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Approved by
Production Planning Manager (PPM)
Production Planning and Control Division
Engineering Department
AASL, New Delhi
PPC PROCEDURE MANUAL
Prepared by Approved by
(Aloke Dey)
(Rakesh Sidhana)
PPC PROCEDURE MANUAL
Revision 1
LIST OF ISSUES/AMENDMENTS
Issue Rev. Date Incorpora Highlights of
No No. tion Date Revision
Issue 1 Revision APRIL 01/04/201 --
1 2017 7
PPC PROCEDURE MANUAL
Distribution List
TABLE OF CONTENTS
CHAPTE SECTION SUBJECT PAGE NO
R
0 0.1 General Information 0.1-0.7
1 General Organization 1.1-1.9
1.1 Introduction 1.1
1.2 Functions of PPC 1.2
1.3 Duties and Responsibilities 1.3
Organization Chart 1.6
1.4 Standard Terminology 1.7
2 Maintenance Planning and Check 2.1-2.6
Scheduling
2.1 Aircraft Arising 2.1
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Date:01/04/2016
Prepared by
PPC PROCEDURE MANUAL
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INTRODUCTION
AASL is the wholly owned subsidiary of Air India. AASL has a fleet of 10
aircraft. This is a mixed fleet of different types of aircraft and which are
maintained at different locations in India. The maintenance base for ATR72-
212A( 600 VERSION) aircraft is in Delhi while that for ATR42-320 aircraft is at
Kolkata. Besides, work on these aircraft and/or their components, C check of
ATR72-320 A/C aircraft is also carried out in Hyderabad & ATR42-320 A/C is also
carried out in Kolkata. Thus the entire engineering activity is divided in four (4)
main Engineering bases identified with four regions namely, New Delhi, Kolkata,
Mumbai, Bangalore, Bhopal and Hyderabad. The concerned Engineering bases
have total responsibility of maintenance work on the type of aircraft, engines,
Components& equipments.
Production Planning and Control section undertakes the total task of production
Planning, monitoring and control at the bases viz. loading of Overhaul Shops,
Planning of all Major Maintenance Checks, Provisioning of
Materials/Spares/Modification Kits/Special Tools, Drawings, Technical Literature
for undertaking such tasks, Rotable control, Revenue and Capital Budgeting,
Accident/ Insurance claims, Warranties and Guaranties Administration.
The PPC function deals essentially with the business side of Maintenance and
Engineering and thus play a vital role in the future of the airline operation. Also
Production Planning and Control presents one of the most fruitful areas for the
application of scientific methods in such fields as Aircraft utilization, inventory
allocation etc.
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Following are the functions that cover most of the regular activities of
PPC.
Aircraft maintenance planning involving aircraft routing on daily basisand
projection of various maintenance checks.
Material Planning for Aircraft Maintenance and Component servicing
Component control involving component tracking, based on consumption
parameters, float reconciliation and float fixation
Work order control pertaining to all work orders open for aircraft major
maintenance in the hanger and for components servicing in the shop.
Calculation of components arising based on life limits or maintenance
cycle limit basis and shop loading.
Control of components sent to other bases for servicing.
Repair Administration for components serviced in-house/outside agencies.
Modification planning, Administration and Control of modification kits for
compliance on the aircraft and components.
Preparation and monitoring of budgets.
Job costing of aircraft checks and components.
Insurance and Warranty Management.
Scrap and Salvage Management of components and other items.
Unscheduled major repairs and modifications Support.
Third party Jobs administration
Optimizing inventory though the application of scientific
processes/formulae and the use of computer software in material control.
Development of costing system for Maintenance and Engineering to
establish true costs.
Analysis of break-even points for subcontract versus Maintenance and
Engineering carried out in-house as affected by aircraft fleet size.
Development of Long terms plans aimed at maximum utilization of aircraft
and minimum grounding time through inventory management, facility
planning and maintenance planning.
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To discharge any other functions and duties as assigned from time to time
by superiors.
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AASL
ORGANISATION CHART,
PRODUCTION PLANNING & CONTROL, AASL
RAKESH
SIDHANA
PPM
AKRITI ALPANA
A-1 A-1
LEGEND
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Aircraft Routing
Allocation of the right aircraft at the right place at the right time.Applicable to
aircraft routes and places of maintenance
Approved Spares
These are spares from approved sources duly authorized with release notes or
Airworthiness Certificates.
