Beruflich Dokumente
Kultur Dokumente
To Build or Buy?
Increase Uptime
Enigma InService MRO
Integrated, Updated Maintenance Content Across the Enterprise
Job Card Automation Enhanced PDF Content ATA & S1000D Support COC/OEM Revision Management
www.enigma.com
Its always a challenge, staying abreast of the latest MRO IT solutions news. Those who know, check for the latest developments on www.aircraftit.com/MRO and in AircraftIT MRO e-journal. Juswil Adriani AirAsia MRO liaison engineer at AirAsia Migrating to a new IT based MRO system is never easy; but a thorough evaluation of all possibilities and impacting factors can inform the decision whether to buy-in or build. A preview of the live MRO Software Demo of Swiss AviationSoftwares AMOS solution on the 27th of October 2011.
Editors comment
From strength to strength: Aircraft IT MRO just keeps getting better and now theres an app for it. Theres so much to tell you this month. We already know that our growing readership values the organised access in Aircraft IT MRO. Access to evaluate the products of some of the best MRO IT systems vendors; read the thoughts and research results of gurus and consultants looking into the future; and participate in regular vendor hosted webinars. But we want to deliver even more. In this exciting issue the big question is asked, whether to buy or to build an MRO IT system? Youll also find out about the application of IT throughout the MRO process up to reporting to regulators; what benefits a wireless sensor network brings to an MRO operation; and the history and current state of mobile devices in the business. We look at the process of choosing an MRO package; running a project; and the quality of data. There are also exciting new developments to add interest and utility to your Aircraft IT. In this e-journal youll find a new Q&A feature asking the same questions of different people and businesses for each issue. We call it the Vendor Job Card and our first vendor is Dinakara Nagalla, President & CEO at EmpowerMX. The really big development reflects the fact that so many readers now use iPads. So we now have had an Aircraft IT iPad app. Download it by clicking here. To find out more about this exciting development, click here. The app is now live and ready to read Aircraft IT e-journals. And let us not forget the Aircraft IT live demonstration webinars which have already attracted hundreds of participants to find out about the software packages out there from the people who know those packages best. Readers can now access past webinars and add them to their own market intelligence library as well as being able to participate in future webinars the schedule is already set until mid-2012. Thats probably enough excitement for one issue but keep on coming back to Aircraft IT MRO website and e-journal for everything thats new and important in MRO IT. Ed Haskey. CLICK HERE: Send your feedback and suggestions to AircraftIT MRO CLICK HERE: Subscribe for free
15 Upcoming liVe MRO soFtwaRe demonstRation weBinaRs 16 PAST WEBINARS: Knowledge tRansFeR and access FoR industRy eXpeRts
View Video Recordings of our Past Live MRO Software Demonstration Webinars Full information on our past Live MRO Software Demonstrations, including: Trax, Mxi Technologies, Ramco Systems, Enigma, Lufthansa Technik (Manage/m) Byron Clemens, President/Principal Consultant, CKK Solutions, LLC Mobile technology and devices in the Supply Chain, ERP and related environments are not new but theyre more than simply buying cell phones and/or tablets. To get the best out of them, businesses need to integrate and exploit their capabilities.
24 CASE STUDY: Getting the Right people in the Right place FoR each JoB on the schedule
Dr. Orkun Hasekioglu, CIO, Turkish Airlines Technic MRO technicians are at the heart of the operation but their time can be wasted on avoidable non-productive tasks. Turkish Technic has resolved this problem with a sensor node network that gets the right technician, properly equipped, to the job.
29 VENDOR JOB CARD: What woRKs FoR EmpoweRMX DinaKaRa Nagalla tells all
In our new series of Q&A pieces, we ask Dinakara Nagalla President & CEO at EmpowerMX to answer our questions.
Peder Falk, Aviation Systems Professional, Aviro AB Before embarking on a project to take the business forward it will be necessary to establish where the business is today, where it wants the project to take it and what resources will be available to carry the project through. Dr. Falk Kalus, Director of the manage/m division at Lufthansa Technik Operators may outsource MRO functions but cannot outsource accountability. manage/ m from Lufthansa Technik integrates outsourced MRO with operators records and management system to ensure a seamless trail of information
42 WHITE PAPER: All the data you need in a waRehouse that you can use
Lakshmi Narasimhan, Assistant Vice President Travel & Transportation, Hexaware Technologies While data are at the heart of a successful MRO operation, much depends on how it is captured, stored and accessed or interrogated. A data warehouse with its associated systems can take care of much of that. A detailed look at the worlds leading MRO IT systems.
AircraftIT MRO is published bi-monthly and is an affiliate of Aircraft Commerce and part of the AviationNextGen Ltd group. The entire contents within this publication Copyright 2011 AviationNextGen Ltd an independent publication and not affiliated with any of the IT vendors or suppliers. Content may not be reproduced without the strict written agreement of the publisher. The views and opinions expressed in this publication are the views of the authors and do not necessarily reflect the views or policies of their companies or of the publisher. The publisher does not guarantee the source, originality, accuracy, completeness or reliability of any statement, information, data, finding, interpretation, advice, opinion, or view presented.
AircraftIT MRO
Ed Haskey ed.haskey@aircraftit.com +44 1403 230 700 or +44 1273 700 555 www.aircraftIT.com John Hancock Dean Cook deancook@magazineproduction.com
JorAMCo Go-liVe
Jordans leading Maintenance, Repair and Overhaul (MRO) provider, went live in August with an upgrade to Maintenix software from Mxi Technologies, project TOGA. Building on JorAMCos vision for organizational optimization, this recent go-live further supports the companys goals for maintenance and engineering excellence. The enterprise wide implementation was put into operation with all software modules going live simultaneously and was run jointly with JorAMCo operational experts, trainers, data migration specialists, and leadership of the project team. In addition to the extensive use of maintenance planning and business analytic tools to reduce turnaround times, JorAMCos Maintenix upgrade offered enhancements to MRO invoicing, thirdparty maintenance and the further integration of materials, planning, purchasing, and execution.
BAE SYstems
Also in August, Mxi Technologies announced that Maintenix software had been selected the as the core enabling technology for BAE Systems aftermarket support programs. The first phase of the project, currently in implementation, serves as a platform for the induction of military aircraft operated by the United Kingdoms Ministry of Defence (MoD). Following successful completion of this stage, a comprehensive Maintenix footprint will be rolled out in support of BAE Systems portfolio of defense after-market services for military aviation assets. The full project will culminate in a fully integrated maintenance management environment standardized for end-to-end asset lifecycle management across multiple customer fleets.
N SePtember 2011, Conduce Software confirmed its selection to develop an iPad app to complement the vendor neutral aviation IT website AircraftIT. AircraftIT, launched earlier this year as a spin-off from the highly successful series of Aviation MRO and Operations IT Conferences, is the brainchild of Aircraft Commerces Ed Haskey and was developed by Conduce Softwares sister company Dreamscape Design. Having analyzed the number of visitors accessing the website through iPads, it made perfect sense to provide an app with optimized content that would allow for offline access to media and resources that the website provides to its users. The first version of the app will allow users to download and view the MRO and Operations eJournals which are published every two months. Future versions will include access to the weekly software demonstration webinars and much more besides. Ed Haskey, founder of AircraftIT said: It seems that everyone in aviation is talking about iPads.
Visitors to the AircraftIT website are using iPads, they are looking for iPad apps, they are finding our website by searching for iPads and whenever there is a software demo of an iPad app there is a marked upturn in visitor numbers. It makes perfect sense to cater for that demand and release an iPad app of our own. With more and more airlines equipping their staff with iPads we hope that ours will be one of the first apps to be on their download list. Conduce Software who have developed a number of aviation specific apps for iPhone and iPad advised AircraftIT to adopt a phased approach to development and release, to allow for a rapid deployment of an initially small but useful app which would be able to build a following as future versions and features are released. AircraftIT for iPad is planned for launch as a free app on Apples iTunes App Store later this year. As well as the new app, AircraftIT has made
strong progress on several important fronts. First of all, two new Vendors, InfoTrust Group and AviIT, have joined the MRO Portal: readers can visit the website for more information on both of them. The web site also now has the facility for AircraftIT members to sign up and view video recordings of all the Live Software Demo webinars to date, including demos from Mxi, Ramco, Trax, AeroSoft and Enigma. See pages 18-19 for more information. Readers who have not already done so can join over 4000 other key executives in signing up as AircraftIT members. Membership is free and allows members to take part in all the websites interactive features such as participating in the Live Software Demonstration Webinars and asking questions of authors: it will also guarantee they receive their copy of the eJournal on the day of publication direct into their inbox. Click here to order your membership. Looking at the Live Software Demonstration Webinars, they are going from strength to strength. With the Webinar calendar now set until June next year, these sessions provide airlines, MROs and operators with a great chance to view a live online demo of the major systems on the market with no sales pressure and from the comfort of their own home or office. See page 17 for details of upcoming Webinar sessions.
Growing Success
Commsofts OASES MRO system offers comprehensive professional functionality together with a exible, affordable approach that understands your business scaleable growth needs in todays turbulent market
Each OASES module can be offered individually or can be integrated at the engineering centre of your business systems
Over 50 current aviation users, including airlines and MROs, spares suppliers, CAMO, corporate and bureau operators have grown their success with us
ero-Webb ciVil aircraFt Fleet Data Management went live at the end of June 2011 for Snecma (Safran Group). The solution, used by Snecma in France and by its partner in Russia, is based on the v5.0 release of Aero-Webb on the functional scope of the Fleet Management (FM) and Master Configuration Hub (MCH) modules. Snecma is now able to track and control configurations, update usage and manage all event types attached to its new civil engines (SaM146 program). Aero-Webb offers workflow oriented transactions with better data traceability and status tracking, and the ability to link operational events to configuration or maintenance events in order to track performed actions on engines with their original causes. The research capabilities on events or assets table apply multi criteria (criteria held in memory) to simply retrieve information and get feedback on fleet data. Failure, Malfunction and Defect forms are available in PDF or Excel formats. Also, Aero-Webb data loaders are XML format compliant. Module FM is able to fully import assets and events information from external information systems. Customers can now easily take advantages of the FM added value functionalities. Next steps that will come within the scope of the project in early 2012 will be to get feedback based on analysis of data acquired by the system and integrate military engines.
Go live of Aero-Webb Fleet Data Management of civil aircraft for Snecma (Safran Group) A
N JUNe 2011 the corporate leadership teams of NS Aviation and EmpowerMX jointly announced the signing of a software-as-a-service (SaaS) licensing agreement. Under the terms of this agreement, NS Aviation will employ the EmpowerMX-hosted FleetCycle Execution Suite - MRO Manager (FCXM) product as its enterprise-level MRO software solution at all of its maintenance facilities. EmpowerMX also signed an expanded product licensing agreement with United Continental Holdings (UCH), Inc. in July. Under the terms of this agreement, EmpowerMX will expand its employment of the FleetCycle Execution Suite - Production Manager (FCXP) production-coordination system to all of the carriers Houston-Intercontinental, HoustonHobby and Orlando-based maintenance facilities with subsequent expansion to their San Francisco-based facilities. And finally, Terry McNicholas joined the leadership team of EmpowerMX as its Chief Business Development Officer in October. Terry has more than thirty-five years of operational and leadership experience in the aerospace and software industries with the air transport carriers Continental Airlines and UPS, the IT company Record Imaging Inc., and the aerospace companies Boeing CDG and InfoTrust Group. Prior to joining EmpowerMX, Terry held the positions of Manager of Standards, Director of Publications, Chief Pilot, Director of Flight Crew Training, Senior Director of Technical Operations and VP of Operations. Terry most recently served as Executive Vice President and Chief Business Development Officer at the InfoTrust Group. In this capacity, he led both the Commercial and Defense Aerospace divisions in growing the companys globally based revenues and adding several customers.
