Aasl PPC Procedure Manual 19112016

Airline Allied Services Limited (AASL)
Production Planning and Control Division,
PPC PROCEDURE MANUAL
Approved by
Production Planning Manager (PPM)
Production Planning and Control Division
Engineering Department
AASL, New Delhi

PRODUCTION PLANNING & CONTROL (PPC)
Issue - II Revision Date - 16/11/2016 P A G E 0.2
This manual provides information to the reader

about the Production Planning procedure, duties
and responsibilities of various personnel.
PPC manual is divided into chapters, detailing

procedures and practices followed. Also briefly
explained are the various terms used in PPC
functioning.
Prepared by Approved by
(Aloke Dey)
(Rakesh Sidhana)

Issue - II Date 16/11/2016 P A G E 0.3
Revision 1
LIST OF ISSUES/AMENDMENTS
Issue Rev. Date Incorpora Highlights of
No No. tion Date Revision
Issue 1 Revision APRIL 01/04/201 --
1 2017 7

Distribution List
PPC PM Copy PPC PM Holder Form

Number at
COPY-1 CEO,AIESL CD
COPY-2 CEO, AASL CD
COPY-3 ED (ENGG), AASL CD
COPY-4 CAM,AASL CD
COPY-5 QM, AASL CD
COPY-6 Dy. G.M. (E-PPC), CD
WR/ER/SR
COPY-7 GM(NR) / GM(ER) CD
COPY-8 Technical Library CD
COPY-9 PPC Library CD
COPY-10 MAINTENANCE,AASL,KO CD
LKATA
COPY-11 AASL PPC, KOLKATA CD
COPY-12 DY CAM,AASL,KOLKATA CD
COPY-13 DY QM, AASL,KOLKATA CD

TABLE OF CONTENTS
CHAPTE SECTION SUBJECT PAGE NO
R
0 0.1 General Information 0.1-0.7
1 General Organization 1.1-1.9
1.1 Introduction 1.1
1.2 Functions of PPC 1.2
1.3 Duties and Responsibilities 1.3
Organization Chart 1.6
1.4 Standard Terminology 1.7
2 Maintenance Planning and Check 2.1-2.6
Scheduling
2.1 Aircraft Arising 2.1
2.2 Component Arising 2.2

2.3 Maintenance Planning and Check Scheduling 2.3
2.4 Aircraft Route Planning (Routing) 2.5
3 Material Provisioning 3.1-3.9
3.1 Material Provisioning and Planning 3.1
3.2 Inventory Management 3.5
3.3 Modification Planning 3.7
4 Component Production Scheduling and 4.1-4.14
Control
4.1 Component Control, Tracking and Rotable 4.1
Reconciliation
4.2 In-house Repair Management 4.4
4.3 Outside Party Repair Management 4.8
4.4 Loan and Exchange Management 4.10
4.5 Progress Control 4.12
5 Warranty Management 5.1-5.2
6 Insurance Management 6.1
7 Scrap and Salvage Management 7.1
8 Budgeting and Cost Control 8.1-8.3
9 Indigenization 9.1
10 Computer Applications in Maintenance and 10.1-10.4
Engineering
11 Leasing Procedure 11.1
12 Supplier Approval Process 12.1

Appendix Supplier Data Sheet 12.2


LIST OF EFFECTIVE PAGES

0.General Information
Cover Page Issue II Rev1 0.1 01/08/2015
Foreword of Approval Issue II Rev1 0.2 01/08/2015
List of Issues/Amendments Issue II Rev1 0.3 01/08/2015
Distribution List Issue II Rev1 0.4 01/08/2015
Table of Contents Issue II Rev1 0.5 01/08/2015
List of Effective Pages Issue II Rev1 0.6 01/08/2015
List of Effective Pages Issue II Rev1 0.7 01/08/2015
1.General Organization
1.1 Introduction Issue II Rev1 1.1 01/08/2015
1.2 Functions of PPC Issue II Rev1 1.2 01/08/2015
1.3 Duties and Responsibilities
Production Planning Manager Issue II Rev1 1.3 01/08/2015
Sr. AGM (E)-PPC Issue II Rev1 1.4 01/08/2015
Sr. Engineer/Engineer/Dy.Engineer/ Issue II Rev1 1.5 01/08/2015
Asstt. Engineer
Organization Chart Issue II Rev1 1.6 16/11/201
6
1.4 Standard Terminology Issue II Rev1 1.7 01/08/2015
2. Maintenance Planning and Check Scheduling
2.1 Aircraft Arising Issue II Rev1 2.1 01/08/2015
2.2 Component Arising Issue II Rev1 2.2 01/08/2015
2.3 Maintenance Planning or Check Scheduling Issue II Rev1 2.3 01/08/2015
2.3 Maintenance Planning or Check Scheduling Issue II Rev1 2.4 01/08/2015
2.4 Aircraft Route Panning (Routing) Issue II Rev1 2.5 01/08/2015
2.4 Aircraft Route Panning (Routing) Issue II Rev1 2.6 01/08/2015
3.Material Provisioning
3.1 Materials Provisioning and Planning Issue II Rev1 3.1 01/08/2015
3.2 Inventory Management Issue II Rev1 3.5 01/08/2015
3.2 Inventory Management Issue II Rev1 3.6 01/08/2015
3.3 Modification Planning Issue II Rev1 3.7 01/08/2015


Issue - II Date - 16/11/2016 P A G E 0.7
Revision 1
4. Component Production Scheduling and Control

4.1 Component Control, Tracking and Rotable Reconciliation Issue II Rev1 4.1 01/08/2015
4.2 In-house Repair Management Issue II Rev1 4.4 01/08/2015
4.3 Outside Party Repair Management Issue II Rev1 4.8 01/08/2015
4.3 Outside Party Repair Management Issue II Rev1 4.9 01/08/2015
4.4 Loan and Exchange Management Issue II Rev1 4.10 01/08/2015
4.4 Loan and Exchange Management Issue II Rev1 4.11 01/08/2015
4.5 Progress Control Issue II Rev1 4.12 01/08/2015
5Warranty Management Issue II Rev1 5.1 01/08/2015
5 Warranty Management Issue II Rev1 5.2 01/08/2015
6. Insurance Management Issue II Rev1 6.1 01/08/2015
7. Scrap and Salvage Management Issue II Rev1 7.1 01/08/2015
8. Budgeting and Cost Control Issue II Rev1 8.1 01/08/2015
9. Indigenization Issue II Rev1 9.1 01/08/2015
10. Computer Applications in Maintenance and Issue II Rev1 10.1 01/08/2015
Engineering
10. Computer Applications in Maintenance and Engineering Issue II Rev1 10.2 01/08/2015
11. Leasing Procedure Issue II Rev1 11.1 01/08/2015
12. Supplier Approval Process Issue II Rev1 12.1 01/08/2015
13 Internal Manpower Assessment Issue II Rev1 13.1 16/11/2016
Appendix : Supplier Data Sheet Issue II Rev1 14.1 01/08/2015
Date:01/04/2016
Prepared by

(Aloke Dey) (Rakesh Sidhana)


Revision 1
INTRODUCTION
AASL is the wholly owned subsidiary of Air India. AASL has a fleet of 10
aircraft. This is a mixed fleet of different types of aircraft and which are
maintained at different locations in India. The maintenance base for ATR72-
212A( 600 VERSION) aircraft is in Delhi while that for ATR42-320 aircraft is at
Kolkata. Besides, work on these aircraft and/or their components, C check of
ATR72-320 A/C aircraft is also carried out in Hyderabad & ATR42-320 A/C is also
carried out in Kolkata. Thus the entire engineering activity is divided in four (4)
main Engineering bases identified with four regions namely, New Delhi, Kolkata,
Mumbai, Bangalore, Bhopal and Hyderabad. The concerned Engineering bases
have total responsibility of maintenance work on the type of aircraft, engines,
Components& equipments.
PPC is the nerve canter of all maintenance activities of an airline /

MRO.Production Planning essentially means planning production of an
airworthy aircraft as per the business plan and Control means close monitoring
of all the associated engineering activities to minimize the gap between planned
and actual production. The word control is also associated with cost control.
Production Planning and Control section undertakes the total task of production
Planning, monitoring and control at the bases viz. loading of Overhaul Shops,
Planning of all Major Maintenance Checks, Provisioning of
Materials/Spares/Modification Kits/Special Tools, Drawings, Technical Literature
for undertaking such tasks, Rotable control, Revenue and Capital Budgeting,
Accident/ Insurance claims, Warranties and Guaranties Administration.
PPC is responsible for achieving production targets of Engineering Department in

a timely manner and within the available resources. PPC handles a number of
functions aimed at carrying out effective maintenance of aircraft, engines,
components and equipment and carries out the required planning, monitoring
and control activities, both within an Engineering base as well as in coordination
with other bases.
The PPC function deals essentially with the business side of Maintenance and
Engineering and thus play a vital role in the future of the airline operation. Also
Production Planning and Control presents one of the most fruitful areas for the
application of scientific methods in such fields as Aircraft utilization, inventory
allocation etc.
This Manual was prepared in accordance with the provisions of MOE .



Revision 1
1.1 FUNCTIONS OF PPC
Following are the functions that cover most of the regular activities of
PPC.
Aircraft maintenance planning involving aircraft routing on daily basisand
projection of various maintenance checks.
Material Planning for Aircraft Maintenance and Component servicing
Component control involving component tracking, based on consumption
parameters, float reconciliation and float fixation
Work order control pertaining to all work orders open for aircraft major
maintenance in the hanger and for components servicing in the shop.
Calculation of components arising based on life limits or maintenance
cycle limit basis and shop loading.
Control of components sent to other bases for servicing.
Repair Administration for components serviced in-house/outside agencies.
Modification planning, Administration and Control of modification kits for
compliance on the aircraft and components.
Preparation and monitoring of budgets.
Job costing of aircraft checks and components.
Insurance and Warranty Management.
Scrap and Salvage Management of components and other items.
Unscheduled major repairs and modifications Support.
Third party Jobs administration
Optimizing inventory though the application of scientific
processes/formulae and the use of computer software in material control.
Development of costing system for Maintenance and Engineering to
establish true costs.
Analysis of break-even points for subcontract versus Maintenance and
Engineering carried out in-house as affected by aircraft fleet size.
Development of Long terms plans aimed at maximum utilization of aircraft
and minimum grounding time through inventory management, facility
planning and maintenance planning.