Breakdown spares
Spare parts held in Stores for use as replacement parts when components are
disassembled
Budget
A forecast of expenditure against a planned level of activities
Budget (Capital)
The forecast of capital investment in assets such as aircraft, buildings,
equipment, tools etc...
Budget (Revenue)
The forecast of expenditure arising from day-to-day-operation
Capacity (Aircraft)
The payload available
Capacity available in hangars or workshops
The maximum number of units that can be accommodated in the hangars or
workshops at any one time. This number takes into account the amount of
working space required per unit
Consumables
These items are use and tow types with no repair scheme. Such items may
further be sub classified into 100% replacement items like o-rings, seals,
packing, etc, On-Condition replacement items like hoses, bushings, sleeves,
inserts, pins, etc., miscellaneous hardware like nuts, bolts, screws, riveted. and
bulk items like paints, thinners, sealants, aluminium alloy sheets,etc.
Flight kit
A pack-up kit which contains aircraft spares to carried on board
Kit
A collection of spare parts pre-selected for special purposes
Life expired
Term used to indicate that an item has completed its total permitted life.
Life- overhaul
(TBO)
Time specified by an appropriate authority after which an item must be
overhauled or scrapped. The maximum time that an item is permitted to operate
between overhauls.
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Maintenance Major
Work performed at main base that cannot be contained within 48 hours elapsed
time. Does not include major repairs.
Maintenance Minor
Routine and rectification work that can be carried out without major maintenance
facilities and usually performed at specified stations. The elapsed time for this
maintenance will not normally exceed 48 hours
Materials movement and control
Consist of receiving, positioning, storing, issuing, packing, dispatching and
disposal of materials.
Materials planning
The actions necessary in establishing all material requirements for maintenance,
including purchasing authority but excluding procurement action
Materials provisioning
The actions necessary in planning and procuring materials and equipment at the
time and place required to carry out the work programme.
Production Progress control
Ensures that the work is activated and progressed in accordance with the
production schedule and reports on the results achieved.
Recoverable
Recoverable differ from Repairable in that they do not have detailed parts
breakdown. They can be rehabilitated to serviceable condition a limited number
of times before scrapping by way of refurbishment operations like patching,
welding, recharging, refilling, content replacement, etc.
Repairable
An item that can be economically reconditioned for a limited number of times.
These items have detail parts breakdown and a definite repair scheme and can
be continuously rehabilitated to a fully serviceable condition based on economic
viability. Such items do not have a fixed TBO or life but are removed only when a
condition exists which mandates their removal as per aircraft / component
manual
Rotable
Without exception a Rotable item is one which bears unique serial number given
by manufacturer or by the airline. It has an extensive life expectancy and can
repeatedly rotate number of times as per defined TBO or OnCondition Lifting
Policy. Thus Rotable have very low scrap rate and maylast the entire life of
aircraft. After it is removed from the a/c or engine, it isnormally routed to O/H
shop for inspection, repair or O/H and recertificationof serviceability, pursuant to
established authorized procedures. It is subject to capitalization as depreciable
asset.
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Stage Length
Is the distance measured in nautical miles which an aircraft is required to flyin a
flight cycle.
Time since New (TSN)
The operating time an item has accumulated since new
Turn Around Time(TAT)
Time between when the component or item is removed from the aircraft to when
it is available in stores for re-fitment
TAT
That element of maintenance downtime needed to service or check an item for
recommitment
Work scheduled
Work resulting from scheduled maintenance
Work- unscheduled
Work resulting from unscheduled maintenance.
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Average FH planned Per aircraft (I) = Total FH planned for the fleet (T)
____________________________
No. of Aircraft in the fleet. (N)
(T)
No. of Check Arising = __________________________
(A1 or A2 or A3.) Check Interval (I1 or I2or I3 .resp.)
