Airlines
20
20
Japan Airlines
32 (LOI)
Total
223
184
Two aircraft are to be used for ground tests

and five for the MRJs f light programme.
While detailed f light characteristics and the
MRJs avionics are to be assessed in Japan
icing, noise, systems and interior evaluations
are to be performed in the US, where Mitsubishi has chosen Grant County International Airport at Moses Lake in Washington
State as its f light test centre.
But where are the orders?

Despite the MRJs obvious potential, its order
book is still light (see table left). The aircraft has
won 223 firm orders and 184 options compared with 280 Superjet, 655 CRJ700/900 and
1,326 E-Jet orders an acceptable total for a preoperational aircraft, but one that also hides a
worrying lack of customers. So far only All Nippon Airways, Trans States, Skywest, Air Mandalay and Eastern Air Lines have definitively
committed, and by November 2014 Mitsubishi
was yet to make any inroads into the leasing community or the European market.
When it enters service youll see the reliability numbers and that will play a role in giving
people confidence in Mitsubishis product support, but getting a lessor on board would help

The MRJ was publically unveiled on October 18 and should take its first flight in first half of 2015.
establish the financial credentials of the product

as an asset, comments Aboulafia.
Kojima, meanwhile, believes that Mitsubishi needs to sign up several more airline
operators to tempt the lessors. In his target
market, Europe, he identifies operators of old
Fokker and Avro/BAE146 equipment as the best
candidates for MRJ sales. The real breakthroughs of course, are needed in the US, which
is expected to account for more than half of all
regional jet sales in the next 20 years. At least
the groundwork has been laid: Utah-based SkyWest is already the MRJs biggest customer with
a firm order for 100 aircraft.
So important is it for Mitsubishi to establish a US foothold that the Trans States and
SkyWest deals may have been loss-leading. The
company should be able to firm up pricing for
subsequent orders, but the thorny question of
programme profitability is due to crop up for
years to come.
Although Mitsubishis name is on the fuselage, the MRJ is a national project similar to
that conceived for the ill-fated YS-11. The
Japanese government contributed about onethird of the MRJs research and development
budget, and Toyota, Mitsui and Sumitomo are
all significant shareholders in Mitsubishi Aircraft Corporation. Given the drastic fall off in
Japanese military aircraft output the government probably reasoned that keeping the
countrys capabilities as a prime aircraft manufacturer was a good idea, says Aboulafia, who
We do not have any concern about the MRJ70 since there is

demand particularly in North America and even in Europe as a
replacement of 50-seat jet aircraft.
Akinori Kojima, president of Mitsubishi Aircraft Corporation Europe

The MRJs cabin is 5.3 inches taller and 1.2 inches wider than the CRJs, and one inch taller and 0.5 inches
wider than the E190.
believes that a reasonable target for the MRJ

would be 500 orders.
It has been claimed that the MRJs principal
role is to showcase Japans aerospace capabilities
so that larger airframers, such as Boeing, keep
passing sub-assembly work onto the country, but
even if that was once the case, the collapse of CRJ
orders has created an opening for Mitsubishi Aircraft, which is reported to be targeting profitability on a fiscal-year basis by the early 2020s.
Aboulafia is less optimistic: In terms of programme profit the odds are against it ever being
profitable theres very little evidence that regional programmes ever are.
or companies in the MRO sector designing new repairs, retrofit programmes and
PMA parts, understanding the certification process is crucial. Without timely approval
from aviation authorities, projects aimed at expanding a companys product offering and involving a not insignificant expenditure in
research and development can be halted.
Those firms that continue with a project without
early consultation with the authorities, run the
risk of investing time and money in a process or
product that is later refused certification.
For the authorities themselves, each certification application requires significant resource in
terms of skilled staff and time. The challenge authorities like the FAAs Aircraft Certification
Service face is how to prioritise the hundreds of
applications they receive each year. On September 15, the FAA introduced a new more transparent prioritisation process with the aim of
streamlining the review of applications.
Historic approach
In 2005, the FAA introduced project sequencing in a bid to control and better manage
the resources of the Aircraft Certification Service.
The details of project sequencing were not published publically by the FAA, and were not widely
understood by the applicant community.
In speaking about the FAA in October 2013,
Aircraft Certification Service director Dorenda
Baker told a congressional aviation subcommittee: We implemented [project sequencing] because we needed to ensure that we metered in
certification work so [that] we could preserve resources to work on our main priority, which is
A change
of priorities
In September the FAAs Aircraft Certification Service introduced a
new method to prioritise certification requests. Matthew Calnek
outlines the new process and what it means for those applying for
approval for repairs, retrofits and PMA parts.
safety and the continued operational safety of the
aircraft that are in the fleet.
Project sequencing entailed Aircraft Certification Offices (ACOs) performing an initial assessment of all new certification applications
that were expected to require more than 40 hours
of FAA review time. Each application was placed
into a sequencing queue while the ACO assessed
whether the project could be started, or whether
it would need to be delayed because of FAA resource shortages. This initial assessment took the
ACO approximately three months to complete,
and if it was determined that FAA resources were
not available, the applicant was told that their
project could not begin and would be evaluated
again in three months.
While created with the best of intentions, by
2012 the project sequencing system was deemed
to be in need of change. Section 312 of the FAA

Modernisation and Reform Act 2012 contained a
congressional directive instructing the administrator of the FAA to assess its certification
process, devise recommendations for improvement and begin implementation of the recommendations no later than February 14, 2013.
In response, FAA administrator Michael
Huerta tasked the Aviation Certification Process
Review and Reform Aviation Rulemaking Committee (ACPRR ARC) to assess the FAAs certification and approval process, and to make
recommendations to re-engineer the process.
The ACPRR ARC published its report on May 22,
2012 detailing six primary recommendations relating to streamlining the product certification
process and improving the efficiency and effectiveness of the Aircraft Certification Service.
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The changes to the prioritisation of certification application should benefit companies designing new repairs, retrofit programmes and PMA parts.
The ACPRR ARC report warned that delays to

the start of a new certification project by the FAA
added to business uncertainty that was particularly harmful to small companies. As it can be
commercially prohibitive for many small businesses to suspend an entire project while waiting
for the FAA to decide if and when it can support
their project, applicants often proceeded with
their project development work without the opportunity for early communication with the FAA.
This scenario contradicted a key working
principle emphasised in the FAA and industry
guide to product certification (Certification
Process Improvement Guide CPI), namely
the importance of the applicant and the FAA having constructive discussions early on in the certification process to identify and resolve
potential issues with the application.
One of the biggest problems with project sequencing was that [the FAA] was not engaging
with the applicant during the early phases of a new
project; and consequently the applicant would
keep working on their project without [our involvement], said Ross Landes, manager of the Seattle
ACO, during a briefing for industry members on
the new prioritisation process on October 24.
The FAA acted on the ACPRR ARC report by
creating the Section 312 Implementation
Plan that identified 14 initiatives in response to
the committees recommendations. One of those
initiatives focused on improving project sequencing, which sought to address the findings
of the ACPRR ARC and the concerns raised by industry with regard the process.
This initiative ultimately led to the replacement

of project sequencing with a reworked process
named project prioritisation which was introduced nationally on September 15, 2014. The FAAs
publication of this process has also created greater
transparency into how the regulator assesses and
processes an applicants certification project.
The inner workings of project

prioritisation
Like project sequencing, project prioritisation governs the application of FAA resources to
certification projects, including type certifications, amended type certifications, supplemental type certifications, amended supplemental
type certifications and test and computation
PMA applications.
According to this new process, once an applicant initiates a certification project with an ACO,
the project will be assigned a priority classification from one to four (priority one being the
highest priority). The assignment of a priority is
based primarily on a calculated numerical value
called the safety index (SI). The SI is a qualitative
measure that considers a projects impact on
safety, impact on passengers and the number of
aircraft that it will affect.
In addition to the SI, a secondary measure
called the ASDF rating (applicant showing or
designee finding) is also calculated. The ASDF
rating provides a measure of the level of FAA involvement that is required to complete the review of the project. Using both the SI and the
ASDF rating, the projects priority classification
is assigned by using a table provided in the project prioritisation documentation (see a copy of
the table on p.29).
After assessing the projects priority classification, the ACO identifies a list of discrete tasks
that it must perform as part of its review of the
applicants compliance data. The FAA defines a
task as the review of a particular item with the
purpose of finding compliance with the airworthiness regulations. For example, a task could be
the review of an analysis report, the review of a
test plan or the review of a test report.
Once the ACO identifies the list of necessary
project tasks, a maximum processing time is assigned to the completion of each task. The processing time is set at a duration called the ACOs
normal office flow time (OFT), an amount of
time determined by each ACO. Under the project
prioritisation process, all tasks are assigned a
processing time equal to the standard OFT except when there are insufficient resources available to complete a necessary task. This could
happen, for example, when there is a resource
shortage in a particular engineering specialism.
The priority classification of a project only
comes into play when a resource shortage arises.
When this occurs, response time extensions
are added to the OFTs. A response time extension is the maximum amount of time that a task
can be extended by based on the projects priority classification, and these extensions are
only applied to the specifics tasks suffering from
the resource shortage. Extensions are measured
in calendar days, and are applied to projects as
The certification applications for new aircraft, such as the A350, takes many years and requires significant resource, which is one of the reasons why the FAA is
being more transparent about how it prioritises applications.
Insights from the Seattle ACO

