MRO Yearbook 2011

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AIRCRAFT TECHNOLOGY’S ANNUAL PUBLICATION FOR THE MRO PROFESSIONAL

Supported by:

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We do not convert all Airbus aircraft, some of them we maintain.

EADS EFW offers stand-alone maintenance for Airbus aircraft as well.

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the MrO YEARBOOK 2011 EDITOR Jason Holland: Jason.Holland@ubmaviation.com ASSISTANT EDITOR Michael Gubisch: Michael.Gubisch@ubmaviation.com EDITORIAL CONTRIBUTORS Alex Derber, Bernard Fitzsimons, Chris Kjelgaard, Alan Martyn, Nathan Smith.

CIRCULATION MANAGER Paul Canessa: Paul.Canessa@ubmaviation.com MEDIA MANAGER - EUROPE, ASIA & AFRICA Alan Samuel: Alan.Samuel@ubmaviation.com PUBLISHER & SALES DIRECTOR - USA Simon Barker: Simon.Barker@ubmaviation.com GROUP PUBLISHER Anthony Smith: Anthony.Smith@ubmaviation.com THE MRO YEARBOOK 2011 The MRO Yearbook is published annually, each September, by UBM Aviation Publications Ltd.

Aircraft Technology Engineering & Maintenance (ATE&M) ISSN: 0967-439X - USPS 022-901 is published bi- monthly, in February, April, June, August, October and December, plus an extra issue in July, with annual issues of the Yearbooks published in September and October by UBM Aviation Publications Ltd. Distributed in the USA by SPP c/o 95, Aberdeen Road, Emigsville, PA 17318-0437, USA. Periodicals postage paid at Emigsville, PA, USA. POSTMASTER: send address changes to Aircraft Technology Engineering & Maintenance (ATE&M), c/o SPP P.O. Box 437 Emigsville, PA 17318, USA. ATE&M UK annual subscription cost is £150.00 GBP. ATE&M Overseas annual subscription cost is £170.00 GBP or $300 USD. ATE&M single copy cost is £25.00 GBP (UK) or $50.00 USD (Overseas) MRO Yearbook single copy cost is £55.00 GBP (UK) or $110.00 USD (Overseas) All subscription records are maintained at UBM Aviation Publications Ltd. 7th Floor, Ludgate House, 245 Blackfriars Road, London, SE1 9UY, UK. All subscriptions enquiries to: Paul Canessa: paul.canessa@ubmaviation.com Tel: +44 (0) 207 579 4873, Fax: +44 (0) 207 579 4848 Website: www.ubmaviationnews.com Front cover image courtesy of: Lufthansa Technik Layout and production by: Dean Cook, The Magazine Production Company Printed in England by: Wyndeham Grange Distribution/Mailing: Flostream UK The MRO Yearbook and ATE&M, part of UBM Aviation Publications Ltd, have used its best efforts in collecting and preparing material for inclusion in these publications but cannot and does not warrant that the information contained within these publications are complete, or accurate, and does not assume and hereby disclaims, liability to any person for any loss or damage caused by errors or omissions in The MRO Yearbook and ATE&M, whether such errors or omissions result from negligence, accident or any other cause.

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All trademarks used under license from UBM Aviation Publications Ltd. © 1999 – 2010, UBM Aviation Publications Limited.

All rights reserved.

MRO FORECAST

4 GLOBAL MRO MARKET OUTLOOK

62 MANAGING ADVANCED, SOFTWARE-ENABLED AIRCRAFT

12 MRO IN BRIC’S FIRST DECADE

66 A330 AND A340 MAINTENANCE

The MRO Yearbook presents a full report on the global MRO market situation and its short- and long-term prospects.

The four countries grouped under the BRICs acronym have extraordinary potential for growth. How has that potential been reflected in the specific case of aircraft MRO?

16 A FOCUS ON THE AMERICAS

The global economy has caused a paradigm shift in the MRO market over the past two years. Both the airline industry and aircraft MRO organisations are facing numerous challenges.

21 SOUTH EAST ASIA: EMERGING FROM THE DOWNTURN

Why this particular region’s emergence from the downturn could be quick and ultimately prove very profitable.

AVIONICS

26 AVIONICS REPAIR IN THE DIGITAL AGE

The digitisation of cockpit instruments, navigation systems and communication equipment has transformed the work of avionics repair personnel on the ground.

32 AVIONICS UPGRADES

Future air traffic management systems are likely to demand new communications, navigation and performance capabilities. In the meantime, there are benefits to be gained by upgrading older equipment to meet the emerging requirements.

ENGINE MAINTENANCE

36 P&WC: KEEPING CUSTOMERS CLOSE TO THE HEART

When it comes to aftermarket support, engine manufacturer Pratt & Whitney Canada (P&WC) has a clear goal: to be No. 1 in the markets it serves by placing customers at the heart of all its actions.

38 CHROMALLOY: LEADING INNOVATION IN TURBINE PARTS AND SERVICES

For nearly 60 years, Chromalloy has distinguished itself as a leading independent supplier of advanced protective coatings, high-technology repairs and replacement components for gas turbine engines.

44 MAINTAINING THE CFM56

Although a successor generation is already on the horizon, sales are still going strong for the CFM56 — and in MRO terms, the best is yet to come.

48 WASHING AWAY FUEL INEFFICIENCY

Engine washing is becoming an increasingly important part of the MRO landscape.

53 NACELLES: REACHING NEW HEIGHTS

As the development of stronger, quieter and more efficient composite nacelle structures takes hold, these advances will have a resultant effect on nacelle repair.

AIRFRAME MAINTENANCE

58 THE A380 INTRODUCTION AT LUFTHANSA

The introduction of the A380 into service at Lufthansa came after years of preparations at the airline and its technical services divisions.

61 LUFTHANSA TECHNIK

With more than 30 subsidiaries and over 26,000 staff, the Lufthansa Technik Group says it is the leading provider of aircraft-related technical services in the world.

Mxi Technologies explains how the introduction of nextgeneration aircraft represents new challenges arising from environmental considerations, expectations of passenger comfort, and a highly competitive landscape.

There have been several significant maintenance interval increases since entry into service.

72 777 MAINTENANCE

The 777 was designed with an emphasis on reducing maintenance costs, and the technological, systems and process improvements are being felt today.

76 737 MAINTENANCE

What does it take for MRO companies to keep the twinjet flying?

82 LEAN IN THE MRO INDUSTRY

What are the best practices and how can MROs get the most out of Lean?

87 YOU ONLY LIVE TWICE

Freighter conversions are an enigmatic enterprise. How can it be viable to invest millions in a 20-year old aircraft that a previous owner deemed uneconomical?

92 COMMERCIAL AND MILITARY MRO PROVIDERS

The military maintenance market is worth more than its civil counterpart and commercial MROs are tapping into its potential to provide a distinct reliable revenue stream.

97 LOOKING AT LINE MAINTENANCE

Line maintenance companies face the challenge of ever intensifying aircraft utilisation, shorter turnaround times and pressure to reduce costs.

101 STTS – PAINTING HALL A350

The STTS group searched for a partner with years of experience, ability and flexibility for realization of their innovative aircraft painting hall project. CTI Systems proved to be the perfect partner to meet this challenge.

102 LANDING GEAR MRO

Changing technologies and cost and contract trends are affecting the landscape of this market.

SUPPLY CHAIN MANAGEMENT

106 ACS ON THEIR TENTH ANNIVERSARY

Aviation Component Solutions (ACS) designs, certifies, manufactures and distributes PMA parts for airframe and engine components and accessories, boasting a catalogue that contains over 500 PMA parts.

110 PMA: AN ACCELERATION OF ACCEPTANCE?

Has the recession forced a heightened degree of urgency among senior management in obtaining PMA parts, and a much greater airline and MRO acceptance?

114 KELLSTROM INDUSTRIES PROFILE

Established in 1990, Kellstrom Industries started out as a small business servicing the aerospace aftermarket.

Since then it has grown steadily to become a globally recognised company with an international reputation.

118 SPARE PARTS LOGISTICS

Fast, efficient and reliable logistics services are vital for the aviation industry.

122 TOTAL SUPPLY CHAIN COLLABORATION

Organisations that can successfully manage a supply chain can improve their overall performance and cut cost from the bottom line. Here, Aeroxchange explains how to do it.

MAINTENANCE DIRECTORIES

128 THE AMERICAS 134 EUROPE 140 ASIA, AFRICA & MIDDLE-EAST

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MRO FORECAST

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Global MRO market outlook 2010/11 – the light at the end of the tunnel Although the global MRO market will continue to see small improvements in 2010, overall it will remain relatively flat through 2011. For a variety of reasons, demand will increase after this point.

Nevertheless, some of the structural changes taking place now could have a longer lasting legacy. Jason Holland and Michael Gubisch compiled a comprehensive report on the MRO market situation and its short- and long-term prospects.

he MrO inDustrY has been badly hit by the global downturn, suffering from a knock-on effect of the crisis experienced by airlines. This is because the airline industry is deferring and completely eliminating maintenance on a large portion of the worldwide fleet. Lighter maintenance work is being performed as the older aircraft — which would have required heavy maintenance — are pulled from service and stored or parked, reducing the amount of available MRO work in the market. In addition, 26 airlines ceased operations in 2009 in light of heavy industry losses.

Further worries for MRO companies have been caused by operators removing components from parked aircraft instead of having them overhauled or replaced by purchases, and operators generally placing more maintenance work within their hubs or at airports where they operate, in order to avoid ferrying costs.

The industry has also been hit by a number of other trends, including increased geopolitical risk, health risks (with a Swine flu pandemic coming on the heels of bird flu), and regular increases in fuel costs, with further price rises expected to continue to aggravate the situation in 2010 despite the pending recovery.