(Note; A1, A2, A3 are the Arising for various Checks having interval I1, I2,and
I3. respectively)
Aircraft Maintenance Programme (AMP) obtained from QATS provides the
thres hold interval. The difference between the threshold FH and the currentTSN
gives the Time available for a particular maintenance activity. This available time
is converted into available days by using average FH per day. This procedure is
repeated for all aircraft for all types of major check arising calculation.
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b. On-Condition Maintenance
Based on the above, the operating limits of each component is mentioned in the
COSL document prepared by QA&TS section. These limitations are primarily
based on flying hours (FH) or flying cycles (FC) and elapsed time completed by a
component fitted on the aircraft.
Except for Hard Time items, the arising of components are calculated based
onFH , MTBUR (Mean Time Between Unscheduled Removal Rate),TAT(Turn
Around Time) and QPA(Qty Per Aircraft).The arising may be due to scheduled
removal or unscheduled removal.
The replacement units required to meet these removals are made available
in the following ways:
For items serviced in-house, the requirement is met by the serviceable items
received from the shops. For this purpose, proper shop loading needs to be
carried out and spares requirement if any for servicing such component should
be made available, to avoid to any kind of WORKSTOPPAGE. Proper planning of
required spares and timely
Procurement action should be initiated to ensure that the required component is
serviced in time and ensure its availability as and when required.
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C check plan of the aircraft must be made on monthly basis and must
reflect arising of aircraft on a scale of 12 month period. The plan must
essentially show date of arising, date in, date out, type of check, additional
work scope (aligned with major check), hangar location and constraints, if
any. All efforts should be made to avoid simultaneous grounding through
staggering of the maintenance activity. However, Sometimes the planning
should be done with intentional simultaneous grounding to meet the
operational requirement after considering the availability of Manpower,
material and facilities. The requirement of charter flights if any during the
period under consideration is also incorporated into the plan
Major check plans, once finalized, must be made available to QA&TS well
in time for preparation of maintenance schedules/task cards/modification
schedules etc. The plan must also be made available to base
maintenance manager to plan manpower and other resources in a timely
manner.
Aircraft Maintenance Planning shall also make a long term plan on a scale
of 3 to 4 years keeping track of changes in fleet size based on long term
business plans of the airline. Such long term plans must be revisited and
reviewed on yearly basis.
The discriminating factors for individual aircraft in the maintenance plan will
include:
- Limitations to next maintenance visit (calendar or flying
hour limitations)
- Outstanding modification status (mandatory or
convenience)
- Deferred maintenance work and its inter-relationship with
other requirements.
- Maintenance facility capacity.
- Traffic demands and operational requirements
- Configuration differences such as engine types,
Passenger and freighter or combination
freighter/passenger type aircraft will require individual
assessment for incorporation into a total fleet program.
The progress of the check will be closely monitored and accordingly the
utilization of the remaining aircraft will be decided to avoid simultaneous
grounding.
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,Aircraft Route Planning is a dynamic activity and requires close monitoring and
control of movement of aircraft in the entire network. Aircraft routing cell
must work in close co-ordination with all the agencies involved in movement of
aircraft including, but not to, co-ordination cell and shift in charges of all bases,
base maintenance managers, planning department, operations and commercial
department.
Aircraft Routing Cell must follow following procedures to plan aircraft routing:
Plan and route each aircraft on particular sector on day to day basis and
monitor their progress and plan the next day operation taking into account
the deviation made by Line Maintenance.
Aircraft Routing (Route Plan) for the next day must be made by the routing
cell every day and circulated to all concerned departments /sections of all
bases prior to close of office hours. Any changes to the plan, if required,
may be done by shift in charges of concerned base in consultation with
routing cell.
Aircraft Routing must clearly indicate the constraints, if any, on the flying
aircraft for further guidance of all shift in charges and coordination cells.
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Route planning of aircraft must also take into account various limitations /
constraints of operation department, commercial department. Route
planner must represent / co-ordinate on behalf of Engineering Department
for maintenance constraints in case of AOG situations / incidents /
accidents / change of sector, etc.
Aircraft Routing Cell must also maintain all historical data pertaining to
major checks carried out on monthly and annual basis along with details of
grounding date, date in, date out, TAT, etc. Routing cell will also keep
record of charter flights operated by aircraft.