Click here For FUll SOFTWARE details aNd For a demo
EmpoweR MX signs SaaS agReement, signs eXpanded pRoduct licensing and adds to team
Save crucial time. Make your documents work for you with the most advanced document intelligence system available. Accept no other.
AeroSoFt Systems Inc. announced in July 2011 that Icelandair Technical Services had joined its customer family as a DigiDOC CMS application user. At Icelandair, DigiDOC is being integrated with Mxis Maintenix, in a Task Card solution to be followed by MPD and other OEM Manuals.
AViatioN management consultancy and airworthiness specialist Airstream Aviation signed a five year deal in September 2011 to use Commsofts OASES maintenance management software. U.A.E. headquartered Airstream Aviation operates from the new Dubai World Central (DWC) airport and also has operations in Nigeria. Airstream Aviation will use OASES to support its CAMO (Continuing Airworthiness Management Organization) and inventory management operations. The deal marks an important expansion for UK headquartered Commsoft into the Middle East region. The OASES CAMO module provides the necessary tools to efficiently manage continuing airworthiness processes, providing confidence that an organization is complying with increasingly stringent local and international regulatory obligations.
LUFthaNsa Technik announced in July 2011 that, with the introduction of the new m/jobcontrol/ engine WebService, it is creating a new system for time control of life limited engine and APU parts (LLPs). Replacing the former system of the Engine Lifetime Control, it is designed to fit seamlessly into the internet-based Technical Operations WebSuite manage/m and is the basis for reliable engine and APU compliance reporting. The new application comprises scheduled and supplementary maintenance and will provide end-to-end reference of required documents such as engine manuals, ADs or SBs up to maintenance tasks. Users get information on engine configuration as well as a back-to-birth parts history and specific removal forecasts in relation to fleet and tail sign (MSN). Thanks to the Master Parts List m/jobcontrol/engine is able to support the engine assembly and build up the current parts list and offer flexible and customized reporting is available. Even where an aircraft does not have an automated recording system for flight hours and flight cycles or special counters, manual entry is possible via a user friendly input mask. Thus the operator always has up-to-date counter information. Lufthansa Technik customers will benefit from this additional information and functionality once the customer data has been successfully migrated into the new system. Thereafter, the old system will be taken out of service.
Click here For FUll SOFTWARE details aNd For a demo
Swiss-AS adds new European and African users, its 100th customer plus first US client
neighbour FARNAIR went live with the advanced M&E system AMOS in July 2011. The crossover from the legacy system was smooth without any operational impact and all modules went live simultaneously. AMOS is implemented enterprisewide and for all types of aircraft at FARNAIR (including all eight outstations). Data cleansing, mapping and transfer turned out to be the major challenge within this implementation. FARNAIRs decision to hire experts that were exclusively dedicated to the data transfer task, turned out to be a good one as it meant that this normally time consuming process was considerably faster than usual. In September, Swiss-AS welcomed South African Airways (SAA) as its 100th customer. By issuing a Request for Proposal in 2008, South African Airways (SAA) was screening the market for an MRO software system and was searching for a community product that would quickly respond to industry changes and challenges and equip SAA with a future-proof software solution. Once the decision for AMOS was taken by SAA, subject to later confirmation, Swiss-AS and SAA performed a proof of concept project in 2010 which allowed both sides to combine the airlines requirements with AMOS capabilities. Numerous opportunities for future improvements were identified and a set of customizations, mainly related to Production Planning & Control, were defined. These enhancements will not only add a sustainable competitive edge to SAAs maintenance organization but will also strengthen the position of AMOS as an industry-leading MRO system. Go-Live is expected to happen in about 18 months.
Wiss-AS aNNoUNce iN July 2011 that PGA, Portuglia Airlines, has chosen AMOS to provide maintenance management for their entire fleet. Implementation is scheduled for ten months and the process will commence without delay. During the pre-sales, PGA was concerned about the implementation phase since the roll out of an MRO software is always a complex and time consuming task whose changes impacts the entire maintenance organization. Swiss-AS was able to allay these doubts due to its immense implementation experience and throughout the history of the company, no project has ever failed. Additionally, both companies closely cooperated to define and confirm all implementation steps in the run-up to To familiarise its 80 mechanics with AMOS, PGA decided to use the train-the-trainer approach, meaning that internal trainers help to replicate the training originally delivered by Swiss-AS. Traditionally, the end user training will take place during the final weeks prior to Go-Live.
Also in July, Southern Air became the first USAmerican customer to join the AMOS customer community. It is expected that Southern will be the first of many after the recent setting up of a SwissAS USA office through a partnership deal with its sister company Lufthansa Systems Americas. After an extensive software evaluation process Southern Air selected AMOS as the MRO software solution to manage their M&E activities. The cargo carrier has a substantial growth plan and, in order to meet the demands of this positive growth plan a replacement MRO system was required. It is expected that the implementation project will takes approx. 10 to 12 months to complete and will culminate with a Go-Live that will see all of the core modules running in the company. Southern Air has already decided to implement the system as-is because the system already has the knowledge and know-how gained from working with almost 100 customers incorporated into the procedures and processes, there is no point reinventing the wheel. At the Euro Airport Basel/Mulhouse, Swiss-AS
Rusada signs group agreement with Eurocopter and announces new start-up package
UrocoPter, a diVisioN of EADS, the worlds number one helicopter manufacturer in the civil and parapublic market, and Rusada, a company specializing in complex assets management software for the Aviation Industry, announced the September 2011 signing of a Preferred Supplier Agreement for Rusadas Envision system. Envision is an advanced and integrated range of software specifically designed for the aviation industry bringing functional and technical benefits to organizations involved in Airworthiness Management, MRO, Fleet Management, Airline Operations or Performance Based Contract. The Agreement sets out
the modalities under which Rusada grants to Eurocopter Group the right to use Envision software for its maintenance, CAMO and fleet availability/fleet management activities. It also covers the granting to Eurocopter of preferred conditions to market and distribute Envision software to its worldwide customer base. Rusadas Envision system will complement Eurocopters catalog of Helicopter ground support solutions and will also be used as a key enabler by Eurocopter Group to develop its range of Fleet Availability Services, dedicated to maximizing customer mission readiness. Later, in October and following conversations with leasing
companies, finance houses and prospective start-ups, Rusada announced a new start-up package. In the current economic climate new operations face considerable financial challenges to start operations irrespective of the compliance issues necessary for a quick entry into service. With this in mind Rusada launched a new service specifically aimed at new operations. The service uses two principle products; Professional, a highly respected menu driven system for the management of technical records, maintenance, logistics, document management and job control; plus Envision, an SQL based ERP that also includes quality, safety, flight operations and crew training.
Start-up organizations will be able to use a hosted copy of the Professional system on a competitive start up rental fee for the first four months of operation whilst they seek approval of their AOC and operation. In month 5 and onwards an additional per tail fee will become applicable. After 24 months clients will be given the option to upgrade to Envision with preferential rates or, if they wish, remain on Professional with the option to purchase the software for installation on their own server. Professional is extremely fast to commission: on average an organization can expect to be live on the system with the first aircraft within four weeks.
Alkym (by Volartec) project complete at Air Seychelles and system selected for Enter Air
AUGUst 2011 saw Volartec announce yet another successful implementation of Alkym Management and Control System for Aircraft Maintenance. Air Seychelles are the latest customer to have enjoyed a successful delivery. In just five weeks the onsite implementation team completed the installation to ensure Air Seychelles quickly benefitted from a return on investment. Also, after a long and precise tender process Volartec proudly announced in September 2011 that Enter Air have selected Alkym Management and Control System for Aircraft Maintenance to look after the Technical Management of the expanding B737 fleet. The five week implementation began at the end of September with the preparatory work already under way. Enter Air will begin with 10 concurrent user licenses with an option to quickly grow to 15. The selected modules that they will start with include Planning, Engineering, Maintenance Control, Reliability, Inventory, Purchasing & Repairs, Receiving & Shipping, M-Transfer and M-Files. There are other modules they can add seamlessly as their operation requires.
Live in 17 countries !
Gen2 and Virgin Atlantic sign long term agreement for deployment of FLYdocs
VirGiN Atlantic Airways and Gen2 Systems have entered into a long term agreement for the deployment of FLYdocs - Gen2s advanced intelligent Document Management System. The agreement was reached after an intensive year long trial during which Virgin Atlantic collaborated with Gen2 to make aviation history by using FLYdocs as the web-based software platform delivering the worlds first fully electronic Aircraft Records Returns, with Virgin Atlantic instrumental in breaking new ground by adopting a cutting edge and environmentally friendly paperless returns strategy. As well as the embedded End of Lease Returns system now being used for all future returns, FLYdocs are taking over the day-to-day management of Virgins electronic document management across the entire fleet, co-ordinating records scanning, indexing and tagging as well as many other highly advanced and automated features designed to bring Virgins records to life in an intelligent way to give the business the type of real time functionality not available in other more basic read and retrieve type document management systems currently in the marketplace. Adrian Ryan, Managing Director of Gen2 Systems said, The process of integrating with Virgin over the last 12-18 months has been a pleasure. Weve worked together as equal parties with common goals, solving problems and pushing boundaries along the way. Virgin, as our flagship development partner, will continue to have our total support throughout our working agreement during which FLYdocs will deliver company wide benefits in Aircraft Re-deliveries, Document Management, Aircraft Management, Repair Management, Engine Management, Gear Management, APU Management, Airworthiness Management and much more. Weve only just begun the extensive deployment of highly advanced functionality that Virgin will come to enjoy as standard in all departments across the entire business on a worldwide basis. We are very client oriented at Gen2- we like to look after all of our clients every step of the way. The synergy between Virgin and Gen2 is tangible brand strength and the creation of the quality of that brand allied to a progressive, forward thinking and incredibly flexible approach. This is a very exciting period of growth for FLYdocs and we are looking forward to leading the way in finally bringing some long overdue e-tech know-how into Aircraft Documentation.
sales@2moro.com
www.2moro.com
arlier this Year (2011) AirAsia was awarded Sky Trax Low Cost Airline of the year, the 3rd consecutive occasion (2009 thru 2011) on which the accolade had been awarded to the carrier. This achievement, and the wider success of AirAsia, can be attributed to a number of factors: how the business was founded; one individuals vision to build the airline into the worlds leading low cost carrier (LCC); its formative years and, the subject of this case study, how an MRO system was selected. Technology has been a mainstay of the company. The drive to apply and optimize the use of IT has been one of AirAsias key successes with one department, Innovation Communication and Technology, responsible for the continuing growth of this area in the business; and this department has won many awards for creativity. AirAsia was the first airline in the world to introduce on-line and SMS booking. The carrier was also ranked among the top 50 most innovative companies in 2009, alongside Google, Sony, GE and many other multinational organizations. This reflects a determination to keep abreast of the pace of IT development. So, when it came to selecting an MRO system for the airline, the choice was straightforward. It had to be easy to use, adaptable for low cost airline operations and be able to be implemented in the shortest time possible. The reason for the haste was to minimize the resources occupied in the project in order to concentrate on early years growth for the company. As has already been mentioned, from the outset AirAsia has set its sights on becoming the largest company of its sort in the world, testimony to which is the ordering of 300 Airbus A320 NEOs (New Engine Option) at the recent Paris Air show. This expansion in terms of fleet size is deemed necessary to beat off fierce LCC competition in the South East Asia region. There are also plans to open new routes and hubs, including AirAsiaX (long haul), as well as extending services to new destinations in places such as North America, Africa and Continental Europe.
when it came to selecting an MRO system for the airline, the choice was straightforward. It had to be easy to use, adaptable for low cost airline operations and be able to be implemented in the shortest time possible.
