GROUP MEMBERS

Alif Sofiadli Bin Sokhini Muhammad Shahrul Bin Jamal Muhammad Sofwan Bin Abd Wahab Muhammad Azrul Bin Amirruddin

MAINTENANCE POLICY

Definition

A Maintenance Policy is a statement of principle used to guide Maintenance Management decision making.

Objective
The objective is "to achieve and continually improve aviation material readiness and safety standards with optimum use of manpower, material, and funds." These standards include the repair of aeronautical equipment at a level that ensures the optimum use of available resources

Performance Improvement Goals

These goals are:

Increased readiness Improved quality Improved sustainability Reduced costs Enhanced preparedness for mobilization and contingency operations Enhanced supply availability Improved morale and retention

Performance Elements
Seven performance elements that are to be the focus of the performance improvement effort. These seven performance elements are :

Productivity Effectiveness Efficiency Quality Innovation Quality of Work Life Budget.

MATERIAL CONTROL

Definition

A Material Control is a systematic control over the purchasing storing and using of material to minimizing the possible cost.

Navy Supply System

The major responsibility of the Navy Supply System is to provide material in support of the operation and maintenance of aeronautical equipment. Every effort will be made to have material located when and where it is needed. The intent is to make the relationship between the supplier and the user as simple as possible within the boundaries of logistic directives published by higher authority.

Policies & Concept

Several significant principles and functions must be followed to achieve success in the aviation 3M Program. The increasing complexity of the aviation Supply support system demonstrates the need to standardize supply procedures used by aviation Supply personnel within MALSs. Marine Corps ASDTPs were developed and have been implemented in all MAGs to ensure standardization of aviation Supply operations at each MALS. OSI or fixed allowances, IRIM Program, stock fund financing of AVDLRs, and the ATAC DLRs Program control critical and costly repairable material used in support of aircraft maintenance.

Supply and Maintenance Responsibilities

Supply and Maintenance responsibilities include:

Proper management of asset inventories. Proper financial management of repairables. Accurate determination of allowances. Timely retrograde of non-RFI DLR material. Productive communication and coordination between Maintenance and Supply elements. Full use of available resources to repair aeronautical material. Initiation of requests to improve maintenance capability above that presently available as authorized by the maintenance plan. Timely investigations of material failure or unsuitability prior to stock exhaustion. Application of procedures, policies, regulations, and disciplines established for support of the operating forces.

Material Reporting

Data is intended to convey managerial information for several purposes. This data allows management to:

Relate material issues and turn-ins to weapon systems and components by activity and maintenance level. Appraise higher commands of material expenditures in support of maintenance. Determine weapon systems costs at the O-level and Ilevels of maintenance. Determine usage, failure, and TAT rates for OSI or fixed allowance development and allowance change requests.

DEFINITION
Work

orders are internally generated company documents to authorize specific work. They can be generated by the department in connection with a purchase order or by any other department requiring specific work.

MAINTENANCE FUNCTIONS

This chapter lists the maintenance functions assigned to IMA/COMFRC activities. Assignment of individual maintenance functions to a maintenance level allows the maintenance activities to further determine specific tasks they are required to perform. To determine the extent to which a repair task can be undertaken, the maintenance activity must consult the appropriate MIMS, operating and service instruction manuals, or TDS that pertain to each supported weapon system or component.

MAINTENANCE LEVEL FUNCTIONS

Functions assigned herein identify the lowest maintenance level at which a task may be performed. However, a higher level maintenance function may be assigned to support a weapon system or component. Higher levels of maintenance may be assigned lower level functions, for example, turnaround inspections, daily inspections, special inspections, conditional inspections, and phase inspections are applicable to those I-level and D-level activities with aircraft assigned.

EQUIPMENT RECORD
Aircraft Maintenance Records An aircraft owner is required to keep aircraft maintenance records on the airframe, engine, prop, and accessories which contain a description of the work performed on the aircraft, the date the work was completed, the signature, kind of FAA certificate, and certificate number of the person approving the aircraft for return to service. The owner of an aircraft shall also ensure that maintenance personnel make appropriate entries in the aircraft maintenance records indicating the aircraft has been approved for return to service. The owner's aircraft records shall also contain the inspections required pursuant to FAR Section 91.409.