During the October 24 briefing, Landes said
that the Seattle ACO had fully implemented the
One of the biggest problems of the previous system was that

the FAA was not engaging with the applicant during the early
phases of a new project; and consequently the applicant
would keep working on the project without our involvement.
Ross Landes, manager of the FAAs Seattle Air Certification Office
project prioritisation process and that its office
no longer had any certification projects on a sequencing hold. Landes also revealed that the
Seattles OFT is 20 working days for each task; the
normal OFT is reduced to 15 working days for
each task that is supported with a designated engineering representative recommend to approve form (form 8110-3); and the normal OFT
for the review of Instructions for Continued Airworthiness is 30 days.
In general, industry participants at the briefing expressed a positive response to the launch
of project prioritisation and the resulting elimination of delays that hindered early discussions
between applicants and the FAA. However, some
expressed a concern that by using the new classification method, many small business projects
would be classified as either priority three or priority four, leading to potentially long wait times
if response time extensions needed to be applied.
In response, Landes said that staffing levels
at the Seattle ACO were at the right level to maintain task processing times at the normal OFT for
the vast majority of cases. He anticipated this will
continue to be the case and that the application
of response time extensions will be the exception and not the rule.
If successful gains are to be achieved in certification efficiency and effectiveness, they will be
achieved by applicants and the FAA continuing
to strive for excellence. The new prioritisation
process will not be a substitute for the talent and
effective project management provided by the individuals who engage in this work.
Project prioritisation
Priority
Safety index (SI)
follows: 0 days for priority one; 30 days for priority two; 60 days for priority three; and 90 days
for priority four. The resulting modified processing time becomes the new maximum task
response time for the application.
Under the new prioritisation process, projects
are no longer placed in a sequencing queue while
the ACO performs its initial assessment and projects are no longer placed on an indefinite hold if
FAA resources are not available. Instead, the FAAs
review of certification projects (at the project management level) are started immediately, thereby
permitting early discussions between the applicant
and the FAA. Furthermore, FAA resource shortage
in a particular functional skill set only impacts the
specific task that requires those resources.
Noticeably absent from project prioritisation is an exception for projects that require a
relatively small amount of certification review
time from the ACO. In project sequencing,
there was a 40-hour threshold, below which a
project would not be subjected to the sequencing process. While the ACPRR ARC report suggested increasing this threshold to 80
or even 100 hours, project prioritisation eliminated it completely.
The idea underpinning the establishment of
a time threshold is simple: when the required review time is below the threshold, the costs of administering the project prioritisation process can
outweigh the efficiency benefits it seeks to create. Many technical standard orders (TSOs) and
test and computation PMAs, for example, require
a relatively small amount of ACO review time.
Project prioritisation excludes TSOs from its
purview for this reason, but no such exception
exists for test and computation PMAs.
>350
120 to
350
50 to
119
0 to 49
Low
Med
High
Applicant showing or
designee finding (ASDF)
The dynamic nature of certification projects
means that no process can be categorically prescriptive in its approach; and project prioritisation does not attempt to do so. Instead, the
process contributes most by creating a transparent framework to help guide the working relationship between applicants and the FAA. By
setting performance goals and generating performance measurement data, project prioritisation creates the opportunity for this information
to be used as a feedback mechanism to help drive
continuous process improvement.
Matthew Calnek is the director of AECO
Technologies; a Seattle area company that
develops, certifies and manufactures commercial
aircraft parts and assemblies.
mcalnek@aecotechnologies.com
n aircraft fuel tank might seem an unlikely workplace. But critical inspection
and other MRO tasks such as leak repair, replacing sensors or fixing wiring problems
require engineers to work inside tanks in highly
cramped and potentially toxic environments.
Its very physically demanding and its hot,
explains Larry Remin, formerly of Air Canada and
now a technical instructor at Canadian-based
training specialist FlightPath International.
When youre going in, youre in most cases entering from the bottom of the wing via an oval
hatch not much bigger than a laptop, through
which a lot of people cant even get their ribcage.
The tank itself is not very high, and as you move
out on the wing, it gets smaller and smaller.
Once inside, even the largest tanks barely
have room to sit upright, and technicians will
often have to turn themselves around to lie
prone. In some cases, it will only be possible to
get the upper part of the body into the space.
There are ribs, holes and other things you have
to crawl around; its not a flat surface, adds
Remin. And there are also sharp edges and angles, and brackets and wiring that youve got to
move over without damaging them or yourself.
But space constraints are just part of the challenge. The key threat with fuel tank work is the
potentially hazardous atmosphere. John Parsons,
managing director at UK-based Endeavour12,
which manufactures fuel tank entry systems and
has developed a training course on tank safety,
says the issues are twofold. First there are the circumstances when you first approach a tank, particularly as you remove the tank panel, where the
atmosphere is IDLH [immediately dangerous to
The hazards
lying within
Aviation fuel is a precious commodity and a toxic chemical, so
ensuring that aircraft fuel tanks are properly maintained is a crucial
but potentially dangerous activity. Lucie Ponting investigates how
MRO engineers tackle explosive vapours, cramped working
conditions and unbreathable air.
life or health]. In these spaces there are high concentrations of toxic fuel vapours and possibly low
oxygen levels, especially if nitrogen systems are
fitted. Fuel vapours are also explosive in the right
combinations or concentrations.
Then, once the panel is off and the space has
been properly ventilated, youre into an environment where the risks are to longer term health,
he explains. You may have disposed of the majority of fuel vapours and got the oxygen concentration to acceptable levels, but youre still going
to have background toxicities that workers need
protecting from.
Duty to care
Alongside the moral and cost incentives to
minimise risks to staff, all organisations must
comply with local occupational safety and health

(OSH) legislation. In the UK, for example, work
in aircraft fuel tanks comes under the Confined
Spaces Regulations 1997, which lay down requirements on safe systems of work for entering,
working in and leaving such spaces, as well as
emergency arrangements. Similarly, in the US,
the Occupational Safety and Health Administration (OSHA) has guidelines under its rule 29 CFR
Part 1910.146, which covers permit-required confined spaces.
Approaches to regulating work in confined
spaces vary from one jurisdiction to another, and
in some cases there may be no specific legislation. But more widely, most countries have laws
requiring employers to protect their workforce
and others from harm. In the absence of defined
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Properly ventilating fuel tanks is essential before work can be carried out. Lufthansa Technik has a minimum of 24 hours ventilation before first entry.
Ten steps to risk reduction

I
Identify the hazards, assess the risks and draw up detailed procedures and policies
governing fuel tank entry.
Make sure procedures comply with all local occupational safety and health
requirements, such as those governing confined space working, and aim for
industry best practice.
Only select staff who are physically and mentally suited to confined space working
carry out medical checks and use training and simulations to identify any
unforeseen problems.
Provide personal protective equipment, including respiratory equipment, tailored to

the confined environment and the individual carrying out the work.
Ensure all personnel involved in fuel tank entry receive specialist training, including
refresher training, and understand all the risks and hazards, as well as the
procedures they must follow encourage a positive safety culture whereby staff
can raise concerns.
Monitor and record atmospheric conditions continuously from the start of tank
ventilation to the point of entry and throughout work inside.
Ensure communication lines between colleagues inside and outside the tank are
clear and effective, and that there are adequate numbers of trained personnel
available during all tank entries.
Establish and test tank rescue and emergency procedures, involving local
emergency services where necessary.
Maintain, test and calibrate all equipment in line with manufacturers instructions
keep records of tests and inspections.
Regularly review procedures and policies, particularly in light of any incidents or

new evidence of health and safety risks.
international standards, companies must develop their own procedures that adhere to local
and national OSH requirements and take into account latest health risk data, changes in technologies and industry best practice.
Remin, who has worked in fuel tank safety
since the 1970s, has witnessed a significant shift
in attitudes over the years. Up until about 1980,
there was no training and no real concern about
health and safety, he says. You just went in and
did the job, sometimes lying down in and saturating yourself in jet fuels, and then wondering
why you werent feeling well. This only changed
in the 1980s and 1990s when it became obvious
people were getting sick.
Rules of entry
In aircraft base maintenance, we mostly perform inspections or work on leakages during intermediate layover and D-checks, says Stephan
Liebenow, who works on quality, safety and training within Lufthansa Techniks aircraft base
maintenance operations. Key tasks are inspecting aircraft structure, sealant, components and
electrical bonding. During aircraft modifications, engineers may also have to install additional fuel cells.
As well as specifically nominating and training
staff to do tank work, Lufthansa has dedicated
processes within its maintenance organisation exposition, together with further details on job cards.
As were mostly working in base maintenance, we
For activities where respirators are necessary it is crucial that engineers find one that suits them and the tank they are working in.
have enough time to properly ventilate the fuel

tank, explains Liebenow. So we have a minimum
of 24 hours ventilation until first entry. If access is
needed before, we have to use oxygen masks and
additional ventilation.
Although fuel tank size varies (with the wing
centre tanks in widebody aircraft the largest) all
have limited volume and present broadly similar
hazards. To decide if a tank is suitable to work in,
the atmospheric conditions need to be checked
and continuously monitored for oxygen concentration, and flammable and toxic vapour concentration. OSHA defines a hazardous atmosphere
as one with flammable gas, vapour or mist in excess of 10 per cent of its lower explosive limit
(LEL), oxygen concentration below 19.5 per cent
or above 23.5 per cent, or where concentrations of
toxic vapours exceed established exposure limits.
Jet fuel is a relatively stable fuel and does not
ignite easily much like diesel. When you first
open a tank, the main issue is high toxicity due
to the concentration of jet fuel vapours, stresses
Remin. There is no real fire hazard at that initial
point, but when you start ventilating and getting
the air mixture in to try to bring the vapours
down to a safe level, thats when you start moving
into the LEL and have fire potential. As ventilating continues, you go through the LEL of jet fuel
and into fairly low levels of concentration. But
the toxicity is still there, says Remin, whether
its 17 or 30 or 50 parts per million, we need to
think about our health.
One of the biggest fallacies in the industry is that people

think their LEL meter will do everything for them and it
won't. When it came to toxicity we needed
photo-ionisation detectors.
Larry Remin, technical instructor at FlightPath International
Placement of ventilation is crucial. You can
vent one area of the tank and have a stagnant area
somewhere else because the tank is in compartments, notes Remin. A push-pull approach can
reduce the risk of pocket contamination by creating cross flow ventilation. This method, which
pulls vapours out of the tank and draws in surrounding air, involves two openings a push
access hole into which fresh air is pumped and,
as far away as possible, a pull hole drawing air
out and exhausting it outside the building to
avoid contamination.
You have to keep ventilating all the time
youre in there, Remin adds, because anything you do if you take in a light or other
equipment plus your body temperature, can
warm the surrounding area, which will start
gassing off any fuel trapped under a rivet or in
a joint or sealant.
Safe levels
Accurate monitoring is essential. Monitoring
should start with immediate readings on opening
the fuel tank panel and continue until these are
down well below the LEL and, ultimately, below

the toxicity level based on whatever the individual organisation or regulatory agency have established as a safe level. As long as the mechanic
is in the tank, monitoring must continue to ensure
the levels remain within acceptable parameters.
Recommended short- and long-term occupational exposure limits and standards for jet
fuel vapour have gradually reduced as data on
the health risks has improved. The American
Conference of Governmental Industrial Hygienists, for example, currently recommends
an eight-hour threshold limit of 200 mg/m3 for
kerosene products.
One of the biggest fallacies in the industry,
says Remin, is that people think their LEL meter
will do everything for them and it wont. Because jet fuel is a complex hydrocarbon, he explains, most LEL sensors will not read it
accurately, making more specialised monitoring
techniques necessary. We found the LEL meter
gave an indication of an immediate explosive
level because of some of the simple hydrocarbons
found in jet fuel, but when it came to toxicity we
Lufthansa Technik mechanics wear antistatic overalls and use tools made of beryllium to reduce the risk of sparks.
needed photo-ionisation detectors, which use a