HoW it started
No airline company in Malaysia had ever had a fully integrated MRO IT system until AirAsia introduced software from Denmark in 2005. Before then, airlines in Malaysia were not too concerned about how they kept their data. The usual pattern was for each department to have their own methods for gathering data and generating reports but without any coordination or connection with other areas. As a result, a great deal of effort and resources were needed just to capture and put together the information needed for even a simple management report. The departmental software choices were often MS Excel and Access; both were popular and easy to use programs but had drawbacks when used in the MRO environment. They created islands of information across the Engineering departments, resulting in confusion. For example a part number with duplications (dashes, spaces) would be misleading and this had, on many occasions, contributed to delays or aircraft on ground (AOG) events when an incorrect part was requested using these spreadsheet references. The situation was getting out of control and aircraft operations were experiencing problems as a result of inaccurate data being provided.
It was realized in AirAsia that this process could not continue as it was for very much longer. Major cracks were beginning to appear in the system (or lack thereof). Work processes now involved a complex series of linked spreadsheets that lacked data integrity. The process had outgrown its current database; the legacy system was no longer able to provide the meaningful analysis that the organization required. There was no formal system in place for the internal processes so it was decision time on how to proceed; either to purchase commercial off-the-shelf software or build a customized system. If the decision was to build, would it be outsourced to a third party vendor or would the system that was specified be created within the company? During its early years, AirAsia always made engineering software a high priority. CEO Tony Fernandes has a keen interest in the system and sat in on some of the discussions during the implementation to lend his support to the project. The company regards the system as a means to cement cooperation between the three AirAsia entities in three different countries. As the company grows and expands to other countries such as Japan, The Philippines and Vietnam, a solid integrated system will be an essential component for the engineering department. AirAsias initial strategic growth was dynamic. There were discussions about possible cooperation and joint ventures in several countries within South East Asia. But high on the list before any such tie up could materialize was how to streamline processes between the different hubs in order to achieve maximum efficiency. It seemed clear that, by investing in a single software tool, it would be possible to standardize the flow of information between countries. The software required also had to be flexible in order to handle the complexities of running engineering operations in these countries which raised various issues resulting from the different regulations applied by the authorities in each place. What was needed was software with a good track record and wide international exposure to be able to deal with cultural and cross border issues: the system now in place in AirAsia boasts over 100 customers around the world. Low cost operations may be essentially the same everywhere but there can also be idiosyncrasies specific to particular airline operators. AirAsias decision, in the early days, to change their fleet from B737 to all Airbus, was a significant milestone for the company. This event has had some impact on the choice of software required to handle the new state-of-the-art Airbus planes. It was necessary to consider the systems ability to support Airbus aircraft operations and to deal with the number of aircraft in the company fleet, which will be 175 planes by the year 2015. AirAsias first attempt at MRO software engaged a local vendor who tried to build the system from the ground up. That approach failed, due to a lack of knowledge about airline engineering processes. There was no development team which could create applications on the scale expected, and there was a worry that if a local team attempted to develop the software, they would underestimate the time
Work processes now involved a complex series of linked spreadsheets that lacked data integrity. The process had outgrown its current database; the legacy system was no longer able to provide the meaningful analysis that the organization required
required. The consequence might be a lengthy delay in deployment of the application. The project did not last long and was deemed a complete failure after three months. Subsequently, in 2004, AirAsia engaged Scandinavian MRO software company AMICOS. At the time AirAsia had an ageing B737-300 fleet; aircraft leased from all over the world. Their original data were dubious and questionable; also, these planes had an average age of about 20 years. After leasing them from various leasers the data of these aircraft were maintained manually by the company.
Most MRO IT software is rich with features, bells and whistles. They have to be, to try to meet the requirements of a very wide ranging group of users.
affected by having to drastically change its processes to fit the software. Some users had opined that it should work the other way around. The system should work for you. As most low cost airlines in Europe were already using a topline off-the-shelf MRO IT software package, this presented the quickest and most cost-effective solution. Considerations about which the company took a very thorough approach were some very common off-the-shelf traps. It had to make sure of the real costs before proceeding. AirAsia evaluated several software modules before purchasing to determine whether they required extensive customization to fit the organizations needs; it was important that the costs associated with any such work should be factored into the price. Some customers who had purchased a similar system found that they had to pay costs up to three times the purchase price in order for consultants to come in and customize the application. What looked like an attractive option because of lower initial costs had turned into a very expensive low, or negative return on investment (ROI) option. Among possible risks in deciding to proceed with off-the-shelf software were that AirAsia would be at the mercy of the software vendor as far as future product features were concerned. Changes in aviation or the airline industry could have significant implications for software requirements. If a paradigm shift started to occur in the ever changing aviation environment, how much
influence would AirAsia have on the software vendor to make extensive software modifications, and at what could be the cost? In dealing with MRO IT vendors at the time AirAsia was a very small portion of the software vendors revenue, so the odds were they would tell us that we must wait until enough of their customers have requested the feature(s) in order for development to make economic sense for them. There is not much that can be done at this point. Software vendors also have to run their businesses profitably: in fact, AirAsia would want the selected software vendor to be profitable. A failed software vendor would not be available to support their product. It is a frustrating feeling being locked into a product financially without any development influence so it was an important factor that AirAsia choose the software vendor carefully. It made a lot of sense to choose a vendor who was responsive and willing to work as a partner with AirAsia. Our guiding principle was to ask the right questions right from beginning; its all part of doing due diligence.
decision for your organization if your analysis is flawed. There is a tendency to skip the due diligence phase and many times the analysis phase when deciding to develop software in-house. Accepting the above statements as fact within your organization could be quite risky. Each organization is unique and your development department is also unique. But, not all development departments or developers are created equal, so you need to know the capabilities of your companys development team.
RetUrN oN INVestmeNt
It is impossible to calculate an accurate return on investment (ROI) for in-house development projects for the following reasons: It is impossible to measure opportunity costs before the opportunities present themselves; It is difficult to allocate developer salaries to the project, particularly if the developers work on multiple projects or have other duties; Ongoing support costs are difficult to predict; Ongoing maintenance costs are often overlooked and, again, are difficult to predict; Scope creep and the associated cost creep are often ignored and difficult to predict; There is a tendency to underestimate the time and resources required to design, develop and test; It is difficult to estimate a contingency amount.
BUild IN-HoUse
The decision to build a software application in-house might seem obvious when you have access to your organizations development team. The arguments for doing so are often as follows: The IT department knows the companys processes better than anyone else; The IT team can develop precisely what is needed; They have direct control over future development and can react quickly with modifications as the business changes; The airline has a complete understanding of how the system works; Since it is proprietary, there is no worry that the competition would get it as well; The company has already budgeted for and is already paying the fixed cost of the development team salaries; There are no off-the-shelf software applications that even come close to providing the specialized functionality required. There may be some truth to the statements above, but be careful that you do not buy into your own propaganda. It could wind up being a very costly
Lack oF maiNtaiNabilitY
The biggest nightmare of software built in-house or by a contractor is that the author will leave, and nobody else will know how the code works, how to recompile it, or sometimes even where the code is located. This situation means job security for the author, but insecurity for the organization. At AirAsia staff turnover, particularly in the System Administration, was quite high. This had to be dealt with by ensuring a succession plan before the administrator could leave the company.
Click here For FUll SOFTWARE details aNd For a demo
AMOS
A STORY OF SUCCESS
WE ASSESS AMOS AS A TOP LINE PRODUCT WHICH IS ENDEARED AND ACCEPTED AS A FINE TOOL BY OUR USERS, STATES AIR ASIA
READ MORE ABOUT THE WORLD-CLASS M&E SOFTWARE SYSTEM AT SWISS-AS.COM
Today AirAsia is in the 4th year of using a pure play MRO IT system which is one of the leading software packages in the industry. At peak period the system usage has about 120 users logged in to either update or retrieve data from the system.
JUsWil AdriaNi
Lack oF staNdardiZatioN
Theres a training cost associated with software built in-house. New employees need to be brought up to speed on your system, even if theyve used software elsewhere that performs similar functions. This is one of the most common reasons why people choose to buy software even if it doesnt completely fit their needs.
also, resources were minimal while the company was continuing to grow. It was decided not to hire anyone dedicated solely to this job. The plan that emerged was to take some Licensed Aircraft Engineers from line operations and put them in the project team on a rotation basis. This did not bode well for the implementation project timeline. Taking into consideration the limited resources and costs available in this project, AirAsia chose the gradual approach instead of the preferred big bang event. Being AirAsia, and famous for its unconventional ways as well as for dumping conventional methods, the management decided not to have a formal presentation to its engineering staff about the newly acquired system. It was a sudden transition. The previous system was literally dropped overnight. A group of project consultants from Singapore were flown in to begin the requirement gathering stage. It was a shock and awe approach spearheaded personally by the Company director. End users were given an ultimatum by senior management to accept and quit the current MS Excel/ MS Access based processes that they had been using and start using AMOS 100% within six months. Quite quickly, everyone was aware that the company was totally committed to this system, having spent quite a considerable amount of money on its purchase. And management did not hesitate to deal firmly with any users who were not working in compliance with the project. Today AirAsia is in the 4th year of using a pure play MRO IT system which is one of the leading software packages in the industry. At peak period the system usage has about 120 users logged in to either update or retrieve data from the system. For all of the challenges that it posed, the new system was carefully selected and successfully implemented; and AirAsia is now reaping the benefits of a well-managed transition.
Juswil Adriani AirAsia, MRO liaison engineer at AirAsia, served his apprenticeship with British Airways before qualifying as a licensed Aircraft Engineer in 1989. He worked with the Malaysian helicopter Services in Tregganu, Malaysia for almost a decade, before joining MRO company, AIROD, as Avioncs engineer for the Prime Minister of Malaysias aircraft. Also while t here, Mr. Adriani was involved in setting up Agusta 109 helicopter operations for the Malaysian Fire and Rescue Department, was project head for the Police Air Wing Helicopter assembly/retrofit program, and gained extensive experience of Fokker 28 and B737 major aircraft overhaul. In 2004 he joined AirAsia as a licensed Aircraft Engineer and was assigned to assist in implementing the AMICOS MRO Software for the company, taking charge of the project until mid-2006, when AirAsia management decided to acquire new software, AMOS. Mr Adriani was appointed Project Manager for the implementation and migration over about six months before it went live. Mr. Adriani was also responsible for setting up the battery workshop for AirAsia, teaches Aircraft Engineering at a local Aviation college and is working to complete his Masters in Business Administration at Tun Abdul Razak University, Malaysia. Early this year he was assigned a new role as MRO liaison engineer for AirAsia, managing all AirAsia aircraft hangar checks at the local 3rd party MRO facilities.