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Planning the material requirement for a fleet of aircraft and its components is
quite a challenging task for the material planner particularly when there is no
clear consumption pattern of the parts.
Various statistical models have been used by material planner world over to
forecast the requirement as close to the actual. However, all these models
provide a close approximation of the actual consumption pattern of the inventory.
The higher the confidence on the levels of inventory the higher is the inventory
cost. Material planner has to plan the inventory which is the right balance
between cost and confidence level.
1. Rotable
2. Repairable
3. Expendable
Rotable: Float levels set during IP phase must be periodically reviewed based
on actual MTBUR, Overall TAT, TBOs if any. Procurement procedure for increase
in float must be followed to initiate purchase of Rotable. Float increase of Rotable
must necessarily be approved by Director (Engg..)in view of the high cost and
asset nature of the item.
Both material planner and Component Control Cell will maintain a list of Rotable
and their floats ATA chapter wise. Recommendation for increase /decrease in
float (against scrappage) must be initiated by component overhaul planner.
Replacement Rotable must only be procured against SBR.
Repairable: Repairable differ from Rotable in the sense that there movement
and TSN/CSN are not monitored by QA&TS. They continue to be installed on
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aircraft as long they do not fail. All Repairable have a repair defined repair
scheme.
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Depending on removal rates and scrap rate, initial float levels of Repairablemust
be reviewed and suitably augmented. Procurement of Repairable doesnot
require approval from Director(Engg.) and can be ordered against SON.
All items costing more that Rs. 1 lac, are called controllable or control items.
Procurement procedure for control items is same as that of Repairable i.e. they
have to be scrapped before ordering is initiated.
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As per Para 2.1.4.6.1 of MOE, Material Planning Cell shall maintain a list of
approved suppliers and keep it current. The list shall be available to Quality
Auditor, Procurement Department and MRO SBUs.
The list of approved suppliers is a part of the RAMCO ERP system and thesame
is available in the RAMCO Data base.
Material Planning Cell must generate on a monthly basis, a list of all pendingwork
orders which are awaiting spares. Following information must becaptured in the
list
WS No, WS Dt., NHA PN, NHA Desc., Pending WO#, PN Reqd, QtyReqd,PN
Desc., QtyOrdrd, PO#, PO Dt., Vendor, Will Ship Date, Reason forDelay
The above list will be circulated to the respective shops for further planningof
work.
Normal Priority
The materials required on Normal priority are usually met from the inventoryof
spares in the stock room. However, if the requirement could not be metdue to
item NIL IN STOCK (NIS) or item is not a stock item(NoC), and theMaterial
Request is cancelled by Stock Room, based on the cancelledMR(Material
Request), an indent(appendixF) shall be raised by PPC forprocurement of the
required material .
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AOG Priority
All requests from Maintenance which are of AOG priority shall be auctioned
accordingly. An AOG indent shall be raised. On receipt of the indented item, the
same shall be informed to the concerned progress unit with the incoming
shipping details, GRAN etc..and the AOG closed.
RUSH Priority
All requests from the accessory shops and ancillary shops of Major Maintenance
should processed with a RUSH request when ever such a request is made where
the item will be required before the normal lead-time. On receipt of the indented
item, the same shall be informed to the concerned progress unit with the
incoming shipping details, GRAN etc... and the RUSH closed.
WORKSTOPPAGE Priority
All requests from Hangar/Shop Maintenance should be processed on work
stoppage basis wherein the requested item is holding the progress of the job
under a work order. The work order will be returned to PPC by the concerned
shop with a work stoppage request. The Work stoppage has be processed and
an work stoppage indent shall be raised on stores to procure the required item on
work stoppage basis which equivalent to AOG status for aircraft. On receipt of
the indented item, the same shall be informed to the concerned progress unit
with the incoming shipping details, GRAN etc..and the RUSH closed.
Note: All the above indents shall raised and signed by an indenter and authorized
by appropriate authority.
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The suggested stock levels for items classified under ABC analysis are asfollows:
Aircraft A B C
ATR Max. 6 months Max. 9 months Max. 12 months
stock stock stock
Controllable / Repairable
The controllable are the items whose unit price is greater than 1lakh or areof
repairable nature. Repairable are those items which are repairable innature
irrespective of the cost. A Float qty is fixed for these items and boththese type of
items are ordered against scrappage or float increase.