strong light to break down the hydrocarbon and
measure concentrations.
Increased use of nitrogen purging systems to
remove oxygen in fuel tanks has added another
safety concern. Nitrogen purging involves pumping the gas into centre belly tanks which are
not always used and so can contain small
amounts of stagnant fuel to reduce the explosion risk while the aircraft is in flight.
This effectively makes the tank totally uninhabitable for people, says Remin. So now, when
a mechanic opens that centre tank, theyve not
only got to worry about the toxicity and explosive
levels, but also whether the tank has been purged
with nitrogen. Liebenow identifies this practice
as a key issue for the future. Technically, he says,
well be facing more and more nitrogen systems
in fuel tanks, which will need us to measure nitrogen concentration as well.
Right person
The unique physical and psychological challenges involved in tank work make choosing and
training the right technicians critical. At
Lufthansa Technik staff are trained in tank entry
and rescue procedures, and mechanics also have
to undergo a medical check to assess whether
they are fit to enter. The person you choose needs
to be fit, healthy and reasonably agile, explains
Endeavour12s Parsons. And they cant be too big
because they have to fit in the small space.
He adds that a lot of people do not even realise they are claustrophobic until they are put in
a confined space. Remin echoes this, recommending that training should include technicians entering a simulator with a closed lid.
Weve had people react badly and had to open
the lid, take them out and say: This is not a candidate for fuel tank entry.
Prospective fuel tank workers should also
have a full health examination, including respiratory tests. If someone has asthma or other underlying respiratory issues, then that could
contribute to the hazard, explains Remin. Mechanics also need to try on and test different sizes
and shapes of respirator to find one that fits
them. In the simulator, you can again lose some
candidates because they arent able to work with
a full mask, he says.
There are no hard and fast rules for how long
someone can work in a tank; some jobs can take
hours to complete or even run beyond one shift.
Ideally, entrants should take a few minutes break
every 15 to 30 minutes to come out and get some
air and move muscles, suggests Remin. He acknowledges, however, that if it has taken half hour
for someone to get to a particular point with a task,
they are not, in reality, going to come out. Where
this happens, he recommends imposing a mandatory 2030 minute break when they do come out
(in addition to normal rest/food breaks).
Right equipment
Traditionally, we had something called wet
tank/dry tank, explains Parsons. This specified
that if fuel vapour levels were above a certain
level (a wet tank), you needed to wear
breathing apparatus. But if vapour levels were

below that level [a dry tank], then you didnt
need to. Now the tendency is to say that any job
in a fuel tank requires breathing apparatus
because this will protect staff all the way through
the process. Airlines are increasingly adopting
that approach in their policies, he says, and
thats also the basis of our teaching.
Because of the space constraints, most respiratory systems are air-line-based. All equipment
used in tank entry from personal protective
equipment (PPE) and gas detection systems to
tools, lighting and communication devices
must meet national and international standards
and be suitable for the confined space environment. It also needs to be maintained, serviced
and inspected by a competent person in accordance with the manufacturers instructions, emphasises Parsons.
At Lufhansa Technik, mechanics wear antistatic overalls and use tools made out of beryllium to reduce the risks of sparks, explains
Liebenow. To aid communication, workers inside
the tank will have a special headset suitable for
use in the environment or simply a rope to stay
in touch. Remin says certain equipment should
not be allowed in tanks, for example incandescent bulbs, cell phones, cameras and any electrical equipment not rated for a hazardous
environment. You also shouldnt take in a torch
unless its explosion-proof rated, he adds.
He recommends setting up a dedicated cart,
containing all the necessary equipment for an
entry, which can then be wheeled out to the work
Engineers undertaking fuel tank training should undergo training to ensure they can cope with confined spaces, as well as medical checks.
area. To track how procedures are being implemented and followed, he also suggests establishing a checklist that includes information on
atmospheric readings throughout the operation,
the tools and PPE used, as well as any incidents.
Rescue and recovery

Evacuation, rescue and recovery must be core
elements of fuel tank entry training, says Parsons. We use a simulator where we have participants rescue each other. Its the only way they can
understand how hard and hazardous that can be.
The cramped conditions and associated difficulties in getting to entrants in distress mean all
tank workers need to understand the principles
of self-rescue. If youre going in, you have to be
prepared to rescue yourself, emphasises Remin.
If youre not feeling well or psychologically ready,
dont go in. While managers may not be happy
with this, if someone is having a bad day and collapses inside, the chances of getting them out before it becomes a serious medical issue are slim.
There should also be procedures whereby the
standby attendant who is always at the scene
monitoring conditions and communicating with
the person inside orders an evacuation if they
identify symptoms of oxygen deficiency or overexposure to toxic chemicals, or where monitor alarms
go off. If self-evacuation is impossible, the attendant
should have a dedicated rescue team they can call.
At Lufthansa Technik, whenever anyone is
working inside a tank, a second colleague is
We'll be facing more and more nitrogen systems in fuel tanks,

which will need us to measure nitrogen concentration as well
as fuel vapour levels.
Stephan Liebenow, manager quality and training at Lufthansa Technik
standing outside at all times and in permanent

contact. A trained rescue team is also available
within seconds. In fuel tanks that do not allow
access to an unconscious mechanic, so-called
category four fuel tanks, we have special rescue
procedures in place, explains Liebenow. Trained
emergency personnel open the wing with a special
circular saw, cut out a piece approximately 15x15
inches and lift the person out of the fuel tank, he
says. There is a special mock-up for training, but so
far there has never been need for a real rescue.
Industry standard
Liebenow believes a strong safety culture is
crucial to tank entry because where there is a
high risk but low probability of an accident, it is
not easy to invest in preventive procedures and
tools. Having a proper safety culture in place
makes this discussion a lot easier.
Remin reinforces this, urging organisations to
instil an atmosphere where employees know
safety is taken seriously. If some people think
these procedures and processes are overkill, they
will only do so until they realise they save lives.

He adds, however, that in reality there will always be individuals and organisations that will
break every rule in the book, going in without the
proper equipment, monitoring or ventilation.
Most companies are now more responsible
than they used to be and individuals are more
aware of their own health, says Parsons. But engineers and other personnel are also under constant pressure to contain costs and turn work
around quickly. If you look at a companys procedures, it might say there needs to be guy in the
tank, a guy looking after him, a guy running the
air system rig, and two guys available for emergencies. If youve not got five tank entry-trained people on the crew, you cant do an entry. So there are
massive pressures on personnel and time there.
As yet, there is no international industry
standard for fuel tank entry or training, something Parsons believes could really produce a
step-change in the sector. How exactly we do
that in practice, however, is a whole other
issue, he says.
Landing safely
It is imperative that landing gear units are able to stand the test of time and the fight against harsh
environmental factors. Behind the success and strength of such structures are specialist MRO
workforces and large investments. Hannah Davies reports.
anding gears have one of the toughest

jobs out there, burdened with the task
of safely landing an aircraft and having
to support it in every condition imaginable
from the icy runways of Northern Russia to
the sandy and salty landing strips in the
Caribbean. If being subject to corrosion-inducing conditions wasnt tough enough, landing gear also has to withstand a variety of
ferocious forces when coming to land numerous times each day.
The maintenance of such parts is, therefore, a
massive source of business for the MRO industry
and an area that is stiff with competition. The
market is split into three segments: regional, narrowbody and widebody aircraft, with major players including Messier Bugatti Dowty, Lufthansa
Technik (LHT) and its landing gear subsidiary
Hawker Pacific Aerospace (HPA), AAR, Delta
TechOps and Revima.
Due to the components of the landing gear
needing to be immensely tough and highly corrosion resistant, MRO providers must possess
certain skills to enable them to carry out the
variety of tasks associated with landing gear

maintenance, some of which are not common
practices in other areas.
And, as landing gear is so highly relied
upon, it is no great surprise that there is an intense pressure on MRO providers to meet tight
turnaround times (TATs) and provide a high
quality service.
A typical overhaul process will see any defects repaired, which in some cases will include
the restoration of chrome and nickel. This
means high-strength steel component will visit
the plating shop multiple times for stripping of
organic finishes, blasting, shot peening, replating, and baking, explains Pastor Lopez, vicepresident and general manager, landing gears,
wheels and brakes for AARs Miami and Kuala
Lumpur facilities.
Indeed landing gear overhaul is a time consuming task taking up to two months to
complete with the final steps alone including the reapplication of cadmium for corrosion protection, a final bake and
non-destructive testing (NDT), followed by
the installation of bushings and bearings and

the application of topcoats.
Experience is key
Landing gear MRO is one of the most specialist areas in aviation maintenance, as it requires
significant plating facilities to strip and apply
materials such as cadmium, nickel, chrome and
many other chemical treatments to meet the
strict OEM requirements to assure high quality
repairs, says Olivier Legrand, managing director
of Revima.
Revima, which has the capacity for most Airbus and Boeing landing gears, has an experienced
workforce. Average seniority in the company is
in excess of 15 years and we have an extremely low
turnover, says Legrand. In recent months, the
company has entered into an intensive standard
work programme to further assure the know-how
held by the MROs experienced workforce is properly transmitted and preserved.
MROs in this sector must be flexible as every
OEM specification for repairs is slightly different
and for AAR a robust IT infrastructure has been
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Delta TechOps services around 150 gear legs a year and says that salvaging and repairs parts is saving its customers $100,000 per shipset.
We're seeing many providers waiting until the last minute to

select their vendor. This may have worked in the past for
ageing aircraft, but it can have a disastrous affect when
dealing with newer aircraft where exchange assets are scarce.
Christoffer Creutz, vice-president of sales and marketing at
Hawker Pacific Aerospace
its key differentiator to help it provide a wider
range of services. AAR uses this IT network to
track parts throughout the shop and build a virtual exchange gear for a potential customer, allowing the MRO to bring all parts together,
assemble a gear and deliver it to schedule.
Lopez explains that AAR controls quality,
cost and TAT by housing its workforce, plating
equipment and machine shop under one roof at
its Miami facility. Indeed AAR can service an
aircraft from nose to tail, with its wheels and
brakes shop located in the same location, which
Lopez thinks is why airlines across the world
also come to AAR to train their technicians.
AAR also boasts a very engaged and longstanding workforce, says Lopez, with more than
50 per cent of its employees having at least 10
years experience.
HPA also sees value in offering multiple
processes in one location machining, grinding, plating and metal finishing alongside a
skilled workforce. Having full in-house capability is critical to achieving tough TATs, says
Christoffer Creutz, HPAs vice-president sales
and marketing. HPA also enjoys the advantages

of being part of the LHT group, which include
being able to tap into other member firms
knowledge and obtain an understanding of customer needs from the operators perspective.
Specialist processes
Similar to engine maintenance, landing gear
MRO involves processes that help increase
components resistance to corrosion through
advanced coating techniques, such as plating
and chroming. A landing gear MRO that has
the capability to offer all of these treatments in
one facility is considered a major player in the
market, standing out among the competition,
however, each of these specialist treatments is
also subject to strict environmental regulation
and controls. This means the maintenance
company has to dedicate significant resources
to ensure compliance with existing rules and
monitor for changes in regulation.
In Europe, the REACH Directive (the legislation relating to the registration, evaluation, authorisation and restriction of chemicals) is
phasing in tighter restrictions for the use of
chemicals that are particularly harmful to the environment and human health. This is in effect
forcing landing gear maintenance companies to
adopt greener alternatives to traditionally used
materials, such as chromium. Revimas Legrand
confirms his firm has been progressively introducing new chemicals, while trying to offset
some of the efficiency losses caused by the