Revision 1
1.2 DUTIES AND RESPONSIBILITIES
Chief of PPC (E) PPC
To implement, all policies and plans of Engineering Department, pertaining

to PPC.
To co-ordinate with all department in the regions and with Hqrs for all
matters pertaining to PPC of the region
Material provisioning for all maintenance activities in the regions for Base
Aircraft.
Scheduling of maintenance work to avoid clustering of checks and also to
ensure the optimum distribution of resources including manpower,
material, facilities, tools and equipments.
To prepare Aircraft arising/component arising and to publish Long
term/Short term Maintenance Plans and Aircraft Routing of the Base
aircraft.
To carryout Component control involving movement tracking, reconciliation
and float management etc.
To ensure availability of all work packages and task cards before start of
the maintenance task.
To carryout necessary material planning activity to ensure smoother turn
Around of Aircraft checks within the stipulated time period
To monitor Repair administration of vendor serviced items.
To monitor Work order control of in house serviced items
To ensure Preparation and monitoring of Annual Engineering Budget for
the region including Expenditure and Capital Budgets
Preparation of technical contracts and liaison with external agency
including component support for Aircraft/Engine components.
Scrap management of components and other assets.
Insurance and warranty management
To explore the possibility of Indigenization of aircraft items, for import
substitution.
To provide logistics support to maintenance including providing standard
materials, minimum equipments, tools etc..
Co-ordination with internal and sub contracted service agencies.
Complete administration of PPC division of the region

Revision 1
Sr. AGM / AGM (E) PPC
To assist Production Planning Manager (PPM) in carrying out the following:
Ensure optimum utilization and minimum grounding time of aircraft by

scheduling maintenance work in advance.
To carryout shop loading to ensure timely availability of the critical
components.
To ensure positioning of all items/tools/equipments various outstations as
per distribution and to interact with all bases and outstation regarding the
distribution of aircraft items /tools and equipments wherever the base
aircraft is operating.
To study the requirements of Major modification/Major Repair and
carryout necessary actions by way of facility planning and material
planning.
Coordination with internal and sub contracted services.
To prepare weekly/monthly and yearly arising forecast and to prepare
major maintenance check plan in liaison with CAM /Dy.CAM.
To prepare daily aircraft routing plan after incorporating all the constraints
and interact with Line Maintenance to ensure the plan is followed.
Logistics Management (minimum equipment, preparation of standard
material, checking the availability of necessary tools)
Making Technical contracts and liaison with external agency.
Preparing and amending of list of contractors if required.
To reply all audit queries of Internal Audit and Government Audit party.
Leased aircraft Management.
Maintaining relevant records of above functions.
To Participate in the process of phasing out/cannibalization /disposal of
Aircraft and aircraft components.
To interact with Hqrs. and MMD to carry out the initial provisioning
exercise before induction of new aircraft.
To prepare, monitor and control the Engineering Department Revenue
and Capital budget(including MET and Misc. budget )
Too ensure that all tools and equipments are calibrated as and when they
are due for calibration.
Any other function required by CAMO.


Revision 1
SR. ENGINEER/ENGINEER/DY. ENGINEER/ASST. ENGINEER
To study SB/SIL/AD and identify the parts requirements.

To prepare weekly/monthly and yearly major maintenance
To prepare daily aircraft routing plan.
To prepare Revenue and Capital budget(including MET and Misc.budget)
To ensure calibration is carried out as per laid down Quality Control
procedures.
To ensure, position of all items/tools/equipments at various outstations.
To interact with MMD for follow up of orders, to prioritize/expedite the
orders
To carryout Rotable reconciliation, recommend necessary float
increase/decrease
To prepare warranty claims, follow up and close the claims
To prepare Insurance claims, follow up and close the claims
To carryout vendor development, import substitution, indigenization of
various aircraft items.
To carryout component tracking
To prepare annual aircraft/engine/component arising report.
To follow-up with the repair agencies/ outside agency invoices.
To prepare annual budget estimate/revised budget
To carryout system administration activity of existing ERP software.
To distribute/position Task Cards at various work stations(shops)
To issue necessary work orders to carry out the scheduled task.
To follow-up the loan transaction with the outside party
To close the task cards and work package/visit package.
To prepare task completion charts charts/graphs.
To carryout stock replenishment statements /review sheets, Recoupment
advice received from MMD
To take part in modification committee meetings and technical reliability
meetings.
To reply all audit queries of all Internal /audit queries and Government
Audit Queries.
To study the lease agreement and propose, incorporate necessary
amendments.
To participate, in all types of discussions and negotiations with the leasing
agencies.

To discharge any other functions and duties as assigned from time to time
by superiors.

Revision 1
Issue - II Date - 16/11/2016 P A G E1.6
Revision 1
AASL
ORGANISATION CHART,
PRODUCTION PLANNING & CONTROL, AASL
RAKESH
SIDHANA
PPM
ALOKE DEY SUDIP SHARAD RISHIKANT CHINMOY

ADAK VERMA A-5 CHATTERJEE
A-1 A-2 A-3
A-4
AKRITI ALPANA
A-1 A-1
LEGEND
A-1 ---Repair Management & Repair Warranty
A-2 ---Provisioning for spares
A-3 ---External Customer & Tool Provisioning
A-4 ---Provisioning for Major Components


A-5 ---Progress functions


Issue - II Date - 01/08/2015 P A G E1.7
Revision 1
1.3 Standard Terminology:
Aircraft Routing
Allocation of the right aircraft at the right place at the right time.Applicable to
aircraft routes and places of maintenance
Approved Spares
These are spares from approved sources duly authorized with release notes or
Airworthiness Certificates.
Breakdown spares
Spare parts held in Stores for use as replacement parts when components are
disassembled
Budget
A forecast of expenditure against a planned level of activities
Budget (Capital)
The forecast of capital investment in assets such as aircraft, buildings,
equipment, tools etc...
Budget (Revenue)
The forecast of expenditure arising from day-to-day-operation
Capacity (Aircraft)
The payload available
Capacity available in hangars or workshops
The maximum number of units that can be accommodated in the hangars or
workshops at any one time. This number takes into account the amount of
working space required per unit
Consumables
These items are use and tow types with no repair scheme. Such items may
further be sub classified into 100% replacement items like o-rings, seals,
packing, etc, On-Condition replacement items like hoses, bushings, sleeves,
inserts, pins, etc., miscellaneous hardware like nuts, bolts, screws, riveted. and
bulk items like paints, thinners, sealants, aluminium alloy sheets,etc.
Flight kit
A pack-up kit which contains aircraft spares to carried on board
Kit
A collection of spare parts pre-selected for special purposes
Life expired
Term used to indicate that an item has completed its total permitted life.
Life- overhaul
(TBO)
Time specified by an appropriate authority after which an item must be
overhauled or scrapped. The maximum time that an item is permitted to operate
between overhauls.


Revision 1
Maintenance Major
Work performed at main base that cannot be contained within 48 hours elapsed
time. Does not include major repairs.
Maintenance Minor
Routine and rectification work that can be carried out without major maintenance
facilities and usually performed at specified stations. The elapsed time for this
maintenance will not normally exceed 48 hours
Materials movement and control
Consist of receiving, positioning, storing, issuing, packing, dispatching and
disposal of materials.
Materials planning
The actions necessary in establishing all material requirements for maintenance,
including purchasing authority but excluding procurement action
Materials provisioning
The actions necessary in planning and procuring materials and equipment at the
time and place required to carry out the work programme.
Production Progress control
Ensures that the work is activated and progressed in accordance with the
production schedule and reports on the results achieved.
Recoverable
Recoverable differ from Repairable in that they do not have detailed parts
breakdown. They can be rehabilitated to serviceable condition a limited number
of times before scrapping by way of refurbishment operations like patching,
welding, recharging, refilling, content replacement, etc.
Repairable
An item that can be economically reconditioned for a limited number of times.
These items have detail parts breakdown and a definite repair scheme and can
be continuously rehabilitated to a fully serviceable condition based on economic
viability. Such items do not have a fixed TBO or life but are removed only when a
condition exists which mandates their removal as per aircraft / component
manual
Rotable
Without exception a Rotable item is one which bears unique serial number given
by manufacturer or by the airline. It has an extensive life expectancy and can
repeatedly rotate number of times as per defined TBO or OnCondition Lifting
Policy. Thus Rotable have very low scrap rate and maylast the entire life of
aircraft. After it is removed from the a/c or engine, it isnormally routed to O/H
shop for inspection, repair or O/H and recertificationof serviceability, pursuant to
established authorized procedures. It is subject to capitalization as depreciable
asset.


Revision 1
Stage Length
Is the distance measured in nautical miles which an aircraft is required to flyin a
flight cycle.
Time since New (TSN)
The operating time an item has accumulated since new
Turn Around Time(TAT)
Time between when the component or item is removed from the aircraft to when
it is available in stores for re-fitment
TAT
That element of maintenance downtime needed to service or check an item for
recommitment
Work scheduled
Work resulting from scheduled maintenance
Work- unscheduled
Work resulting from unscheduled maintenance.

Revision 1
2.1 Aircraft Arising

The aircraft arising is calculated based on the following parameters:
No. of Aircraft in the fleet
Total number of FH planned for the period under consideration based the
Pre-published schedule (like summer schedule, winter schedule)
Total no of aircraft in operation (planned)
Maintenance Check Interval based on the Maintenance Philosophy
TAT norm
Average FH
Aircraft Weighing
Engine Change
LLPs available life, performance deterioration etc.
C of A Renewal
ARA (Annual Review of Airworthiness)
Major Modifications
Charter Requirements if any.
Based on the above parameters the arising are calculated as follows:
Average FH planned Per aircraft (I) = Total FH planned for the fleet (T)
____________________________
No. of Aircraft in the fleet. (N)
(T)
No. of Check Arising = __________________________
(A1 or A2 or A3.) Check Interval (I1 or I2or I3 .resp.)
Total Check Arising = A1 +A2+A3+.An
(Note; A1, A2, A3 are the Arising for various Checks having interval I1, I2,and
I3. respectively)
Aircraft Maintenance Programme (AMP) obtained from QATS provides the
thres hold interval. The difference between the threshold FH and the currentTSN
gives the Time available for a particular maintenance activity. This available time
is converted into available days by using average FH per day. This procedure is
repeated for all aircraft for all types of major check arising calculation.

