Transcript Organization Designation Authorization (ODA)

Embry-Riddle Aeronautical University
Production Planning and
Control
Chapter 9
Development of Maintenance
Programs







Introduction
Forecasting
Production Planning
Production Control
Feedback for Planning
Organization of PP&C
Summary
Introduction


PP&C is the heart of the maintenance
organization
Three primary functions:




Forecasting
Planning
Control
“Plan your work and work your plan”
Goals of PP&C



To maximize the M & E contribution
to the airline
To plan and organize work prior to
execution
To adjust plans and schedules to
meet changing requirements
Forecasting

Includes the estimated maintenance
workload for the long and short term based
on existing fleet and business plans and on
any known changes in these for the forecast
period.







Fleet size and make up
Route structure
Facilities
Manpower and skill requirements
Aging and replacement of equipment
New equipment
Incorporation of ADs and SBs
Forecasting

Long term (5-10 years) changes impact:






Adjustments are made to meet goals and
objectives of airline


Scheduling
Budgeting
Training
Manpower
Facilities
Growing or shrinking
Long Term is general and subject to yearly
revisions
Forecasting


Short term (1-2 years) more detailed:
Definitive plans with actual numbers:








Scheduling
Budgeting
Training
Manpower
Facilities
Schedules for checks and modifications
finalized
Large Airlines develop intermediate (2-5
years)
Key to keep up with changes in the
operating climate
Production Planning




Deals with day-to-day activities of M&E
Goal to provide airworthy vehicles to flight
department (OPs) to meet flight schedule
Planning of the work with the goals in mind
Planning includes:



Daily, 48-hr, transit checks, letter checks (A –D),
modifications due to ADs, SBs, SLs, and EOs.
Planning and scheduling of manpower, parts,
supplies, and facilities to accomplish above
Coordinate with Ops, ground handling and support
activities
Production Planning





Daily, 48-hour, and transit checks are
standardized and require little effort for
PP&C.
“A” checks and higher are planned,
scheduled, and coordinated
“A” checks planning begins 1 to 2 weeks
prior
“C” checks about 4 weeks
Incorporation of ADs or SBs may require
longer based on parts availability
Aircraft Maintenance Check Schedule





Pg. 115
Certain items that are less in time
or cycles than the “A” check may
be slid to next “A”
Airlines defer items due to
pressing schedules – may back
selves in corner
Take aircraft out of service
Delays cost $$$$
Aircraft Maintenance Check Schedule



SBs, ADs, or SLs, that don’t
require excessive time may be
incorporated in “A” checks
Careful planning is KEY
Time is MONEY
Aircraft Maintenance Check Schedule



“C” check is once a year
Takes 4 to 7 days to complete
Typical PP&C tasks:







Locate and secure hangar space for the
duration of the check
Obtain release from Ops for maintenance
Arrange and schedule plane washing
Secure tow vehicles and manpower to move
A/C to the wash rack and then to hangar
(wingwalkers, brake rider etc..) and PP&E
Ensure all parts and supplies are on hand to
complete check
Identify manpower (skills, quals and certs, QA)
needed for the check
Conduct meeting to cover tasks and issue
MRCs (Maintenance Requirement Cards)
Production Control

The plan by PP&C allows for certain
time to perform the work based on past
knowledge





Also parts, supplies, manpower, GSE and
facilities available
Key is the estimate is cast in jello
Because time is MONEY…feedback
from maintenance on the
performance/status of the checks is
critical
This data will help shape the time
constraints on the next check
Tracking time is not disciplinary but
used for practical planning purposes
Organization of PP&C

Centralized all functions:


Partially decentralized:



Forecasting, planning and control in one
location with liaison made with work centers
Forecasting and planning by PP&C
Control by work centers with feedback and
coordination between the two
Decentralized:


Planning and control done by each work
center
Problem is little or no coordination among
the centers…NOT RECOMMENDED
Development of Maintenance
Programs







Introduction
Forecasting
Production Planning
Production Control
Feedback for Planning
Organization of PP&C
Summary
Questions?