Consolidation will be the main result of all these troubles, as well as the disappearance altogether of some of the weaker MROs. According to recent IATA estimates, international air transport has lost more than two years of growth since 2008. Aerostrategy’s David Stewart says the amount spent on maintenance in 2008 and 2009 went down from a peak in 2007. He says: “The actual amount spent went down from, overall, something in the region of 10-15 per cent. That depends on where you are and who you are. If you are in China, the market is still booming, but if you in North America and only maintain aircraft that have been grounded, than it is the reverse.” The total market for technical civil aviation services had an estimated volume of US$41bn in 2009, and was “therefore smaller than the previous year, although less so than originally expected”, says Bernd Habbel, director of corporate communications at Lufthansa Technik.

But the industry is cyclical. As the market recovers and airlines return to profitability, the MRO industry will also experience an increase in demand and regain its momentum. “In the short-term we expect to see improvements in 2010, but overall we see the markets remaining relative flat through 2011,” states Nathan Smith, industry analyst — North America, at Frost & Sullivan. Aerostrategy’s Stewart points out that there must be an end to de-stocking and to deferred maintenance. “There will be a recovery in money spent as airlines look to re-fill their inventory and catch up on some of the deferred maintenance.

There will be a spring back and, depending on who

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MRO FORECAST you are, that will be at the end of 2010 or in 2011. We think that in 2010 there will be low single-digit growth, and it’ll be a higher single-digit growth next year.”

The outlook is not as desperate as was feared at the height of the global recession, and 2010 has begun to see a sense of renewed, but cautious, optimism emerge in some quarters of the industry. “We have started to see increased stability in the sector and some encouraging signs are being seen in the economy, but we don’t forecast any significant volume

Global MRO market share (2009) 4% 35%

Africa

15%

APAC 5% 4%

China Eastern Europe Western Europe India Latin America

5%

5% 1%

26%

& Caribbean Middle East North America

increases or changes in customer behaviour during 2010,” states Tom Wilson, VP component maintenance source: Frost & Sullivan and business development at Aveos.

The crisis is also giving rise to new opportunities that can offset the market downturn. Franck Terner, president of Air France Industries, says: “In the first place, the crisis is forcing some airlines to postpone investment in fleet renewal: they therefore continue to operate with aircraft that have reached maturity and which need more maintenance than new aircraft. Secondly, again seek ing to reduce their cost base, airlines lacking the critical competitive mass to carry out some maintenance tasks are increasingly turning to sub-contracting, opening up new markets for MROs. Thirdly, MRO market growth is still in positive territory in emerging markets, where recent aircraft in operation are starting to age and hence need more and more maintenance.”

Looking longer-term, there is better news for MROs as demand increases.

“There is a bright light at the end of the tunnel and it’s not a fast train moving in your direction,” says Frost & Sullivan’s

Smith. “Air travel and cargo shipments have begun to increase and several airlines have announced profitable quarters, which is great news for MROs if more aircraft take to the sky.”

Increased aircraft utilisation will certainly create more maintenance opportunities in the long-term.

Some of the parked and stored aircraft will return to service to meet a growing demand for aircraft; and many of these aircraft will need maintenance. Not only that, new aircraft delivered in 2008 and 2009 will begin to arrive for their first light maintenance checks in 18 to 24 months. However, it must also be noted that passenger aircraft that have been parked may be slow to return since more efficient aircraft are still being delivered.

Global MRO growth from 2009 to 2014 is expected to increase at a compound annual growth rate (CAGR) of 2.3 per cent, with 2009-2011 expected to be relatively flat, according to Frost & Sullivan.

Beyond this period, the MRO market is expected to accelerate at a CAGR of 2.9 per cent. Aerostrategy predicts that global MRO spend will be up to $57bn in 2018, and $58.5bn in 2019.

Another major point to make about this downturn is that, somewhat uniquely, it has impacted all regions of the world. The recovery rate will be different in each region. In the rest of this article, we will analyse the particular challenges facing each region, and discover where MRO recovery is likely to be quickest. However, there are many challenges which are constant across all world regions. The biggest is the uncertainty surrounding the current economic climate, and more specifically when recovery will take place. Growth will surely be slowed until this uncertainty is resolved. Another issue is financing. “[It is] unyielding,” says Smith, “and finding additional financing in the short-term will be complex”.

Other issues affecting all MROs include maintaining MRO capacity, keeping maintenance lines full, and retaining skilled labour — a unique challenge when there are fewer aircraft to maintain, and one which “keeps MRO executives awake at night”.

nOrth aMerica

“Operators in the North American region were probably more aggressive with reducing capacity than other regions, and of course less flying means less maintenance opportunity,” states Jack Turnbill, Delta TechOps vice president — tech sales & marketing. Nevertheless, in terms of MRO spending North America is expected to maintain the largest MRO market share over the next decade, according to Frost & Sullivan statistics.

In line with the global prognosis, Turnbill expects the short-term to continue to be difficult, with 2010 ending up very similar to 2009. Longer term though, Turnbill is “very optimistic” that the North

American market is positioned for growth. A number of structural changes will take place. “You will continue to see increased creativity in terms of providing the most cost-competitive solutions to airline customers,” says Turnbill. “This may result in greater co-operation between MROs that provide complementary services.”

Phil Fields, VP business development at the Aviation Technical Services (ATS), says that the current downturn has given rise to a unique situation. “The difference [in the cycle] this time is the significant presence of MRO companies in lower cost economies,” he states. “So, between competitive rate pressures and operators not having as much money to spend on maintenance, rates are being severely forced down. The result is less available MRO work, lower rates being paid for that work, and less revenue for MRO companies. For operators, it’s definitely a buyers market.”

Fields says that there has been a trend of increasing load factor for both passenger and cargo operators, and the company remains “hopeful” that this will translate into new, leased or parked aircraft being inserted into service. “Based on what we’re seeing, we believe the MRO market will begin to turn around sometime during the last quarter of 2010 or the first quarter of 2011,” he says. “We believe rate pressures will continue from foreign MRO competitors.”

Domestically, the downturn has seen airlines flying less direct flights in favour of shorter journeys using smaller aircraft, and this trend will likely continue longer term. “This means more use and conversion to smaller regional aircraft such as the Bombardier CSeries and Embraer aircraft,” points out Fields.

One of the main challenges facing the North American market is the recruitment of new talent, and being able to retain a skilled workforce. “This is especially challenging for lower labour rate (lower cost) areas since aircraft mechanics typically don’t want to move to a location where they would realise a cost of living increase,” says Fields. “In turn, MRO companies cannot charge a premium to operators based on their regional location (a higher cost area), even if they provide a more comprehensive and premium service. Operators just won’t pay a higher premium.” AAR’s Sheedy adds: “The industry must continue to attract the best and brightest talent to meet future challenges. Training and retaining MRO talent will remain a key measure for successful MROs [in North America].”

Delta’s Turnbill emphasises the fact that MROs will have to take regional variations in the global market into account in the future. “Our business has now grown to the point that it is a global market. We have over 150 MRO customers on five different continents, so the challenges are not so much regionally focused as they are global,” he said.

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MRO FORECAST

COPING WITH THE DOWNTURN

AVIATION TECHNICAL SERVICES

“ATS HAS CONTINUED lean practices and business process improvement for over a decade. However, because of the pressures (foreign competition and airline cost reduction) forcing rates down, there is increased motivation to be better and more efficient at implementing and sustaining lean practices. In regards to competitiveness, we have to be leaner and faster while maintaining high quality standards to be successful long term. In a nutshell, we have to do more with less to be cost and schedule sensitive in response to customer requirements and needs. This includes building and having stronger relationships with our suppliers so as a team we can provide all encompassing solutions to our customers. This also means passing down to suppliers the rate reduction pressures we are experiencing.”

DELTA TECHOPS

“OUR STRATEGY AT Delta TechOps has been two fold. First, we are looking inward to make sure we are optimised for the services we provide. We have aggressive turn-time improvement initiatives in place that are producing tangible results and will provide our customers with truly industryleading performance. We are also focusing on cost containment and reduction as well as continuous improvement efforts. These will ensure that we are well positioned to be successful when the market returns to a more normal condition. Secondly, we are looking externally to make sure we are providing our customers with outstanding customer service at all times. Our customers trust us to deliver for their operations and we take this responsibility very seriously. We are completely aligned throughout our organisation to deliver outstanding service levels.”

AAR

“AAR HAS USED the recent activities to provide even greater focus on process improvement. Continuous improvement and lean implementation are two of the areas where we have invested significant dollars and talent. These investments have served us well in the downturn and will provide event greater results in the market upturn.”

“Managing the business under these circumstances has been one of our current challenges. Preparing for the future upturn and making sure we are aligned with the best possible partners for future growth becomes our future challenge.”

Reduced flying has had a much more significant impact on operations than deferred aircraft deliveries. “From an inventory supply perspective, reduced flying and surplus aircraft conditions have created a de-stocking phenomenon that creates a temporary surplus of new and used aircraft spare parts,” says Derek Sheedy, marketing communications manager.

One tactic in the downturn is to improve processes and drive efficiency to a point where the impact of reduced work is minimised. Sheedy says: “AAR has used the recent activities to provide even greater focus on process improvement. Continuous improvement and Lean implementation are two of the areas where we have invested significant dollars and talent. These investments have served us well in the downturn and will provide event greater results in the market upturn.”

In the end, companies have had to make the best out of a bad situation by focusing on what they do best, and making sure that they do it in the most efficient way possible. Aveos’Wilson states: “With the unpredictable circumstances we have lived through for the past 18 months, [our] best defence to counter market volatility is to focus on our core competencies and improving our operational effectiveness by reengineering our processes to better meet customer requirements and reduce costs.”

eurOpe

The European MRO market is largely well established. Most of the market is divided between leading international MRO suppliers which have their roots in Europe; these are often but not always attached to a legacy airline. Changes in the MRO industry are mainly taking place due to restructuring processes or the increase of existing capacities. Market entry and success are mostly driven by price policy, and sometimes by new service offers.