INTERACTIVE INTERACTIVE
CLICK HERE to leaVe YoUr Feedback aboUt this article aNd start or joiN a discUssioN
Sign up to free live online software demonstrations for a perfect introduction to the worlds leading MRO Software vendors and to learn how they can assist and add value to your operations
hese WebiNar sessioNs offer you the outstanding opportunity to receive a live software demo of one of the industrys leading MRO IT solutions: AMOS. AMOS is a comprehensive, fully-integrated software package that successfully manages the maintenance, engineering and logistics requirements of modern airlines and MRO providers by fulfilling demanding airworthiness standards. Join Swiss Aviation Software on October 27th to receive a live demo of AMOS, which offers a second to none scope of business functionalities as well as an unsurpassed degree of integration which is prerequisite for data quality, productivity, reliability and informed business decisions.
View Video Recordings of our Live MRO Software Demonstration Webinars at www.aircraftit.com
A Live Software Demonstration of Mxi Technologies Maintenix Software Suite
28th June 2011 n SEssion OVERVIEW
GThis informative webinar explores the advantages and benefits of next generation maintenance management via a live demonstration of Maintenix. You will enjoy a live tour of the key impact areas of the Maintenix software and learn the business benefits and metrics achieved by Maintenix software
Sign up for free to view video recordings of the live MRO Software demonstration Webinars hosted by Aircraft IT over the past few months.
How it Works?
Sign up for all the sessions or pick and choose your preferred Vendors. Once approved the video recording will appear in your Members Area at the Aircraft IT website and you will be able to view it as many times as you like.
Enigmas InService Job Card Generator, InService Revision Manager and MRO
28th July 2011 n SEssion OVERVIEW
During this webinar you will see a live demonstration of one of the industrys leading CMS (Content Management Systems) and learn how a CMS system can simplify the management, distribution and implementation of maintenance and parts revisions and synchronize updated content across your IT environment.
ith the iNcreasiNG mobility of users and rapid enhancements to hand held technology, Supply Chain Management, Enterprise Resource Planning (ERP) and related systems must move to take advantage of this environment to enhance timely transaction handling and data collection as well as support robust tools for management decision making. Though technology is the prevalent driver at the moment, applications must be developed for fit and viability on mobile devices without detracting from system functionality. Not only must internal application requirements address the mobility needs of users within the business but interaction with external entities (e.g. suppliers) must also be considered.
HistorY
The history of devices used for Supply Chain and ERP type systems, including variations on materials requirement planning (MRP and MRPII), follows the typical development history of all universal hardware devices and, at times, influenced the use of certain technologies. Limitations on the technology itself have always been influenced by the location and space availability for users with the various systems. The introduction of keyboard inputs raised the dilemma of what is the most efficient means for typing in information. Review of text entry systems introduces two significant trade-offs: between potential efficiency and training time, and between device size and character-set size. However, in the early days of data entry, the main focus of any keyboard was to allow enough characters for all information to be sent electronically through the system(s). The ASCII character set has typically, since its early days, been the predominant format for English speaking users. As more shop floor planning came into play in the late 1980s to 1990s, devices needed to be able to work in environments that were not always conducive to the same equipment that was used in office settings. It was realized that capturing data closer to the source of activity was a timelier and more effective approach, than, in most cases, having to have individuals outside the shop floor do the transactions. Installation of cases made from durable materials around typical terminals and printers was the first approach to protect equipment and move it closer to the end users. Most implementations still required hard wired equipment and placement of the devices close to where the work was actually being performed, such as by heavy, installed machines, in warehouses for inventory activities, or in hangars where aircraft were located.
INtrodUctioN
Mobile commerce, or m-commerce, has been described as the next generation of e-commerce. Key characteristics are mobility and accessibility. Related to these characteristics is an economic value transcending other aspects of e-commerce. Along with the growth in mobile networks and technologies, business-tobusiness (B2B), employee-to-business (E2B) and business-to-employee (B2E) solutions have expanded. From the perspective of e-commerce for Supply Chain and ERP related systems, the most significant advance for mobile technology has not been the devices, but rather the ability to integrate with back office systems. This has resulted in increased interaction between companies, their employees, partners in the supply chain and customers. From a Supply Chain Management (SCM) perspective, m-commerce opens new opportunities for e-procurement, materials handling, warehousing, inventory management, logistics and fulfillment, and asset tracking; as well as sales and field force automation and dispatch management. All of this is enhanced by continuing technological advancements. With 3G broadband, mobile users can more quickly collect and interact with data (including video, pictures, and graphics) once not readily available outside of fixed locations. Though not yet universally available, 4G will offer even greater speed and connectivity among other advances to exploit the capabilities of future technologies.
for Supply Chain and ERP related systems, the most significant advance for mobile technology has not been the devices, but rather the ability to integrate with back office systems
Click here For FUll SOFTWARE details aNd For a demo
For information to be current and relevant plus, of course, accurate, complete, economical, reliable, and secure, various means for capturing data were implemented. Bar-coding became the most widespread tool for data capture. Inventory, including parts, was captured from the point of manufacture at the suppliers to actual use on the shop floor or even distribution through to the end consumer. Bar-coding could capture the origin of the product, be associated with orders, and be the mechanism for capturing data related to further manufacturing processes, labor capture, etc. The bar-coding process could then be integrated with other systems, such as time and attendance, human resources, and systems not already integrated into the ERP system at hand. Originally, the bar-coding solutions still required manual intervention for the users to scan or place the codes through readers, themselves often still wired to the devices in use by the system. Eventually, users realized that the hard wired, dedicated terminal installations could not be a cost effective, long term approach; considerations of the support, space, and usability they required made that much clear. As the IT industry went, so use of Supply Chain related and ERP systems would follow. Developers of RF (radio frequency) data collection systems looked at the ability to transfer data from the shop floor into a computer system without the limitations of wired equipment. Typical installations initially included computers resembling laptop PCs,
and then devices such as Panasonic Toughbooks, mounted on movable equipment in a protective covering. Of course, the use of RF technology would depend on the location of end users, relative to the RF communication devices. During the late 1990s handheld devices came into use, initially as stand-alone units as against todays integrated smartphone. The range of possible devices as of the mid-2000s ranged from PDA (Personal Digital Assistants), handheld PCs and hybrid devices. Handheld PCs utilized cut down versions of Windows operating systems, such as Windows CE. Typical cell phones at the time had a screen size of about 150x150 pixels and between 4 to 12 lines of text with limited keyboard functionality. Smartphones provided larger screens with higher processor power, more memory, storage, and the ability to utilize browsers. Developments in smartphones, tablets, and similar devices, as well as the unprecedented impact of the Apple iPad and related applications, have opened further possibilities. In fact, the iPad, with its size, portability, and continued expansion into more memory, storage, processing speed, and strength of connectivity, presents even greater opportunities to the world of mobile computing. For instance, UNIT4, a leader in enterprise resource planning (ERP) and financial management software, has expanded its Agresso Business Worlds (ABW) dynamic reporting capabilities to be used on both the Apple iPhone
and the iPad. This tool allows for dynamic querying of any information, with the ability for the user to create and store their own set of reports, using drag and drop functionality. Also CA Technologies has introduced its project and portfolio management (PPM) solution, which will work with users of Chatter (a popular sales force communication tool and private enterprise social network) to allow project teams to collaborate and easily follow requirements and status updates on mobile devices like the iPad, iPhone or BlackBerry. Plans are for greater integration with leading ERP systems to bring in critical resource information to facilitate better portfolio planning and decisions. In addition to the iPad, a number of other tablet devices are becoming available, from manufacturers such as Research in Motion (RIM) with the Blackberry device, and various Android operating system devices from Motorola and HTC. The key to evaluating any of these devices will be when Supply Chain and ERP related system vendors and internal developers are able to spend their time and company resources on developing applications for them. Of course, smartphones present a more portable alternative to the tablets, both in size and expense. Also, users are already carrying these devices as a means of communication and social interaction for both business and personal reasons. Whether or not applications can be effectively scaled to the size and power of these devices is still to be researched and applied where possible.
The only supplier with 2 MRO best of breed plus CMS software
Products
DigiMAINT DigiDOC WebPMI
Integration Solutions
DigiREPORTS AeroBUY DJM
Platforms
WebServer/ WebBrowser MS Server/ MS SQL or Oracle Linux/Oracle iSeries/DB2
Offering DigiREPORTS and AeroBUY our common BI tools and B2B tools for our DigiMAINT and WebPMI MRO systems. Our DigiDOC CMS is agnostic of MRO and integrates with any competitors system.
Spec2000 Ch11 & Ch13 Compliant
ERP
The considerations for ERP and MRP systems in the use of mobile devices and the associated benefits of wireless technology are not inherently different from those described for Supply Chain above. The main differences associated with the implementation of ERP is the often broader scope of the data and subsequent processes associated with the ERP system. Depending on where sensitive data is housed within systems, such as human resources and financial data, there may need to be more controls placed both in the server and client sides of the mobile applications to support the needs of the organization.
Figure 1: factors that impact the reachability and mobility of m-commerce. Source: Liang (2002)
be able to come up with software that is flexible and able to work with whatever mobile devices are available. Mobile network suppliers, hardware manufacturers, and technology consortiums are constantly working on increased stability, range, and speed in data transfer rates through their products and services.
ImPlemeNtatioN
Automating data entry for ERP systems can produce major returns for those companies spending millions of dollars on systems that are only as good as the data that feeds them. In the supply chain, advances that allow for such things as using mobile devices to deliver a variety of applications from scanning documents during receiving, to picking by voice command and utilization of RFID at receiving docks, results in reduced labor costs.
AdaPtatioN
Adapting applications to mobile devices can be broken down into client side, server side, and proxy based approaches. The formatting of content on the device may involve cascading style sheets; on the server side preparing the content for device delivery; proxy based approaches address an intermediate stage for facilitating the adaptation process. Several considerations for adaptation are appropriate for this discussion.
CoNteNt
In reviewing the application to be displayed on the mobile device, eliminating unnecessary elements such as banners and images is an initial step in design and review. Often, the original application will have many extraneous boxes, lines, and tabs or other bells and whistles that are not a fit for most mobile devices (it may be possible to keep some features for tablet devices). Regardless of the device, replacing banners and images with short textual descriptions assists in reducing the amount of data to be transmitted. If the original application has many extraneous fields that are not used or required by the mobile user, these should be considered for removal, whilst also bearing in mind any potential future use to reduce rework.