MAINTENANECE EQUIPMENT RECORDS.

Figure 4.1 - NDI Certification Record (CNAF 4790/139) (Sample) CNAF 4790/139 (Appendix B, Table B-1, provides additional CNAF fillable forms)

Technician/Operator Work Record (CNAF 4790/140) (Sample)

Depot-Level Maintenance

Maintenance (that is) performed at naval aviation industrial establishments to ensure continued flying integrity of airframes and flight systems during subsequent operational service periods D-level maintenance is performed on material requiring major overhaul or rebuilding of parts, assemblies, subassemblies, and end items. It includes manufacturing parts, making modifications, testing, inspecting, sampling, and reclamation.

IntermediateLevel Maintenance

I-level maintenance is the responsibility of, and performed by, designated maintenance activities in support of using organizations. The I-level maintenance mission is to enhance and sustain the combat readiness and mission capability of supported activities by providing quality and timely material support at the nearest location with the lowest practical resource expenditure

OrganizationalLevel Maintenance

0-level Maintenance is normally performed by an operating unit on a day-to-day basis in support of its own operations. The 0-level maintenance mission is to maintain assigned aircraft and aeronautical equipment in a full mission capable status while continually improving the local maintenance process.

UPKEEP MAINTENANCE
There are two fundamental types of maintenance performed within the naval aviation maintenance system: rework and upkeep. Upkeep maintenance is further differentiated by being either scheduled or unscheduled
, there are two primary categories of scheduled maintenance conducted by the O-level maintenance activity: phase and calendar inspections. Both of these inspections are designed to preserve the material condition of the aircraft and inspect certain items for wear. Phase inspections are conducted on a 150 flight hour interval. Phases are major repair actions that take two to four days to complete. Calendar inspections occur at a fixed time interval. Currently, there are 7, 14, 28, 56, 112, and 224-day.

Scheduled Maintenance

Unscheduled Maintenance

Unscheduled maintenance is defined as "maintenance, other than the fix phase of scheduled maintenance, occurring during the interval between scheduled downtime maintenance periods." In essence, unscheduled maintenance is the repair work required because of malfunctioning equipment. The inherent unpredictability of unscheduled maintenance often shapes the apportionment of the squadron's resources (man-hours and parts) to remedy the problem in a timely manner.

Improved performance and training of personnel

Improved aircraft, equipment, and system readiness

Improved safety

Improved planning and scheduling of maintenance

The objectives of all 0-level maintenance activities are:

Improved usage of manpower and material

Improved quality of the end product

Improved management and evaluation of work performance

Improved maintenance integrity and effectiveness for all material

6.0

JOB PLANNING AND SCHEDULING

A job planning describes a project to be accomplished and outlines how it will be done. It is also known as a project plan or a feasibility or proposal report. A scheduling is assigning an appropriate number of workers to the jobs during each day of work.
Job planning

What to maintain, when to maintain and how to maintain, are the keys to the content of the Maintenance Schedules and a system was developed for Operators, Manufacturers and Regulators to share experience and knowledge on these very issues for new aircraft being developed. Some Commercial Air Transport operators may choose to maintain their aircraft in accordance with a Maintenance Programme. This is a 'real time system' which consists of a Maintenance Schedule and a whole group of review and management procedures to ensure that it remains realistic and effective. The term Maintenance Schedule means the Maintenance Schedule together with any associated programme, such as the reliability programme, necessary to support the Maintenance Schedule. This document contains details of processes and procedures which support maintenance activities.