switch. For example, were automating some of
our plating processes, he says.
One of the latest innovations in landing gear
maintenance is a thermal spray coating process
called high velocity oxygen fuel (HVOF), a
process that replaces the electrodepositing
process needed for chrome-plating. This technology is used on new landing gears which are virtually chrome free such as those on the A380
and 787. Legrand says adopting HVOF will have
a significant impact on our operations, both financially and process wise.
Back to basics
While some of the processes in landing gear
maintenance are demanding, AARs Lopez says
the basic MRO cycle has not changed a great deal
in the past 20 years, with gears typically overhauled every eight years and relatively few maintenance issues seen while gears are in service.
Creutz agrees, confirming that repairing corrosion and reapplication of protective finishes are
the most common maintenance issues.
Its no secret that extreme weather conditions
can have an adverse effect on landing gears, especially if the correct maintenance procedures arent
followed. If errors are made this can lead to early
development corrosion, unusual wear on seals
and the elastomers used in landing-gear struts.
Another fault caused by extreme weather conditions, is the hardening of seals, making them
more susceptible to leaks, says Jack Arehart, president of MRO services at Delta TechOps.
Landing gears also comprise line replaceable
units that can need attention outside of the usual
overhaul process, such as actuators. Legrand explains: Actuators can live a different life than the
big bones of the gear and are treated by some airlines as on condition equipment. They can therefore be repaired between landing gear overhauls.
With the intense pressure put on landing
gear sets, especially at landing, parts such as
sliding rods are at a higher risk of being damaged and are more commonly replaced than
other components. That said, replacement is
not the only option with MROs such as AAR and
Delta TechOps arguing that it can be more cost
effective to repair such parts.
We have used our landing gear expertise and
engineering team to develop FAA-authorised
DER repairs in an effort to salvage components
that save our customers money, confirms Lopez.
He adds that there is no incentive to scrap a
part and replace with the new material and that
because AAR regularly sees the damage that
comes with use of landing gear, it has developed
effective and efficient ways to fix it.
Delta TechOps meanwhile, has also been
investing in a programme to salvage parts that can
be repaired and is planning to offer full component
AAR says introducing a robust IT infrastructure has enabled it to provide a wider range of services.
capability for landing gear. Arehart says with

OEMs reverting back to scrapping expensive parts
at high levels, Delta TechOps is using its
engineering skills and regulatory approvals to
salvage and repair parts; saving Delta and its thirdparty customers upwards of $100,000 per shipset.
Dont hate the player

Overhauling landing gear is expensive and
time consuming so staying afloat in such a competitive market has its challenges. Delta
TechOps, which has been servicing landing gear
for more than 30 years with annual production
of about 150 gear legs per year, puts its success
down to minimising waste and its teams dedication to continuous improvement, as well as its
tight inventory control programmes. Although
the market is competitive, we stay at the forefront
by offering a reliable product with many years of
experience and expertise in the airline industry
to back it up, explains Arehart.
Similarly, Revima has a dedicated workforce
with more than 40 years of landing gear repair
experience, which, according to Legrand, is
continually refined and improved through a

strong continuous improvement process, with
significant employee empowerment and dedication. Legrand explains that it is through new solutions, significant flexibility and eliminating
tasks that dont add value and for which there
is no customer demand that Revima is able to
make a difference. Additionally, Revima works to
provide value-added offerings, such as serviceable material through its sister company, Normandy Aero Spares, which specialises in the
trade of used parts.
To stay ahead of the game, AAR offers its customers support whenever and wherever
needed, using its so-called tiger teams, which
can be deployed to any location in the world on
short notice.
Being responsive and on hand to help reduce
turnaround time and, ultimately, AOG situations
for customers is a must for MRO providers. Low
costs and clarity of pricing is another crucial factor according to Lopez. He claims that some
landing gear vendors have low prices for initial
services, but subsequent invoices are much
Advanced coatings techniques to prevent

corrosion are key offerings in landing gear MRO.
understand their needs and their challenges so

as to help them achieve their objectives.
Trends and challenges

Hawker Pacific Aviations facility offers machining, grinding, plating and metal finishing in one facility.
higher. Some airlines have not done a very thorough job of comparing apples with apples in the
different bids and they have paid dearly because
of a secondary invoice, says Lopez.
OEMs moving in
As with the wider MRO market, OEMs, such
as Airbus, Messier Bugatti Dowty and LeibherrAerospace, are increasing their share of the landing gear aftermarket, resulting in even tougher
competition for MRO contracts. The notable exception being Boeing, which, while it, owns the
gears design rights on its aircraft, doesnt operate
landing gear MRO shops. This means that the
market is more dynamic for independent MROs,
says Legrand.
The ever-growing OEM presence is putting
increased pressure on MROs. One way to deal
with this pressure is to work with the OEMs. AAR,
for example, has a general terms agreement with
Liebherr-Aerospace to provide landing gear MRO
services for Embraer E-Jets, which has seen it gain
access to updated technical documentation
repair instructions, service bulletins and process

specifications from the OEM and the ability to
purchase spare parts. AAR is also a GE Aviation
authorised service centre for retrofitting the main
landing gear door on the A320 family with
improved hydraulic actuators.
While OEMs are offering comparable services
to independent and airline MROs, they undeniably have a different approach to the aftermarket.
Several are trying, for example, to create barriers
for the use of PMA parts and to block other MRO
providers. This is understandably causing concern to MROs and operators alike. While OEMs
have a bigger market share than five years ago,
many operators are still weary of using OEM aftermarket services as they associate OEMs with
higher service costs, says Creutz.
For an independent or third-party MRO
provider to win businesses over an OEM (as well
as other MROs) it must strive to provide a reliable
and cost-effective service. Creutz says that HPA
works towards improving its service year on year
by working closely with its customers to
Ultimately, with the tight profit margins

involved in commercial aviation, landing gear
maintenance is a cost-driven market and the
overhaul service is only part of the landing
gear lifecycle costs. MROs also have to consider the cost and availability of spares for exchange, for example.
Due to long service cycles, in recent years
more and more operators are opting not to hold
spares in their own asset pool. As a result, MRO
customers are requesting exchange landing gears
to keep their aircraft operational while their
equipment is being repaired, according to Delta
TechOps Arehart, forcing MROs to dig deep to
purchase sets.
Operators are also increasingly expecting
MRO providers to own spare parts. According
to Legrand this is one of the biggest challenges
the sector faces, as there has been a constant
and significant increase in the price of OEM
parts. Not only is pricing of shipsets becoming
significantly higher than the MRO activity itself, but since the situation is the same on many
other aircraft components, the parting out
business is booming and having a significant
impact on residual values, he adds. However,
Delta TechOps is investing in expanding its landing gear operations, including increasing inventory and capacity.
Creutz argues that this boom also provides opportunities for MROs to source second-hand
materials and avoid the OEM premiums on new
materials, thereby cutting costs.
Another change seen in recent years is the
lead time given to MRO activities. Historically
airlines planned the maintenance of landing gear
years in advance, but the sector is now seeing a
trend of operators requesting quotes for overhaul
work and exchanges as little as 90 days from date
of service. We are seeing many providers waiting
until the last minute to select their vendor. This
may have worked in the past for ageing aircraft,
but it can have a disastrous affect when dealing
with newer aircraft where exchange assets are
scarce, says HPAs Creutz. He also reveals that
there is a strong trend towards all-inclusive packages for landing gear overhaul services.
These trends are making a competitive market, even tougher. In fact, in recent years the
landing gear business has seen some maintenance providers cease operations Alitalia Shop
for example while others have had to restructure their operations to concentrate on specific
models, such as Dublin Aerospace focusing on
the A320 and 737.
Future outlook
There has been an influx of new technologies,
next-generation aircraft and innovation in recent
years and as newer, more advanced materials are
introduced, the landing gear business will see
Not only is the pricing of shipsets becoming significantly higher

than the MRO activity itself, but since the situation is the same
on many other aircraft components, the parting out business is
booming and having a significant impact on residual values.
Olivier Legrand, managing director at Revima
longer time-between-overhaul (TBO) intervals,
which will reduce the total operating costs as
there will be less scrap material costs. Creutz predicts that with newer aircraft TBO will be at least
10 years compared with around eight years for
older generation aircraft which could lead to
a downturn in landing gears due for overhaul.
Another factor that may cut the amount of
landing gear MRO work available on next generation aircraft is a change of materials. OEMs and
aircraft owners are opting for titanium gear parts
rather than chrome plated steel a decision initially made with weight savings in mind, but one
that also brings benefits in terms of corrosion as
titanium is less susceptible.
In the newest aircraft models, such as the
A350, landing gear cycles are expected to be 12
years, proving that the introduction of more innovative materials are going to have a big impact
on landing gear MRO market in years to come.
Its still debatable what the total cost implications of these developments are to the operators. Usage rates and environmental factors often
lead to the decision for earlier maintenance,
which in turn reduces the occurrence of heavy

corrosion and the potential for high scrap rates
at overhaul, says Creutz. HPA has several programmes in place with customers where it is removing landing gears before the TBO deadline
to cut costs for the aircraft owners.
Looking forward, Revima sees the landing
gear maintenance business as promising, predicting that 2016 and the years ahead will see a
sharp increase in demand. Delta TechOps
meanwhile is in the process of investing in increasing capacity, headcount, inventory, skills,
new equipment and new products, confirms
Arehart. However, Legrand does note that
there are lots of questions around the impact
of the next generation aircraft on MROs, particularly relating to: the price of parts, access
to technical documentation, new processes
and maintenance intervals.
Despite the challenges ahead of the next generation aircraft, it seems the landing gear MRO
business is a solid one, kept alive by stiff competition which is seeing MROs invest in new
processes, approaches and spare part capabilities.
Remote control
Thousands of tools are needed to complete a heavy maintenance check.