Revision 1
2.2 Component Arising
The maintenance philosophy of components is based on three concepts:
a. Hard Time Maintenance
b. On-Condition Maintenance
c. Condition Monitored items.
Based on the above, the operating limits of each component is mentioned in the
COSL document prepared by QA&TS section. These limitations are primarily
based on flying hours (FH) or flying cycles (FC) and elapsed time completed by a
component fitted on the aircraft.
Except for Hard Time items, the arising of components are calculated based
onFH , MTBUR (Mean Time Between Unscheduled Removal Rate),TAT(Turn
Around Time) and QPA(Qty Per Aircraft).The arising may be due to scheduled
removal or unscheduled removal.
The replacement units required to meet these removals are made available
in the following ways:
For items serviced in-house, the requirement is met by the serviceable items
received from the shops. For this purpose, proper shop loading needs to be
carried out and spares requirement if any for servicing such component should
be made available, to avoid to any kind of WORKSTOPPAGE. Proper planning of
required spares and timely
Procurement action should be initiated to ensure that the required component is
serviced in time and ensure its availability as and when required.
If the components are serviced by other bases, advance intimation should be

sent to the corresponding base informing about such a requirement requesting to
expedite the servicing of the required component. If the components are serviced
at vendor facility, then the vendor should be informed in advance via available
communication channel (email, fax, etc.)to expedite the repair. The vendor
should be followed up till unit is received in our stock room. The unit thus
received after repair can be used as replacement for the removed unit.

Revision 1
2.3 Maintenance Planning or Check scheduling

The objective of Maintenance Planning is to ensure that all major check
schedules and other maintenance activities are planned in such a manner so as
to have optimum utilization of aircraft.
Aircraft maintenance forecasting is concerned with future workload of

Engineering. It must take into account routine maintenance requirements
as well as any planned changes in fleet size and type, changes in route
structure and changes in facilities, manpower and skill requirements.
ENG106(B) form issued by QA&TS on weekly basis shall form reference

document for Aircraft Major Check Planning. Aircraft/Engine/APU
utilization data, available in ENG106(B) forms reference for calculating
projected arising of the aircraft.
C check plan of the aircraft must be made on monthly basis and must
reflect arising of aircraft on a scale of 12 month period. The plan must
essentially show date of arising, date in, date out, type of check, additional
work scope (aligned with major check), hangar location and constraints, if
any. All efforts should be made to avoid simultaneous grounding through
staggering of the maintenance activity. However, Sometimes the planning
should be done with intentional simultaneous grounding to meet the
operational requirement after considering the availability of Manpower,
material and facilities. The requirement of charter flights if any during the
period under consideration is also incorporated into the plan
A check plan of aircraft must be made on monthly basis showing type of

A check, date, place and duration of grounding.
Major check plans, once finalized, must be made available to QA&TS well
in time for preparation of maintenance schedules/task cards/modification
schedules etc. The plan must also be made available to base
maintenance manager to plan manpower and other resources in a timely
manner.
Aircraft Maintenance Planning Cell must review the progress of major

checks at regular intervals and monitor slippages in TAT and take
corrective actions so as to preclude any possibility of simultaneous
groundings of aircraft.


Aircraft Maintenance Planning shall also make a long term plan on a scale
of 3 to 4 years keeping track of changes in fleet size based on long term
business plans of the airline. Such long term plans must be revisited and
reviewed on yearly basis.
The discriminating factors for individual aircraft in the maintenance plan will
include:
- Limitations to next maintenance visit (calendar or flying
hour limitations)
- Outstanding modification status (mandatory or
convenience)
- Deferred maintenance work and its inter-relationship with
other requirements.
- Maintenance facility capacity.
- Traffic demands and operational requirements
- Configuration differences such as engine types,
Passenger and freighter or combination
freighter/passenger type aircraft will require individual
assessment for incorporation into a total fleet program.
The progress of the check will be closely monitored and accordingly the
utilization of the remaining aircraft will be decided to avoid simultaneous
grounding.

Revision 1
2.4 Aircraft Route Planning (Routing)
The objective of Aircraft Route Planning is to ensure allocation of right aircraft, at

the right place, at the right time in order to meet the scheduled route plans and
maintenance plans.
,Aircraft Route Planning is a dynamic activity and requires close monitoring and
control of movement of aircraft in the entire network. Aircraft routing cell
must work in close co-ordination with all the agencies involved in movement of
aircraft including, but not to, co-ordination cell and shift in charges of all bases,
base maintenance managers, planning department, operations and commercial
department.
Aircraft Routing Cell must follow following procedures to plan aircraft routing:
Study the draft schedule of operation given by planning department and

give comments / suggestions in regard aircraft availability, engineering /
maintenance constraints and facilities / capacity available at outstations
and other bases.
Provide inputs to Maintenance Planning Cell to facilitate

long/medium/short term planning of hangar workloads.
Ground the aircraft as per major check plan / C of A / Weighing

/Communication Check / Engine Changes / APU Changes /unscheduled
maintenance work / component change, etc.
Plan and route each aircraft on particular sector on day to day basis and
monitor their progress and plan the next day operation taking into account
the deviation made by Line Maintenance.
Aircraft Routing (Route Plan) for the next day must be made by the routing
cell every day and circulated to all concerned departments /sections of all
bases prior to close of office hours. Any changes to the plan, if required,
may be done by shift in charges of concerned base in consultation with
routing cell.
Aircraft Routing must clearly indicate the constraints, if any, on the flying
aircraft for further guidance of all shift in charges and coordination cells.


Revision 1
Route planning of aircraft must also take into account various limitations /
constraints of operation department, commercial department. Route
planner must represent / co-ordinate on behalf of Engineering Department
for maintenance constraints in case of AOG situations / incidents /
accidents / change of sector, etc.
In the event of reduced availability of aircraft to any base, it will be

informed to the concerned co-ordination cell for rescheduling off lights
after approval of G.M.(E).
Aircraft Routing Cell must also maintain all historical data pertaining to
major checks carried out on monthly and annual basis along with details of
grounding date, date in, date out, TAT, etc. Routing cell will also keep
record of charter flights operated by aircraft.

Revision 1
3.1 Materials Provisioning and Planning:
Planning the material requirement for a fleet of aircraft and its components is
quite a challenging task for the material planner particularly when there is no
clear consumption pattern of the parts.
Various statistical models have been used by material planner world over to
forecast the requirement as close to the actual. However, all these models
provide a close approximation of the actual consumption pattern of the inventory.
The higher the confidence on the levels of inventory the higher is the inventory
cost. Material planner has to plan the inventory which is the right balance
between cost and confidence level.
First phase of material planning starts at IP (Initial Provisioning) stage. Aircraft

manufacturer provides a RSPL (Recommended Spares Parts List)which is
essentially based on reliability of parts and their quantity per aircraft.RSPL is
required to be studied in details and based on NACILs own experience, in-house
repair capability, anticipated TAT, cost of part, initial float of each of the
recommended spare is ordered to support the new fleet.
AIESL follows the following Spare Parts Classification (SPC):
1. Rotable
2. Repairable
3. Expendable
Each SPC classification has a different method of planning and procurement.
Rotable: Float levels set during IP phase must be periodically reviewed based
on actual MTBUR, Overall TAT, TBOs if any. Procurement procedure for increase
in float must be followed to initiate purchase of Rotable. Float increase of Rotable
must necessarily be approved by Director (Engg..)in view of the high cost and
asset nature of the item.
Both material planner and Component Control Cell will maintain a list of Rotable
and their floats ATA chapter wise. Recommendation for increase /decrease in
float (against scrappage) must be initiated by component overhaul planner.
Replacement Rotable must only be procured against SBR.
Repairable: Repairable differ from Rotable in the sense that there movement
and TSN/CSN are not monitored by QA&TS. They continue to be installed on

aircraft as long they do not fail. All Repairable have a repair defined repair
scheme.

Revision 1
Depending on removal rates and scrap rate, initial float levels of Repairablemust
be reviewed and suitably augmented. Procurement of Repairable doesnot
require approval from Director(Engg.) and can be ordered against SON.
Expendable : Aircraft manufacturer, at the time of initial provisioning

provideSPEC2000 spare parts data in S & T File format which must be
expeditiously uploaded in the MMD Inventory Management System
Expendables, are further classified in AIESL is A, B and C Class depending
upon there unit cost as per details given below:
Class A320/A300/A330 B737/ATR/CRJ

A > Rs. 1 lac > Rs. 25,000
B > Rs. 15000 but > Rs. 5000 but
< Rs. 1 lac < Rs. 25000
C < Rs. 15000 < Rs. 5000
Material Planning for expendables is done on the basis of Maximum, Minimum

and Reorder Level. Maximum level for all parts, except some Critical Parts, is
kept at 4 month level. For some critical items out of the total moving parts, the
maximum level is 5 months. Reorder level for all parts is 2months stock. Based
on past consumption, system monitors the stock levels and as soon as the levels
falls to 2 months, item appears in Stock Review Sheet which is generated every
10 days. System calculates reorder quantity as:
ROQ = (Max Stock) (Stock in Hand) (Pending Order Qty) + (Monthly

Cons)x Lead Time in months
ROQ may be required to be revised based on anticipated consumption, variation

in Lead Time, unit cost etc. While C class items are reviewed by MMD directly,
A and B Class items are reviewed by material planning cell.
All items costing more that Rs. 1 lac, are called controllable or control items.
Procurement procedure for control items is same as that of Repairable i.e. they
have to be scrapped before ordering is initiated.
Sources of Supplies: While raising indent for procurement of items from

vendors, it is the responsibility of material planner to identify the supplier/vendor
for the part and mention the same on Purchase Indent Form.
Procedures enumerated in MOE 2.1.4 must be followed to identify the supplier.