“The market has changed due to the number of grounded aircraft and the growth of new generation aircraft”, says Franck Terner, CEO of Air France Industries KLM Engineering & Maintenance (AFI KLM E&M). “When the market stagnates, anticipation becomes important to prepare the next step. We see a market recovery in new generation aircraft”. He reports that the active fleets of models such as the 737NG, 777, A320, A330, CRJ and E-Jet families, which all require less maintenance than their predecessors, have grown by over 10 per cent throughout 2009. The Franco Dutch MRO provider has also observed a slight shift

in the way airlines manage their MRO contracts.

Demand for fixed-base power-by-hour (PBH) contracts has slowed down while more flexible time-and-material arrangements have become more popular with operators.

In the typical tradition of a national legacy carrier’s maintenance operation, the central objective of AFI KLM E&M is to maintain a presence across all aftermarket segments.

The company wants to use its existing expertise and capacities to provide individual solutions for all kinds of operators. This business strategy is underpinned by the development of local facilities, network optimisation between existing sites, the development of new skills and know-how to offer clients greater added-value, as well as cost control and the search for scale effects that customers could benefit from. One example for a new facility is the planned airframe heavy maintenance JV with Royal Air Maroc for A320-family aircraft at Casablanca Mohammed V International Airport in Morocco. Terner reports that AFI KLM E&M has adjusted its number of staff to the company’s workload in response to the global downturn.

Further costs have been saved by extending procurement synergies among group entities, revising processes, seeking productivity gains, and adjusting the company’s investment programme.

Reducing cost across the board is the airlines’ top MRO priority, agrees SR Technics. This is followed by a greater focus on options that provide liquidity or increase asset efficiency, and by finding ways to offload risk. And in order to achieve these demands, ”the customers are willing to venture into new territory”, states Marco Imboden, VP and head of corporate and marketing communications.

Creating added value for the customer is at the heart of the Swiss MRO provider’s strategy to meet the demands of the current environment, and remain sustainable in the long term.

The company wants to make use of its engineering capabilities and logistical processes to develop new, innovative and, crucially, differentiating solutions across the MRO value chain. These products and services will then be offered in the geographical locations that are best suited “to serve the airlines in a cost effective manner”. The company is currently setting up a new airframe heavy maintenance facility for the A320-family and, from 2012, 737 aircraft in Malta. Furthermore, SR Technics plans to expand in America and the Asia Pacific region together with its sister MRO provider Abu Dhabi Aircraft Technology (ADAT).

As part of the Mubadala consortium, Abu Dhabi’s sovereign wealth fund, SR Technics also wants to offer services beyond the classic MRO value chain.

For example, Sanad, Mubadala’s financing arm in

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MRO FORECAST Switzerland, is able to offer financing and inventory solutions such as the sale-and-leaseback as well as pooling of engines and components. Combining a broad range of MRO services with financing solutions is directly addressing the airline’s focus on liquidity and reduced cost.

Iberia Maintenance reports that the global downturn has affected its growth, however it has been able to maintain its level of business and make preparations for the future. “Our company now is stronger than a year ago,” says a spokesperson. He believes that Western Europe has been the most affected region in the world due to the combination of high labour costs and the strong euro.

The short term outlook is “turbulent”, according to the Madrid-based MRO provider. While the faltering of individual MRO companies would open up opportunities for remaining providers, there are also enormous risks as such casualties may affect MRO customers as well. “The main goal is to survive without losing size and capabilities. There are still no signs of recovery but there is evidence that the fall is slowing down”.

I ber ia M aintenance expec ts struc tural changes throughout the industry as a result of a consolidation process among MRO providers.

Those companies that will survive must be able to serve customers worldwide at facilities around the globe. Mergers and acquisitions among airlines will further increase pressure on MRO providers to reduce costs. Lack of qualified personnel will be another challenge as the downturn will expel experienced people from the industry.

Lufthansa Technik (LHT) reports that it held a 16 per cent market share in the global MRO market in 2009. This is based on the company’s broad product range, covering nearly 80 per cent of the MRO market, and triple certification as a maintenance, manufacturing and development business. Nevertheless, the German MRO group has also been affected by the adverse market developments. Reasons have been: less work within existing contracts, deferral of MRO events, less modifications and cargo conversions, as well as parked and decommissioned aircraft However, the grounding of aircraft affected LHT less than other MRO providers, it says, because those aircraft tend to be older models which are not in the company’s main focus; their disappearance from service has mainly affected MRO providers and suppliers who concentrate on those types.

This also applies to the decline in the air cargo industry, as freighters tend to be older models too. The deferral of aircraft deliveries has not had a significant negative impact on the MRO industry so far. “The worldwide fleet is still growing and the deferral of deliveries of new aircraft, which require

broaden their portfolio. MRO suppliers will also have to react to increasing customer wishes for individualised services.

less maintenance than older aircraft types, which they might replace, has more of a positive effect for MRO suppliers than a negative one”, says Bernd Habbel, director of corporate communications. “But the current uncertainty of the entry-into-service date of new aircraft types has an increasing impact on the MRO business as it makes strategic planning more and more difficult.”

In response to market changes, the company established programmes for making capacity more flexible, cutting costs and increasing efficiency. In detail, these included stretching of investments, realising flexibility in the workforce, introducing lean production initiatives, transferring labourintensive work to low-cost sites, and expanding into areas that are less affected by the downturn.

Given the growing size of fleets worldwide, the MRO industry is fundamentally optimistic and for the next five years expects average annual growth of 3.9 per cent. The market covered by LHT expects average annual growth of 5.2 per cent, according to Habbel. A main challenge for the future will be increasingly tough competition.

New MRO capacities on the market are facing sinking demand, thus intensifying price pressure in addition to the airlines’ already high pressure on costs and margins. In addition, the entry of new aircraft and materials will force MRO providers to

asia pacific

While aviation markets have been declining across all regions as a result of the global recession, China stands out with its continued growth in both demand for air transport as well as its total fleet size. Nevertheless, the economic downturn has also affected Chinese MROs, albeit to a lesser extent. This was mainly due to the retirement of old aircraft and their replacement with modern models that require less maintenance. “To some extent this [grounding] resulted in reduced MRO workload,” reports Andreas Meisel, GM and CEO of Ameco Beijing. He explains that the downturn in the cargo industry, as well as deferred aircraft deliveries, forced MRO companies to plan for a decreased workload in the future and adjust their strategies accordingly.

“An external crisis is always a good opportunity for internal reform,” states Meisel. The implementation of lean manufacturing principles, in order to use the company’s existing facilities and resources more efficiently and improve yields, is a top priority for C MButY Meisel CM MY CY CMY Kin his outlook on Ameco. is cautious the future. “It is expected that MRO spend will only return to full growth in 2012. However, recovery

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MRO Yearbook

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MRO FORECAST

COPING WITH THE DOWNTURN LUFTHANSA TECHNIC

“LUFTHANSA TECHNIK HAS established programmes at an early stage for making capacity more flexible, cutting costs and increasing efficiency in response to market changes. These include: strict cost management; cost cutting programmes; stretching of investments; realising flexibility in the workforce; and increasing productivity and efficiency by lean production, asset management, cash management and use of low cost sites / expansion of network not affected by the crisis.”

IBERIA MAINTENANCE

“OUTSOURCING IS A very big risk. At times like these it is better to focus in on added value and maintain the volume of business. If your strategy is to outsource, you may find yourself being outsourced from your customers. When the upturn comes, and it will come for sure, is when outsourcing will become a factor to help growth. Our strategy is to build relations at difficult times by creating partners when survival is critical, so when the situation changes we will have friends better than business partners.”

SIA ENGINEERING

might take even longer due to unforeseeable risks.” Such factors could include a significant rise in fuel prices or large US dollar exchange rate fluctuations. Meisel is sure that the recovery will be accompanied by a wave of mergers and acquisitions in the MRO industry in the near future.

Interestingly, ST Aerospace, does not expect significant mergers and acquisitions among MRO companies. “ The major players have already been established as a result of their expansion over the years,” the company states.

“There will always be a number of start-ups, but that should not cause much impact to major players, including OEMs who provide MRO services.”

The Singapore-based MRO company reports that its revenue in 2009 was smaller than in 2008 as a result of the downturn but still “comparable”; profits in 2008 remained “reasonably good”. The company attributes the performance to its wide

range of capabilities across the airframe, engines, components and engineering as well as a broad international client base, covering passenger airlines, cargo operators and military customers.

Given the much quoted double-digit decline in air cargo, it comes as a surprise that ST Aerospace’s order book for freighter conversions has not been affected by the downturn, according to the company. The FAA has recently predicted that total air cargo registered ton miles (RTM) would increase from 30.8 billion in 2009 to 86.6 billion in 2030 — up an average of five per cent each year.

Over the last year, Qantas has largely brought previously outsourced MRO work back in-house — and thus defied the wide trend among airlines to increasingly employ external partners for their maintenance requirements. Qantas Engineering focuses mainly on MRO work for its parent carrier, as well as low-cost subsidiary Jetstar, as opposed to thirdparty customer work. However, Chris Nassenstein,

“SIAEC HAS ADOPTED new skill sets and branched out to provide unique services such as PTF conversion, cabin modifications and a fleet & asset management programmes to tap into niche markets. Within the SIAEC hangars, LEAN processes are in place to ensure a smooth delivery of services and improve the quality of work through relentless elimination of waste from business processes. As the market recovers, further growth is on the agenda for SIAEC as it continues to grow its partnerships with more OEMs.” 8 | MRO YEARBOOK 2011

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Constant development is necessary to remain competitive as the MRO industry continues to globalise and consolidate, especially as the company has the world’s foremost growth market on its doorstep — which also offers some of the lowest labour rates. “The operating environment in the Asia Pacific region is always challenging.

Australian airlines have access to a large number of quality MROs across Asia”, says Nassenstein.

“Producing quality work is in our DNA, but ensuring we remain competitive and focused will always be a challenge.”

SIA Engineering Company (SIAEC) has had to endure vacant maintenance slots as a consequence of parked aircraft, deferred maintenance and lower fleet utilisation. The MRO subsidiary of Singapore Airlines says it was able to mitigate the impact through the widening of its services across the airframe, engines, components, material management and engineering. However, the economic fundamentals in Asia remain largely intact in spite of the current market situation. The predicted growth potential in the Asia Pacific region and low labour costs compared to Western Europe and America are major reasons for this generally positive outlook.