Each one represents a FOD risk and MROs are becoming increasingly
aware of the need to be able to demonstrate how they track the tools in
their hangar. Sarah-Jayne Russell reports on how Monarch Aircraft
Engineering is making the switch to smart tool control.
hen Monarch Aircraft Engineering

(MAEL) started building a new purpose-built maintenance hangar at
Birmingham Airport, the decision was made that
no engineers personal toolbox would ever enter
the building.
Its been a tradition in this sector that engineers slowly build up their own toolkit as they go
through their career; and typically it can take 10,
15, 20 years to get the kit to where you want it to
be, says Lee Burgess, general manager maintenance planning and strategy at MAEL, which services third-party aircraft alongside Monarchs fleet.
Each toolkit, although largely similar, is unique.
Another challenge posed to MRO firms by
personal toolboxes is how to ensure tight tool
control. It can be difficult for management to
know exactly what tools are in every toolbox in
the hangar, particularly when there is an inf lux of casual labour, for example, and to provide assurance that every tool is returned at
the end of every shift.
When MAEL started talking about a new facility, it decided to take the opportunity to implement a radically different approach to its
tooling. It invested in company-owned tools coupled with a digital system that provides oversight
of every tool in the facility. The system enables
MAELs management and quality teams to know
exactly what tools are in the hangar, who is using
them, when they are in use and on what task.
Tooling up an entire facility with capacity for up
to eight lines of maintenance and 150 engineers
is no simple task, but with an unmovable deadline, MAEL and tool provider Snap-on Industrial
did it in just five months.
Drivers and benefits

Compliance is the key driver for MROs looking
to introduce tighter and auditable tool controls,
according to Stephen Davis, account manager at
Snap-on Industrial. Lots of companies in the aviation world are grappling with the problem of
moving away from personal tools because they are

not really controllable in a sensible fashion and
thats not an option going forward, he says. The
regulators have perhaps ruled with a light touch
in the past, but thats tightening up. MAELs
Burgess agrees: The industry is moving towards
better tool control EASA is driving regulation
that way. We also have some military customers
who have also driven us to better control.
Commercial airlines too are beginning to ask
MROs to demonstrate what controls they have in
place to combat the risk of lost tools. And its no
wonder, the damage that can be wrought by a single misplaced spanner or bolt can be significant.
In 2009, for example, the US Air Force had to
write off a $244m E-8C surveillance aircraft after
a plug left in a fuel tank relief vent caused the
tank to rupture.
With heavy checks taking months to complete and with many technicians involved, it can
be difficult for managers to know what tools are
being used with the traditional personal toolbox
approach. Were an inherently safe industry,
but with personal tools there remains a risk of
tools being used and potentially not returned,
explains Burgess.
Furthermore, for those MRO facilities with
clients looking for auditable data trail on tool
control, personal toolboxes pose a significant
challenge. It can be difficult to document exactly
what tools have been used on an aircraft and that
they were collected at the end of the shift. Firms
have to work on a trust policy, with engineers
coming forward when they have misplaced a
tool. While the safety record of the industry
demonstrates that this system works, it does not
provide an auditable trail.
Within a digital toolbox, like the Snap-on
cabinets in place at MAELs Birmingham site,
each of the tools are tagged with a unique identifier and the accompanying software system
tracks who has checked out the tool and what
job they are working on. This means every tool in
Each of the tools contained in the cabinets provided by Snap-on are uniquely identified with a laser tag.
Lots of companies in the aviation world are grappling with

the problem of moving away from personal tools because
they are not really controllable in a sensible fashion and
that's not really an option going forward.
Stephen Davis, account manager at Snap-on Industrial
the facility is traceable. Most importantly this
means that at the end of every shift we know if
any tools are missing, who booked them out and
where they were used, says Burgess. That means
you can go and talk to the engineer about where
he last used the tool while it is still fresh in his
mind. It also means that when MAEL redelivers
an aircraft to one of its customers, it has an auditable paper trail associated with each of the
tools used during the maintenance.
For MAEL opening the new facility and the
switch to company-provided tooling was also an
opportunity to embrace a new culture within the
hangar in Birmingham. Five or six years ago we
started to introduce independent inventories at
our Luton and Manchester facilities. So each engineer had to have an inventory of items in their
toolkit and we encouraged them to put foam inserts into their toolboxes so that they could see
when tools were missing, explains Burgess.
To gain buy-in we put up Monarch standards and values posters that showed what we
felt a professional engineers toolbox looks like
and what a backstreet garage mechanics tool-
box looks like. It was all about inspiring our

mechanics to take pride in their tools and do
the right thing.
This approach was taken to the next step with
Birmingham, where instead of hundreds of different size, shape and colour personal toolboxes
as you would see in a traditional MRO facility
you find 23 large, Monarch branded tool cabinets. It makes the facility look far more professional; its more akin to walking into a Mercedes
dealership than a backstreet garage and thats
important when trying to instil a culture of professionalism, says Burgess. If you give engineers
the best tools to do the job, then they walk
around with their heads held higher and it
changes how they feel about themselves.
Alongside a tidier, more professional aesthetic in the hangar, the switch also means a significant space saving. When planning the layout
of the new hangar, the team analysed how much
floor space was needed to store 300 personal
toolboxes compared with the universal tool cabinets, and found that it would free up an area the
size of an A320.
Another key benefit of adopting a company

solution, according to Davis, is that it enables an
MRO to ensure the quality of tools used on its
clients aircraft. On a normal shopfloor you will
get a mix of tools. You will get the guys who are
really proud of their tooling and prioritise buying
good quality equipment, and youll get other guys
who will spend the bare minimum. Meanwhile
there are the apprentices who only have a small
budget to work with, he explains. A companysupplied solution provides everything that everybody needs to a uniform standard. And the MRO
is in charge of the quality of the tooling that is
being used on its customers aircraft.
A simple system
When looking for a smart tool solution,
MAELs key requirements were a system that
would provide visibility and traceability of tools
and ensure the facility and its engineers had the
correct level of tooling to meet the needs of all
the MRO work that would be undertaken when
it was up and running.
John Swords, team leader of maintenance
planning and control, was working in Luton at the
start of the Birmingham design project and was
given the task of understanding the layout of the
new site. He led the implementation of the smart
tool control system. We chose Snap-ons network
control (NTC) system, which is based on barcode
technology, he explains. Each shopfloor engineer has a unique operator card that is linked to
multiple solutions including our time and attendance system. To access one of the tool cabinets
the engineer has to swipe his card. The computer
will then ask them for a task card for the job he is
working on, which is also swiped, and then the
system allows them to take tools out of the box.
Each of the 23 NTC tool cabinets at MAELs
Birmingham facility is around the size of a retail
freezer cabinet (1,851mm wide, 740mm deep and
1,165mm tall), with multiple drawers of tools surrounded by foam inserts. A computer with a
screen sits on top of the cabinet providing the
Windows-based user interface. Burgess says: The
system is really intuitive. Its no more difficult
than walking up to a tool store and asking for a
tool. The guy there zaps your badge and the tool
and its then allocated to you. With these toolkits
the screen tells you what to do as you go through
the steps swipe your card, swipe the tool etc
so its easy to use. Training for the engineers was
just an hour because it is so straightforward.
Before allowing engineers to open a cabinet
the system performs a sense check to ensure that
his capabilities match that of the toolbox. Each
engineers level of access is listed on a database
maintained by Swords, against which the software
crosschecks. For example, an airframe engineer
The network controlled cabinets can only be opened by qualified engineers after swiping their unique
identification card.
Using the universal tool cabinets rather than allowing mechanics to bring in their own toolboxes has saved MAEL storage space equivalent to the footprint of an A320.
wouldnt be able to access an avionics toolbox because there would be tools in there that hes not
qualified to use, explains Burgess.
The cabinets are on coasters and use wi-fi to
transmit and receive data, meaning that they can
moved around the hangar to suit the maintenance tasks at hand. Each comes with eight highusage kits, which contain the majority of tools an
engineer is likely to need for his day-to-day work,
with the remainder of the less frequently used
tools either kept within the cabinet or in the facilitys tool store.
If you think of an engineer moving from his
toolbox to doing his task, he would take a varied
selection of sockets, a hammer, a screwdriver and
a torch, for example, in a tool tidy to the aircraft
and then if he needed additional tools he would
go back to his toolbox and get them, says Swords.
Birminghams smart toolboxes

G
G
30,000 tools
23 toolboxes 16 airframe main
kits (B1), four avionic main kits
(B2), two structures repair kits and
one trim bay main kit
182 high usage kits each
containing around 50 tools 160
mech kits (B1), 16 avionics kits
(B2) and six trimmers kits.
Space saved: footprint of an A320
aircraft
Most importantly adopting a smart tool control system means

that at the end of every shift we know if any tools are missing,
who booked them out and where they were used. This means
we can go talk to the engineer while it is still fresh in his mind.
Lee Burgess, general manager maintenance and planning strategy at MAEL
This works on the same principle. In the morning the engineer gets his task card, books out a
high-usage kit and if he needed any other tools
he would go back to the main toolbox and scan
that tool out. This enables them to perform 80
per cent of their tasks with 20 per cent of the
tooling solution.
The high-usage kits are scanned out as one
item, but the engineers are required to check that
all the tools are accounted for when he books the
kit out and when he checks it back in at the end
of his shift. The kits include foam inserts to make
this as simple as possible.
In total, the Birmingham facility has more
than 30,000 uniquely barcoded Snap-on tools.
It has 16 cabinets containing tools for the maintenance of airframes (B1), four for avionics work
(B2), two for structures repairs and one for
trimming and fitting, as well as 182 high-usage
toolkits, which each hold around 50 tools.
Knowing exactly what tools to put in the boxes
was a crucial challenge.
Right first time

The first task for Snap-on was to get a picture
of the typical toolkit of a MAEL engineer. Monarch
pulled together a team of 12 engineers with different levels of experience whose toolboxes were considered to be representative of what would be
needed in the new facility. These were then audited
and lists of the tools were sent to Snap-on We
combined this into one master list, striking out the
duplicates, and this was the basis for a standard
company inventory, recalls Davis.
As a part of this process the Snap-on team
came into MAELs hangars with demonstration
kits to show the engineers. Its important to get
shopfloor buy-in with projects like this. These
pre-implementation meetings were our chance to
go in and speak to the engineers and say: This is
your chance to contribute to what is in the kits.
he says. Davis and his team worked with Swords
to talk to the engineers and find out which tools
would be used infrequently, and so could go into
the store, and about any unique tools that Snapon would have to reverse engineer.
This service was particularly useful in putting
together the cabin interiors kits, says Swords.
These kits are quite quirky; theyve got tools
with very small leading edges to work with laminates and ground down sockets for putting the
cabin seats in, for example. Snap-on took those
tools away and manufactured them, and now