Revision 1
As per Para 2.1.4.6.1 of MOE, Material Planning Cell shall maintain a list of
approved suppliers and keep it current. The list shall be available to Quality
Auditor, Procurement Department and MRO SBUs.
The list of approved suppliers is a part of the RAMCO ERP system and thesame
is available in the RAMCO Data base.
Shop Inabilities / Awaiting Spares: Many a times, during servicing

ofcomponents in Shop, there may be a requirement of break down spareswhich
may not be available in stock. Component Control Cell, must on dailybasis
provide a list of critical items in shop awaiting spares (work stoppages).It is the
responsibility of Material Planning Cell to ensure that all workstoppages in shops
are addressed on priority. Each of the shops will informmaterial planning cell of
all work stoppages in a designated format (ShopProforma) giving details of Spare
Part required, CMM ref, OEM name, Pending Work Order Number/s, QPA
(Quantity per Aircraft/Assembly) so asto initiate expeditious procurement action.
Similar procedure will be followedin case of Aircraft in major maintenance.
Material Planning Cell must generate on a monthly basis, a list of all pendingwork
orders which are awaiting spares. Following information must becaptured in the
list
WS No, WS Dt., NHA PN, NHA Desc., Pending WO#, PN Reqd, QtyReqd,PN
Desc., QtyOrdrd, PO#, PO Dt., Vendor, Will Ship Date, Reason forDelay
The above list will be circulated to the respective shops for further planningof
work.
When an item is to be indented on priority basis, the following proceduremay be

followed:
Normal Priority
The materials required on Normal priority are usually met from the inventoryof
spares in the stock room. However, if the requirement could not be metdue to
item NIL IN STOCK (NIS) or item is not a stock item(NoC), and theMaterial
Request is cancelled by Stock Room, based on the cancelledMR(Material
Request), an indent(appendixF) shall be raised by PPC forprocurement of the
required material .

AOG Priority
All requests from Maintenance which are of AOG priority shall be auctioned
accordingly. An AOG indent shall be raised. On receipt of the indented item, the
same shall be informed to the concerned progress unit with the incoming
shipping details, GRAN etc..and the AOG closed.
RUSH Priority
All requests from the accessory shops and ancillary shops of Major Maintenance
should processed with a RUSH request when ever such a request is made where
the item will be required before the normal lead-time. On receipt of the indented
item, the same shall be informed to the concerned progress unit with the
incoming shipping details, GRAN etc... and the RUSH closed.
WORKSTOPPAGE Priority
All requests from Hangar/Shop Maintenance should be processed on work
stoppage basis wherein the requested item is holding the progress of the job
under a work order. The work order will be returned to PPC by the concerned
shop with a work stoppage request. The Work stoppage has be processed and
an work stoppage indent shall be raised on stores to procure the required item on
work stoppage basis which equivalent to AOG status for aircraft. On receipt of
the indented item, the same shall be informed to the concerned progress unit
with the incoming shipping details, GRAN etc..and the RUSH closed.
Note: All the above indents shall raised and signed by an indenter and authorized
by appropriate authority.

Revision 1
3.2 Inventory Management
Sufficient stock of aircraft items should be maintained to meet the requirements

of maintenance and to avoid AOG, WORK STOPPAGE situations. The stock
maintenance of the inventory is ensured through Recoupment advice and
Process Sheets for Rotable and non-Rotablerespectively. Apart from this the
procurement action is also initiated throug hindents. The Process Sheets
received from MMD should be reviewed by the PPC. The required qty should be
recommended for procurement.
The qty required is arrived at by considering the following factors:
Previous consumption during a similar period
Qty per aircraft or Qty per Assy..
Unit Price
Vendor Lead Time
Availability of Repair facility
Future Requirements for modifications/repairs etc..
The ABC analysis:

ABC analysis an as inventory management technique is used for
effectiveinventory control of non-Rotable. A-B-C classes are determined on the
basisof past annual consumption value. The cost of each is multiplied
byconsumption (quantity consumed) in a given period of time (e.g. One year)and
items are then listed in the descending numerical order of consumptionvalue and
segregated into A-B-C classes.
In this process class represents relatively a small number of items (15%)and
accounts for sizeable percentage (60%) of total consumption valueduring one
year. B class will account for more number of items (30%) andabout 35% of
consumption value. C class will include a large number ofitems (55%) whose
annual consumption value is comparatively small(approx 5% )
The suggested stock levels for items classified under ABC analysis are asfollows:
Aircraft A B C
ATR Max. 6 months Max. 9 months Max. 12 months
stock stock stock
Replenishment of Non-Rotable is based on the 10 days cyclic review

reportraised by stores giving the details like SPC(Spare Part Classification),
stockavailable at various locations, consumption figures, pending orders,
unitprice etc..


The qty to be procured should be recommended by PPC for A and B classitems

Presently the C class items are replenished by MMD.
Controllable / Repairable
The controllable are the items whose unit price is greater than 1lakh or areof
repairable nature. Repairable are those items which are repairable innature
irrespective of the cost. A Float qty is fixed for these items and boththese type of
items are ordered against scrappage or float increase.
Procurement of Tools and Equipments:

Procurement of required tools and Equipments are done through indents.
General tools and special tools and equipments are procured after
obtainingnecessary budgetary financial sanction from AIESLHqrs. under
capitalbudget. The procedure for obtaining the approval is discussed in the
budgetsection. The technical specifications are normally provided by the
userdepartment. Otherwise, the technical details can be obtained from the
Toolsand Equipments Manual (TEM) provided by the original
equipmentmanufacturer(OEM) or Vendor/supplier. Sometimes the tools
andequipments are procured against scrappage. The procedure for scrapping
isdiscussed under the section Scrap and Salvage Management.

Revision 1
3.3 Modification planning
Scheduled Modifications and Repairs:
PPC prepares, controls and monitors plan of incorporation of modification on the

aircraft, components, engines and APUs. Ordering of mod kits from vendors is
required to be planned in advance so that these can be incorporated when the
aircraft / components / APUs/ engines are available in hanger or shop for some
major work. This avoids additional grounding specifically to incorporate
modifications. The time frame for completion of modification on the fleet aircraft
or components, etc. may be of several months duration. A strict monitoring,
based on aircraft registration, or component serial number is required so that
only specific number of kits are ordered in a programmed manner to reduce
inventory cost. While doing so, any projected fleet phase out should be taken into
consideration.
Unscheduled Modifications and Major Repairs:
Sometimes major repairs are required to be carried out on the aircraft

subsequent to the inspection / check on the aircraft. Similarly, some times
unscheduled modifications are also required to be carried out as per the
requirement of the manufacturer / regulatory authority. These tasks also require
planning and monitoring. It is the responsibility of the material planning cell to
plan procurement of modification kits / tooling and plan compliance of
modifications on aircraft and aircraft components.
Following is the classification of modifications followed by AIESL:
Mandatory : All SBs mandated by FAA/EASA/DGCA are covered in this category
and generally have to be complied within a given calendar period or flight hours
or cycles. All Alert Service Bulletins (SB) fall in this category
Essential: These modifications are of essential nature and have to be
complied at first available opportunity.
Attrition: Such modifications are of optional / recommendatory nature and
have to be complied after consumption of the old stocks of affected parts.
Informative: This classification is used for those SBs or SLs (Service
Letters), which are informatory in nature.
Not Considered Necessary (NCN): All SBs / SLs which are either not
effective on AIRINDIAs fleet / components or AIRINDIAs experience n
does not show occurrence of the condition as explained in SB.
To be Reviewed (TBR): All SBs /SILs to be reviewed in next
modcommittee meeting are categorized as TBR.


Revision 1
All SBs / SILs received from vendors / aircraft manufacturer in a given period are
discussed in the Mod Committee Meeting (MCM). Material Planner is also one of
the participants of the MCM. Agenda for MCM is made by QA&TS for Airframe
and Engine separately and circulated to all concerned well in time for detailed
study of each of the items of agenda. Material Planner before attending the
meeting must prepare and collect information regarding each of the
SBs/SLs/SILs to be discussed during the meeting. Material Planner must have
item wise details of parts / kits required, pricing and lead time of parts, availability
of old part numbers, tools required for accomplishment of mod, whether mod can
be undertaken in-house or needs to done at vendor facility, etc.
Material provisioning for Modifications
Once decisions are taken in the MCM, material planning cell must initiate
procurement of parts from the source recommended in the SB. On receipt of
parts, the information must be conveyed to QA&TS for inclusion in the check
schedule based on the decision taken during MCM. Time bound modifications of
alert nature must be planned in consultation with Aircraft Maintenance Planning
Cell after taking into account - availability of aircraft, hangar space and
manpower available to undertake the job.
The materials required for any planned modification or repair on the aircraft or
aircraft component or items of equipment are procured well in advance
depending on availability of spares with vendor, cost, vendor lead time etc. The
items so procured will be allocated for use on a particular aircraft, equipment and
items of equipment. The information regarding Materials, required for compliance
of the modification shall be obtained from the manufacturers SBs, SILs , Vendor
SBs or SILs, ADs, in-house modification proposals etc..
Similarly, provisioning of Equipments and Special Tools has to be planned for this
purpose.
While provisioning for the modkits, the possibility of availability of breakdown

spares from the existing stock should be explored.
As per the urgency of the requirement, the modkits/repair kits or

breakdownspares should be ordered on NORMAL, RUSH, AOG RISK, or AOG
basis.


Revision 1
All modifications costing more than Rs 10 lacs must be projected in theCapital

Budget and need to be capitalized by Finance Department.
Warranty remedies, if available for a given SB, must be informed toWarranty

Administrator for initiating claims from the vendor.
Modification of any component is always associated with a change in Part.

Number of the complete assembly. All such changes to part numbers mustbe
updated in inventory records so that at the time of issue of part fromstock, the
recipient is cognizant of the modified part number.
Modification on components is often associated with change in partnumbers of

sub-assemblies thereby rendering the old part numbersobsolete. Material
Planning cell must ensure that new part numbers arepromptly updated in the
OASIS by MMD. Obsolescence of old part numbersmust also be suitably
reflected in the system so as to ensure that materialplanner orders correct part
number at reorder point.