SIAEC’s strategy has been, and will continue to be, based on establishing alliances with OEMs and extending its MRO reach to the growing markets of Asia-Pacific and the Middle East. The company has formed JVs with OEMs such as Pratt & Whitney, Rolls-Royce, Goodrich and Hamilton Sundstrand over the past years and plans to further expand this kind of co-operation in the future.

The objective is to be able to offer leading edge technology solutions, which will give the customer added value over standard products and services.

“As the MRO industry evolves, SIAEC expects to see more airlines wanting not only a complete airline solution but also an OEM solution,” states a company spokesperson. “The value of the aircraft is extremely important to all aircraft owners, so they want their aircraft to be serviced at the highest possible standard, and this is only possible if they are able to obtain an OEM solution for most of the maintenance needs.”

Co-operating with the OEMs provides economies of scale and increased efficiency as the company performs the work not just for its own immediate customers but for a wide range of OEM clients,

possibly as the exclusive provider of certain processes. Forming such alliances corresponds with the OEMs’ own strive for a greater foothold in the aftermarket. “The OEMs will become more important and powerful in the engine and component [MRO] markets, which will make life tougher for the independents,” says Aerostrategy’s Stewart. “Interestingly, the airframe OEMs — Airbus and Boeing — will look more to the aftermarket [too].” While the engine and component OEMs have managed to secure an estimated 45 to 50 per cent of the MRO market, the airframers currently have hardly any share in their respective aftermarket.

However, their main challenge will be in managing the relationships with the current MRO providers who are also their best customers, such as Air France Industries, Delta Tech Ops, Lufthansa Technik or SIA Engineering.

Overall then, the outlook for the Asia-Pacific region is very encouraging. “Asian markets are expected to be the core of MRO activities,” says Frost & Sullivan’s Smith. “The growth of air traffic, the expansion of low cost MRO facilities, and the proliferation of air travel will propel this market forward.”

Latin aMerica

Alex de Gunten, executive director of the Latin American and Caribbean Air Transport Association (ALTA), is well placed to assess the future outlook of the Latin American MRO region. He stresses the decrease in the active fleet at the moment, but also the cyclical nature of the industry. In

COPING WITH THE DOWNTURN AFI KLM ENGINEERING & MAINTENANCE

“THE GROUP’S MAIN objective is to maintain a presence across all market segments and provide solutions tailored to third-party airline requirements. AFI KLM E&M is also being careful to adjust its staffing levels to activity, and to step up its cost-saving measures to safeguard its competitiveness, for example by extending procurement synergies among Group entities, revising its processes, achieving productivity gains, and adjusting its investment programme. AFI KLM E&M’s third-party clients also benefit from the costsavings programme implemented by the Group to manage its own fleets.”

ENGINE PERSPECTIVE

THE SAME PRINCIPLES which are affecting airframe maintenance are also affecting engine maintenance. The lower utilisation of aircraft extends the calendar time between maintenance intervals, further deferring MRO spending. Engines powering older aircraft will be badly hit, whereas those powering younger aircraft fleets that are remaining in service will be less affected. According to GE and CFM, the latter situation has generally been the case with their engines — and so MRO spending on them has been “flat”.

Brian Ovington, services marketing manager at GE Aviation, says the impact of the downturn has not been as severe as might be imagined. “Despite the downturn, or as the result of it, customers are still just as focused on minimising operational disruption, keeping engines on wing longer, increasing fuel efficiency, and reducing variation in maintenance expense all without compromising safety and fleet reliability,” he says. “A key benefit of GE’s OnPoint Solutions is flexibility in their long-term commitments, tailored to meet the customer’s unique engine service needs. To date, we have not seen a significant change in the interest in or demand for our OnPoint solutions.

We are still talking with and working closely with customers to understand their services needs. In fact, the flexibility and customisation that we offer within OnPoint may be an even bigger requirement given the current state of the economic environment.”

While orders for newer aircraft have been reduced, deliveries have remained fairly stable relative to past downturns, meaning that reductions in utilisation have been achieved by parking certain assets and flying those still in operation less. As GDP recovers, GE anticipates utilisation to increase and cargo assets to return, but passenger aircraft that have been parked are expected to be slow to return since more efficient aircraft are still being delivered.

“This means that MRO spending on engines that power the cargo fleets will increase while models that remain parked will continue to have maintenance deferred,”says Ovington.“Nevertheless, GE Aviation and CFM International have a sizable installed base (8,500+ GE engines in service and 14,000+ CFM engines) so we anticipate GE’s MRO business will continue to grow as we service these engines. Overall, we anticipate MRO spending will begin to trend up toward the end of this year and return to a more historical growth rate from 2011 onward.”

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COPING WITH THE DOWNTURN GE AVIATION

“GE AVIATION HAS taken several steps to remain competitive. We have leaned out processes to reduce our turn times and get engines to our customers faster so they can increase the revenue generating opportunities. We have also partnered with other MRO providers to ensure access to GE and CFM solutions without having to expand our facilities.

Finally, but most importantly, we take the time to listen to our customers and better understand their MRO needs. Our product portfolio offers solutions such as enhanced used material content for airlines looking to meet near term objectives or for customers who want cost certainty and flexibility of our more extensive Onpoint solutions.”

QANTAS ENGINEERING

“THE B787 DELAY has presented some maintenance challenges for our 767 fleet the new Boeing aircraft will ultimately replace, and one big project will be managing the reconfiguration and refit of nine 747-400s. Another challenge is ensuring we recruit and develop young engineers to ensure we have access to necessary skills pools into the future. We have traditionally maintained a strong apprentice programme and recently took in a further 100 people.”

AMECO BEIJING

“A N E X T E R N A L CRISIS is always a good opportunity for internal reform.

Ameco Beijing is fully committed to implementing lean management principles in order meet domestic and international customer’s requirements with regard to quality, cost and TAT. Although operating in a difficult market environment, Ameco Beijing is ready for challenges and opportunities ahead.”

AVEOS

“WITH THE UNPREDICTABLE circumstances we have lived through for the past 18 months, Aveos’ best defense to counter market volatility is to focus on our core competencies and improving our operational effectiveness by re-engineering our processes to better meet customer requirements and reduce costs. We continue to believe in the long-term fundamentals of our company and our industry. The long-term horizon of our industry has not changed.

More and more people will fly, more aircraft will come into operation and airlines will continue the trend of outsourcing their maintenance.”

Latin America, the MRO industry derives most of its income from North American airlines, with the Latin American operators providing complimentary business. This is borne out by the size of the fleet in these regions. There are 125 widebodies in Latin America compared to 1,171 in the US; and 846 narrowbodies in Latin America compared to 3,677 aircraft in the USA. The industry here will therefore be dependent on the need for the North American fleet to undergo maintenance.

While there are still some airlines in Latin America that have their own maintenance facilities to support their fleet, a major trend has been to create separated business units for the airline in which they are selling, or will sell, their maintenance facilities to major MROs from Europe, Asia or the US. The Latin American airlines generally remain as associates, but with little participation, according to de Gunten. “This is logical since a MRO that is only dedicated to its own Latin American market is not sufficient to have a continued and profitable activity, and must look to other markets, especially North America, as a principal source of revenue and the local market only marginally,” he says.

“Some airlines have sold their facilities, such as Aeroman and VEM, and others are in the process of doing so, such as TAM. Initially they begin with the maintenance of the airline fleet, but over time, there is almost a complete separation.”

The US will put about 600 to 1,000 commercial aircraft on ground in 2010 due to the economic crisis.

The Latin American MROs will have to improve their competitiveness to win more business. “A challenge for the MROs in Latin America is to decrease their turnaround times (TAT) and to implement processes according to their technological development,” states de Gunten. “This includes investment in equipment, training and facilities; this logically has the compensation of [allowing the MROs to] offer good quality and less labour costs than MROs in other regions of the world.”

Another predominant factor that influences the Latin American MROs is political stability, “especially in some countries that can cause uncertainty or doubts in the investments that are made, and this creates a challenge of betting on success,” says de Gunten. He adds: “The assets being invested in [by the MROs] tend to have a complex and dynamic structure with changes that the manufacturers suggest, and the regulatory elements for the type of business are subject to the technologically needed processes. The evolution of the needed equipment in any of its stage levels and components are basic elements for the decision making in any stage of the lifecycle of the MRO. For that the challenge is present in the investment and I think the association with MROs that endorse the know-how and the technology to guarantee the level of service that it

offers to the market, and what the market looks for — good prices, quality and acceptable TATs — and with major emphasis on the short-term contracts types such as PBH, is the best approach.” de Gunten reports that the current market trend in Latin America is for contracts with fixed costs for aircraft heavy maintenance, and PBH models or fixed prices for components, engines and landing gears. “I think that the competitiveness is given in the advantages offered in these models, with some advantages to obtain contracts with longer periods of time and not event per event as are often used,” he says. “This can be seen especially with the introduction of new technology aircraft on the fleets. Airlines do not want to make investments in implementing costly processes and maintenance facilities.”

MiDDLe east

The Middle East is a hub of activity at the moment and its MRO facilities are expanding to meet airline growth in the region. “As facilities and capabilities increase we see many of the region’s aircraft remaining in the region for maintenance rather than going to other regions, such as Europe or Asia,” says Frost & Sullivan’s Smith.

It is one region where the aircraft fleet is still growing rapidly and airlines are still expanding.

“If you look year on year, there is growing fleet utilisation,” says Stewart. “As result, relatively speaking, there is some growth in the MRO market.”