they have part numbers and are available to order
whenever we need them.
Once the list of tools was finalised, Snap-on
drew on its experience working with other facilities to calculate what level of tooling would be
needed for the Birmingham site, which would be
performing 1,000 man hours of MRO work a day
during the busy winter season. Snap-on then set
about making the kits, tagging each of the tools
with their unique laser identification numbers
and working with MAELs IT team to ensure that
when the hangar opened in November 2013 the
system was fully functioning.
We have to work closely with our customers
IT departments because all the boxes need to be
connected to the hangars wifi, there also needs
to be database where all the transactions [tool
movements] are recorded, as well as a reporting
interface so management can pull out information, explains Davis.
New data
Data is, of course, where switching to an
electronic tooling system offers its key benefits. Alongside the ability to demonstrate tool
control to customers and identify tools not returned within a shift, having a system which
records tool usage enables facilities to ensure
that the toolkits are correct and functioning as
they should do. For example, the system allows
users to extract data on daily tool usage, to
track whether there are tools that are frequently in demand and so more may be
needed or not used at all, and can be moved
from the cabinets on the f loor to the tool
store. These systems can work to help support
MROs looking to adopt a lean philosophy in
their operations, according to Davis.
Since the Birmingham facility opened, the
tool usage data collected has confirmed that the
work that went into planning the toolkits has
paid off, with just five per cent of the tools in the
boxes unused in their first six months. I was surprised that we got it so close to the mark, admits
Swords. The initial box was based on best endeavours, but our six-month review showed we
were almost there.
Other reports that MAEL is using on a regular
basis include those providing data on broken
tools. Not only does this provide a list of new
tools for order, but it can help to track down
problems with a tool choice, says Davis. If you
find that a particular tool is being broken regularly, you are able to look into why. You can find
out whether it is being broken on the same task
on the same aircraft, if so it might not be the right
tool for the job or it could be a training issue. It
might even be just one user thats really heavy
handed, he explains. When youve got the data
you can analyse it and make intelligent decisions
MAEL engineers played a crucial role in deciding what tools the new kits would contain.
about improving the business. If you dont have

the data youre in the dark.
Burgess confirms that this report was helpful
for MAEL in identifying that a set of scrapers,
which kept breaking, was not the right for the
work being undertaken in the hangar and Snapon was able to replace it with another set more
suited to the task.
The next phase of the smart tool control programme at MAEL is trialling new technologies.
The Birmingham facility has embarked on a pilot
of Snap-ons latest development, automated tool
control (ATC). ATC removes the need for scanning barcoded tools, instead cameras in the cabinet drawers take a photograph of the contents
every time it is opened and closed. The image is
saved to MAELs central server and the system automatically assigns the removed tool to the engineer who opened the cabinet. Were trialling the
ATC toolbox on a dedicated line of maintenance
so we see activity every day and can collect good
data, says Swords. So far its gone really well. The
ATC is the next step in terms of user friendliness.
Engagement piece
For established MRO sites considering investing in smart tooling systems Davis says that
the pilot approach works best. He advises firms
to choose one section of a facility to trial the system and work out any wrinkles before rolling it
out more widely.
The other key factor in making the switch, he
says, is communication. You cannot impose
something like this from the top. The engineers
are going to be working with these tools day-in
and day out, so you have to get their buy-in. Ask
for their suggestions and you will get useful insights and the shopfloor will start to take ownership of the project, he says.
Management has to play their part as well.
They have to explain why the change is happening, whether its due to compliance with regulations or to present a more uniform image to
customers. Communication removes uncertainty
and people dont like uncertainty. If you communicate, you will be fine.
That approach certainly seems to have
worked at MAEL. Burgess confirms: I can honestly say we havent had any negative feedback
from the engineers about the tooling. Its gone really well. Swords agrees: Weve had these tools
in place for almost a year and they look like
theyre only a month old, the engineers are really
taking care of them. And they know that if they
need anything new they can talk to us and we can
look at getting it added.
Looking to
the future
with MRO
apps
Technology is constantly evolving. To be effective and prove popular, it must be reliable, easy to use and,
above all, it must solve a problem. Mobile apps can increase the efficiency of MRO operations, but is the
industry ready for them? Nick Rice reports.
he arrival of next generation aircraft, with

new advanced engines and cutting-edge
composite materials, as well as new inflight entertainment and wifi systems, requires
the civil aviation support industry to move with
the times. Huge change is already happening and
the MRO industry, which some practitioners and
industry experts have described as outdated and
averse to change, must swiftly evolve.
A significant area in this necessary development is in on-demand IT applications. The app
is a ubiquitous feature in modern life. Countless
numbers of them are used everyday and their impact is also affecting aviation. Apps are set to play
a vital role in the evolution of MRO business
models. Apps allow firms to utilise resources and
information via web enabled devices, this instant
and universal access to data should help MROs
to deliver the best service possible.
Consider, for example, an app that provides
an engineer with information about a repair job
before the aircraft has even arrived in the hangar.
The notice would enable the engineer to access
the necessary components and prepare any tools
or equipment required for the maintenance task
ahead of time. When the aircraft arrives

everything is ready to carry out repairs with
maximum efficacy. Without the app, the engineer might have been forced to identify the fault
in situ, work out which part is needed and then
request it, only to find it is out of stock all taking up value turnaround time and negatively impacting profit margins.
Opportunity knocks
Founded in 1983 and present in more than 50
countries, IFS develops, supplies, and implements a range of MRO applications. The company provides integrated enterprise asset
management (EAM) software to the global aerospace market, and it firmly believes that enhanced mobility solutions are the way forward
for improved MRO service provision.
Espen Olsen, director of aerospace and
defence business development at IFS, says: A
lot of the consumer apps available today are
not suitable for a large range of requirements
of applications in the MRO sector quick
and accurate availability of information is
essential for engineers out in the field and it is
difficult for simple mobile apps to provide this

level of interaction.
As a result, IFS has developed its own series
of mobile apps called IFS Touch Apps, which
have been specifically designed for business
users on the move. One app in the companys
range, the IFS Flight Log, is a progressive take
on the traditional flight log the essential
record of flight data and a vital source of information for any MRO firm. The app eliminates
the need for paper records and lengthy keyingin processes by collating data pertaining to
every key event during an aircrafts operation,
including: details of the flight time, distance
and location; disruptions; faults; the names of
the crew associated with the flight; and pre- or
post-flight inspections. All this operational data
is recorded on a smartphone or tablet device,
then relayed in real-time to IFS enterprise resource planning (ERP) system, Applications 8.
The information, which otherwise would be
held in different locations and systems, is immediately integrated into IFS systems and is accessible via the Flight Log app, helping to
improve the planning, delivery and monitoring
of maintenance activities. Effectively the app

acts as a portal for flight line operators to access
the back office, and for back office personnel to
deal with reverse logistics, diagnostics and spare
parts management.
Olsen says: There are a number of devices
from other vendors that are tailored to the needs
of ground maintenance crews, but they tend to
be integrated into specific software tools that are
limited in scope. We feel IFS Flight Log and
other, forthcoming, apps are taking advantage of
the next step in communications smartphones
by extending the investment into back office
EAM out to the line operator in a way that is
clearly beneficial.
Another app produced by IFS is the standalone IFS Mobile Work Order (IFS MWO). This
app enables MRO practitioners and technicians
to access vital information relating to the status
of open work orders or the availability of spare
parts, for example, as and when they need it.
Olsen says: The app is a standard solution built
on best-practice, and its possible to configure
and manage work orders for a range of service
and maintenance intensive industries. One key
feature is that the solution enables users to circumvent unreliable or unavailable wifi networks
so it stays secure.
Secure connections
Internet connectivity and offline functionality are, quite predictably, always a concern with
app use. Olsen explains: Although connectivity
to back office and maintenance management systems is becoming increasingly available and robust, there is still a requirement for applications
to work off-the-grid.
IFS MWO can operate offline. It allows the
engineer to download work order data and, after
completing the work, update the record while at
the asset, synchronising the update once connectivity has been re-established. This can save time
and improve the data quality when an asset requires maintenance outside of an organisations
network areas.
Alongside connectivity issues, security of information is also a crucial factor. Accordingly,
asset data generally resides not on the device but
on a back-end server, with the app offering a window to only the data required by the individual
engineer. By ensuring MRO apps have a limited
functional footprint and only pushing the snippets of information required by an employee to
complete their current task, there is no significant security risk to civil aviation operations.
Time saving device

Running across Android, iOS and Windows
devices, IFS Touch Apps offer a way to manage
essential elements of activities from across the
MRO sector from general administration to
IFS' Flight Log app collects information on flight details, including disruptions, faults and inspection
results, from disparate sources and enables engineers to access it from their smart devices.
time tracking and reporting. Other IFS MRO

apps include IFS Warehouse Data Collection,
which provides a one-stop shop solution for
managing warehouse operations, and Scan It,
which enables engineers to use their a smartphone to read data held in barcodes. Scan It
uses the phones camera to scan the barcode and
then displays data relating to an item of inventory, enabling users to execute often time-consuming ERP processes quickly inside and
outside the warehouse.
Three more apps in the range provide vital
management information, according to Olsen.
We have Audit Companion, which helps auditors work on a scheduled inspection and register
the results at the time of finding them, for example. Theres also Incident Reporter, which allows
important health and safety incident reports to
be created and submitted from the scene, and
Non-Conformance Reporter, which enables the
creation and submission of non-conformance reports to IFS applications all from a smartphone or tablet device. Olsen says that key to the
development of any app is to ensure that it stays
compliant with the ever-changing industry regulations that the MRO sector has to meet.
The IFS suite of apps, and indeed all effective MRO apps, are steadily making advances to
improve processes in the sector, but its important to make clear that mobile apps need to be
integrated as part of a full information system
across an MRO shops operations. Only then, as
Olsen says, will MRO apps truly streamline

field service and maintenance processes, and
enable practitioners to eliminate paperwork,
communication delays and travel time, resulting in improved productivity.
Game changing
One developer and provider of MRO and logistics software for the aviation industry is Component Control. Located in San Diego,
California, the companys core product is Quantum Control. The system is used by more than
1,000 customers worldwide and its functionality
covers everything from aircraft services, hangar
management and component manufacturing,
through to parts distribution, rotables management and accounting e-commerce.
Two apps created by Component Control to
complement Quantum Control are its Parts
Search and StockMarket Aero apps. President of
the company, Todd Lewis, describes their impact:
Its difficult to overstate the importance of part
logistics in aviation MRO. Our Parts Search app
provides real-time access to inventory listed on
stockmarket.aero in situations that were not previously available. It truly streamlines the supply
chain process.
Stockmarket.aero is one of the worlds largest,
free online marketplaces for aircraft spares.
Listed inventory is verified so buyers can be confident that all parts are in stock and the accompanying app provides customers with real-time
updates from vendors that include parts in stock,

MRO capabilities and alternative parts.
These apps have significantly improved operations for MRO practitioners, especially in terms
of recording data, according to Lewis. When it
comes to real-time, accurate work recording
that covers labour, job cards, job status and part
demand many organisations do not know where
their costs, opportunities or problems are. This
is partly because they do after the fact recording
from paper documents. Accuracy is compromised to the point where the data is not trusted
or used in a meaningful way. Mobile apps are a
game changer in this regard, he says.
When asked what further advances in MRO
apps are likely, Lewis says: Electronic signatures they exist now but will become common
place. Apps with voice recognition are another
development high on his wish list, along with
standards for sharing reliability data and troubleshooting apps. You would describe the symptoms of a fault and get a list of possible corrective
actions, he explains. MRO apps to track data
from RFID tags will also catch on quickly, says
Lewis, when a standard emerges. In an age of unprecedented technological development, these
things may very soon arrive.
Workable and wearable