Revision 1
4.1 Component Control, Tracking and Rotable Reconciliation
Component control involves movement of the components after removalfrom the aircraft
through various points like progress control, Local in-houseshop, Outstation shop or
Vendor Facility, Receipt and Dispatch (R&D)section, Stock Room, back to aircraft. At
any given point of time PPC shouldhave the complete visibility of its trajectory. So the
data needs to becaptured at each and every point of the component movement. This
willprovide the data about different components lying at various points forappropriate
action to make them serviceable.
Reconciliation of each type of component with the inventory holding onmonthly basis
should be carryout to ensure tracking of full inventory of thattype of component. This will
give an input for Float increase if required orFloat Reduction and hence the reduction in
inventory holding cost
The objective of Component Overhaul Planning or Component Control Cell(CCC) is to

ensure availability of optimum quantity (float) of stock ofserviceable component for the
aircraft at the required place and time. Afterthe initial float levels for a component are set
at the initial provisioning level(based on MTBUR figures given by manufacturer), it is the
responsibility ofCCC to monitor consumption and production of the components at
regularintervals.
Calculation of float is done as follows:
Scheduled Arising(SA) = Q x AFH

TBO or TBV
Unscheduled Arising(UA) = PRR x AFH

1000
Float =(SA + UA) x TAT+(Q 1) + (Line Station Requirement) x f

365
where:
TBO : Time Between Overhaul Based on Maintenance
Philosophy (Hard Time , On Condition,
Condition Monitored)
TBV : Time Between Shop Visits of a component
defined by QA&TS in the COSL (Component Operating and Storage
Limits)
Q : Qty per aircraft
TAT : Overall Shop TAT (in days)
AFH : Aircraft Annual Fleet Flying hours
f : Factor of safety


Revision 1
i) CCC must closely monitor float levels and follow up with overhaulshops on
daily basis to ensure that there is no gap betweenrequirement and
production. Vendor follow up for items servicedabroad shall also form part
of CCC.
ii) Distribution stock of components must be made, based on inputsreceived

from Line maintenance divisions, nature of component (GONOGO),
frequency of operation, facilities and manpower available atoutstation.
iii) Once distribution list is finalized, it will be the responsibility of the

stockroom of concerned base to ensure that stocks are replenished
fromparent base without any delay. In case of non-availability of
requiredstock for distribution, an Inability will be generated by Stock
room forCCC to arrange replenishment on immediate basis.
iv) Based on inabilities received from stock rooms on daily basis,

anALERT must be generated by CCC to concerned shops to
expediteproduction of component. ALERT must be made shop wise and
mustessentially contain information like Part Number, Description,
PendingWork Orders, Qty required.
Float Management & Reconciliation:
Float of any component is calculated based on above formula. Initial Floatvalues

are calculated by the project office at corporate level at the time ofinduction of
fleet. With increased utilization and experience on a givencomponent, float
values may be revised. As evident from the formula, floatdepends on parameters
which may vary with time. Any changes to theseparameters viz. TAT, fleet size
and utilization, MTBUR / PRR, revision toCOSL etc. will mandate revision to float
of the component. It is worthwhilementioning here that most of the major
components are capital items fromfinancial standpoint and therefore involve huge
capital investment. Keepinga strict control over the stock levels and at the same
time ensuringavailability for planned and unplanned removals requires close
monitoring ofdemand versus production.

Revision 1
In the event of a component getting scrapped (BER); CCC will review thefloat
and accordingly initiate procurement action or reduce the float by thescrapped
quantity in case the float is more than the required level.
Monitoring and Control of components sent for servicing to locations withinIndia

or abroad should be carried out on regular basis. This would help inreducing the
turnaround time at each stage of movement. This, in turn,would reduce total
turnaround time resulting in improved availability ofitems.

4.2 In-house Repair Management

Component Work order
For all in-house inspection/ servicing/ repair/ overhaul/ bench check of a
component, equipment and items of equipment, raise a work order under
respective cost head against a particular work centre. The work centres
arecoded as:
AF Airframe Shop (Accessory overhaul)

CC Kolkata
EE Engine Accessories
EL Electrical Shop
EM Major Maintenance
IN Instrument Shop
LM Line maintenance
RD Radio Shop
The Cost Heads are classified as follows:
CH-01 Major Maintenance/Airframe and Avionics Assys.Repair /Overhaul,

Fabrication.
Scheduled/Unscheduled work during Major Maintenance of
aircraft/aircraftsystems including work carried out on Engine/ APU fitted on
aircraft.
Fabrication of aircraft items/tools as per samples for use on the aircraft,aircraft
systems.
CH-02 Engines/APUs and related Accessories Repair /Overhaul

All scheduled /unscheduled work or overhaul/repair/Rectification/inspection of
engine/ APUs and their accessories carriedout in overhaul shops. Fabrication of
items, /tools as per samples for use onthe engine, engine systems.
CH-03 Line Maintenance Jobs

All scheduled / unscheduled work carried out on aircraft during theLine
Maintenance of aircraft and its system viz. arrival/departure duty,Transit, A and
B checks, Snag Rectification, removal/installation ofEngine / APU components,
clearing, towing of aircraft etc.
CH-04 Accident and Warranty Jobs
CH-05 Standing Work orders for Maintenance of EngineeringEquipment

and Properties


Revision 1
CH-06 Standing Work order for Unallocated Shop Labour and Indirect
Materials
CH-07 Work Done by Engineering Department for other Department
CH-08 outside Party Jobs
CH-09 Capital Jobs
CH-10 Capital Modifications/Repairs
Work order Cycle

The procedure for creating a work order is as follows:
On receipt of an unserviceable tag, Hours/Cycles done detailsshould be

obtained from existing ERP system. If not available, obtainthe same from
QA & TS.
Check for availability of the Part number in the system. If notavailable
create the part (refer to appendix for Part number creation)in the system.)
Create the component ID (Refer to appendix for ID creation) in thesystem.
Create the work order (Refer to Appendix for CWO creation) in thesystem.
Edit the Component ID for any kind of changes like aircraft
type,component type, and shop capability
Schedule the Work order.
Print a copy of the Work order and send it to respective shopprogress
along with the unserviceable tag.
On receipt of the completed work order from Progress unit,
carryoutcompletion of work order in ERP (presently Ramco) System.
Edit Component ID for any kind of changes like part modification,aircraft
type, and component type.
Create RCN for Rotable and MRN for Non-Rotable.
Print the RCN/MRN (2 copies) and send to respective progress units.
Send the completed work order to IE (Industrial Engineering).


Revision 1
Other Instances under which a Work order is raised:
Items received from Stores due to Shelf Life Expiry

The tag is raised by the Stores Inspector for the shelf life expiry items. Onreceipt
of the tag, a component Work order should be raised against theshop which is
capable of handling the item sent to the progress unitattached to the shop(or
Central Progress). The progress unit will load theshelf life expired item into the
shop
Items Received Under IRO (Inspection Repair Order) from Stores

The IRO along with item is received in the respective progress units.
Theprogress units should send the IRO to Work order cell for creation of a
workorder. The Work order is raised by the Work order cell and sent to
Progressunit. The progress unit will in turn load the item along with the Work
orderand IRO to the shop.
Items received from Outside Parties.

The items received from Outside Parties are handled in a different way.Based on
the repair order or repair request letter received from the Outsideagency, it
should be ensured that the charges are collected in advancetowards the request
job. The advance amount receipt details should bereflected in the Work order.
The work order print out is then sent to therespective progress units along with
the Outside Party Repair order orRepair Request Letter. The progress units will
load the items along with thedocuments to the shops.
Work orders for Services Provided to Outside Parties.

Some times the airlines/outside agencies request for some jobs to becarried out
on their aircraft such NDT (Non-Destructive Test) inspection,Dust count, SOAP
(Spectroscopy Oil Analysis Procedure) Test, MBT(Microbiological Test), etc... In
all such cases a work order should be raisedfor the services that are being
provided. The collection of advance amountis applicable in this also. The receipt
details of the advance amountcollected should be reflected in the Work order.
Work orders for Loan of Tools and Equipments to Outside Parties.

As per laid down procedure, all Special Tools and Equipments loaned to
anOutside Party should be accompanied by aAIESL (I) TechnicalPersonnel. A
work order needs to be raised for such transaction of loan ofTools/Equipment
along with Manpower . The charges are to be collected inadvance and the
receipt details should be reflected in the Work order.

Note: Work orders should be raised under appropriate Cost heads for thepurpose
of expenditure under relevant heads.

Fractional Workorder-( ChildWorkorder)
Fractional Workorders are same as Main Workorders(Parent Workorder)except

that fractional workorders are raised against a Parent workorderwherever:
o An sub assembly needs to be inspected/ repaired/tested/overhauled

and fitted back to the NHA. The NHA couldbe the aircraft itself.
o An item needs to visit another work centre for some job forwhich the
facility like painting, plating, machining etc..is notavailable in the
parent work centre
All fractional workorders should be closed before the closure of mainworkorder.
If the parent work order is closed without closing all open fractionalworkorders,
then the concerned shop (work center) should approach PPCfor converting the
open fractional work orders into a main workorder. All themanhoursshould be
transferred to the main workorderand theitem should be credited to stock directly
through PPC progress
For costing purposes all the man-hours booked against the fractional workorder
will be added to the main workorder

Revision 1
4.3 Outside Party Repair Management
Component Repair Order
For all Vendor inspection/servicing/repair/overhaul/bench check of acomponent,

equipment and items of equipment, a Repair should be raisedon OEM (Original
Equipment Manufacturer). If the Repair Order is raised ona vendor other than the
OEM, then the vendor should be an approvedvendor. The selection of repair
vendor is based on the criteria mentioned inthe appendix xxx
Repair Order Cycle:
When ever an item is to be sent out for repair, an unserviceable tag alongwith OP
(outside Party) label should be given by maintenance, shop.
On receipt of the tag it should be ascertained whether the item is underwarranty

or not. If the item is under warranty, a Warranty Repair Ordershould be raised.
The additional details to be provided for a warranty repairorder are given under
warranty Management section of this manual.Otherwise a routine Repair Order
should be raised.
For a routine repair order at vendor facility the following procedure may
befollowed:
Check whether the Item Part number is available in the AIDcertificate list
(At the beginning of the financial year a list of itemsvisiting vendor facility
for repair should be compiled to obtain exportpermission from
Airworthiness Inspection Directorate), if not a freshapplication needs to be
made to obtain the AID certificate.
Check whether the subject Part number is appearing in the system. Ifnot
Create the part number, (refer to appendix for P/N creation)
Create the component ID (refer appendix for ID creation).
Check whether the Repair Agency (supplier) details are available inthe
existing ERP system. If not,
Create supplier details in the system (refer to appendix for
Suppliercreation).
Check whether the consumption parameters like FH, FC TSN, CSN,TSO,
CSO etc... are available in the existing ERP system. If notobtain the same
from QA& TS by sending the tag to QA&TS.