SYstem INteGratioN
Since most legacy and back office systems are at various stages of maturity and have various database and platform dependencies, a significant amount of time and expense may be required to get the applications ready for mobile technology. And, there may be additional technology initiatives within the company that must also be coordinated with any implementation to ensure that all plans move forward in line with corporate strategy.
the decision made by the organizations to utilize mobile technology for Supply Chain applications was heavily influenced by attitudes towards IT and the history of IT use at each company.
Following a study of three different organizations, Bill Doolin, of Auckland University of Technology, New Zealand, and his associates, concluded that the decision made by the organizations to utilize mobile technology for Supply Chain applications was heavily influenced by attitudes towards IT and the history of IT use at each company. Leadership was the key and where the executives were not involved in every decision, the key was the support of the organization. They also found that there was a distinct difference between organizational readiness and user readiness.
SecUritY
One matter that causes significant concern for businesses considering using mobile devices is the possible threat to the security of the companys internal systems, data and resources. The use of biometrics or USB tokens in the implementation of mobile technology or even using the device itself as a token can provide a number of benefits for the company. Since people tend to value their mobile devices above other personal belongings there is a likelihood they would not share the device and would be more likely to report it as missing. However, the company must have the ability to remotely monitor the device and shut it down when necessary. In a similar manner to how banks can tell when someone is using a credit card in unusual locations and can take steps immediately, the same can be applied to mobile device tracking.
StrUctUral
The flow of information can be adapted by splitting into smaller fragments and displaying it in multiple pages. This may be a challenge when the original application already has too many pages. Data may also be arranged to display more critical data first or according to a selected data criteria. Ultimately, the goal is for the user to not have to type in much data. So, predefined lists, drop-downs, radio buttons, check boxes and the like can be utilized. Menus must be intuitive and reduce the amount of browsing time needed. Arranging data in a tree structure also facilitates improved navigation for user interfaces and the amount of text actually presented on the screen must be small to avoid too much vertical and horizontal scrolling. Furthermore, voice activated commands, where possible, allow users to keep their hands off keyboards and focus on the work.
BYroN ClemeNs
Byron Clemens has spent the last 23 years of his career in the aviation industry. From roles ranging from developer, to process analyst, data migration specialist, project manager, and business consultant, Mr. Clemens has been involved with a dozen system development and implementation projects. Projects have included the Stock Control and Distribution system for the US Air Force, internally developed ERPrelated systems, and multiple MRP/MRO/M&E systems, with various national airlines, regional carriers and air cargo operaters, as well as efforts outside of the airline industry. System selection, training, documentation, migration from legacy systems, testing, vendor relations, and project management are all part of Mr. Clemens portfolio of skills and achievements.
It is not readily apparent that there have been full implementations of Supply Chain, MRP, MRO, or ERP related systems fully utilizing mobile and hand-held devices, although there has been a great deal of thought as to how this might be achieved.
greater confidence in the availability and reliability of data on which to base correct and timely decisions. In the realm of Supply Chain and ERP related systems applications, this concept applies to the ability to provide not only users with this goal but also customers and suppliers dependent on real-time information to support and react to the information that users and business relationships require.
Mr. Clemens also has spent much time in Supply Chain Management, and working with multiple interfaces to external flight and finance/ accounting systems.
Byron has been a billable consultant for more than nine years and has provided additional consultants/subcontractors and supervised additional employees throughout his engagements. With particular focus on Engineering and Maintenance Programs functions, Mr. Clemens also has spent much time in Supply Chain Management, and working with multiple interfaces to external flight and finance/accounting systems. Exceptional strength in collaboration and the ability to communicate well within all organizational levels, as well as proficiency in Information Technology and business, allow him to be extremely effective in building relationships and understanding between the core components of any operation. Mr. Clemens consultancy assignments have included: Republic Airways, Jetblue, Astar Air Cargo, Commair, DHL Aviation, ABX Air, US Air Force.
CoNclUsioN
Many different types of devices have been used over the last half century with Supply Chain Management and ERP related systems. As most of the modern world itself has become increasingly mobile so have the needs of supporting services. This, in turn, has been influenced by recent economic turmoil that on the one hand looks for cost cutting but on the other hand must consider how the use of wireless or mobile technology can provide future cost reductions. It is not readily apparent that there have been full implementations of Supply Chain, MRP, MRO, or ERP related systems fully utilizing mobile and handheld devices, although there has been a great deal of thought as to how this might be achieved. As some of the examples in this paper indicate, there are a few limited implementations of ERP on mobile platforms, mainly in reporting tools. There are also some industry specific, limited implementations on mobile devices such as in-cockpit capture of data to feed airline systems as well as on-truck and delivery components in supply and sales force related implementations. Vendors offer the promise of more fully fledged opportunities but often look for partners in the development efforts to support the cost and specific pursuits of the desired end results. A multi-faceted approach is needed in examining any solution offering movement to handheld or mobile devices. There must be a realization that the hardware or devices are not the specific ends in themsleves, but rather the entire effect of all things needed to support the delivery of applications and data, and the timeliness of delivery to the mobile solutions.
Cost CoNsideratioNs
Costs not only include hardware but the expense of programmers, internal or external, and developing a support network for the implementation. In planning for the device implementation, the following things must be considered: 1. The costs of modification to applications; 2. The costs of on-going support; 3. The costs of on-going partner relationships; 4. The costs of specific handheld devices; 5. The costs of technology infrastructure. Any organization considering implementation of hand held or mobile devices will need to conduct a thorough evaluation of the costs against the benefits of the implementation. Of course the very nature of Supply Chain Management necessitates the need for timely, accessible information, often at customers and off-site locations. It will be necessary to identify and record what information is needed, distinguishing between required and like to have considerations. That will need to be followed by analysis and design and all the normal components of a systems development life cycle (SDLC) even though the same exercises may have occurred for the original business applications themselves.
INTERACTIVE INTERACTIVE
CLICK HERE to leaVe YoUr Feedback aboUt this article aNd start or joiN a discUssioN
Getting the right people in the right place for each job
The application of Wireless Sensor Network Technology, says Dr. Orkun Hasekioglu, CIO, Turkish Airlines Technic, has improved resource utilization and efficiency at Turkish Airlines Technic MRO.
t TUrkish AirliNes Technic we have improved workflow and resource utilization by using a sensor network as an integral component in the allocation, resourcing, monitoring and recording of each task. A sensor network is a data communications network comprising a large number of mobile or stationary nodes that can communicate as well as sense and process data. A typical sensor network as described is depicted in Figure 1. The number of randomly deployed mobile or stationary nodes in a network can run to hundreds or thousands. The way that they work is that each node has sensors attached. The data obtained through the sensors are locally processed in the node and then transmitted through the sensor network and to the outside world via a gateway that is also referred to as a data sink or a coordinator. The network itself is very robust and is insensitive to any changes in the network topology, or the addition or removal of nodes. Data collected through a sensor are first digitized by the analog to digital
Figure 1
converter (ADC), then processed by the local processor and transmitted through the transceiver to the next available node. A node can be packaged in various ways including embedding in ID cards, as shown in Figure 3. Some of the favorable characteristics of these nodes are very low power consumption (enabling years of operation without the need for battery replacement), low cost (as low as a few dollars, depending on which sensors are used) Figure 3 and their capability for two-way communications between any node and the outside world. The particular sensor types utilized depend on the application, i.e. to establish location, motion, temperature, torque, chemical properties, oxygen level, etc. Figure 4, shows the layout of an MRO hangar where there are many (50 in the case of Turkish Technic) stationary sensors located around the hangar walls with
The particular sensor types utilized depend on the application, i.e. to establish location, motion, temperature, torque, chemical properties, oxygen level, etc.
additional mobile nodes attached to technicians and tools. As soon as a technician enters the hangar work area the sensor network detects their presence. One important application fulfilled by sensor networks is location identification. There are two ways of implementing location identification. The first approach utilizes a GPS sensor and is appropriate when working in the field and transmitting location data to the controller. The second is especially useful when working in a hangar or a closed space; this approach utilizes signal
Click here For FUll SOFTWARE details aNd For a demo
Figure 4
outside of the closed hangar area the mobile vehicles and the other ground services equipment at the apron area of the Istanbul Ataturk Airport are monitored on a map screen in real time.
the web interface. The sensor network operation extends to the apron area and the gates where some of the line maintenance is carried out. IEEE 802.15.4 standard specifies wireless sensor network physical and medium access control (MAC) layers. The physical layer determines the wireless transmission medium, modulation and channel coding characteristics which are QPSK (Quadrature Phase Shift Keying modulation) with DSSS (Discrete Sequence Spread Spectrum). The medium access control layer specifies how the communications channel is shared among the multiplicity of transmitting nodes. Low power duty cycle ensures battery lives of several years. Figure 4 demonstrates several ways in which wireless sensor network technology is used or planned to be used at Turkish Technic.
Figure 5
characteristics received from the stationary nodes. The signal characteristics used are RSSI (Received Signal Strength Indication) measurement of the power present in a received signal, AOA (Angle of Arrival) determining the direction of propagation of a wave and TOF (Time of Flight) the travel time of a signal from a transmitter to a remote receiver. Using RSSI and TOF information obtained from the signals transmitted between the mobile sensors and the stationary sensors, algorithms can be developed to efficiently compute location. At Turkish Technic we can identify location within a
range of 10m. This is a very high degree of accuracy given the dynamic electromagnetic environment and reflecting surfaces within the hangar. As shown in Figure 6, outside of the closed hangar area the mobile vehicles and the other ground services equipment at the apron area of the Istanbul Ataturk Airport are monitored on a map screen in real time. The portrait pictures in the Figure belong to the individuals driving the vehicles at the time of the snapshot. Other relevant maintenance information, as well as utilization statistics are monitored through
Figure 6
The hangar and the surrounding area contain aircraft, technicians, tool boxes, and motorized ground service vehicles carrying technicians and equipment within the apron area. Each one of these components: technicians, toolboxes and vehicles is a part of the sensor network communicating between each other and to the outside world, in particular with the OCC (Operations Control Center). As soon as a technician enters the work area the sensor node attached to the technician connects to the network notifying the OCC and the relevant MRO software of the presence of the technician in the area who is skilled for a particular work order, having had the appropriate training and holding the required licenses. Figure 5 indicates the MRO software screen developed at Turkish Technic that is used to assign work orders to technicians according to whether they possess the appropriate skills. On entering the work area, the technician is added to the available staff list. The upper right table consists of the jobs that are available and open. Because the skill group of the technician is known, he can be automatically assigned to a specific aircraft and task. Then the task that was generated in the system, and for which his skills are required, is officially assigned to the technician and the related work order is transmitted to him through the sensor network.
One major contributor to reduced efficiency is time spent identifying and locating the tools that are required for a job. In this system, as soon as the technician is assigned a work order the associated equipment and tools are also identified and the location information is transmitted to the technician. Then, the work order is transmitted to the display of the sensor node or the tag of the technician. For convenience, the display may be a PDA or a tablet PC. The information received by the technician can also include the task details, required documentation to perform the task (including the relevant pages from the AMMs and IPCs) and a note of the tools required. Having received the work order details, the technician gathers the required tools and proceeds to the particular assigned aircraft. When the task is completed, it is closed and signed off electronically by the technician. The MRO system registers the time the job has been started and completed with the appropriate approval. Through the web-based interface, a snapshot of the work area at any given time can be viewed, including the positions of the technicians equipment and the tools. Other examples of what might be included could be the health status of the technicians, temperature etc. There are a number of reporting capabilities that can be used such as the
the technicians time is only engaged in direct maintenance. Almost no technician time is wasted searching for maintenance documents such as AMMs, IPCs, tools and parts or work order papers; saving close to one third or half of the technicians time
time spent by technicians in the hangar area and technicians time utilization. This technique ensures that the technicians time is only engaged in direct maintenance. Almost no technician time is wasted searching for maintenance documents such as AMMs, IPCs, tools and parts or work order papers; saving close to one third or half of the technicians time as compared to the way in which a conventional operation works. In addition, daily job scheduling and assignments to the technicians are carried out efficiently and accurately based on the actual information about the availability of the technician and his skill group.