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All SBs / SILs received from vendors / aircraft manufacturer in a given period are
discussed in the Mod Committee Meeting (MCM). Material Planner is also one of
the participants of the MCM. Agenda for MCM is made by QA&TS for Airframe
and Engine separately and circulated to all concerned well in time for detailed
study of each of the items of agenda. Material Planner before attending the
meeting must prepare and collect information regarding each of the
SBs/SLs/SILs to be discussed during the meeting. Material Planner must have
item wise details of parts / kits required, pricing and lead time of parts, availability
of old part numbers, tools required for accomplishment of mod, whether mod can
be undertaken in-house or needs to done at vendor facility, etc.
Once decisions are taken in the MCM, material planning cell must initiate
procurement of parts from the source recommended in the SB. On receipt of
parts, the information must be conveyed to QA&TS for inclusion in the check
schedule based on the decision taken during MCM. Time bound modifications of
alert nature must be planned in consultation with Aircraft Maintenance Planning
Cell after taking into account - availability of aircraft, hangar space and
manpower available to undertake the job.
The materials required for any planned modification or repair on the aircraft or
aircraft component or items of equipment are procured well in advance
depending on availability of spares with vendor, cost, vendor lead time etc. The
items so procured will be allocated for use on a particular aircraft, equipment and
items of equipment. The information regarding Materials, required for compliance
of the modification shall be obtained from the manufacturers SBs, SILs , Vendor
SBs or SILs, ADs, in-house modification proposals etc..
Similarly, provisioning of Equipments and Special Tools has to be planned for this
purpose.
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Component control involves movement of the components after removalfrom the aircraft
through various points like progress control, Local in-houseshop, Outstation shop or
Vendor Facility, Receipt and Dispatch (R&D)section, Stock Room, back to aircraft. At
any given point of time PPC shouldhave the complete visibility of its trajectory. So the
data needs to becaptured at each and every point of the component movement. This
willprovide the data about different components lying at various points forappropriate
action to make them serviceable.
Reconciliation of each type of component with the inventory holding onmonthly basis
should be carryout to ensure tracking of full inventory of thattype of component. This will
give an input for Float increase if required orFloat Reduction and hence the reduction in
inventory holding cost
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i) CCC must closely monitor float levels and follow up with overhaulshops on
daily basis to ensure that there is no gap betweenrequirement and
production. Vendor follow up for items servicedabroad shall also form part
of CCC.
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In the event of a component getting scrapped (BER); CCC will review thefloat
and accordingly initiate procurement action or reduce the float by thescrapped
quantity in case the float is more than the required level.
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CH-06 Standing Work order for Unallocated Shop Labour and Indirect
Materials
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Note: Work orders should be raised under appropriate Cost heads for thepurpose
of expenditure under relevant heads.
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o An item needs to visit another work centre for some job forwhich the
facility like painting, plating, machining etc..is notavailable in the
parent work centre
If the parent work order is closed without closing all open fractionalworkorders,
then the concerned shop (work center) should approach PPCfor converting the
open fractional work orders into a main workorder. All themanhoursshould be
transferred to the main workorderand theitem should be credited to stock directly
through PPC progress
For costing purposes all the man-hours booked against the fractional workorder
will be added to the main workorder
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When ever an item is to be sent out for repair, an unserviceable tag alongwith OP
(outside Party) label should be given by maintenance, shop.
For a routine repair order at vendor facility the following procedure may
befollowed:
Check whether the Item Part number is available in the AIDcertificate list
(At the beginning of the financial year a list of itemsvisiting vendor facility
for repair should be compiled to obtain exportpermission from
Airworthiness Inspection Directorate), if not a freshapplication needs to be
made to obtain the AID certificate.
Check whether the subject Part number is appearing in the system. Ifnot
Create the part number, (refer to appendix for P/N creation)
Create the component ID (refer appendix for ID creation).
Check whether the Repair Agency (supplier) details are available inthe
existing ERP system. If not,
Create supplier details in the system (refer to appendix for
Suppliercreation).