After obtaining the hours details from QA& TS, Create Repair
Order(Dispatch Advice) in the existing ERP system (refer to appendix
forRO creation)


Print 5 copies of the Repair order. The Unserviceable tag along withthe
Repair Order (4 copies) should be sent to the concernedprogress unit for
handing over the items to Dispatch Section alongwith the Repair Order.
A copy of the Repair Order with export AWB details will be receivedfrom
Dispatch Section for reference and follow up. The details ofexport AWB
should be entered in the system.
The Repair order should be followed up with the vendor till the itemleaves
the vendor facility.
Once the AWB (Airway Bill) is received from the vendor, the details ofthe
AWB should be given to MMD (Provisioning section) for furtherfollow up
with the forwarder and custom clearance.
On receipt of the GRAN the repair order should be closed in thesystem
giving the details of Repair Charges.
Procedure specific to Lease Aircraft:
Pool Stock and Consignment Stock:
Whenever an item is removed from Pool stock or Consignment stock of thelease

aircraft, the removed unserviceable item should be sent under a repairorder to
vendor. The repair order numbers are allotted by stores. In case of Pool stock
items, a request is sent to stores for withdrawing thepool stock item. Whereas,
for consignment stock item, the repair order itselfserves as the request for
replenishment.
Rotable Transfer Note Cycle
Whenever a Serviceable or Unserviceable aircraft item is to be sent to

otherstations including base stations, a RTN (Rotable Transfer Note) is raised.
The progress unit on receipt of the serviceable or unserviceable item alongwith
the tags should raise an RTN (currently the same is being raised by thework
order cell) in the existing ERP system. The item along with 4 copies ofRTN
should be handed over to dispatch section for onward dispatch to otherstations.
On receipt of a T/S (Trans Shipment Note) from the Dispatchsection the RTN
transaction is closed in the existing ERP system

Revision 1
4.4 Loan and Exchange Management
Loans and Exchanges of components, in the event of exigencies

ofrequirements, shall also be dealt by PPC. Details of all exchange /
loanedcomponents (in case of major items) must promptly be intimated to
MISection of QA&TS for updation of records and further monitoring of thesame
on the aircraft. All paperwork associated with loaned / exchangedcomponent
must be evaluated by concerned shop incharge for modificationlevel, CMM
procedures, quality aspect, TSN/CSN, etc. prior to giving a goaheadto MMD to
effect the shipment from vendor. Since acquiring items onloan often involve
heavy rentals, it must be ensured that a loanedcomponent is returned to the
loaning agency at the earliest possible.Procedures for obtaining items on loan or
exchange shall be the same asthose identified in MOE 2.1
Whenever an item/ tool/equipment is taken on Loan from OEM/Vendor/Other

Operators/Airlines to meet the operational exigency, a Loanindent should be
raised and given to Stores and Purchase Department forobtaining the required
item on Loan basis, giving the details like aircraft,reason for Loan, duration of
loan etc.
On receipt of the Loan item it should be immediately used for the purposefor
which it was requested. Simultaneously all efforts should be made tomake
available a replacement unit at the earliest so that the loan chargesare kept to a
minimum.
In the normal circumstances, the same unit should be sent back to thesupplier of
the loan unit. In case it is not possible to return the same unit,and if acceptable to
the Loaning agency, then an exchange unit can begiven with the prior permission
of our QA &TS and after ascertaining, suchexchange does not have any financial
implications. The Loaned Unit thusexchanged should be inducted into our
inventory.
Whenever an item is to be issued on Loan basis to an outside agency, itshould

be ensured that such a transaction will not cause any kind ofshortage for our
aircraft operation and alternate sources are available whensuch an exigency
arises.
Also, all efforts should be made to receive the item back at the earliest. It
isdesirable that the same loaned unit is received back. However, if theLoaned
agency is unable to return the same unit, then an exchange unit canbe accepted
after obtaining the necessary approval from QA&TS and suchtransaction does
not have any financial implications. The exchange unit thusreceived should be
inducted into our inventory.


Revision 1
Loan Charges:
The Loan charges should be calculated as applicable:
In accordance with the latest updated laid down financial guidelinesfor

such loan/exchange transaction.
accordance with the agreement that is entered into with theloaning/loaned
agency if such an agreement exists
IATA norms for Loan of Items.


Revision 1
4.5 Progress Control
Central Progress Office (CPO)
CPO is the main transiting point for movement of components to and fromany
maintenance activity center. Each overhaul shop, line and majormaintenance has
a progress representative reporting to the CPO. Followingare the activities
performed by Central Progress Section:
Work Order Processing and Shop Loading: Work Order for
allunserviceable items shall be created in CPO based on the
EDP5tag/Quarantine tag received along with the component and sent
tothe respective shop capable of undertaking the job.
In case the repair capability is available at shops in other bases,

thecomponent should be dispatched to that base through MMD under
adocument called Rotable Transfer Note (RTN). Thus Work Ordernumber,
for base station shops, and RTN for outstation shops will bethe control
numbers against which movement or progress ofcomponents must be
tracked.
All data pertaining to shop performance, man-hour and materialbooking,

job costing, etc. is controlled by work order number. It is theresponsibility
of Central Progress to issue a list of shop-wise workorder series at the
start of calendar year for information of allconcerned.
Shop progress man will be responsible for requisitioning of

spares,movement of components from CPO to shop and vice-versa and
toinform inabilities (awaiting spares) to material planning cell throughshop
in charges.
CPO is also responsible for crediting of serviceable units received from

shops to bonded stores under credit notes. Credit Notes forRotable items
are called Rotable Credit Notes (RCN) and forRepairable Material Return
Note. Both RCN and MRN will havereference of work order number and
shop disposal number (CRSEngineering Form 1).
Handling of Airframe and Avionics items must be done separately

asmany of avionics items are ESDS (Electro Static DischargeSensitive)
classified and have to be handled with special care as perlaid down

procedure. All ESDS items are delivered in specialantistatic protective

covering and placed on shelves which areproperly grounded. Procedures
laid down by QA&TS for handling ofESDS items must be followed.


Revision 1
Airframe items are generally dirty andat times have oil and grease on
them and therefore should be keptaway from avionics items and
computers.
All transportation of sensitive components like instruments, radioitems and

computers must be done in their proper transportationboxes.
The following standard procedure must be adhered to; in handling

theServiceable/Unserviceable Items:
Serviceable items drawn from Stores should be accepted only if theyare

properly blanked and are in a proper container/Original
container,accompanied by a SERVICEABLE tag. All such items drawn
shouldbe handed over to Maintenance/Shops in the same condition.
Nocontainer should be retained in Progress Section.
Serviceable /Unused items received from Shops /Maintenanceshould be

accepted only if they are properly blanked and are in aproper container /
original container, accompanied by aSERVICEABLE tag or NOT USED
tag respectively. All such itemsreceived should be handed over to Stores
in the same condition. Nocontainer should be retained in the Progress
Section.
Unserviceable items received from Maintenance/Shops should

beaccepted only if they are properly blanked and are in the samecontainer
in which the Serviceable items were issued, accompaniedby an
UNSERVICEABLE tag and other relevant documents such asPFR, CFDS,
BITE etc...
Notwithstanding the above procedure, the progress personnel should

notaccept any item that are received without container/proper container in
animproper condition and/or without proper blanking.
Serviceable/Unserviceable items that are handed over to DispatchSection

for onward dispatch to Vendor facility or other bases forrepairs/servicing
should be in suitable containers or in originalcontainers with proper
blanking/packing.

Revision 1
The above procedure is also applicable for all STAC items.
Scrappage of Components: Procedure for scrapping of aircraft components

depends on the nature and cost of the component. AllRotable are high
cost asset items and must be scrapped afterapproval of the Scrap Board
constituted of Dy.G.M.s of PPC, QC,MMD and Finance. Once SBR (Scarp
Board Review) is generated fora Rotable, the same is forwarded to the
competent authority, basedon delegation of financial powers, for write off
sanction. SBR processis deemed complete once the write off sanction is
received. PurchaseofRotable against SBR must be approved by Director
(Engineering).
To scrap a non-Rotable, falling in the category of repairable orcontrollable

(unit cost more than Rs 1 lac), Scrap Note is prepared byProgress
Incharge and approved by Dy.G.M. (PPC). A copy each ofscrap note must
be forwarded to MMD for updating in OASIS and QA&TS, in case of MI,
for retiring the component from active records.One copy must be
forwarded to material planner for furtherprocurement action.
CPO must also ensure that all scrapped items are physically handedover
to MMD for disposal.

Revision 1
5 Warranty Management
Warranty management is an important activity of PPC as this involvesrevenue
earning for the organization. Proper documentation, laid downprocedure and
timely lodging of the claim can result is a huge cost saving tothe company.
The warranty management is based on two documents

Warranty agreement.
Warranty claim
Warranty Agreement or sometimes called as purchase agreement is

thedocument which provides the details of the warranty clauses under which
aclaim can be made. Normally the supplier warrants that the parts suppliedshall
be free from defects,
in material
in workmanship
in design at date of design
arising from failure to conform to the specification
The duration of warranty may start from the date of delivery of the aircraft
oraircraft parts or components.
The warranty agreement may consist of:

Nature of Warranty
Warranty period
Remedies and Obligations
Warranty Administration
Transportation costs
Claim content
In-house warranty
Warranty Labor Rate
Service Life Policy
Warranty claims are lodged based on the terms and conditions mentionedin the
warranty agreement. There are two types of warranties. Namely:
1. New Part Warranty
2. Repair Warranty
1. New Part Warranty

Is the warranty extended to the New Parts supplied by the supplierand this
warranty may provide an advance replacement unit FOC(Free of Charge)

in event of failure of the supplied unit or mayprovide FOC repair of the

defective part or may advise the airline toperform an in-house

Revision 1
repair and reimburse the cost of the in-houserepair. The first information of
the failure of the item under warrantyshould be given to the supplier as
early as possible and within thetime limit provide in the agreement
followed by submission of theclaim in the prescribed format providing all
the required details orlodge an on-line claim. The claim should be backed
up with sufficientdata that will enable the supplier accept the claim. After
the claim islodged, a regular follow up action needs to be initiated till the
claim isrealized.
2. Repair Warranty
Is the warranty extended to the Repair carried out by a RepairAgency and
this warranty may provide for servicing the failed itemFOC as the same
item was previously repaired by the RepairAgency and failed within the
warranty period. In such cases the first Information should be provided to
the Repair Agency about the failureof the item immediately after the
occurrence of such a failure andbefore the warranty period agreed by the
Repair Agency. This shouldbe followed by a Warranty Repair Order giving
the complete detailsof the failure and requesting for FOC repair of the item
under warranty. The Repair order should be followed up with the vendor
tillthe item is serviced and received at out facility.