Several MROS in Europe and elsewhere have, or are looking to, establish facilities in the Middle East, with a series of strategic alliances and joint ventures being the result. One interesting case is SR Technics, whose major shareholder is Abu Dhabi-based business development and investment company Mubadala. SR Technics’ partner company is Abu Dhabi Aircraft Technology. Marco Imboden, head of communications, stressed that the company’s aim was to develop “new and innovative solutions across the MRO value chain”. He said: “These solutions need to be offered in geographical locations that are best able to serve airlines in a cost effective manner.” Imboden also revealed that the company intends to “intensify the depth of cooperation” with ADAT. Singapore’s SIA Engineering (SIAEC) has also got in on the act. It has agreed to set up a MRo facility in Bahrain in alliance with Gulf Technics. According to SIAEC, it “will serve the needs of airlines in the Middle East and will also be a springboard to the MRO markets in North Africa and Europe”.

So, along with the Asia-Pacific region, the Middle East is definitely an area of growth for the MRO industry, and we can expect the market share of both regions to increase in the coming years. n

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MRO in BRICs’ first decade

The four countries grouped under the BRICs acronym have little in common beyond their extraordinary potential for growth. This article explores how that potential has been reflected in the specific case of aircraft MRO over the decade since the term entered the language.

B

ac k i n 2001, in the w a k e o f t h a t y e a r ’s terrorist attacks on New York, newly-appointed Goldman Sachs chief economist Jim O’Neill highlighted the potential for spectacular economic growth of Brazil, Russia, India and China — a group for which he coined the collective term BRICs. The name took root, to the extent that June 2009 saw the heads of the four countries’ governments meet formally for the first time under the BRIC rubric.

O’Neill’s thesis, developed and widely debated through the rest of the decade, forecast that by 2050 the four countries could multiply their gross domestic output, with China growing 20 times to reach $45tn, India growing 50-fold to reach $26tn and the two others joining the United States and Japan in the ranks of the six- wealthiest nations.

Aircraft maintenance did not figure prominently in the analysis, but there is an established relationship between GDP and air travel. And there is no air travel without aircraft maintenance.

So, what happened next?

The GOL aircraft maintenance centre in Confins, Minas Gerais, supports the Brazilian airline’s 737 NG fleet.

BraZiL

As if to anticipate O’Neill, in January 2001 Brazilian coach operator Grupo Áurea launched GOL Linhas Aéreas Inteligentes. Nine years and 130 million passengers later, the airline has absorbed the former Varig and operates a fleet of 109 737700s and -800s, supporting them at its aircraft maintenance centre in Confins, Minas Gerais.

“We believe there are many more who have the conditions to fly but have not done so yet. In other words, we have a long growth trajectory ahead of us,” commented Constantino de Oliveira Junior, CEO and co-founder. Fares pitched to be competitive with coach travel have attracted many first-time fliers and members of Brazil’s new middle class, the airline says.

In March 2010 GOL completed an expansion of the maintenance centre, including a new hangar and an expanded apron. When it opened in 2005 the centre was able to service 60 aircraft, according to Captain Fernando Rockert de Magalhães, the airline’s technical vice-president: “With the end of the second phase we are now able to service up to 120 aircraft a year. Today the centre is a pinnacle of technological excellence, the largest and most advanced in Latin America.” It has 1.154 million ft2 of hangar space and a 506,000ft2 apron.

Also in 2001, Varig formed its own substantial engineering and maintenance operation into a separate company, VEM. In 2005 VEM was sold to TAP Portugal, which operates it as TAP Maintenance & Engineering Brazil. One of the world’s biggest

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Gavião Peixoto, location of the Embraer service centre, shows plenty of room for growth.

MRO enterprises, it is certified to handle almost all Airbus, Boeing and Embraer types, with the exception of the A320, has capability on more than 17,000 components and generates an annual total of 1.8 million man-hours. The first A330 heavy maintenance was completed in November for Canada’s Air Transat, and approval to maintain the A320 is on the agenda for the first half of 2010.

Brazil’s biggest airline, São Paulo-based TAM, operates more than 100 single-aisle Airbuses on domestic routes plus 20 A330s and A340s, three 767s and four 777s. Planned growth will see the fleet reach a total of 134 narrowbodies and 31 widebodies, including 10 777s, by 2015. Its MRO division has a technological centre at São Carlos in the interior of São Paulo state, with FAA, EASA and

Brazilian approval to maintain the A320-family, the A330 and the Fokker 100. Last October the Brazilian civil aviation authority, Agência Nacional de Aviação Civil, certified the company to carry out C and D checks on the 767. It was already approved for component work on the 767 and 777. The MRO division is structured as a third-party business unit, and aims to win more business form airlines operating to South America. Current work includes a series of C checks on three A319s and two A320s plus an A319 D check for LAN Chile.

Brazil already has one of the world’s most advanced aerospace industries, and manufacturer Embraer has its own service centre. Located at Gavião Peixoto, 180 miles northwest of São Paulo, the centre has EASA/FAR 145 approval to work on most of the parent company’s transport aircraft range.

Tropical Serviços de Manutenção in São Paulo carries out borescope inspections on most of the engines operated by the country’s airlines and provides a wide range of technical consultancy services. Formed in 1999 as MTU Maintenance do Brasil before being sold to its management in 2006, Tropical also acts as the German firm’s local representative for aircraft engine maintenance.

russia

Russia, partly because of its declining population, is the only BRIC seen as having the potential to reach the per-capita levels of wealth seen in the most developed countries. Its government has invested heavily in modernising and rationalising the country’s aerospace industry, and while Russian airlines have of necessity turned to western equipment in recent years, Ilyushin Finance Corporation (IFC) and its IFC Technic affiliate have spent the last decade working to support both domestic and export sales of the Tu-204, Il-96 and An-148. So far IFC has established a maintenance centre and spares pool for the first two types in Cuba. Next it plans another for the An-148 at Chimore in Bolivia, whose national airline Boliviana de Aviacion is buying five: Alexander Rubtsov, IFC president, envisages this as a regional support centre for the type.

One obstacle to supporting non-Russian customers was removed in February 2009, when the federal customs service approved new procedures for spares that means export clearance should take no more than three hours. The rule, introduced at the urging of IFC, applies to United Aircraft and Perm Engines as well as IFC and IFC Technic.

The need for support of western aircraft operated in Russia, meanwhile, has encouraged the tentative formation of several joint ventures between Russian and external companies. One of the latest involves IAI Bedek, which last August signed a letter of intent covering a maintenance and repair centre for both Russian and western aircraft at Kurumoch International Airport in Samara.

The other partners are the regional government and the Aviacor aviation plant, which, like the airport itself, would contribute hangar space. Aviacor is reportedly building five An-140-100 regional turboprops for a new airline to be based at the airport.

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Air India has formed a joint venture with Sharjah-based Aerostar Asset Management in an effort to attract third party engine work.

CFM International opened a new training centre at Hyderabad in March.

inDia

In India as in Russia there has been rather more talk than action on new MRO facilities, but that may be changing as the country shakes off the effects of the global recession. Nor does slow progress reflect lack of potential: a report published last year by PricewaterhouseCoopers and the Confederation of Indian Industry identified the country as a possible future global hub for both aerospace manufacturing and MRO. India’s advantages, the report suggests, include liberalised civil aviation policies, a strong domestic manufacturing base and manpower cost competitiveness, with hourly MRO manpower costs of $30-35 - comparable to those in China or Indonesia but less than half the prevailing rate in western Europe and the United States.

Hyderabad is emerging as something of an MRO hub. Bangalore-based GMR Group, operator of

the city’s new Rajiv Ghandi International Airport at Shamshabad, is developing an ambitious aerospace park intended to cater for training, supply chain activities and manufacturing as well as MRO. It has set up a joint venture with Malaysia’s MAS Aerospace Engineering (MAE) to build an airframe MRO in the airport’s special economic zone and plans to start operation as MAS-GMR Aerospace Engineering (MAG) in the first quarter of next year.

Among the new venture’s early customers will be SpiceJet and Jet Airways. SpiceJet signed a threeyear support agreement with MAE in January 2010 that will see the airline’s 737NGs undergoing C and D checks initially at MAE’s Kuala Lumpur base and subsequently in Hyderabad. Days later, Jet Airways signed a MoU with MAG covering heavy maintenance for the airline’s much bigger fleet over 10 years plus an option for a further five. Jet also plans to take a stake of up to 26 per cent in MAG, for which MAE is already training 72 new engineers.

In May 2009 Arvind Jadhav, Air India chairman and MD, laid the foundation stone for a new MRO and engineering facility. Planned to include a 100,000ft2 hangar capable of accommodating two A320s or one 777/747, it is due to be completed before the end of next year.

Air India already has major MRO activities in Mumbai and Delhi. Last year, as part of en effort to win more third-party work, the Mumbai engine overhaul facility and Sharjah, UAE-based Aerostar

Asset Management formed ‘The A Team’ to provide engine repair management solutions to Gulf and other Middle East operators. By the end of 2009 Air India had completed work sourced through the joint venture on a CF6-80C2, a CFM 56-7B and a Honeywell 131-9 APU. The first tenant for the GMR aerospace park at Hyderabad was CFM International, which officially opened a new training centre there in March 2010.

Modelled on similar facilities in China, France and the United States, it will have the capacity to train up to 500 engineers each year.

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The new STARCO hangar at Shanghai Pudong.

Groundbreaking ceremony in April 2009 for the new ST Aerospace/XAICO STATCO engine MRO facility in Xiamen.

china

By far the biggest of all the BRICs is, of course, China, whose aerospace and air transport industries are already growing formidably. Development of the support infrastructure is accelerating to match, and Shanghai alone has seen multiple new maintenance facilities opening in the last year.

September 2009 brought the opening of the Shanghai Pratt & Whitney Aircraft Engine Maintenance, aka Shanghai Engine Center, a joint venture between the engine-maker and China Eastern Airlines. The 275,000ft2 facility in the Qingpu district has the potential to employ 800 people and overhaul up to 300 engines annually. Its first overhauled engine was a CFM56.

In October it was the turn of Boeing Shanghai Aviation Services, a joint venture between the US airframer and Shanghai Airlines, to open its new two-bay hangar at the city’s Pudong International

Airport. China is already Boeing’s biggest international customer for commercial aircraft, and the new facility offers interior, avionic and in-flight entertainment upgrades as well as line and heavy maintenance for the 737NG. It plans to expand its services to include widebody maintenance and passenger to freighter conversions.