Another company at the forefront of
innovation and the technical development of
apps for the aviation industry is EmpowerMX.
Component Control's apps provide clients with

real-time data on parts availability on
stockmarket.aero
EmpowerMXs Electronic Taskcard is a paperless work order system.
The US-based software development business

produces a range of apps under the FleetCycle
brand. The companys ambitious vision is to
create the future of aerospace solutions.
Now that the MRO software marketplace has
become easier to enter due to lower development
costs, the more astute established suppliers must
adapt and raise their game. Dinakara Nagalla,
president and CEO of EmpowerMX, says: We realised this several years ago and embraced cloud
technology and a software-as-a-service business
model. This has reduced the upfront costs for the
airlines quite significantly. The adoption of cloud
technologies and increasing use of mobile devices are important trends that are critical to reduce the overall cost of software adaption.
EmpowerMX produces a range of mobile apps
aimed at supporting production control, quality
assurance and parts tagging in maintenance
hangars, with apps developed for specific MRO
tasks, including: recording logs; ordering parts
and generating digital signatures. The firms
Electronic Taskcard, for example, is a paperless
work order system which Nagalla describes as a
path-breaking app for standard maintenance
operations and unscheduled work.
The firm has also successfully tested a
maintenance troubleshooting tool that works in
conjunction with wearable technologies, such
as Google Glass, but isnt yet ready for rolling

this technology out on a wider scale as the firm
is still working to overcome some challenges,
such as those posed by device battery life.
With a wide range of applications for the MRO
market, Nagalla feels EmpowerMX is ahead of its
competition, but he remains positive that there is
room for much greater development in the industry.
Innovation in the commercial aircraft MRO sector
is not as rapid as one expects it would be, he says.
User interface
EmpowerMX and IFF are clearly convinced
that new app technologies offer their customers
great benefits, but there is still a challenge in convincing customers. One barrier to airlines and
MROs investing in new app technologies is the
OEMs. By bundling in free MRO software in a
sale, OEMs lock airlines into using their maintenance IT systems.
If airlines want to improve their maintenance
operations and benefit from superior alternatives, they must avoid being married to the OEM
and be free to select the most efficient MRO software option available, argues Nagalla. Airlines
and MROs need to push for more integrated systems between airlines and app providers that are
quick and easy to deploy and are cloud-based,
he says. Once airlines start seeing maintenance
App developer SynapseMX says its products aim to close data gaps where information is held in files
and not widely accessible or communicated.
as a profit centre as smart maintenance leads

to more airtime and less ground time that will
change the game.
Nagalla is confident that the cutting-edge
technical advances his company is making will
soon force a change: By mid-2015 EmpowerMX
products will be completely mobile native and
will force airlines to boot the legacy software they
continue to use because of the efficiency gains
these apps will bring.
The notion of the MRO sector being
too slow to adapt and wary of investing
in change is also shared by Shane Ballman, founder of SynapseMX. This Atlanta-based company creates software for
airlines, focusing on tablet and mobile devices. Ballman says: There is so much technology out there to make your life easier, yet
often theres a bit of hesitation and reluctance
to change in the MRO world because the familiar
is comfortable even when you have a significantly outdated system.
I actually observed one maintenance division
try to modify a new piece of software to operate
exactly like their old software. A frustrating experience for just about everyone involved.
Closing the gaps

SynapseMX aims to eradicate the outdated
systems of poorly connected islands of data
There is so much technology out there to make your life

easier, yet often there's a bit of reluctance to change in the
MRO world because the familiar is comfortable... even when
you have a significantly outdated system.
Shane Ballman, founder of SynapseMX
which airlines currently use. The company states
that using old methods, such as Excel worksheets or even whiteboards, to track aircraft maintenance leaves data gaps. It
warns that these systems dont help airlines to manage maintenance events,
leading to compliance failures and
unsafe aircraft.
SynapseMX uses a cloud-based
enterprise planning system which
it says helps to close data gaps in
maintenance activities and
communication. As Ballman
explains: SynapseMX integrates real-world communications into the application with a team
feed that shows what everyone on your team is
currently working on.
As workflows from other departments create
tasks for your team, youre notified by an in-app,
SMS or email notification. As you accomplish
these items, SynapseMX automatically notifies
your team that youve addressed the issue and
tells the next workgroup that its their turn.
Everyone stays connected without having to do

any kind of extra work.
A seamless flow of information is at the core
of improved MRO operations for airlines. Smart
devices, such as tablets and smartphones, using
mobile apps that are compatible with ERP software can help airlines to slash costs, manage inventory more effectively and increase aircraft
availability.
With relatively low investment in infrastructure to support mobile applications for MRO
operations, it seems that the industry can reap
productivity benefits and reduced administrative overheads. However, Ballman asks: Is the
[app] market stagnant because theres no real
catalyst driving change why innovate when
the status quo is good enough?
Component Controls Lewis argues that
there is cause for change and it will determine
who lasts. There is a catalyst, and it looms
large; its called competition, he says. [The
MRO sector] is much more competitive [and]
the winners will be the ones using technology
to move faster, react and innovate quicker.
ENGINE DATA
Engine update:
GE90-110/115
The International Bureau of Aviation (IBA) shares its expert analysis of the current and future market for
the GE90, as one of the most sought after assets in the commercial aviation market.
he GE90 is produced specifically for the

worlds largest and heaviest twin-engine
aircraft the 777. As such it competes
for market share with the PW4000 and Trent
800 for the 777-200, 777-200ER and 777-300
model aircraft.
Initial design work for the GE90 began in
1990 with the base model GE90-76B which entered service in 1995. Further development
yielded the GE90-85B and the GE90-90B for the
777-200ER which is heavier than the earlier nonER variants of the 777. Improvements to the
high- and low-pressure turbines increased cooling and a thermal barrier coating later resulted
in the GE90-92B.
The latest generation 777 engine, the GE90110/115B, is the largest and most powerful aeroengine built to date and powers the -200LR,
-300ER and the freighter version of the 777.
Flight testing of the -115B began in February
2003 with entry into service with Air France in
April 2004.
Compared with earlier engines, the GE90 is
claimed to be 10 per cent more fuel efficient while
noise levels are reportedly 23EPNdB lower than
the limits imposed by FAR Part 36.
Engine
-115B
Max thrust rate
115,300
In service market
Compressor
stages
Turbine stages
There are currently 304 GE90-110B1L/L1/L2

engines in service, on 777-200LR and freighter
Flat rate
temperature
Bypass ratio
30C
Length
287in
Fan diameter
7.2
128.2in
1F+4LP+9HP
2HP+6LP
REGULARS
North
America
11%
(146)
Europe
& CIS
16%
(218)
Owned
69%
Leased
31%
aircraft and 1,050 GE90-115BL/BL1/BL2 engines

on 522 -300ERs and three -200LRs.
With only one engine type fitted to the later
generation 777 family the market for the GE90110/115, and its maintenance, is strong and is expected to remain so. IBA anticipates larger
GE90-115B operators to continue to enter saleand-leaseback deals with engine lessors and investors to free up cash for new aircraft deliveries
and take advantage of the strong residual values
exhibited by the type.
The backlog of firm orders for the latest
generation of 777 aircraft is very healthy and
stands at 273 aircraft which equates to a minimum of 546 engines across approximately 25
Asia
Pacific
36%
(490)
Africa
4%
(52)
Latin
America
2%
(28)
Engine status
Middle
East
31%
(420)
Key operators
Operator
Country
Engine count
Emirates
UAE
244
Cathay Pacific Airways
China, HK
90
Qatar Airways
Qatar
82
Air France
France
78
Etihad Airways
UAE
58
Federal Express
USA
50
Air China
China
48
Air Canada
Canada
46
Singapore Airlines
Singapore
44
All Nippon Airways
Japan
38
operators and lessors. The largest outstanding

order is from Dubai-based carrier Emirates
with a total of 201 aircraft.
As expected, given the high capital cost of
GE90s, the number of spare engines outside of
the control of the airlines and GE remains relatively small, although an increasing number are
being bought by independent lessors and MROs
each year. The active lease market, however, remains dominated by GE and achievable lease
rates (see diagram p54) can vary considerably depending on lessee credit risk and terms.
Future developments for the 777 come in
the form of the 777X, which is expected to partially compete with the forthcoming A350 and
the existing 777-300ER. The 777X will feature a

new engine, the GE9X, which the OEM claims
will offer a fuel burn rate that is up to 10 per
cent less than the GE90-110/115.
Maintenance costs
The maintenance cost per cycle for the GE90
based on current Chapter 5 limits for rotable life
limited parts (LLPs) is around US$610/cycle,
whereas the cost per cycle using ultimate limits is
US$460/cycle. Static LLPs include cases and frames
for the high-pressure compressor and various turbine modules. Based on current limits, these parts
will set a reserve rate of US$250/cycle which pushes
the total reserve rate to US$860/cycle per engine.
REGULARS
Current market values and lease rates

$38.0
$300
Rate per Month (US$ 000)
Cost (US $m)
$33.0
$28.0
$23.0
$18.0
$13.0
$8.0
$3.0
GE90-110B1L
GE90-110B1L SP
GE90-115BL
$250
$200
$150
$100
$50
$0
GE90-115BL SP
GE90-110/115
GE90-110/115 SP
Engine variant
CMV
FLMV
New with discount
High
Core and thrust
Low
Note: SP is for propulsor only engine
Forecast base value

$29.00
$US m
$24.00
$19.00
$14.00
$9.00
$4.00
2015
2016
2017
GE90-110B1L
2018
2019
GE90-110B1L SP
2020
2021
GE90-115BL
2022
2023
2024
GE90-115BL SP
Cumulative and future fleet

2,000
Engine count
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0
Cumulative Fleet
Future Fleet
2004
20
0
2005
60
0
2006
142
0
2007
268
0
2008
384
0
2009
552
0
2010
694
0
2011
840
0
2012
996
0
2013
1188
0
2014
1354
1384
2015
0
1544
2016
0
1694
2017
0
1810
2018
0
1900
REGULARS
Average fleet age of GE90-110/115 aircraft

5.0
GE90-115B LLP cost

spread US$m
4.5
100%
4.0
90%
80%
3.5
Years
$1.67
70%
3.0
$2.02
60%
2.5
50%
2.0
40%
1.5
$2.01
30%
1.0
20%
0.5
10%
0.0
$1.54
0%
Africa
Asia
Pacific
Europe
Latin
America
Middle
East
North
America
Overall
average
Fan
HPC
HPT
LPT
Market outlook
The GE90-110/-115 remains the highest value
engine asset in the market today if judging on a
single-engine basis. The engine will continue to
be helped by its status as the sole powerplant option on the 777-300ER and with an outstanding
backlog of 240 aircraft there is still some 480 engines, plus spares, to be built without considering
the freighter backlog.
There is also the possibility of further orders
or option conversions. Value projections for the
GE90-110/-115 show continual rise as a result of
the ongoing success of the host aircraft and the
short supply of spare engines available on the
open market (see p54). Sale-and-leaseback
agreements will continue to occur at levels close
to list price as the vast majority of those involved are tier 1 operators. Lease rentals are
therefore priced at lease-rate factors close to 0.7
per cent for these deals, while older engines are
re-leasing at more modest rates.
In the longer term, as the 777-200LR/-300ER
and GE90-110/-115 fleet mature, IBA expects the
rollout of a freighter conversion programme,
therefore extending the maintenance support
and material market for many years to come.
Twin-engine widebody aircraft have become the
most popular freighter types during uncertain
economic times and there will be a fair-sized
fleet of ageing A300s, 747s, 767s and MD-11s to
Engine Model FH/FC