Maintenance scheduling

MAINTENANCE SCHEDULES AND MAINTENANCE PROGRAMMES

A Maintenance Schedule contains details of what is to be maintained on an aircraft and how often. The details are those published by the Original Equipment Manufacturer (OEM) who may also be the Type Certificate Holder (TCH) of that product. As the aircraft consists of an airframe, engine, propeller and other equipment, there will be several sources of basic information. Not only will there be details of 'What and When' but also 'How' the parts are to be maintained; there are also details on the types of task that are to be performed. For piston engine aeroplane or helicopter below 2730 kg MTWA the CAD permit the use of format of a generic 'Light Aircraft Maintenance Schedule' (LAMS) published by the United Kingdom Civil Aviation Authority (UKCAA), CAP 411 or CAP 412 respectively as the basis of the Maintenance Schedule approved by CAD. Light aeroplane or helicopter owners have a choice, in that they can follow the Manufacturer's recommended schedule, as found in the aircraft maintenance manual, or they can follow LAMS. However, the LAMS system requires that the Manufacturer's recommendations are considered as well, so users of LAMS have to employ both sets of data. Maintenance Schedules

In its simplest form, a Maintenance Programme is Maintenance Schedule together with a host of procedures that are designed to continually review its applicability and effectiveness for the aircraft it is approved for. Appendix No. 1 to HKAR-1 Sub-section 1.6-2 gives a comprehensive list of what should be in a Maintenance Programme and a programme will not be accepted unless compliance with its intent can be demonstrated.

Maintenance Programme

Appendix A MAINTENANCE SCHEDULE COMPLIANCE CHECKLIST The purpose of the Maintenance Schedule Compliance Checklist is to assist owners / operators with a view to ensuring that Maintenance Schedules submitted to the CAD for approval are standardised and include all items that are required by HKAR Sub-section 1.7-5, CAD 452 and also other additional CAD required items. This checklist should be used when preparing a draft or re-issued Maintenance Schedule. When completed, it should be submitted with the draft or re-issued Maintenance Schedule. During routine amendment of Maintenance Schedule, the checklist should be used as reference to ensure compliance with CAD requirement. However, submission of the completed checklist is not required. This document includes all the relevant information as detailed in Appendix No. 1 to HKAR-1 Sub-section 1.7-5 and CAD 452, the format of which may be modified to suit the operators preferred method. In all cases the checklist should clearly show either compliance (Yes) with location of the compliance in Notes column or not applicable (N/A) with the reason(s) in Notes column. The checklist is provided to ensure the minimum required items are contained in the Maintenance Schedule. It should be enhanced as necessary to suit the aircrafts operational, utilization and environmental needs. The specific tasks and the relevant control procedures shall be included in the Maintenance Schedule (MS) and Maintenance Management Exposition (MME) of the operator respectively. The relevant cross-references shall be specified in the Notes column at the appropriate paragraphs. The following information should be provided at the front of the checklist. a) AOC Number b) Owners / Operators Name c) Owners / Operators MS reference and amendment status: d) CAD approved MS reference (if granted) e) MME and amendment status

MAINTENANCE SCHEDULE COMPLIANCE CHECKLIST

Appendix C OPERATORS CERTIFICATION STATEMENT In the preparation of this Maintenance Schedule to meet the requirements of AN(HK)O 1995 Article 9 and HKAR-1, the recommendations made by the aircraft, engine and equipment manufacturers have been evaluated and, where appropriate, have been incorporated. This Maintenance Schedule lists the tasks and identifies the practices and procedures, which form the basis for the scheduled maintenance of the aircraft. The operator undertakes to ensure that these aircraft will continue to be maintained in accordance with this Schedule. The data contained in this Schedule will be reviewed for continued validity at least annually in the light of operating experience. It is accepted that this Schedule does not prevent the necessity for complying with any new or amended regulations or requirements published by CAD from time to time where these new or amended regulations may override elements of this Schedule. It is understood that compliance with this Schedule alone does not discharge the operator from ensuring that the Schedule reflects the maintenance needs of the aircraft, such that continuing safe operation can be assured. It is further understood that CAD reserves the right to suspend, vary or cancel approval of the Maintenance Schedule if the CAD has evidence that the requirements of the Maintenance Schedule are not being followed or that the required standards of airworthiness are not being maintained. Name ........................................................... Position................................................. Signed ............................................................................................. For and on behalf of operator:......................................................... Date: ............................................................................................... NOTE: The post holder identified above is either the Accountable Manager or Quality Manager of the operator or when the aircrafts continuing airworthiness management is contracted to an approved organisation, the Accountable Manager or Quality Manager of such organisation.