In March 2010 Shanghai Technologies Aerospace Company Limited (STARCO), the joint venture formed by Singapore’s ST Aerospace and China Eastern Airlines, opened its new hangar complex at Pudong. Sized to accommodate three narrow- plus two widebody aircraft, including an A380, the new hangar complements STARCO’s established facility at Shanghai Hongqiao.

Shanghai is just one among several burgeoning MRO hubs in the country. Another ST Aerospace joint venture, the ST Aerospace Technologies (Xiamen) Company (STATCO) formed with Xiamen

Aviation Industry Co. (XAICO), is building an engine overhaul facility near Xiamen Gaoqi airport. ST Aerospace has 80 per cent of the company, which will focus initially on the CFM56-5B and -7B and have an annual capacity of 300 engines.

At Chengdu in Sichuan province Hong Kong’s HAECO and Sichuan Airlines Group are building a new Airbus MRO facility, Taikoo Sichuan Aircraft Engineering Services, which will be able to accommodate four A340s and four A320s simultaneously. HAECO has also expanded its operation in Hong Kong with the opening last September of a third hangar at Chek Lap Kok. MTU, too, has announced plans to expand its presence in China. As well as expanding its MTU Zhuhai engine overhaul facility, the company is working with AVIC Commercial Aircraft Engine on the preliminary steps for the establishment of a local aircraft engine insdustry. MTU Zhuhai currently overhauls the IAE V2500-A5 and CFM563, -5B and -7, but its test cell can accommodate engines of up to 150,000lb thrust and the company plans to add widebody engines to its portfolio.

Most of these developments are aimed at supporting growth in China’s own fleet, but the long-established Air China/Lufthansa joint venture, Ameco Beijing, continues to grow its work for nonChinese carriers. Having opened a six-bay A380 hangar — unsurprisingly, the biggest in Asia -- in 2008 and a new 747 hangar in October 2009, the company has followed up its ground-breaking five-year 777 heavy maintenance deal with United Airlines with a similar arrangement for the next five years. Ameco will carry out heavy maintenance and some cabin upgrades on the airline’s 747s and 777s.

It is tempting to see the United Airlines deal as symbolic. Revisiting his original forecast in March this year, Goldman’s O’Neill found the BRICs’ economies had grown even more rapidly than forecast, to the extent that their collective GDP was about 16 per cent of the global total: “We didn’t think, unless there was a very optimistic scenario, they would get above 10. And each of the four has reached a level of dollar GDP value which we didn’t think was possible until 2015.” China in particular has actually benefited from the economic crisis, turning from export-led to domestic demand-led growth.

Eight years since he coined the acronym, O’Neill added, “we now have seven years’ worth of data.

In that period the increase in China’s GDP in dollar terms is $3tn. It’s the equivalent of China having created two United Kingdoms in seven years.” In fact, the bank’s updated forecast suggests that China could become as big as the US by 2027, and the BRICs together could become as big as the G7 by 2032 -- seven years earlier than it believed possible just eight years ago.. n MRO YEARBOOK 2011 | 15

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Outlining the current state of the MRO industry in the Americas The global economy has caused a paradigm shift in the worldwide MRO market over the past two years. Both the airline industry and aircraft MRO organisations have faced, and continue to face, numerous challenges. Nathan Smith, industry analyst, aerospace and defense, at global research and consultancy Frost & Sullivan provides this analysis.

i

n OrDer fOr the MRO industry to understand where it is going, it must understand where it has been. The years 2008 and 2009 presented significant challenges for the industry - airline capacity cuts and subsequent aircraft storage meant fewer maintenance opportunities and reduced MRO spending. All global regions have felt the pinch; however, each region is unique and has been affected differently.

Overall, 2009 might have delivered the aviation industry its toughest challenge. That said, major

industry players have met these challenges and remain positive. They understand the industry, and have seen economic downturns before, historically; it is not if the market will return, but when.

Much of the industry growth is driven by lowcost carriers (LCCs) and technological innovations.

Looking ahead, Asian markets are expected to be the core of MRO activities. The growth of air traffic, the expansion of low-cost MRO facilities and the proliferation of air travel will propel the region forward.

Asia-Pacific’s MRO market is expected to continue

its growth, but the Americas are forecast to maintain their position as MRO market leaders. Together, Latin and North America account for an estimated 39 per cent of the global MRO market size.

The total combined global aircraft maintenance market size is estimated at nearly $48bn with North America maintaining approximately a 34 per cent market share.

Global estimates pointing towards skilled labour shortages were predicted, but many US MROs do not view labour as a major concern for the immediate future. MROs are working closely

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with technical schools and colleges as well as conducting in-house training; this focus coupled with the downturn in the economy has produced a sufficient number of technicians.

The Americas have seen a significant downturn in MRO spending, but remain positive about the

future. Currently there are approximately 2,400 MROs of all types throughout the Americas with the vast majority located in North America. Some of the big names in third-party MRO for the Americas include PEMCO, AAR, TIMCO, Evergreen, Aeroman, VEM, Aeromexico, Aveos and Mexicana.

DecLine in MrO DeManD

How has the MRO industry in the Americas been affected by the recession? Kevin Casey, president of PEMCO World Services, an aircraft MRO service provider in Dothan, Alabama, Tampa, Florida, and south-east Asia, shares his perspective: “The

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recession has had an impact on PEMCO, I cannot think of anyone who has gone untouched. Everyone has been impacted above or below the waterline in a way that we can see. The obvious impact is the total amount of work that is available declined by an average of 20 to 30 per cent, and no less than 12 per cent depending on which niche an MRO company fills.”

He thinks that heavy classic aircraft may have seen the greatest impact within the North American airframe MRO sector; aircraft that are current generation have been impacted far less. Although every airline has flown fewer aircraft, they have deferred aircraft heavy maintenance and modifications that could be delayed.

He expands: “This has had a twofold effect — it has obviously reduced the amount of activity that we could perform as well as put pricing pressure into the equation with more intensity than we have felt in a long time. The confluence of doing less and being able to receive less for less work is a double whammy. For the MRO industry it is very similar to what’s happening to Americans all across the country, having less work with less pay.”

Casey adds that another piece of the equation is increased pricing pressure, when the airline customer is losing money; MROs understand

“that one cannot feed off the host. There is a limit to how much one can ask for and receive.”

As mentioned, airlines are putting a premium on not doing maintenance by deferring or completely eliminating it on a large portion of their fleet. This means they have fewer aircraft to fly, and they are going through wide swings and cycles. The airlines are taking aircraft out of the maintenance cycles and completely disrupting and breaking maintenance lines for months.

Currently it’s a short-term benefit for the airlines, because they do not have to put any maintenance into one or two extra aircraft. However, Casey warns that the long-term effects are not clear; it does place a heavy burden on the MRO to manage and retain people, and ensure they have top quality staff. When maintenance demand returns, it will require regular, recurrent and specialist training before anyone touches the aircraft. All of this is non-

value cost, which has to be paid by the company that benefits from these services.

In the short-term where there is a lot of capacity for MRO services, it allows airlines to take advantage of what one might refer to as a ‘buyers’ market’. Casey explains that if an airline has an opportunity where it needs one or two years of aircraft maintenance services it can shop the market. If the integrity of these services purchased under that buyer’s market approach or pricesensitive approach holds, the airline would have benefited, and can exit intact without worrying about reliability or transition cost. He says: “There is an interdependence currently going on, and it is healthy, while at the same time some airlines are attempting to squeeze certain service providers into oblivion.”

Chris Heredia, VP sales, marketing and customer programmes for Evergreen Maintenance Center (EMC) in Marana, Arizona agrees that there has been a very negative effect on the industry, but states that as far as the recession and its impact to the MROs in the Americas, we will see it turning the corner this year. He notes that in 2009 competitive levels were very high because the recession meant the amount of MRO work became very lean at times.

Heredia is now cautiously optimistic: “From EMC’s position as the largest commercial storage facility and MRO in the world, we have a diverse business model that keeps our group busy. Our active flight line relates very well to the storage and the MRO portion of the industry, as it is today, it gives us versatility. This versatility has been able to keep our heads above water, so we have been fortunate despite the correcting economy, and we have a strong forecast for 2010.”

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DifficuLtY fOrecastinG

However, Heredia feels there are hurdles facing the industry and concludes that one of the biggest is proper forecasting. “When you are looking at manpower, equipment and certainly revenue dollars you want to be as accurate as possible to ensure you have the stability you need to move forward and hopefully grow. This is always a challenge these days,” he says. “We also look at the strategic diversification on the business model we have. We are a little different from a standard MRO; we offer extreme AOG recovery services and field capabilities including an active flight line where we see the aircraft in and out frequently.

He says that another hurdle to overcome at times is one’s ability to team with the right partner. He thinks that EMC has been very successful in this; teaming with the OEM for specific product lines and revenue streams.

OutsOurcinG

In the Americas outsourcing of MRO continues to grow. Globally, Frost & Sullivan estimates 54 per cent of heavy maintenance work is outsourced compared with an estimated 76 per cent of engine maintenance, 78 per cent of component maintenance and 16 per cent of line maintenance.

In Nor th America engine maintenance

outsourcing is estimated at 78 per cent with the vast majority of this work remaining regionally.

When we view the rest of the Americas, Mexico, and Latin America we see that the majority of the MRO work is maintained in the region.

Casey agrees that the aviation industry is outsourcing a whole bevy of services. He adds that the industry is not only outsourcing aircraft maintenance in higher percentages of total maintenance, but is outsourcing wholly new segments of ancillary support. He sees airlines becoming more dependent on MROs for such services as maintenance planning, maintenance-related engineering, record keeping, and maintenance-cost accounting.

These services were once accomplished internally but are now outsourced and accomplished externally by suppliers.

One-stOp-shOp is nOt the nOrM

Casey says his view of consolidated services or the ‘one-stop-shop’ is differs from what he reads in the media. “I think much is being written about a few MROs that really aggregate service, to a greater or lesser degree depending on the customer.