The responsibilities of Dr. Orkun Hasekiolu at Turkish Technic include developing and implementing enabling MRO IT Technologies for efficient maintenance operations. Orkun Hasekioglu has BS, MS (Caltech), PhD (RPI) degrees in Electrical, Computer and Systems Engineering, with a specialization in signal processing, communications systems and networks. Prior to joining Turkish Technic, after engaging in academia at Caltech and RPI, Dr. Hasekioglu, has served in General Electric R&D Center, Schenectady, NY, as a research engineer, Moren Communications as Chief Technology Officer, CHEMI Inc as Vice President responsible from product development, and AIT Inc, as Vice President and later on as President and partner. At AIT, an engineering R&D and consulting services company, his team was involved in the design, analysis and testing of gas turbine engines among other areas of research. Orkun is married, has two children and currently resides in Istanbul.
INTERACTIVE INTERACTIVE
CLICK HERE to leaVe YoUr Feedback aboUt this article aNd start or joiN a discUssioN
Fuel savings from EFB implementati on Pre-flight information supports service IT tools to minimise EU ETS compliance costs
White Papers: LinkSMART Aviintel Tasc4Aviation Case Studies: Lufthansa Cityline Thai Airways
2011.indd 1
Why does the industry always start projects in the middle? Integrated Operations and Hub Control Management Rostering Optimisation Made Simple
Gesine Varfis, Managing Consultant Airline Operations, Lufthansa Consulting Dean Stewart, Managing Director, Betley Bridge Consulting
on 16 years in IT managem Dinakara Nagalla has more than ral Seve sportation industry. He has held aerospace, defense, travel and tran re befo s tion at EDS and Sabre Airline Solu technology management positions joining EmpowerMX. chain expertise in aviation MRO, supply Dinakara had deep subject matter in ce rien expe with g alon es, odologi management, Lean & Six-Sigma meth ent. agem man ram prog and lopment building IT strategy, product deve d mobile development and SaaS base ERP, As an experienced leader in scipline i-di mult nal natio and managed inter Cloud technologies Dinakara led iple mult filed and rs several white pape solution teams. He has published tenance. main tion avia to patents in relation
greater control over its various features. Adding system flags into your business process models will provide you with a graphic overview of where the system should support you with information as well as receiving information from an outside source. Ive seen many examples of MRO IT systems being used only to a limited extent, instead of their full capability being utilised. This is usually because many implementations focus on a quick introduction of the system, rather than mapping the companys needs against the methodology on which the system is based. With an implementation like that, it very soon becomes apparent that there are frequent requests, from the people and resources that use the system, for new reports and new data exports: however, these requests are too often made in an uncoordinated manner as a perceived need arises. This reactive approach is because no prior thought
Figure 1
has been given to structuring defined ways to distribute information: there hasnt really been any thought as to how to get something valuable out of the system; only that some data must be put into the system. It would be more constructive to think more what output will I have
from the software rather than how can we put this into the software, since most software operates in the same way for inputs, while there are considerable variations when it comes to outputs and automation. That question about outputs is, of course, part of a current situation analysis
It would be more constructive to think more what output will I have from the software rather than how can we put this into the software, since most software operates in the same way for inputs, while there are considerable variations when it comes to outputs
and the creation of a list of demands for your MRO IT system (current or future), but its also worth mentioning in this context. One important thing to bear in mind when it comes to considering processes is the idea of defining customers. Everything that you do will, in the end, produce a result, an output on which someone else is depending; either a person working in the same business (an internal customer) or a person or resource working at another company or organisation (an external customer). The focus should always be on customer needs and satisfactory usage. Figure 2 Its very much the same as when implementing ITIL (IT Infrastructure Library) for an IT Services supplier, the purpose is to offer services to internal and external customers and then measure how well you perform by regularly checking your KPIs (key performance indicators) and, from that, making necessary changes to the processes. The aviation world has been well ahead of the pack when it comes to tracking and isolating root causes for faults on the aircraft itself. There are many commonalities between the setup of ATAs, zones or systems and the regular measurement of faults for each category. There is also a need for reactive and proactive actions in the aviation world; for instance, the grouping of IT components into units on which a service is dependent and the regular monitoring of these components. In reality, its the same idea behind each development with the difference that IT Services companies have been running a little bit faster lately and are now some way ahead when it comes to a total business process orientated organisation.
Detailed activity description ACTIVITY Nr Name Part of process Initiated by Result Actor Description Uses routine Described by Date
BeNeFits
Its important to have the prerequisites in place before even starting to think about business processes. Youll need a proper and accurate understanding of the companys process maturity, management focus (plus willingness to sponsor the project with time and resources), availability of key personnel, availability of time and communication methods.
So, you might ask, what is the real benefit for airline businesses from taking this structured approach? Well, our operations are governed by regulatory authorities and there are numerous rules and regulations to follow. Many of these are kept in the Continuing Airworthiness Management Organisation Exposition (CAMOE) and the real benefit comes when you incorporate the business processes (BPs) into your steering document. By doing so, you automatically set your review/update schedule to the same as the document, thus ensuring that your processes are reviewed and updated on a regular basis, which is vital if they are to remain relevant and are to continue to add value to the business. However, thats really the secondary benefit; the prime benefit is that, by incorporating the BPs into your IT system, you will minimize the risk
DeFiNitioNs
What is a process? Initiated by an event, a process is a collection of activities that together create a result leading to an increased value for the customer. Who is the cUstomer? The receiver(s) of the results of the process; The customer of the customer the end user; Note: there are external and internal customers and processes. What are the sUccess Factors? Design (how to realize the end result); Performers (personnel who drive and operate the process with their knowledge, etc.); Owners (personnel responsible for the process and its results); Infrastructure (information and management system that support the process); Measurements (to evaluate the performance of the process). CommeNciNG the Project Commence your modelling by asking these questions: What is our purpose? What are our targets and vision and what will be the effects of the process? Is there commitment in the business? Do we have the organisations approval? Who should be kept informed of progress and have we planned the necessary communications? and when the questions have been answered Establish a project (with specified deliveries, risk analyses, etc.). Start maPPiNG the job Brainstorming; Devise a process map; Produce a detailed customer analysis; Establish what value(s) there will be for customers; Establish priorities; Agree and establish key performance indicators (KPIs); Name the process remember to name it correctly so that it can be easily recognizable.
Target
KPI(s)
INtrodUce the resUlts oF the Project The new standards of competence; The process to all departments and locations; Generate, produce and introduce checklists; Understand and take account of abbreviations and acronyms; Communicate to those affected by it or who have to operate it, the organisation, roles and responsibilities in the process; Ensure full IT support.
Frequency Owner Described by Date
Establish the sYstem Test the process; Confirm resource allocation; Hand over the process to user departments. LiViNG With Processes Constantly improve the process in the light of experience. MethodoloGY There are numerous methods for process modelling. Ive been using IRM (Information Resource Management) and the templates shown are examples of their setup of documents that control the creation and description of the processes. A process will never be better than the first detailed information resulting from the initial brainstorming, establishment of today-tomorrow processes and the acceptance of these. One person alone cannot create a process for the organization, the entire organization within the scope of the process must do this together in order to establish their ownership of the process, otherwise the result will most likely just be a paper product and totally worthless for the company. See process modelling as a new start for the organisation and as a large team effort that will lead to better performance and quality assured workflows; adding value to your company through better serving your internal and external customers.
of anything getting caught in between different departments, causing time slacks and triggering time consuming non routine actions. Technical departments in the aviation world are still very much divided into logistics, engineering, planning, production and quality assurance (QA). With help from BPs, you can retain those departmental names, but the core processes will flow right through them all with one handover point instead of maybe four or five as it is today. With help from BPs youll be able to create a visual document and one that is more understandable than just a written document such as the CAMOE itself; more understandable inasmuch as bottlenecks and areas for improvement will be more visible. Youll also know exactly what to expect as an input and what is required as an output. A sole MRO operator would see the benefit by always being able to control maintenance work according to the agreement that has been made with the customer: this being the basic framework for what is accepted and agreed will happen during the maintenance event, leading to faster invoicing for performed work and better financial management for both parties. In short, you should visualise your way of working to gain: A common holistic view; More efficient workflows; Quality assured products and services.
PEDER FALK
Example: Monitoring Purchase Orders by measuring the total number of orders vs. the number of order lines for each order during 2010
Lets assume that the purchasing process has a KPI to measure the number of orders issued in a specified period (last full year). Let your MRO IT system calculate the actual number of created orders (all POs) including a measurement for each order that displays the average number of order lines included in each order. Let it also compare the pricelists and capability lists from each vendor or supplier in order to find out if it might be less costly to purchase more parts from one vendor at the same time as other purchases or whether, by increasing the potential number of lines
ordered from a vendor, you can negotiate a better price on all the lines in question. KPIs: Number of POs; Number of order lines. ComParisoN: More parts numbers (PNs) available for purchase at fewer vendors? (more efficient use of contracts). FiXed ValUes: Cost for creating order: EUR 50 Cost for order line: EUR 10 With this analysis youll be able
see that you can purchase more part numbers from fewer vendors or suppliers. Putting a cost for each order including the cost for each line will let you be able to measure before and after values. This is just a very small example of an activity within the purchasing process that uses KPIs to visualise the development during a specified time. Its important to include the milestones for changes in the processes so that you can measure if the performed actions also lead to the expected result or not. If not, determine why, define the scope of the work and perform new actions.
Peder started his career in the aviation business in 1995 as a trainee and got valuable knowledge from all various sections in a technical department as well as from the operational department. He was appointed project manager for an MRO system implementation for a major Swedish airline in 1997 and worked as Oracle DBA for many years (OCP Certified). In 2002, Peder founded Aviro. Aviro provides support in various areas such as MRO software replacements (from the creation of current situation analysis up to fully implemented software), process development, project management, creation of report portals and automation of reports. He believes that well defined processes frees up a lot of working hours that can be used for bringing the company forward instead of using time to do things that your software can take care of. Peders major focus is on customer needs and best of breed solutions, the aim is to combine those two into a perfect solution for each customer, for the minimising of overhead costs, time consuming transactions and non-profitable processes. He is a certified process developer with extensive knowledge of both the aviation business and the IT business with both ISO/IEC20000 and ITIL certifications, which very much is all about the continuing improvements that we work with in the aviation business every day as well. He is looking forward to the digitalisation of the supplier/buyer connections, with help from iSPEC2200 among other standards.