Check whether the consumption parameters like FH, FC TSN, CSN,TSO,
CSO etc... are available in the existing ERP system. If notobtain the same
from QA& TS by sending the tag to QA&TS.
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After obtaining the hours details from QA& TS, Create Repair
Order(Dispatch Advice) in the existing ERP system (refer to appendix
forRO creation)
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Print 5 copies of the Repair order. The Unserviceable tag along withthe
Repair Order (4 copies) should be sent to the concernedprogress unit for
handing over the items to Dispatch Section alongwith the Repair Order.
A copy of the Repair Order with export AWB details will be receivedfrom
Dispatch Section for reference and follow up. The details ofexport AWB
should be entered in the system.
The Repair order should be followed up with the vendor till the itemleaves
the vendor facility.
Once the AWB (Airway Bill) is received from the vendor, the details ofthe
AWB should be given to MMD (Provisioning section) for furtherfollow up
with the forwarder and custom clearance.
On receipt of the GRAN the repair order should be closed in thesystem
giving the details of Repair Charges.
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Also, all efforts should be made to receive the item back at the earliest. It
isdesirable that the same loaned unit is received back. However, if theLoaned
agency is unable to return the same unit, then an exchange unit canbe accepted
after obtaining the necessary approval from QA&TS and suchtransaction does
not have any financial implications. The exchange unit thusreceived should be
inducted into our inventory.
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Loan Charges:
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CPO is the main transiting point for movement of components to and fromany
maintenance activity center. Each overhaul shop, line and majormaintenance has
a progress representative reporting to the CPO. Followingare the activities
performed by Central Progress Section:
Work Order Processing and Shop Loading: Work Order for
allunserviceable items shall be created in CPO based on the
EDP5tag/Quarantine tag received along with the component and sent
tothe respective shop capable of undertaking the job.
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Airframe items are generally dirty andat times have oil and grease on
them and therefore should be keptaway from avionics items and
computers.
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CPO must also ensure that all scrapped items are physically handedover
to MMD for disposal.
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5 Warranty Management
Warranty management is an important activity of PPC as this involvesrevenue
earning for the organization. Proper documentation, laid downprocedure and
timely lodging of the claim can result is a huge cost saving tothe company.
Warranty claims are lodged based on the terms and conditions mentionedin the
warranty agreement. There are two types of warranties. Namely:
1. New Part Warranty
2. Repair Warranty
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repair and reimburse the cost of the in-houserepair. The first information of
the failure of the item under warrantyshould be given to the supplier as
early as possible and within thetime limit provide in the agreement
followed by submission of theclaim in the prescribed format providing all
the required details orlodge an on-line claim. The claim should be backed
up with sufficientdata that will enable the supplier accept the claim. After
the claim islodged, a regular follow up action needs to be initiated till the
claim isrealized.
2. Repair Warranty
Is the warranty extended to the Repair carried out by a RepairAgency and
this warranty may provide for servicing the failed itemFOC as the same
item was previously repaired by the RepairAgency and failed within the
warranty period. In such cases the first Information should be provided to
the Repair Agency about the failureof the item immediately after the
occurrence of such a failure andbefore the warranty period agreed by the
Repair Agency. This shouldbe followed by a Warranty Repair Order giving
the complete detailsof the failure and requesting for FOC repair of the item
under warranty. The Repair order should be followed up with the vendor
tillthe item is serviced and received at out facility.
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6 Insurance Management
AIESL takes insurance for its aircraft, spare engines and sparesinventory. The
cases where insurance is claimable are undertaken with theinsurers. The claim
has to be supported with the required data and costfigures.
An insurance work order under relevant Cost head (CH-04) should beraised
immediately. All the man hours and materials should be bookedunder this work
order for the costing purposes. The insurers may ask forinspection of the
damaged item. The same should be facilitated. If the itemis BER (Beyond
Economical Repair) then the total amount for which theitem is insured should be
claimed from the insurers.
If the damaged item is repairable, then the repair should be carried out
theagainst an insurance work order under cost 4B. Once the job is completedthe
work order closed, the total job cost should be claimed from theinsurers.
A regular follow up with the insurance agencies is a must till the claim isdisposed.