Information is written about one-stop-shopping as if it was the norm and that airlines purchase every service for their aircraft from one entity.

The truth is most strong airlines find they can

more effectively and economically procure select services from specialists (whether airframe, engine, or component repair) with minimum additional administration costs, and they do so without purchasing all of their services from one company.

The OEMs and some MROs would lead you to believe that there was a trend.”

He believes that the only aircraft operators who buy aggregated services are the very small operators, particularly those which are undercapitalised like certain start-up regional carriers.

These operators might have two or three fleet types

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MRO FORECAST with just five to 10 aircraft of one type and 30 to 40 of another type. They will outsource total support on fewer than say 10 aircraft, but not on the other fleet types where there is more critical mass. He thinks that for bigger fleets, specialist companies such as PEMCO can substantially beat those deals offered by total support companies on the services they most expertly perform. He says the reasons are simple: “PEMCO is a specialist in aircraft MRO, as well as passenger-to-freighter conversion services.

We are a top-quality company for our services. We do not perform engine or landing gear overhauls, but we perform the services we offer very well. We have an intense process focus, and we continue to shed the non-value added-costs out of our activities so we can continue to deliver a very attractive cost basis for high quality work.”

eVOLutiOn

The aviation industry continues to evolve, and over the past decade has witnessed substantial growth for global MROs. Partnerships have been formed; there have been alliances and acquisition. Is it likely that we will see MRO consolidation in the Americas?

Heredia feels that a consolidation possibility always exists, and MROs have to address the constant rising cost of insurance, capabilities, equipment and technology. “There could be a time we see consolidations, but at Evergreen we have leveled out quite well and do not see any consolidation from our end. That it is not to say it would not exist in the future,” he says.

A relationship between OEMs and MROs has evolved over the years. Traditionally OEMs focused on growing an installed base of products, ensuring an annuity of aftermarket parts sales. Minimum focus was placed on after-market services, which were typically provided by airlines themselves and later by MRO facilities. As the airlines industry looked to outsource large aspects of their maintenance operations, they embraced the independence of MRO providers as an alternative to OEMs, and this proliferated exponential growth in MRO revenue. It has been stated that OEMs have become more competitive with third-party services providers and are now competing in the aftermarket.

Heredia sees it differently; and would not put the OEM as a competitor in the full sense of the statement. He thinks OEMs have certain things that are proprietary, which they guard quite well.

From an Evergreen perspective, the company has seen a strategic partnership that has developed with the OEM. Evergreen works closely with several OEMs, and has several approaches and processes, which the OEMs seem to appreciate and utilise for certain services. He says they have found a way to complement each other in a less competitive way.

future MrO spenDinG

EMC predicts the worldwide MRO spend will be $68bn in 2019, with North America slightly increasing toward the end of the forecast to $20bn in 2019. EMC also believes that North America will continue to be the largest MRO market with Western Europe and Asia-Pacific following.

Heredia also feels new materials will have an impact on several levels, but until EMC has more definition on the next generation’s true DMC (direct maintenance cost) and life cycle cost, more bundling is not necessary. He notes that the teardown and recycling of composite materials has presented unique challenges which the OEMs/Boeing and AFRA (Aircraft Fl e e t R e c y c l i n g Association) are quickly addressing.

EMC is one of the founding members of AFRA and is working to discover best recycling practices that are both safe and economical for the aviation industry.

EMC is bullish about the future: “We see first-hand that operators have been deferring maintenance (when possible) due to a correcting economy.

Therefore we are positioning ourselves to accommodate the backlogged maintenance across the new classics and next generation aircraft, while we continue our support of advanced technology programmes.”

pOsitiVe siGns

Worldwide, in service commercial jet aircraft are estimated at nearly 24,000 aircraft. The Americas operate approximately 10,000 of these aircraft with nearly1,400 western built aircraft on order.

Worldwide OEM order backlogs in 2009 were valued at an estimated $751bn, which is a good sign for the industry.

Inflationary pressures experienced by Americas MRO market have decreased. Labour rates have remained steady, and the slowing of the Americas MRO market has mitigated the concerns of a shortage for qualified technical labour.

The steady growth of Americas MROs masks significant instability as low-cost MROs from other regions capture increasing market share. The vast majority of the Americas’ narrowbody aircraft are expected to remain in the region with no short-term changes expected in the migration of widebody maintenance.

Americas MRO players are optimistic about the future of its industry.

The current MRO environment is challenging, but Americas MROs are competitive and wellpositioned to face any near-term and long-term challenges. n

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South East Asia — emerging from the downturn There are many reasons for optimism about the MRO industry in South East Asia, both in terms of its present status and future outlook. This is despite the impact of the global downturn, which created particular challenges. Here, some of the major MRO players in the region reveal why the region’s emergence from the downturn could be quick and ultimately prove very profitable.

“a

G at e WaY i n tO Asia, the South East Asia region serves as a stepping stone between North Asia and the Pacific — between the emerging economies of China and India and developed markets in Japan and Australia.” This is the view of Asian giant ST Aerospace.

As a strategic location, the South East Asia region has many advantages. Just as important though is the fact that the region is also an established location for receiving outsourced MRO work from airlines in the Americas and Europe. One of the main reasons for this are the lower labour costs compared with MRO companies, such as those in Western Europe, for the same highquality standard. According to ST Aerospace: “The region also offers a combination of competitive advantages such as a large skilled labour pool and generally better developed infrastructure. Its economies are projected to grow at faster rates than many other parts of the world. Aviation is important to support any growing economy, and

many of the Asian airlines have also been well developed over the years. There is also a strong network of competitive maintenance providers in Asia and they have, over the years, established a reputation for quality maintenance work.”

Other much-discussed factors which make the region attractive for outsourcing work are the tax-free advantages in some countries (such as Malaysia), and the English speaking skills of much of the area, both of which make conducting business a smoother procedure.

Also important for MRO companies in South East Asia is the close proximity of cities in the region to each other and to a diverse array of markets in other parts of Asia. This means that travel volume within the region is high, and this can be expected to grow as the regional economies develop. Asia has also seen a growth in the numbers of low cost carriers, which as part of the business model outsource most, if not all, MRO work. This means that the potential for business is huge — both from within and from abroad.

iMpact Of the DOWnturn

Potential does not always carry over into reality, and at the moment South East Asia, like any other region, is still suffering from the effects of the global downturn. A general global reduction in MRO work has been seen, with some airlines deferring work because of reduced usage, or even grounding completely aircraft that were due for heavy checks.

This has resulted in an overcapacity in the MRO sector. A study by AeroStrategy has shown that a four per cent reduction of an airline’s capacity will lead to a 12 per cent reduction in MRO spending.

Yet these are global impacts. Dominik WienerSilva, vice president for marketing and sales at Lufthansa Technik Philippines (LTP), provides a South East Asia case study of the effects of the downturn. He says: “[LTP] feels the effects of the downturn such as increased competition in the market, cancelled checks and reduced work scope.

Realising that the crisis is adversely affecting many airlines, we responded by focusing on efficiency and our core competencies. We did this by MRO YEARBOOK 2011 | 21

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Headquartered in Singapore, ST Aerospace has a strong global network of facilities in the Americas and Europe.

implementing lean principles in our operation. We are also aware that this period of difficulty poses a test on partnerships and I believe we have proven ourselves in this aspect. We have initiated dialogues with our customers which yielded fruitful results. A prime example of this was the reduced turnaround time for C1 checks and C4 checks for Qantas Airways.”

There are ways and means to mitigate the impact of the downturn. ST Aerospace reports that a good level of workload has been maintained because of its ability to offer a broad range of MRO capabilities across airframe, engines, components, materials and engineering. In addition, the company performs work for both commercial and military customers, with the latter type much less affected by the economic climate. Finally, a greater depth of activities — in engineering development and Passenger-to-Freighter (PTF) conversions — has kept the revenue stream very much alive.

The most important element for success is to keep a global customer base. SIA Engineering Company (SIAEC) reports a similar story to ST Aerospace, and has a specific goal of extending its MRO reach to the “fast-growing markets” of Asia-Pacific. A number of deals have been reached with this in mind, including an agreement with Sagem (part of the Safran Group) to form an avionics MRO joint venture in Singapore, and with Saigon Ground Services, a subsidiary of the Southern Airports Corporation, to form a line maintenance joint venture at Tan Son Nhat International Airport in Ho Chi Minh City, Vietnam.

SIAEC is focusing on strengthening its presence in Singapore but maintaining a strong global presence.

The company states: “SIAEC has also adopted new skill sets and branched out to provide unique services such as PTF conversion, cabin modifications and a fleet management programme to tap into the niche markets.”

MAS Engineering has revealed a desire not to “move the goalposts” mid-game and is intent on formulating new strategies to achieve its revenue targets. The company is currently undergoing a transition to be an independent subsidiary of Malaysia Airlines. Tan Wee Liam, Malaysia Airlines general manager, engineering & maintenance, Subang, says: “We have embarked on aggressive sales and marketing campaigns coupled with new product and service offerings. The strategies include intelligent cost management, introduction of new products (such as airframe maintenance for aircraft not operated by MAS), reviewing existing suppliers’ contracts and expanding our workshop capabilities to develop new revenue streams.”

He also predicts a shift in business practice as a result of the downturn: “We expect that soon, MROs in this region will collaborate with airlines and move towards a more secure fleet management

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MRO FORECAST

MAS Engineering, which is currently undergoing a transition to become an independent subsidiary of Malaysia Airlines in 2010, is intent on formulating new strategies to achieve its revenue targets. These include new product and service offerings and expanding workshop capabilities.

model than a pure-play airframe maintenance business. The fleet management partnership takes the airlines’ engineering overheads out of the airlines’ cost equation while the MRO secures a long term customer.”

stiLL eMerGinG

South East Asia is still emerging as a market, based on its potential and the orders for aircraft made by airlines there. “At the same time,” says Tan Wee Liam, “there has been a flurry of activities with regards to aircraft acquisition and leasing. The increase in capacity has helped this region to become more prominent and competitive.” Mergers and acquisitions are helping to sustain and form the market in the region.