Appendix D

MAINTENANCE REQUIREMENTS (1) AIRCRAFT BATTERY CAPACITY CHECKS Aircraft batteries shall be maintained in accordance with the manufacturers recommendations. In the absence of any manufacturers instructions the following periods apply: a) Lead acid Battery not exceeding 3 months. b) Ni-Cad Battery not exceeding 4 months. (2) EMERGENCY EQUIPMENT The required Emergency Equipment will be maintained to a schedule based on the equipment manufacturers recommendations. In addition, the following requirements are complied with in the Maintenance Schedule: Emergency equipment is to be checked for correct complement, stowage, installation and expiry date(s) at suitable periods. First Aid Kit(s) contents are checked at periods not exceeding 12 months. (3) EMERGENCY ESCAPE PROVISIONS (as applicable) a) Portable Valise Type Life rafts At the appropriate Overhaul Period, 10% of all life rafts installed in fleets will be test inflated using system bottle and release mechanisms. b) Door and Escape Chutes/Slides A schedule of release and inflation tests will be carried out to the requirements specified in Hong Kong Airworthiness Notice No.12, Appendix 16. c) Emergency Exits/Hatches All emergency exits and hatches are functioned by both internal and external means at periods specified in this Maintenance Schedule. In the absence of manufacturers specific recommendations, these should occur at suitable periods not exceeding six months elapsed time.

BACKLOG CONTROL AND PRIORITY SYSTEM

Backlog or Deferred Maintenance is defined as essential maintenance work that has not been carried out and is deemed necessary to bring the condition of a maintainable asset up to a standard or acceptable level of risk that will enable the required service delivery functions of the asset to continue.

Example from US Department of Defense

EXAMPLE FROM AEROSPACE INDUSTRIES ASSOCIATION

backlog

PERFORMANCE MEASUREMENT Process Collecting Analysing Reporting information regarding the performance of an individual, group, organization, system or component.

It can involve studying processes/strategies within organizations studying engineering processes/parameters/phenomena to see whether output are in line with what was intended or should have been achieved.

Within the context of aviation maintenance, in Naval Aviation Maintenance Program (NAMP) performance is measured in a variety of manners. The metrics range from Mission Capability and Full Mission Capability Rates to documentation and message error rates.

FACTORS IN DEVELOPING A PERFORMANCE MEASUREMENT

Performance measures can be divided into two categories: input output

CRITERIA THAT SHOULD BE CONSIDERED IN EVALUATING PERFORMANCE MEASURES

Validity

Accuracy and Precision

Completeness

Uniqueness

Reliability Comprehensibility

Quantifiability Controllability

Cost Effectiveness

Does the measure or set of measures in fact measure or specify that which it purpose to do? Does the measurement system accurately and precisely measure the "true" statistic of a given phenomenon? In the case of a measurement system where we are interested in completely specifying the behavior of a phenomenon, the total set of measures in the system should be collectively exhaustive or include all measurable variables. Specific measures should be unique and thus should not be redundant or overlap other measures. Measures should consistently provide valid results Measures used should be simple and understandable as possible and still convey the message and meaning intended. A measure should be quantifiable in order to better understand its meaning. Measures should reflect variables, factors, relationships or any phenomenon that the organization has control over. The measures should be cost effective

SEVEN ELEMENTS OF PERFORMANCE MEASUREMENT

IN

NAVAL AVIATION MAINTENANCE PROGRAM (NAMP)

There are seven independent, though not mutually exclusive, elements for measuring performance. Every manager in an organization either monitors, evaluates, or controls at least one of these measures of organizational performance. These seven elements are: Effectiveness Efficiency Quality Productivity Quality of Work Life Budgetability (Profitability) "Innovation (product and process)

These performance elements provide the framework for evaluating the performance of the LAMPS MK III squadron's maintenance department and for establishing a performance measurement model.

EFFECTIVENESS
The Naval Aviation Maintenance Program(NAMP) defines effectiveness as a function of the outputs of a system and their relationship to the achievement of the unit's goals. In measuring effectiveness, a comparison is made between what was planned and what was accomplished.