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-If the item that is being scrapped is a Non-Rotable, a Scrap Note israised in
the existing ERP system. The scrap note should be printed intriplicate and two
copies should be sent to stores for further disposal.
-If the item that is being scrapped is a Rotable, then the item has to beput up
for review by SCRAP BOARD COMMITTEE (the Board consists
ofrepresentatives from Engineering, Finance and MMD). After inspection,
theSBR committee clears the items for scrapping, then a write off sanctionshould
be obtained from Hqrs. and finally the scrapped item should behanded over to
Stores for disposal. The Scrap Board meeting should beheld regularly to avoid
any delay in the scrappage action.
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Every airline and its maintenance and engineering organization has a longterm
plan of capacity enhancement, fleet acquisition and expansion of flightnetwork.
All such plans need to be backed by sound facility planning andfinancial resource
allocation. No maintenance planning is complete withoutidentifying the facilities
required to support future plan of action andallocating adequate financial budget
for the same.
Budgeting activity is a future plan of action for a definite period, to get
thepriorities of work to be done, usually expressed in financial terms.
Annualbudgetary provisions must be made prior to the start of a given
financialyear. Engineering budget is made by budgeting cell of PPC of each
regionand submitted to Director of Engineering at corporate level for
furthersubmittal to Finance for allocation of funds.
Revenue Budget:
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Revenue Budget mainly takes care of foreign exchange commitment for thenext
financial year and is calculated on pro-rata basis based on the pastyears material
consumption (cost head wise) and outside party work(repairs performed by
vendors). Planning department provides the expectedaircraft type wise fleet
flying hours for the coming financial year. This data isconverted into engineering
work load (number of major checks, enginechanges, major modifications,
outsourcing of major checks, etc.). Theengineering work load is then translated
into financial figures. Datapertaining to monthly foreign exchange commitment for
outside party repairsand services must be obtained from MMD to estimate the
budgetaryrequirements under this head for next year.
All calibrations of equipments and their repairs at vendors facilities, if any,must
be conveyed in advance for allocation in the revenue expenditure.
Capital Budget
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In both cases, initially the estimates are given and a quarterly or half-
yearlyreview is carried out and the revised estimates are submitted and finally
theactuals are submitted with the justification for increase or decrease in
thebudgeted amount.
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9 Indigenization
Whenever new aircraft is inducted in to the fleet, 100% of the spares areprocured
the vendor. As the utilization of the aircraft increases, themaintenance cost goes
up. One of the main contributing factors thisincrease in maintenance cost is the
material cost. There are many ways tocontrol the increase in material cost. One
of the ways is by importsubstitution or by indigenization.
Indigenization is the process of identifying such aircraft items which can be
manufactured/fabricated in-house, locally and used on the aircraft
withoutaffecting the airworthiness of the aircraft.
There are many local agencies within India who have the capability
tomanufacture certain aircraft parts as per approved procedures, drawing
orsamples. Such vendors should have DGCA approval under relevantcategory
as per CAR (Civil Airworthiness Requirements).
After identifying the vendor, they should be approved by our QA & TS. Allthe
required documents should be submitted to QA &TS.
QA & TS may at its discretion call for inspection of the vendors facility
toascertain their capability to carry out the required job. PPC should facilitateQA
& TS for the same.
After ascertaining the capability of the vendor to fabricate /manufacture
theidentified item, QA &TS may approve the vendor for the same.
On receipt of the approval from QA& TS, PPC will initiate the procurementaction
by way of a trial order.
A sample will be provided to the vendor for the trial order.
On receipt of the first manufactured/fabricated sample of the indigenousproduct,
PPC will send the sample to the user department for checking thefit, form and
function.
On receipt of the approval from the user department, the vendor will beincluded
in the list of approved vendors for procurement of the indigenousproduct.
The whole exercise of indigenization should be carried out only if it iseconomical
and cost saving to the company.
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Definitions:
This chapter highlights those areas for which the use of data processing
isrelevant, and enables the user to combine the information that it containswith
information from other chapters.
This chapter will be of use for overall systems development. The PPCmanager
must recognize the effect that computer systems will have on hisoperation, and
the degree of commitment necessary for him, both inresourced and in project
management skills. Computer systems may lead toa modification of the
organization and in some cases to a completereorganization of internal
procedures. A change in organization must beanticipated if a successful system
implementation is to be achieved.