Revision 1
6 Insurance Management
AIESL takes insurance for its aircraft, spare engines and sparesinventory. The
cases where insurance is claimable are undertaken with theinsurers. The claim
has to be supported with the required data and costfigures.
Whenever there is an incident or an accident and there is damage to theaircraft,

components, Equipments that are covered under Insurance, thenan insurance
claim is to be made on the insurers. As a procedure, the firstinformation in the
prescribed format has to be provided to the insurers givingthe preliminary
information.
An insurance work order under relevant Cost head (CH-04) should beraised
immediately. All the man hours and materials should be bookedunder this work
order for the costing purposes. The insurers may ask forinspection of the
damaged item. The same should be facilitated. If the itemis BER (Beyond
Economical Repair) then the total amount for which theitem is insured should be
claimed from the insurers.
If the damaged item is repairable, then the repair should be carried out
theagainst an insurance work order under cost 4B. Once the job is completedthe
work order closed, the total job cost should be claimed from theinsurers.
The claim will be lodged through finance department by furnishing

completedetails including the man-hour, materials, equipments, tools used
forrestoring the item.
A regular follow up with the insurance agencies is a must till the claim isdisposed.

Revision 1
7 Scrap and Salvage Management
Whenever an item is scrapped by maintenance personnel, a SCRAP TAGshould

be issued for the item giving the reasons for scrappage. The itemalong with the
scrap note should be handed over to the respective progressunits. The progress
units should send the tag to the PPC Work order cell.On receipt of the scrap tag,
the Work order cell should initiate the scrappageaction. The procedure for raising
the scrap note depends on the type of theitem that is being scrapped.
-If the item that is being scrapped is a Non-Rotable, a Scrap Note israised in
the existing ERP system. The scrap note should be printed intriplicate and two
copies should be sent to stores for further disposal.
-If the item that is being scrapped is a Rotable, then the item has to beput up
for review by SCRAP BOARD COMMITTEE (the Board consists
ofrepresentatives from Engineering, Finance and MMD). After inspection,
theSBR committee clears the items for scrapping, then a write off sanctionshould
be obtained from Hqrs. and finally the scrapped item should behanded over to
Stores for disposal. The Scrap Board meeting should beheld regularly to avoid
any delay in the scrappage action.

Revision 1
8 Budgeting and Cost Control
Every airline and its maintenance and engineering organization has a longterm
plan of capacity enhancement, fleet acquisition and expansion of flightnetwork.
All such plans need to be backed by sound facility planning andfinancial resource
allocation. No maintenance planning is complete withoutidentifying the facilities
required to support future plan of action andallocating adequate financial budget
for the same.
Budgeting activity is a future plan of action for a definite period, to get
thepriorities of work to be done, usually expressed in financial terms.
Annualbudgetary provisions must be made prior to the start of a given
financialyear. Engineering budget is made by budgeting cell of PPC of each
regionand submitted to Director of Engineering at corporate level for
furthersubmittal to Finance for allocation of funds.
The Engineering Budget is classified into two types:
a) Revenue Budget (or Foreign Exchange Budget)

b) Capital Budget
PPC Section of Engineering Department prepares Revenue budget andCapital

budget of engineering department of the base in which projection ofexpenditure
as well as procurement of specific items during the financialyear is made.
Preparation of budget involves inputs from various sections,their compilation and
finalization. After allocation of financial amounts, theprocurement and
expenditure are monitored so as to match with theallocation and requirement.
Revenue Budget:
Revenue Budget covers expenditure on account of material consumptionunder

various cost heads and outside party repairs and services. All workperformed in
Engineering is classified into following cost heads:
CH01 : Airframe Overhaul
CH02 : Engine & APU Work
CH03 : Line Maintenance Jobs
CH04A : Warranty Jobs
CH04B : Insurance Jobs
CH05 : Maintenance of Tools & Equipments
CH06 : Unallocated Labor


Revision 1
CH07 : Work Done for other department

CH08 : Outside Party Work
CH09 : Capital Jobs
CH10 : Modification
Revenue Budget mainly takes care of foreign exchange commitment for thenext
financial year and is calculated on pro-rata basis based on the pastyears material
consumption (cost head wise) and outside party work(repairs performed by
vendors). Planning department provides the expectedaircraft type wise fleet
flying hours for the coming financial year. This data isconverted into engineering
work load (number of major checks, enginechanges, major modifications,
outsourcing of major checks, etc.). Theengineering work load is then translated
into financial figures. Datapertaining to monthly foreign exchange commitment for
outside party repairsand services must be obtained from MMD to estimate the
budgetaryrequirements under this head for next year.
All calibrations of equipments and their repairs at vendors facilities, if any,must
be conveyed in advance for allocation in the revenue expenditure.
The inputs for preparation of the Revenue Budget are:

Material consumption statement for the period from finance department
Outside party repair cost from the past repair cost commitments
Cost of major modifications/repairs that will be carried out during thebudgeting
period.
No. of arising of major checks during the budgeting period.
Capital Budget
Capital Budget basically covers expenditure of capital nature involving

majorexpense and generally includes asset items:
Machine Equipment and Tools (MET)
Miscellaneous Items (Furniture, Fixtures, Computers, etc.)
Ground Support Equipment
Training Equipments
Motor Vehicles
It is the responsibility of all divisions of engineering department to submittheir

future requirements of capital nature (egg: test equipment, furniture,refrigerators,
office equipment etc.) to PPC Budgeting Cell for inclusion inthe annual budget.

Revision 1
The inputs for preparation of the Capital Budget are:

Activity centre wise requirements
Budgetary quotes from the suppliers of the capital items.
Justification for purchase of the capital items.
Before submission of final engineering budget to finance, a review meetingof all

regional PPC representatives and G.M.(E)s is held at headquarterunder the
chairmanship of Director(Engineering) to further prune therequirements to ensure
that proposed expenditure is commensurate withprojected engineering plan.
In both cases, initially the estimates are given and a quarterly or half-
yearlyreview is carried out and the revised estimates are submitted and finally
theactuals are submitted with the justification for increase or decrease in
thebudgeted amount.

Revision 1
9 Indigenization
Indigenization or import substitution is one of the important functions ofPPC.
Whenever new aircraft is inducted in to the fleet, 100% of the spares areprocured
the vendor. As the utilization of the aircraft increases, themaintenance cost goes
up. One of the main contributing factors thisincrease in maintenance cost is the
material cost. There are many ways tocontrol the increase in material cost. One
of the ways is by importsubstitution or by indigenization.
Indigenization is the process of identifying such aircraft items which can be
manufactured/fabricated in-house, locally and used on the aircraft
withoutaffecting the airworthiness of the aircraft.
There are many local agencies within India who have the capability
tomanufacture certain aircraft parts as per approved procedures, drawing
orsamples. Such vendors should have DGCA approval under relevantcategory
as per CAR (Civil Airworthiness Requirements).
After identifying the vendor, they should be approved by our QA & TS. Allthe
required documents should be submitted to QA &TS.
QA & TS may at its discretion call for inspection of the vendors facility
toascertain their capability to carry out the required job. PPC should facilitateQA
& TS for the same.
After ascertaining the capability of the vendor to fabricate /manufacture
theidentified item, QA &TS may approve the vendor for the same.
On receipt of the approval from QA& TS, PPC will initiate the procurementaction
by way of a trial order.
A sample will be provided to the vendor for the trial order.
On receipt of the first manufactured/fabricated sample of the indigenousproduct,
PPC will send the sample to the user department for checking thefit, form and
function.
On receipt of the approval from the user department, the vendor will beincluded
in the list of approved vendors for procurement of the indigenousproduct.
The whole exercise of indigenization should be carried out only if it iseconomical
and cost saving to the company.

Revision 1
10 Computer Applications in Maintenance and Engineering
Definitions:
According to IATA PPC Handbook, aircraft M&E (maintenance andengineering)

methods of planning and control are becoming more complex,and carry the
responsibility for an increasing investment in manpower andmaterials, with the
arrival of new aircraft types. This has created the needfor more accurate and
timely information on which to base decisions. Theevolution and evaluation of
more sophisticated and more cost-effectivecomputer systems provides a
growth potential for automated informationsolutions to PPC functions. This
chapter discusses computer usage as itapplies to the management,
administration and planning requirements of anairline M&E function. This
chapter does not deal with the specialized use ofcomputers for technical
systems such as Automated Test Equipment (ATE),airborne integrated Data
Systems (AIDS) or for simulators.
The objectives of this chapter are to describe the approach and impact ofthe
implementation of computer systems in an M&E department, and toprovide
guidance on the range of potential applications that should beconsidered.
This chapter highlights those areas for which the use of data processing
isrelevant, and enables the user to combine the information that it containswith
information from other chapters.
This chapter will be of use for overall systems development. The PPCmanager
must recognize the effect that computer systems will have on hisoperation, and
the degree of commitment necessary for him, both inresourced and in project
management skills. Computer systems may lead toa modification of the
organization and in some cases to a completereorganization of internal
procedures. A change in organization must beanticipated if a successful system
implementation is to be achieved.
The main consequences of systems implementations or personnel are:
improved efficiency through the reduction of time-consuming
clericalfunctions, allowing more time to be directed to analysis
displacement of duties due to internal reorganization
creation of system support functions, which will require both trainingand
staff re-assignment and
Tangible management support for the proposed systems, to allay thenatural fears of
staff regarding the effects on them ofcomputerization. This is best achieved by the
adequate involvementof user staff in the development process.