EFFICIENCY
Efficiency is defined as "the degree to which the system uses the right resources; e.g., no unplanned overtime, additional personnel, or additional equipment." The NAMP describes efficiency as "the relationship between actual and planned resources. It tells how well the resources were used, as in manpower utilization." Figure show depicts the position of efficiency measures within the system. These resources can be any input to the process, money, labor hours, etc. The planned usage is determined by employing standards, estimates or budgets. Therefore, efficiency measures inputs to a system.

QUALITY
The NAMP defines quality as "the degree of satisfaction in a product or service as determined by the customer." Figure below depicts the prevalence of quality on an organization. In this case, quality describes how well something is done. In a responsive organization, the standards that determine quality are driven by the needs and requirements of the customer.

PRODUCTIVITY
Productivity is further defined in the NAMP as: The outputs created by the system to the inputs required to create those outputs, as well as the transformation process of inputs to outputs.

Figure above depicts productivity within the context of the organizational system. It is important to remember that completing the job correctly is a primary factor of productivity.

QUALITY
Within the Naval Aviation Maintenance Program, quality of work life is defined as "a function of morale and other factors which affect personnel pride and motivation." In essence, quality of work life considers how the people within the system feel toward the system. In the military, this factor is often called "morale." Quality of work life affects the transformation process in the system. If quality of work life is high, and the workers enjoy what they are doing, the performance of those workers in the transformation process is higher.

BUDGETABILITY (PROFITABILITY)
In the NAMP "budgetability is the ability to perform the assigned mission within allotted resources." Figure below depicts the relationship of budgetability (profitability) to the organizational system diagram.

All naval units are given budgets, either as Total Obligational Authority (TOA) or as Operating Targets (OPTARs). LAMPS MK III squadrons are considered "cost centers" and are given an OPTAR each quarter. This OPTAR is divided into several categories including funding for flight hours, reparable parts and flight clothing, and training and travel.

INNOVATION
Innovation is "applied creativity." It refers to the process of either improving the existing system or inventing new processes and products. Innovation within the NAMP is defined as "creativity applied to the transformation process."

CURRENT PERFORMANCE MEASUREMENT IN AVIATION MAINTENANCE

Readiness is defined as "the ability of forces, units, weapons systems, or equipment to deliver the outputs for which they were designed. The Squadron Maintenance Officers defined readiness as the ability to meet commitments and have flyable aircraft available.

The primary indicator of readiness is the Material Condition Reporting status of the aircraft. These operational capability designations are a series of categories that describe an aircraft's overall ability to perform some or all of the missions for which it is assigned. Figure 14 describes the various different designations within the Material Condition Reporting System.

THE MULTI-CRITERIA PERFORMANCE/PRODUCTIVITY MEASUREMENT TECHNIQUE (MCP/PMT) AND THE OBJECTIVES MATRIX

The Multi-Criteria Performance/Productivity Measurement Technique (MCP/PMT) is an "innovative, widely applicable, and reasonable simple approach to measuring group performance." Figure below shows an example of the Objectives Matrix used in conjunction with the MCP/PMT model.

The basic goal of any performance measurement process is to "develop relationships between measures of output and measures of input that enable practitioners to make decisions and better manage their systems." enables comparison of the performance element against a family of measures can be employed to provide feedback to the units management can be used to identify areas that require further attention by the maintenance department leadership will provide the squadron maintenance officer a tool to measure the performance of the department in the areas of efficiency, effectiveness, productivity, quality, budgetability, quality of work life and innovation. will help quantify the effects of any performance improvement initiatives undertaken by the maintenance department.

MODEL SELECTION
1.

MCP/PMT model and Objectives Matrix are simple to use

Divides the performance of a system into the seven performance elements and yields a single performance score The model closely resembles a variety of matrix-type measurement systems currently in use by the aviation community

2.

Focuses on the seven performance improvement elements that are highlighted in the NAMP

This model fits easily into the structure of the existing regulations and assists the squadron in meeting the associated performance improvement requirements

3.

This model assists the user in evaluating the goals and objectives of the system being examined

This model helps by identifying the activities within a maintenance department that directly support each of the seven performance improvement elements