INTERACTIVE INTERACTIVE
CLICK HERE to leaVe YoUr Feedback aboUt this article aNd start or joiN a discUssioN
One person alone cannot create a process for the organization, the entire organization within the scope of the process must do this together in order to establish their ownership of the process, otherwise the result will most likely just be a paper product and totally worthless for the company.
Dr. Falk Kalus, director of the manage/m department explains the key concept and future visions of the WebSuite.
Integrated and web-based: manage/m keeps the customer fully in the loop at all times.
UFthaNsa TechNik deals with MRO IT on two levels: it is not only a user of IT in its role as an MRO services provider, but also develops IT systems as a part of those services. The Technical Operations WebSuite manage/m stands for managing maintenance, repair and overhaul and is developed and managed by a division in Frankfurt and Hamburg, Germany.
AboUt maNaGe/m
On behalf of Lufthansa Technik, Lufthansa Technik Maintenance International is responsible for the Internet-based customer platform manage/m, which was introduced in 2005. Within the company, a core division in Frankfurt and Hamburg is responsible for the Technical Operations WebSuite. Our aim is to provide a tailor-made system for our customers, which allows them to access all data for their entire fleet for aircraft as well as engines and components. With our maintenance, repair and overhaul [MRO] services, customers can access a comprehensive overview of their fleet, using a wholly internet based software solution.
The transparency of this system supports operators control over their fleets and helps fulfill their responsibilities vis--vis the aviation authorities. Commercial aircraft operators, by outsourcing all or part of their MRO function, are better able to focus on the profitability of their core business. However, operators responsibilities to the appropriate authorities cannot be outsourced; aviation authorities will still require operators to demonstrate full control over technical operations. This is exactly what manage/m aims to deliver. At the touch of a button an operator can supply any information that may be requested from showing the progress of an AD (Airworthiness Directive) implementation to reviewing the technical status of the entire fleet. MRO is Lufthansa Techniks core business, so how and why did the business come to develop this IT system? The main inspiration stemmed from the thought that we wanted to provide transparency in order for our customers to be able to check on their aircraft status at all times and report to the authorities. The thinking was to integrate the operator/customers processes with those of Lufthansa Technik into a seamless flow, encompassing all critical elements of the maintenance operation so that the operator is able to monitor and control the entire process.
The design philosophy behind manage/m is a strict separation of different customers data, so that each customer can look inside their own operation with Lufthansa Technik. That is something that other off-the-shelf-products did not offer at the time. Technical operations management should not put a wall around the customer, but should be part of a perfectly integrated process that includes all partners involved in the technical/maintenance operation (e.g. the operator, subcontractors, maintenance personnel, Lufthansa Technik Engineering, etc.) At the same time, the software supports every specialist operation within Lufthansa Technik, showing how different MRO procedures are linked through the interfaces between different modules. More than five decades of MRO experience have been incorporated into the software to give customers a fully working integrated system, designed in accordance with the rules and regulations of the industry. Our IT solutions are based on operational experience and our motto is IT follows business: manage/m is automatically included with the MRO services package: there are no extra costs such as license fees connected with its installation and usage. This software concentrates on the technical operations only; staff and finance planning or HR are deliberately omitted. Since the system is completely web based, the operator only needs a computer, a browser and access to the Internet to always be up to date with their fleets status around the globe and around the clock. This is a big advantage over hosted IT systems which are restricted to a dedicated, complex and costly IT infrastructure. But who exactly stands behind manage/m; who develops the modules; how does the development process work; and who ensures the system is fully functional at all times? The responsible department comprises a core team of Lufthansa Technik employees who, along with internal and external service providers, take care of development, marketing, integration management and the WebSuites operations. With the foundation of a manage/m department we brought all related services together resulting in a seamless work flow between divisions, from project management to the daily business, supporting efficiency within the department. The department itself is divided into four sub-divisions: Development, Operations, Product Management and Integration Management/Controlling. Most employees are Frankfurt based, while part of the Development and Controlling team is located in Hamburg.
well as an interface for creating job orders ensure the modules full integration within the WebSuite, providing customers with a fresh and inventive way to handle supplementary maintenance.
creating a mockup, which served as the basis for all further discussions with the departments as well as for the extensive requirement specification we put together. It is very challenging to deal with such a complex topic in theory only. To ensure permanent high quality performances throughout the project, the request for proposal was then sent to preferred suppliers in the software development sector who have long term business relationships with Lufthansa Technik. So that knowledge would be transferred with accuracy, workshops were held with these suppliers, after which they made an offer followed by price negotiations and the final selection of a supplier to support the project. As can be seen, it is essential for the supplier to have an accurate understanding of the desired application: after the supplier was chosen, we got the final approval of the executive board before we went on to the realization phase. says Dr. Andreas Richter. This phase of the project took nearly ten months. Starting in October 2009, the functions were clustered into seven time boxes or releases. Here, a System Design Specification was developed. Additions to our knowledge as the project proceeded caused partial redesigns, and we had almost daily releases in the second part of the development. Therefore, finding prompt solutions for all questions as they arose was a basic requirement to maintain the continuous processing and development of the application. More than one thousand test cases were continuously handled during this time, including an integration test within the Lufthansa Technik infrastructure. Finally, after seven months, GoLive commenced with the Master Parts List being the first release, in April 2010, followed by the Lifetime-Control three months later. The key challenge for us within the realization was definitely managing the complex testing phase. Mainly, because the number of possible
Constant interaction between the different teams and suppliers assures fast solutions. Dr. Andreas Richter, project leader and responsible for the development of m/jobcontrol/engine.
combinations is almost infinite, testing 100% of combinations was impossible. So, the team focused on test cases that they considered most probable and most complicated for the system. The composition of test data was particularly time consuming. That is why the team copied the database with the test data and imported the copied database daily into the system in order to be able to repeat the tests regularly. says Richter. When m/jobcontrol/engine was finally rolled out in July 2010, the team made sure that the new system was in a stable condition and therefore phased out the old system step by step or, in this case, engine type by engine type. At first, the old and new systems operated in parallel, also to compare the remaining life times in the new versus the old application. Then, the system was gradually migrated for each of the different engine types, starting with the GE90 and PW4000 and ending with the Trent 700: the Trent 900 as fitted to the A380 was directly incorporated into the system as soon as usage started. The complete validation of the new system against the old one assures the quality for users and, of course, helps customers to fulfill the requirements of aviation authorities. The team additionally made sure that the users of the tool understood what it is about and how to actually operate it, to which end they conducted training sessions shortly before the rollout. Looking back, I would have to say that, in addition to the requirement specification and the highly complex testing phase, the change management was a further highlight of the project. The complete change of look and feel along with the integration into the Lufthansa Technik infrastructure was definitely
challenging for all of us. All includes a total of 21 team members, from Lufthansa Technik. The development team in Hamburg had project leadership; I had the role of responsible project leader, coordinating the team and in charge of all kinds of technical issues. says Richter. As a result, the new application m/jobcontrol/engine provides an end-to-end reference from the original maintenance requirement documents such as Engine Manuals, ADs (Airworthiness Directives) or SBs (Service Bulletins) up to the resulting maintenance orders. Moreover, the system offers current information regarding the engine configuration, part counters as well as a maintenance forecast for an entire aircraft fleet. Last but not least the back-to-birth history of the monitored parts can be maintained by the application. Together with its customized layout and individual reporting function m/jobcontrol/engine also offers a completeness check for the engine configuration. Recent activities on the part of m/jobcontrol/engine include presentations by the manage/m product management team to more than 200 Lufthansa Technik colleagues in Hamburg. We see here, how the different teams cooperate when it comes to direct support. Each team has its core competencies and functions; and we are all pulling in the same direction. In this case, the information about a new module which was developed by one team is distributed by another team specializing in these kinds of events. At this point, the product management takes over, providing information internally and externally through briefings, on-site training, publication of articles in magazines and other communication channels, while the operations department assures the availability of the system 24/7.
DUtch airline ArkeFly is one of the most intensive users of Lufthansa Techniks Technical Operations WebSuite manage/ m and was launch customer for the module m/compliance. Antonio de Wit, We spoke to Tonio Engineering Manager, de Wit, Engineering ArkeFly Manager from ArkeFly about the uses of the system in the context of a wide-ranging MRO support by Lufthansa Technik. Lufthansa Technik: How would you describe the flight and technical operations of ArkeFly? Tonio de Wit: ArkeFly is the in-house airline for tour operator TUI in the Netherlands. It gives TUI Nederland the opportunity to develop new destinations and products and makes the tour operator less dependent on destinations and products offered by third party charter airlines. Nevertheless, having an in-house airline also brings a lot of challenges, especially in the offseason when demand is more for long-haul than for medium-haul destinations.
LT: Which characteristics of manage/m have convinced ArkeFly to employ the internetbased system for its technical operations? TdW: ArkeFly decided to change to Lufthansa Technik for technical support of the Boeing 767, so they could help increase the reliability of the aircraft. The main drivers were the high-quality MRO support and large pool of components which could support the ArkeFly fleet worldwide. Since ArkeFly was a small organization, the Part-M activities were also included in the contract. The manage/m WebSuite was the management information system tool Lufthansa Technik made available as part of the contract for the Boeing 737. The advantage was that it had no additional costs and is part of the MRO services Lufthansa Technik has to offer, making sure that we can commit to our responsibility as an operator in communicating with the authorities. LT: Which role does manage/m play in the communication between ArkeFly and Lufthansa Technik as the provider of technical support? TdW: We use the manage/m WebSuite in order to take care of the complete maintenance management without having to build our own
The whole eet at your ngertips: Lufthansa Technik MRO-IT solution manage/m
Keep control Quality-assured Airline-proven
The challenge in IT operation is to sustain the required service levels at optimum cost efficiency and to provide excellent support for the user base. Staff members in the group share this responsibility
ProdUct maNaGemeNt
The scope of the product management encompasses all kinds of customer services, including customer acquisition, meaning direct support of the Lufthansa Technik Sales department in acquiring new customers through live demonstrations of the m/WebServices, coordination of the customer phase-in and even on-site training for clients. The team also manages a wide variety of helpful instruction courses. The actions include assisting with ongoing transfers of manage/m applications, from Frankfurt and at the customers home base. In on-site training sessions they define processes together and provide instructions on softwares modules. Internal colleagues are also assisted, when setting up a new station. An example would be the starting phase of Lufthansa Technik Milan last year: Colleagues in Milan were assisted with the preparations for their new tasks on location by members of the product management team and shown how to set up manage/m. The team likewise helps airline customers to design the integration process and usage of the Technical Operations WebSuite. We have been working very closely with these airlines and helped them to set up manage/m, customer processes and access rights according to their needs, while at the same time they helped us to improve our system and focus on the customers desires with consistent feedback and improvement suggestions. Thereby, system improvements such as the provisioning of new reports and the adaptation of existing functions based on customer demands are addressed by the product managers as well.
manage/m
Technical Operations WebSuite Lufthansa Technik AG E-mail: info@manage-m.com Visit us at www.manage-m.com
In the future, [the system] will be focusing on new technologies like, for example, Web 2.0 and mobile technologies, to make usage even more convenient for our customers.
