20. Follow Procedures

FOLLOW PROCEDURES!

AIRCRAFTMOVES

BY ATCS (AW/SW/IW) CRISTIE LINK

Many of us have been standing in the hangar bay, waiting on the move crew to situate the E-2 in the forward starboard corner of hangar bay one and wonder how that spotting dolly can get that giant aircraft in such a tight spot without taking out all the support equipment in the process. At least I wonder because I often have issues backing my Ford Explorer into the driveway, and it has 360 view cameras and sensors all over the outside.

Unfortunately, even the most in sync move crew will have what is commonly called a “crunch” and often due to variables such as complacency, fatigue, lack of attention to detail, lack of communication, and nonprocedural compliance. In a recent incident on a deployed amphibious assault ship (LHD), trying to manipulate the MV-22 Osprey through an excessive amount of gear in the hangar bay and not ensuring the correct number of personnel were present resulted in damaging the Forward-Looking Infrared (FLIR). The damage`s cost was $68,975. Had the correct number of personnel been present, the extra eyes would have noticed the issues with the tow bar and stopped the evolution, saving man-hours, time and money. In another incident on board a recently deployed aircraft carrier’s flight deck, an E-2C Hawkeye, was being directed to proceed to the arm or disarm area to be sidelined at the same time wings were being folded. As the aircraft came to a stop, with the wing fold already in progress, the port wing tip struck a P-25 fire truck parked in the vicinity damaging the port collision light cover. After further inspection, it was discovered that the wing tip assembly rivets were ripped out of the seam and the wing edge was bent. Fortunately, there was no damage to the P-25 fire truck. The total event cost for this incident was $6,458. The P-25 was not damaged. We know the impact and risk that comes with it being out of commission as it is a vital item on the flight deck and would have added to the incident’s cost. Not paying attention to the area around the aircraft while directing the aircraft to simultaneously move and fold wings was the main contributor to this specific incident.

Luckily, in both of these incidents, no one was injured, but that is not always the case. Until aircraft and spotting dollies start coming with 360 degree back up cameras or self-parking options, these are cases that will always require a well-trained team with great communication and hours of practice. Many large ships such as aircraft carriers (CVNs) and LHDs require long shipyard maintenance periods, which results in personnel losing proficiency in qualifications. Meticulous documentation of these qualifications and leadership review of training jackets can be a helpful tool for keeping track of personnel. Teamwork is a powerful asset as long as all personnel on the team are all pulling their weight. Training and practice are key to “muscle memory” and are some items that may help reduce future incidents.

IMRL in the Workcenter

By AMC Mark Pugh

The Individual Material Readiness List (IMRL) details specific quantities of aviation support equipment a command needs to support its maintenance requirements. Each IMRL contains equipment particular to a type, model and series aircraft, as well as equipment that can be used on multiple aircraft types; e.g., aircraft tow tractors and tow bars.

An average-sized squadron’s IMRL contains hundreds of support equipment line items; the aircraft intermediate maintenance department (AIMD), Marine Aviation Logistics Squadron (MALS) or Fleet Readiness Center (FRC) contains over 1,000 items.

In past assessments, the Naval Safety Center has found multiple issues with workcenter IMRL programs, ranging from workcenters retaining or not turning in broken or NRFI (not ready for issue) equipment – to maintaining many times the number of IMRL items actually needed. Additionally, we often find broken or unused parts collecting dust under a bench and many times are reported in a ready for issue (RFI) status.

Each command has an IMRL manager responsible for maintaining and updating the list. Workcenter IMRL Petty Officers or NCOs assist in this effort and tell the manager what the workcenters need to perform a job. It is their responsibility to inform the manager of any deletions, additions or corrections to the IMRL to ensure adequate equipment is available to support the mission. Properly managing the IMRL and expediting repair or replacement helps alleviate the risk of unsafe processes and potential workarounds. Workcenter supervisors should keep these responsibilities in mind when assigning the workcenter IMRL program collateral duty to junior personnel. Often, these personnel are tasked to visit other commands to borrow specific IMRL items that may not be available or are nonoperational. If your workcenter is maintaining excess inventory, lighten your workload and turn in excess items so it is available for others to access.

Frequently, items may have been issued to a command operating under a detachment concept. If this is no longer the case, work with your command IMRL manager to have your excess assets tailored to fit your current command’s operations. This will release critical IMRL items for other commands that may be waiting for them. Preservation is an option, but keep in mind the work that goes into maintaining records and performing preservation checks must be complied with. Good IMRL managers should consistently ask themselves these questions: Do we have enough people to maintain the IMRL assigned? Is there time available to properly perform preoperational checks when required? Do we need additional items to perform maintenance per the publications? If I am going to be away from my duties, who will manage my IMRL?