The main consequences of systems implementations or personnel are:
improved efficiency through the reduction of time-consuming
clericalfunctions, allowing more time to be directed to analysis
displacement of duties due to internal reorganization
creation of system support functions, which will require both trainingand
staff re-assignment and
Tangible management support for the proposed systems, to allay thenatural fears of
staff regarding the effects on them ofcomputerization. This is best achieved by the
adequate involvementof user staff in the development process.
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Planning
Planning operates in a manner similar to production, planning and control ina
manufacturing plant. This function establishes a work task list forparticular
aircraft, based on scheduled tasks, called for in maintenancemanuals. Work is
scheduled, and requisite job instructions and parts kits areidentified and made
available to hangar and supervisory personnel.
Engineering
The planning function is supported by the engineering group which, forexample,
produces the control document called an engineering changeorder (ECO). The
Eco document is passed to the planning areas where aprogram of
modifications for all affected aircraft and components canscheduled into the
production process. The engineering group also providescomponent removal
forecasts and handles any other specific requirements.A significant adjuncst to
engineering is the inspection process. Thisdepartments overall responsibilities
include inspection both incomingsupplies and all aircraft, to determine their
serviceability and compliancewith regulatory requirements.
Component management
Rotable management is the most critical aspect of component
managementfunction, in that it must manage the thousands of records needed
to maintaina serviceable aircraft. Based on information supplied engineering
and otherfunctional areas, Rotable management established the stock levels
ofRotable and Repairable parts to be held by the airline, how long they
shouldbe kept and when they should be inspected, recycled, refurbished
andreplaced.
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Production control
The maintenance and overhaul process includes establishment of
thenecessary mechanism to schedule and control, through to completion,
theworkload or work list generated by planning. An airlines production
facilitiesfor aircraft are classified as the base maintenance facility, where
majoraircraft overhauls and inspections are completed, and the line
maintenancehangars where lower level checks and turnaround services are
supported.The line hangar is the direct interface with the operations of the
airlines fleetand is the source from which prepared aircraft go into service.
The other side of the production process involves services to components
by workshops.
Supply
Supply interfaces with Maintenance and Engineering and other functionalareas
through its role in inventory management taking information fromAccounting,
Corporate Administration, Purchasing and Receiving, andfinance. Supply must
ensure that the requisite levels of parts to meetcorporate service level
objectives and inspection requirements areestablished and maintained.
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LEASING PROCEDURE
- The Lease Monitoring Committee shall have members from QC, PPC, MMD,
Finance, JEOC, Major Maintenanceand Accessory Overhaul Shop & Avionics
Shop.
- In accordance with the above, a planner shall be nominated from PPC and the
lease agreement shall be implemented by the respective sections/divisions of
Engg. /MMD/Finance as per decisions of Lease Monitoring Committee.
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(a) OEM: In all cases this is taken to be the company which manufactures the
particular make and model of aircraft/engine/accessory/component or its
equipment.
(b) All supplier/vendors other than OEM: Those approved by DGCA/FAA/EASA/
TCCA. All supplies other than PMA & DER repair parts can be procured from
supplier under this category.
(c) OEM recommended supplier/vendors: All supplies (other than PMA & DER
repaired parts) can be procured from supplier/vendors under this category.
(I) Supplier/vendors not covered under a, b & c above. All supplies (other than
PMA & DER repaired parts) can be procured from supplier/vendors under this
category.
(II) Surplus parts: All supplies (other than PMA & DER repaired parts) can be
procured from supplier/vendors under this category.
(III) PMA/DER repair parts supplier/vendors
B. The PMA approval procedure shall be in accordance with M.O.E. Section 2.1.4.3.
C. The approval process of Surplus parts supplier/vendors shall follow M.O.E. section
2.1.4.5.
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Man Power assessment shall be carried out every three month in a year and
shall be in accordance with section 1.7 of M.O.E.
The man power assessment shall be in comparison of standard force and shall
take into account the following
The number of repair orders opened in the twelve months preceding the
date of assessment.
The number of repair orders generated in the twelve months preceding the
date/month of assessments