Customer service and flexibility is, of course, appreciated by VIP customers who are also taken care of by the product managers. From its home base in Frankfurt, the product management team additionally serves as the centralized point of contact for all kinds of questions concerning the software. Product managers are also responsible for public relations, marketing and communications. Their goal is to make sure that the competitive advantage of their product is always secure and therefore they develop strategies to establish manage/m/ within the world market. Any news concerning the software new developments, adjustments or general information is distributed via product management. They write articles, are on location during trade shows and provide customers with promotional material. In co-operation with the Lufthansa Technik marketing department, the team takes responsibility for the WebSuites internet presence and develops the applications styleguide, setting references for the design and look of the WebSuite. With this range of services the manage/m product managers help enhance the quality of active customer assistance keeping a solid focus on what matters most our customers satisfaction.
Customer care and system availability: staff members of the operations team at work.
The key figures on the board show past and current accomplishments as well as future releases of the manage/m WebSuite.
Dr. Falk Kalus is the director of the manage/m department at Lufthansa Technik Maintenance International. He managed several development IT projects in the context of Lufthansa Techniks manage/m and is head of the approx. 40 employees strong department since 2009. He joined the company in 2001. Dr. Kalus studied Business Informatics and obtained his Ph.D. on statistical methods in economics.
INTERACTIVE INTERACTIVE
CLICK HERE to leaVe YoUr Feedback aboUt this article aNd start or joiN a discUssioN
Your Preferred
Development and Maintenance Services, Legacy Modernization, Upgrade and Migration Services, Business Intelligence / Analytics, Infrastructure Management Services (IMS), Quality Assurance and Testing Services.
www.hexaware.com
The modern approach, supported by business intelligence and analytics (BI&A) tools, enables M&E to build information entities for decision support; extract, cleanse and load data; build a data warehouse, and drill down the data to get desired maintenance information.
AN aPProach to bUildiNG a data WarehoUse aNd PoteNtial challeNGes
The first step is to identify the decision support information requirements and the sources of the subject oriented and nonvolatile data. This needs to be discussed and agreed with the departments concerned a process that requires the collaboration of end users and IT consultants to arrive at the comprehensive and business specific requirements. While creating the requirements, designers should be specific on particular subjects or areas of interest, not simply as computer files. Designing a data warehouse demands many steps including the creation of universes, classes and objects; mapping requirements with data; establishing table joins; deciding on summaries and aggregates; indexing; and categorizing. It also includes deciding on aggregating techniques such as Star Schema and Snowflake Schema, and deciding on the target data base, tables and their relationship.
Often the selection of data from the operational environment may be very complex. Due to diverse technology platforms, multiple data sources and data inconsistencies, data has to be integrated, reformatted and cleaned before populating the data warehouse.
The extraction of data from the operational environment to the data warehouse environment requires a change in technology. Often the selection of data from the operational environment may be very complex. Due to diverse technology platforms, multiple data sources and data inconsistencies, data has to be integrated, reformatted and cleaned before populating the data warehouse. The extract, transform and load (ETL) operation must account for massive volumes of input from the operational databases. Data relationships that have been built into old legacy program logic must be understood and unraveled before those files can be used as input. Developing data warehouses for specific areas is a very complex process. That complexity increases when a legacy system is involved as the source. Especially in the MRO space, most systems are legacy based and have to interface with many other external systems such as enterprise resource planning (ERP), resource management system (RMS), docket management system (DMS), engine monitoring systems, aircraft communications addressing and reporting system (ACARS), flight scheduling, etc. There are many MRO operational sections, and the skill set and expertise of end users will differ from one section to another. So, before initiating any data warehousing activity, a clear idea of the MRO domain is essential plus active involvement of the users is required: otherwise, the desired result may not be achieved.
Lakshmi NarasimhaN
Assistant Vice PResident TRaVel & TRanspoRtation
Lakshmi Narasimhan (Lakshmi) has more than 20 years of experience in the airline industry both in the business domain and in IT. As part of his service with two major airlines, a leading airline product company and a leading IT services company, he has specialized in business consulting, product conceptualization & implementation and business process management.
SUNil Joshi
CoNclUsioN
In summary, inefficient MRO and M&E services not only incur high MRO costs but also severely impact airlines through delays and lost revenue opportunities. The impact on the corporate bottom line quickly becomes obvious. Also the number of aircraft in an operation multiplies the impact. Investment in new BI&A technology coupled with judicious outsourcing of the data warehousing development and integration projects, will certainly yield high returns.
ABOUT HEXAWARE
HeXaWare Technologies is a leading global provider of IT & BPO services and consulting. The company has grown to around 7500 consultants working across disparate domain and technologies; with focused services in Application Development and Maintenance, Legacy Modernization, Application Implementation, Integration & Customization, Quality Assurance& Testing, Business Intelligence & Analytics. Hexaware has in-depth knowledge on MRO business processes, having provided IT Services to leading airlines and leading MRO product companies. Our MRO Practice is led by experts with hands-on experience in legacy and new technology environments on functional areas like Material Management, Maintenance Engineering, Configuration Management & Technical Records, Line Maintenance, Shop Floor, Warranty & Claims and Technical Documentation. Working closely with our BI/BA experts, the Hexaware MRO team is actively creating accelerators for MRO Data extraction and Analytics.
Sunil Joshi had 15+ years of IT experience, of which the last 10 years of experience is from Aircraft Engineering Maintenance (MRO) application software. As part of his services to airlines M&E application, he has been providing business & technical solutions on various MRO modules from Material Management (Material Request, Purchasing, and Inventory movements), Shop Floor, Maintenance Packages in M&E, Technical Records, Line Maintenance. He has been involved in designing and implementing the solutions and his area of specialization is Material Management, Shop Floor and Maintenance Package in M&E.
INTERACTIVE INTERACTIVE
CLICK HERE to leaVe YoUr Feedback aboUt this article aNd start or joiN a discUssioN
Key at-a-glance information from the worlds leading MRO software providers.
25 years of successful design, development and implementation makes Cimber Air Data (CAD) one of the most seasoned players in the business. Our staff averages over 15 years of experience in Aviation MRO. Close contact with our customers assure that we are constantly up to date with the latest developments and business requirements. When you talk to CAD staff, you are talking to a proficient Aviation Professional. Cimber Air Data is a profitable company, and we are constantly developing the product. The AMICOS NG (Next Generation) MRO system is an affordable Enterprise solution exclusively developed for Aviation. Our focus is on in-depth functionality and total process control. The diversity of our customers and their business processes ensures that AMICOS covers almost any possible variation of MRO data management.
Company formed...................................................................1985 Office Location...............................................................Denmark Name of Product Marketed AMICOS Next Generation Number of Modules................................................................ n/a Five Key Business/Software Areas Maintenance & Engineering / MRO Logistics and Procurement Reliability & Statistics Planning Manpower & Cost control
2MoRO Solutions
Click Here for Software Details Click Here to Request Private Demo
Click Here for Software Details Click Here to Request Private Demo
Communications Software Ltd provides the Open Aviation Strategic Engineering System (OASES), covering all aspects of aircraft maintenance for airlines and third-party maintainers. Areas covered include: inventory control; rotable tracking; demand handling; requirements planning; PO and RO processing; component and aircraft technical records; maintenance forecasting; aircraft check planning and documentation, plus check accomplishment analysis; aircraft technical log recording; shop floor data collection; work in progress; time and attendance monitoring; and system and component reliability analysis, plus repetitive defects, sales order processing, full quotation management, invoice passing, advanced scheduling, line maintenance control, AD/ SB evaluation and deferred defect management. The company provides electronic AMMs and IPCs linked electronically to, and accessible by, the system.
Company formed...................................................................1971 Office Location...................................... Tiptree, Derby, Norwich, Gatwick, UK; Brisbane, Australia; Coimbatore, India Name of Product Marketed OASES Number of Modules..................................................................10 Five Key Business/Software Areas User Friendly - ease of use for all levels of expertise Excellent Support - full support throughout the life cycle of the product Scalability - can grow with your business Cost - low cost of ownership Security - proven security
Click Here for Software Details Click Here to Request Private Demo
Click Here for Software Details Click Here to Request Private Demo
Click Here for Software Details Click Here to Request Private Demo
LuFthansa TechniK AG
Ramco Systems
Click Here for Software Details Click Here to Request Private Demo
Click Here for Software Details Click Here to Request Private Demo
MXi Technologies
Rusada SA
Click Here for Software Details Click Here to Request Private Demo
Click Here for Software Details Click Here to Request Private Demo
Click Here for Software Details Click Here to Request Private Demo
Click Here for Software Details Click Here to Request Private Demo
Enigma
W: www.enigma.com T: +1 781-273-3600 E: infous@enigma.com
Company formed...................................................................1992 Office Location....Burlington, MA USA; Singapore; London, UK; Tokyo, Japan; Hertzlia, Israel; Stockholm, Sweden, Name of Product Marketed InService MRO, InService Job Card Generator, InService Revision Manager, Enigma 3C Number of Modules................................................................ n/a Five Key Business/Software Areas MRO Technical Documentation Delivery Revision Management/Control Job/Task Card Automation Illustrated Parts Catalogs Service and Parts Documentation
Enigma solutions help airlines and MRO facilities reduce costs and improve service efficiency and consistency by providing maintenance technicians with the latest maintenance manuals, spare parts and service information, filtered by tail number. Enigma takes data from enterprise applications such as MRO Planning and Engineering, ERP, etc. and creates an interactive maintenance solution that delivers the latest service, parts, and diagnostic information. By offering dynamic, integrated parts and service information, and links to inventory, order management and other systems, Enigma enables engineers to quickly update and distribute technical publications, and technicians to swiftly perform maintenance and repairs.
Click Here for Software Details Click Here to Request Private Demo
Click Here for Software Details Click Here to Request Private Demo
VolaRtec
EmpoweRMX
Click Here for Software Details Click Here to Request Private Demo
Click Here for Software Details Click Here to Request Private Demo
Click Here for Software Details Click Here to Request Private Demo
Click Here for Software Details Click Here to Request Private Demo
HeXawaRe Technologies
W: www.hexaware.com/travel-transporthospitality-solution.htm T: India: +91 22-67919595 T: Americas: +1 609-409-6950 E: vaibhavs@hexaware.com
Company formed...................................................................1990 Office Location...........Mumbai, New Jersey, London, Frankfurt, Singapore, Japan, Dubai, Mexico Name of Product Marketed Hexaware is a Technology and Business Services Company providing end to end services to the Aviation market. Number of Modules................................................................ n/a Five Key Business/Software Areas Custom MRO Software development and maintenance System selection consulting & system integration services Implementation, upgrades and migration of MRO products Interface Development Customization and Enhancement across modules
Hexaware is a niche, focused IT and BPO services company providing end-to-end system integration and IT services to customers across Travel & Transportation, Banking and Financial Services, Healthcare and Manufacturing industries. With annual revenues of USD 230M for FY 2010, Hexaware has a global workforce of around 6300 consultants working across various industries and technologies. Hexaware has a strong experience working in various business functions in MRO and Technical Documentation domains and specialize in System selection, custom software development and maintenance services, Business Intelligence / analytics, Infrastructure Management Services (IMS), and Quality Assurance and Testing services.
Click here for software details Click here to request private demo
Click here For FUll SOFTWARE details aNd For a demo
EmpowerMX.com