Revision 1
M&E Functional Overview

The six major M&E business functions (as distinct from applications) are:
planning
engineering
component management
production control
supply
purchasing and receiving
These functions are designed to meet the overall objectives and do
notnecessarily relate directly to given computer applications. A major
emphasisshould be placed on the functions that create the need for
applications(rather than on the applications themselves) in order to clearly
understandthe workings of an M&E division.
Planning
Planning operates in a manner similar to production, planning and control ina
manufacturing plant. This function establishes a work task list forparticular
aircraft, based on scheduled tasks, called for in maintenancemanuals. Work is
scheduled, and requisite job instructions and parts kits areidentified and made
available to hangar and supervisory personnel.
Engineering
The planning function is supported by the engineering group which, forexample,
produces the control document called an engineering changeorder (ECO). The
Eco document is passed to the planning areas where aprogram of
modifications for all affected aircraft and components canscheduled into the
production process. The engineering group also providescomponent removal
forecasts and handles any other specific requirements.A significant adjuncst to
engineering is the inspection process. Thisdepartments overall responsibilities
include inspection both incomingsupplies and all aircraft, to determine their
serviceability and compliancewith regulatory requirements.
Component management
Rotable management is the most critical aspect of component
managementfunction, in that it must manage the thousands of records needed
to maintaina serviceable aircraft. Based on information supplied engineering
and otherfunctional areas, Rotable management established the stock levels
ofRotable and Repairable parts to be held by the airline, how long they
shouldbe kept and when they should be inspected, recycled, refurbished
andreplaced.


Revision 1
Production control
The maintenance and overhaul process includes establishment of
thenecessary mechanism to schedule and control, through to completion,
theworkload or work list generated by planning. An airlines production
facilitiesfor aircraft are classified as the base maintenance facility, where
majoraircraft overhauls and inspections are completed, and the line
maintenancehangars where lower level checks and turnaround services are
supported.The line hangar is the direct interface with the operations of the
airlines fleetand is the source from which prepared aircraft go into service.
The other side of the production process involves services to components
by workshops.
Supply
Supply interfaces with Maintenance and Engineering and other functionalareas
through its role in inventory management taking information fromAccounting,
Corporate Administration, Purchasing and Receiving, andfinance. Supply must
ensure that the requisite levels of parts to meetcorporate service level
objectives and inspection requirements areestablished and maintained.
Purchasing and Receiving

In response to requisitions from Supply, Purchasing issues orders tovendors.
Orders could be for Rotable or Repairable or for expendable items.All
maintenance tasks or modifications are recorded in technical records.The
network of functions forms checks and balances that can be used todetermine
whether the aircraft is maintained properly.
Technical records are developed against an approved maintenanceschedule
which is the master documents, detailing what must be done to anaircraft and
its components (in terms of maintenance and overhaul)throughout its useful life.
It also details when this must be done (in terms ofcompleted flying hours, or
landing and takeoff cycles)
The approved maintenance schedule must be agreed to by the airline,
themanufacturer of the aircraft and engines, and the appropriate
regulatoryauthority, before the aircraft can be operated.

Revision 1
Data base Outline
Need for a structure

The M & E framework is based on an integration of the principal
businessfunctions in the division into a structured system. This process starts
withthe definition of interfaces between the functional areas. These
interfacesconsist of segments of information from each functional area that
combineto indicate where action should be taken.This concept of integration
recognizes that a decision in one area canrapidly and seriously affect
conditions in other areas.
A large amount of data isinvolved- all inter-related, and used by many
people in the M &E division.
The availability of timely and accurate information is crucial to
divisionpersonnel. Also, retention of technical records is required so that
scrutinycan be carried out by the relevant regulatory authorities.
Areas requiring information Availability
Spare parts Availability

A common and costly problem is a current lack of the parts needed to returnan
aircraft to a serviceable status. Although this condition is encounteredmore
frequently at a line stations, aircraft at the base may also be involved.
Control of critical parts;

The location and condition of serialized critical parts must be
accuratelyrecorded. Many airlines are still using costly manual procedures in
theirRotable parts control systems. There is a major requirement to
maintainaccurate daily records on all critical parts.
In addition to meeting regulatory requirements, the close tracking of allRotable

helps ensure that appropriate overhaul actions are taken when timeor cycle
limits have been reached.

Revision 1
LEASING PROCEDURE
- Lease agreements are entered into by Head Quarters
- The lease agreement is implemented by a Lease Monitoring Committee at the

Region
- The Lease Monitoring Committee shall have members from QC, PPC, MMD,
Finance, JEOC, Major Maintenanceand Accessory Overhaul Shop & Avionics
Shop.
- In accordance with the above, a planner shall be nominated from PPC and the
lease agreement shall be implemented by the respective sections/divisions of
Engg. /MMD/Finance as per decisions of Lease Monitoring Committee.

Revision 1
SUPPLIER APPROVAL PROCESS
A. Supplier Approval is carried out in accordance with MOE Sec. 2.1.4.1.3
1. The following supplier/vendors are deemed to be approved :
(a) OEM: In all cases this is taken to be the company which manufactures the
particular make and model of aircraft/engine/accessory/component or its
equipment.
(b) All supplier/vendors other than OEM: Those approved by DGCA/FAA/EASA/
TCCA. All supplies other than PMA & DER repair parts can be procured from
supplier under this category.
(c) OEM recommended supplier/vendors: All supplies (other than PMA & DER
repaired parts) can be procured from supplier/vendors under this category.
2. Following supplier/vendors are subjected to AIESL approval process:
(I) Supplier/vendors not covered under a, b & c above. All supplies (other than
PMA & DER repaired parts) can be procured from supplier/vendors under this
category.
(II) Surplus parts: All supplies (other than PMA & DER repaired parts) can be
procured from supplier/vendors under this category.
(III) PMA/DER repair parts supplier/vendors
3. Supplier/vendors approval process shall be in accordance with Section 2.1.4.1.3

of MOE.
Material Planner shall collect the necessary document from the supplier and
forward the same to QM
After QM grants approval to the supplier/vendor, the material planner shall
arrange to have Supplier Data Sheet completed by the supplier/vendor.
The completed Supplier Data Sheet shall be forwarded to nominated
coordinator for creation of Supplier ID in the RAMCO and SAP system.
B. The PMA approval procedure shall be in accordance with M.O.E. Section 2.1.4.3.
C. The approval process of Surplus parts supplier/vendors shall follow M.O.E. section
2.1.4.5.

SUPPLIER DATA SHEET
Manufacturer/ Supplier /Repair Agency

Name:
Address:
City:
State:
Zip/Pin Code:
Phone:
Fax:
Email:
Contact Person:
Contact Ph:
Contact Fax:
Contact email:
CAGE / FSCM Code:
SPEC2000 Code:
SITA CODE:
CURRENCY
Bank Name:
Bank Address:
Account No.
IBAN#
Swift Number:
FAA/EASA/OtherCertificate No.
Certificate Validity

Revision 1
Internal Manpower Asssessment
Man Power assessment shall be carried out every three month in a year and
shall be in accordance with section 1.7 of M.O.E.
The man power assessment shall be in comparison of standard force and shall
take into account the following
The number of repair orders opened in the twelve months preceding the
date of assessment.
The number of repair orders generated in the twelve months preceding the
date/month of assessments
The number of warranty cases in the twelve months preceding the

date/month of assessment.
The number of purchase requisitions generated
The number of aircraft to be inducted in the coming twelve months
Seasonal or temporary variation in work load such as lease return.

External customer work order opened.
The manpower assessment shall be conveyed to the C.E.O.

Aasl PPC Procedure Manual 19112016

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Aasl PPC Procedure Manual 19112016

Hochgeladen von

Copyright:

Verfügbare Formate

Airline Allied Services Limited (AASL)

Production Planning and Control Division,

PPC PROCEDURE MANUAL

Airline Allied Services Limited (AASL)

Issue - II Revision Date - 16/11/2016 P A G E 0.2

This manual provides information to the reader

PPC manual is divided into chapters, detailing

Airline Allied Services Limited (AASL)

Issue - II Date 16/11/2016 P A G E 0.3

Airline Allied Services Limited (AASL)

Issue - II Revision Date - 01/08/2015 P A G E 0.4

PPC PM Copy PPC PM Holder Form

Airline Allied Services Limited (AASL)

Issue - II Revision Date - 01/08/2015 P A G E 0.5

2.2 Component Arising 2.2

Airline Allied Services Limited (AASL)

Appendix Supplier Data Sheet 12.2

Airline Allied Services Limited (AASL)

Issue - II Revision Date - 16/11/2016 P A G E 0.6

LIST OF EFFECTIVE PAGES

Airline Allied Services Limited (AASL)

Airline Allied Services Limited (AASL)

Issue - II Date - 16/11/2016 P A G E 0.7

4. Component Production Scheduling and Control

Airline Allied Services Limited (AASL)

(Aloke Dey) (Rakesh Sidhana)

Airline Allied Services Limited (AASL)

Issue - II Date - 01/08/2015 P A G E 1.1

PPC is the nerve canter of all maintenance activities of an airline /

PPC is responsible for achieving production targets of Engineering Department in

This Manual was prepared in accordance with the provisions of MOE .

Airline Allied Services Limited (AASL)

Airline Allied Services Limited (AASL)

Issue - II Date - 01/08/2015 P A G E 1.2

1.1 FUNCTIONS OF PPC

Airline Allied Services Limited (AASL)

Issue - II Date - 01/08/2015 P A G E 1.3

1.2 DUTIES AND RESPONSIBILITIES

Chief of PPC (E) PPC

To implement, all policies and plans of Engineering Department, pertaining

Airline Allied Services Limited (AASL)

Issue - II Date - 01/08/2015 P A G E 1.4

Sr. AGM / AGM (E) PPC

To assist Production Planning Manager (PPM) in carrying out the following:

Ensure optimum utilization and minimum grounding time of aircraft by

Airline Allied Services Limited (AASL)

Airline Allied Services Limited (AASL)

Issue - II Date - 01/08/2015 P A G E 1.5

SR. ENGINEER/ENGINEER/DY. ENGINEER/ASST. ENGINEER

To study SB/SIL/AD and identify the parts requirements.

Airline Allied Services Limited (AASL)

Airline Allied Services Limited (AASL)

Issue - II Date - 16/11/2016 P A G E 1.6

Issue - II Date - 16/11/2016 P A G E1.6

ALOKE DEY SUDIP SHARAD RISHIKANT CHINMOY

A-1 ---Repair Management & Repair Warranty

A-2 ---Provisioning for spares

A-3 ---External Customer & Tool Provisioning

A-4 ---Provisioning for Major Components

Airline Allied Services Limited (AASL)

A-5 ---Progress functions

Airline Allied Services Limited (AASL)

Issue - II Date - 01/08/2015 P A G E1.7