GE90-115B
7.5
Engine Model FH/FC

GE90-115B
7.5
Average time to SV1
Average SV1 cost
Cycles
US$/SV (000s) US$/Hour
Hours
3,200-3,400 24,000-26,000
5,500-6,500
230-280
Average time to SV2
Average SV2 cost
Cycles
US$/SV (000s) US$/Hour
Hours
2,800-3,000 21,000-23,000
replace in the major cargo operator fleets. The

conversion programme will hinge largely on the
value crossover between the passenger aircraft
and the cost of conversion.
Aside from a potential passenger-to-freighter
(PTF) conversion programme, any excess aircraft
would be expected to find placement with secondary operators in the market. One concern for
the PTF programme is the sheer size of Emirates
fleet and its fleet strategy of maintaining a certain newness. (Emirates fleet is almost certain to
experience ongoing replacement with the 777X
as and when that aircraft comes to the market).
Aside from the likely softening of the 777 market at this point, the maturing GE90 programme
will likely need a significant pool of spare engines
to call upon as operators will want to avoid escalating maintenance risk. Independent MROs,
7,500-8,500
345-420
meanwhile, are expected to continue developing

services for the engine as the fleet matures and an
increasing number of secondary operators move
away from cost-per-flight hour maintenance
agreements. It will be at this point that module
and part trading will gain some pace.
Disclaimer: The maintenance reserve grid printed
in this article represents the opinion of the IBA, and
is intended to be advisory only. Therefore, IBA
assumes no responsibility or legal liability for any
action taken, or not taken, by any party with regard
to the subject of this article. By accepting this
information ATE&M
readers agree that IBA
shall bear no such
responsibility or legal
liability.
REGULARS
SOAPBOX
Fair forecasts for 2015

Leaders of MRO companies from around the world give their
insights into what they think will be the key challenges and
opportunities in the year ahead for the commercial aviation sector.
Dany Kleiman, group vice-president at AAR
Given rising overseas labour rates and domestic
productivity improvements, at AAR we are seeing
more widebody MRO work returning to the US
and we believe this trend will continue. US carriers
are also spending hundreds of millions of dollars
to upgrade widebody and narrowbody interiors
with lie-flat seats and other amenities, such as inflight entertainment (IFE), to be on par with new
aircraft. To capture the expected increase in demand, AAR plans to open a new MRO facility at
Rockford International Airport in Illinois in the
spring of 2016. The site will have two hangars capable of accommodating widebodies, such as 777s
and 787s, and the focus will be on next-generation
widebody aircraft.
Zilvinas Lapinskas, CEO of FL Technics
The introduction of new aircraft types presents a
variety of challenges. First, MROs will be forced to
make substantial investments into equipment and
know-how to support new complex systems and
materials. As a result, human resource planning is
likely to become one the top challenges for all
MRO providers. Another continuing trend is
OEMs becoming increasingly proactive in the aftermarket, launching patents to delay or prevent
rivals from introducing competing products, such
as PMA parts. Although there is a struggle between MROs and OEMs in engine maintenance,
there is room for cooperation in the airframe segment. OEMs acting as technical data centres with
independent MROs executing their service contracts, seems to be becoming an increasingly realistic scenario for the future.
Ian Bartholomew, interim managing director
of Monarch Aircraft Engineering
Early indications suggest that 2015 will continue
to remain busy for MROs. There will, however,
be challenges related to skills shortages and the
availability of trained engineers. One solution

to this is to ensure we bring the next generation
of engineers through. At MAEL we have been
extremely successful at doing this through our
apprenticeship scheme. Operators are also seeking MROs which can provide full solutions, such
as line maintenance, spares/material management and technical management, as well as airframe heavy maintenance. At MAEL we are
ideally positioned to benefit from this as we already have a number of customers contracted
for our full suite of services.
Stefan Weingartner, president of MTU
Maintenance
While the engine MRO market is growing, we are
facing a structural change which will affect the
whole sector. Older-generation engines are being
replaced by newer, more economical versions
which need fewer shop visits and have longer onwing times. This means that MROs with a focus
on ageing engine types are looking for ways to
compensate for their decreasing workload. We expect some consolidation of the sector over the next
few years, with large players dominating the market and smaller firms covering specific market
niches. To stay ahead of the competition MTU is
tying its manufacturing and maintenance businesses closer together. In 2015, we want to offer our
services as a partner to the OEMs, especially on the
PW1100G, to gain access to this growing market.
Andr Wall, CEO of SR Technics
Todays customers demand more than well-located classic MRO services. They want to optimise
their business relationships. They want a guarantee of aircraft availability and protection from unplanned groundings and unnecessary part
replacements. SR Technics good OEM relationships and value-adding networks and services are
going to become critical. In 2015, SR Technics will
strengthen our position in the marketplace and

ensure our flexible services are available in new locations. Our management structure will become
more streamlined, and we shall be investing more
in automated processes, real-time parts tracking,
smart logistics and fault predictive maintenance
solutions. We shall also be creating more agile and
cross-departmental teams that come together to
serve customer requirements.
Lim Serh Ghee, president of ST Aerospace
In the past, the aircraft MRO industry was neatly
partitioned into airframe, engines and components, but as competition intensifies, businesses
have started to broaden their service offerings
through the bundling of traditional MRO services
and providing new products and services. At ST
Aerospace we have sought to differentiate ourselves as a total aviation support provider by
moving up the value chain and going into new
market spheres, such as aircraft conversions and
cabin interior reconfiguration. Another challenge
is the increasing use of composites in new aircraft.
This will result in demand for new inspection
techniques and repairs. We aim to capitalise on
this by leveraging our knowledge of composite
materials and non-destructive testing processes.
Valter Fernandes, operations vice-president
of TAP Maintenance & Engineering Brazil
The main challenge facing MROs in 2015 is the
growing presence of OEMs in the sector. For engine MRO this is a given, but on components also
the barriers to working with new products is
greater than ever. That said, we believe that OEMs
and MROs will continue to strengthen their relationships, as they can complement each other and
together offer a more competitive product. TAP
has several OEM partnerships that will mature
and become fruitful in 2015, mainly in our components shop. Partnering with OEMs is a good solution to provide local support to our domestic
customers. With the Brazilian airline market expanding this is a good opportunity for us.
Read more at www.mronetwork.com/2015
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31
Wednesday 27 May 2015

Royal Garden Hotel, London
2015 Award Categories:

Best Airframe MRO
Best Line Maintenance Provider
Best Spare Parts Provider
Best Component MRO
Best Logistics Provider
Lifetime Achievement Award
Best Engine MRO
Best OEM for Aftermarket Support
ATE&M Editors Award for Technology & Innovation
Submit a nomination by 31 January 2015

Visit www.atemawards.com/nominate
SPONSOR A CATEGORY
BENEFITS INCLUDE:
To sponsor an award please contact:
U Branding on the website, promotional materials and at the event
Jeremy Buckle
U Two tickets to the ceremony
jeremy.buckle@mro-network.com
U The opportunity to present the award
Tel: +44 (0) 207 975 1668
Sponsorship is only 3,000 per category
Visit www.atemawards.com to view the judges, the past winners

and video highlights from 2014
One-stop cure.
Find out about

more of our Total
Support Services.
A single remedy to take care of everything: created

by one of the worlds leading MRO providers, our
Total Technical Support (TTS) is on hand whenever
you need it. Our full range of services is a renowned
treatment for all kinds of eets and operator
requirements. So that you can clear your mind and
stay focused on what you do best: ying.
Lufthansa Technik AG, marketing.sales@lht.dlh.de
Call us: +49-40-5070-5553
www.lufthansa-technik.com/total-support
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December 2014 - January 2015 Issue 133

The MRJ programme

2014 United Airlines, Inc. All rights reserved.

Maintenance support for

Dec 2014 - Jan 2015 Issue: 133

4. The latest news, contracts, products and appointments

ENGINEERING & MAINTENANCE

James Pozzi investigates the changes happening in the teardown

16. Technical training changes gear

30. The hazards lying within

36. Landing safely

Hannah Davies speaks to MROs offering landing gear maintenance

Ensuring engineers are up to date with the latest developments in

42. Remote control

TECHNOLOGY & INNOVATION

Mitsubishi Aircrafts MRJ has been unveiled and it is set to take

26. A change of priorities

52. Engine update GE90-110/115

EPCOR MRO facility at Amsterdam Schiphol Airport

Driving LEAN MRO operations with the

Based at Schiphol Airport, The Netherlands,

New year, new opportunities

Aircraft Technology Engineering & Maintenance (ATE&M)

Cover image: Shutterstock

ATE&M is the official publication of

JOB CUTS ROCK EUROPEAN AEROSPACE

S Aircraft Technology - Issue 133 S

For the latest news visit www.mro-network.com

Boeing has started work on a new $1bn

MITSUBISHI REVEALS MRJ

ST Aerospace profits fall in Q3

S Aircraft Technology - Issue 133 S

For the latest news visit www.mro-network.com

MTU MAINTENANCE POSTS RECORD PROFITS

GE Aviation buys 10% of Chinese MRO

The reasons why I still wake up every morning

S Aircraft Technology - Issue 133 S

FAA AMENDS REPAIR STATION RULE

MS21 TO ENTER PRODUCTION IN 2017

S Aircraft Technology - Issue 133 S

For the latest news visit www.mro-network.com

F&E Aircraft Maintenance (FEAM) has

Liebherr wins A330neo contract

VIRGIN GALACTIC TEST FLIGHT CRASHES

FAA sues Southwest over MRO breaches

For the latest news visit www.mro-network.com

Liebherr Aerospace is to supply the engine

Skyways expands into Asia

S Aircraft Technology - Issue 133 S

MTU Maintenance Canada has signed a

Japanese composites firm Toray Industries has

Taiwanese flag-carrier China Airlines has

AJW Aviation has won a six-year contract with

FACC has signed a contract to supply fan cowls

MRO and logistics firm China Aircraft Services

Air France Industries KLM Engineering &

Magnetic MRO has expanded its agreement

US regional carrier Cape Air has selected Mxi

Chinese carrier Zhejiang Loong has signed a

Indian carrier Vistara has signed a long-term

Boeing Shanghai Aviation Services has signed

10 S Aircraft Technology - Issue 133 S

The Aviation Logistics Network has launched a

Workshop equipment maker Unison has launched a