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Main

MRO FORECAST

And for Wiener-Silva, the region is showing signs of a rapid emergence from the downturn. He says: “The economies of this region show strong potential for fast recovery and growth. The aviation industry is dynamic with strong and established, as well as new, players with mostly modern fleets.”

The long-term potential can be seen in two areas. Firstly, as the aircraft currently on order are delivered to the region and require maintenance over time, work will surely increase for companies based in South East Asia. Secondly, and perhaps more significantly from a global perspective, the MRO outsourcing trend can be expected to grow.

Eventually, says ST Aerospace, “the outsourcing trend in the US may extend to Europe and Asia on a broader basis”.

A major obstruction to this potential growth would be an increase in labour rates over the longer term, which could negate some of the competitive advantages of the region. In addition, one weakness which the region will have to address if it is to gain a greater standing as a MRO powerhouse is the lack of specialised repair facilities. Also challenging, in a very different way, is how the region can reduce its dependence on western economies.

Following on from this, many western OEM and MRO companies have a presence in South East Asia,

Lufthansa Technik Philippines recently performed its 100th heavy maintenance check on an A340.

by way of regional base, subsidiary, or joint venture, and this both emphasises the importance and strength of the region, as well as its dependence on foreign companies and economies.

suMMarY

The outlook for South East Asia remains very promising indeed. A lot will depend on how quickly the region recovers from the downturn, and it will also be subject to the full global impact of the recession.

Within the immediate neighbourhood of South East Asia the proliferation of airlines, and in particular low cost carriers, combined with the number of aircraft on order that are destined for the region, will ensure an increase in the amount of MRO work available. And further away, an increase in levels of outsourcing from US carriers and other western airlines will add to the work available, as long as the region’s competitive advantages remain and the global community continues to look favourably upon it. n

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AVIONICS

Avionics repair in the digital age Modern, digital avionics equipment has made an enormous contribution to improving the safety, reliability and efficiency of aircraft operations. The digitisation of cockpit instruments, navigation systems and communication equipment has not just transformed the pilots’ work in the air, but also that of the avionics repair personnel on the ground.

f

The repair of avionics equipment is becoming more challenging with increasing density of electronic components on the circuit boards and ever more minuscule parts.

Or anYOne neW to avionics, it will probably come as a surprise that the nerve centre behind many of the pilots’ instruments and displays, switches and controls is not actually located in the cockpit but in a separate avionics compartment. A digital primary flight display (PFD), for example, will indicate a wealth of flight control and navigational information, such as the aircraft’s airspeed and altitude. The data necessary to produce these readings is being generated and processed by electronic equipment, such as computers, gyroscopic systems, radio and satellite receivers/transmitters, which are often installed on racks in the lower forward fuselage section, in front of the forward baggage/cargo hold. This equipment in this space, sometimes referred to as a radio access bay, provides flight data, navigation, communication, auto-flight, as well as aircraft systems monitoring and control functions.

The avionics compartment can be a claustrophobic and uncomfortable place for maintenance personnel to work in. Space is restricted below the passenger deck, especially on single-aisle aircraft, which have relatively small fuselage diameters. This may be further compromised by airframe structure to accommodate the wheel well for the nose landing gear. Noise levels can be high due to air cooling of the avionics equipment. If the aircraft’s air conditioning system is not operating during maintenance work, and the

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AVIONICS equipment’s cooling air is not extracted, the temperature inside the enclosed compartment can quickly rise well above a comfortable room temperature.

Unlike other aircraft components, avionics are generally not life limited parts and so tend to be repaired or modified on a conditional basis. Exceptions are transponders, altimeters and flight data/cockpit voice recorders, which need to be serviced at regular intervals. In the case of the ‘black boxes’, this is to ensure that the batteries for the emergency locator transmitters (ELT) are continuously charged.

A typical avionics repair involves the detection and replacement of an internal component that failed ‘in the field’ and rendered the unit inoperable. Equipment may also come into a repair facility due to Testing of a pilot’s primary flight display a mandated systems (PFD). upgrade or to improve its performance. With modern digital equipment, this may be achieved without any hardware changes but by merely updating the software. Another reason for a repair shop visit can be preventive maintenance. The operator will thereby remove equipment from the aircraft and transfer it to the workshop prior to the estimated mean time before unit failure (MTBUF), as recommended by the OEM.

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nO fauLt fOunD

A curious, but by no means uncommon, occurrence is for an avionics unit to have been ‘squawked’ — declared inoperable — after pilots experienced a malfunction during flight despite no problem being determined during later inspection and testing in the workshop.

This phenomenon is known as ‘no fault found’ (NFF). Dave Tripp, sales and marketing manager at Aero Instruments & Avionics, a specialist, third-party repair shop in North Tonawanda, New York, estimates that NFF accounts for approximately 35 to 50 per cent of all shop visits. “It used to be about 50 per cent,” he says. “But with the digital airplane [avionics] coming in, it dropped down to 35 per cent. But in recent years it has crept back up.”

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AVIONICS

Most modern avionics systems cannot be serviced without the appropriate automated test equipment (ATE).

There is unity among OEMs and third-party repair shops that a central reason for NFF events is the time pressure placed on line maintenance personnel because of short aircraft turnaround times (TAT) at airports. When a flight crew has noted an avionics fault in the aircraft’s ‘tech log’ (technical logbook) and the minimum equipment list (MEL) does not allow the issue to be deferred until the next scheduled maintenance event, the line maintenance staff have to diagnose the fault source and rectify the condition before the next flight. There is often no time for extensive troubleshooting. With equipment that includes a number of units, such as an autoflight system, the time constraints could lead to one unit being replaced even though the fault source has not been exactly located and may remain in the overall system.

The introduction of built-in testing equipment (BITE) has helped to narrow down the search for failure causes, and provides better direction if a unit needs to be replaced, but has not eradicated the NFF dilemma. The main reason for this is that BITE can only detect faults that are known and included in the test software programming as possible failure causes. “It is virtually impossible to try to anticipate every type of failure that might occur,” says Andrew Brookins, senior technical adviser at Otto Instrument, a repair station for avionics and other electric and electronic equipment in California. “As with any sophisticated system, as more and more features are added, the more difficult it becomes to program in diagnostics for every conceivable failure, [which] thus precludes the diagnosis of all failures.”

The source of intermittent failures can be especially difficult to detect. One potential cause could be faulty wiring or a subtle connection, which

are hard to trace. Lack of information about the particular conditions at the time of failure can be a major obstacle to identifying the cause of a problem.

Without being able to simulate those conditions — for example certain temperatures, G-forces or the interplay with other equipment — the failure may not arise on the test bench, and the equipment performs without flaw during the test.

Sebastien Losy, director of marketing and communication at Barfield, a US avionics repair subsidiary of Sabena technics Group, reports that the company has established a reliability programme to flag components with repeated or chronic malfunctions, so that these units can be referred to the customer engineering department.

Some airlines maintain similar databases with repair information to help determine failure trends.

This may highlight individual pieces of equipment but could also direct the attention to particular aircraft that have a history of maintenance issues. As avionics become ever more complex, detailed training and the sharing of operational experiences within the industry will become the main method of curbing NFF events. Training and troubleshooting techniques should continue to reduce the occurrences of no fault found failures, but they will never go away completely.

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AVIONICS

Extracting data from a flight recorder.

effects Of the ecOnOMic DOWnturn

Using up inventory is a typical tactic used by cashstripped airlines to save costs. Spare equipment is utilised to replace squawked units on the aircraft, but the faulty equipment is not repaired to replenish the vacated positions on the store shelves. The consequence is that once all serviceable stock has been consumed and another spare unit is required, a faulty one has to be repaired without delay. “It has become the standard way of working to keep as few parts on the shelves as possible and down-flow the risk and cost into the repair cycle.

That means demanding faster turn times from the service centres,” states Aero Instruments & Avionics’ Tripp. “Satisfying turn time is becoming our biggest challenge.” While it took an average of 45 days to repair and deliver an avionics unit in the past, he reports that airlines nowadays demand TAT as short as three days.

This gives the OEMs, who also compete in the MRO market, a natural advantage over third-party repair shops, because they have better access to spare parts through their production lines.

Furthermore, they can offer airlines equipment pooling arrangements or exchange programmes

for individual spare parts as well as entire units. On the other hand, labour cost is an area where the independent maintenance companies are likely to score highly as they do not have the overheads of large corporations. “An OEM will never be as costeffective as a source for component repair as a smaller operation,” claims Robert Eriksen, VP of Otto Instrument.

“It is nearly always more expensive for a customer to replace a unit than to repair a unit,” says Greg Albert, VP aftermarket services at Honeywell Aerospace. The OEM has an engineering division that concentrates solely on developing new repair technology. This is particularly important as many repair techniques for older equipment cannot be applied to newer equipment. For example, the ever increasing density of electronic components on circuit cards is a challenge for repair shops.

Soldering and de-soldering of the minuscule parts on the fragile boards requires specialist tooling and training. While it was possible in the past to replace relatively inexpensive parts such as a capacitor or resistor individually, the repair shop today has no choice but to replace the entire circuit card. Aero Instruments & Avionics’ Tripp reports that the OEMs are offering an exchange programme for some of

those boards, where the components are being repaired and a pool of refurbished circuit cards is available for customers.

Nevertheless, the technological development towards more integrated components has resulted in greater repair cost for the customer and longer TAT, because the independent repair shops cannot store spare cards across the entire product range, as Tripp explains. One solution may be to use ‘donor units’ as a source for spare cards, provided the proper specifications and traceability can be ensured. While cannibalisation of surplus stock might be possible for widely used current or even legacy equipment, it seems less feasible for newer avionics.

The difficulties of repairing an avionics item can also be found at the other end of the technological spectrum. Maintaining technical support throughout a product’s entire life cycle, which may last several decades, is one of the biggest challenges. “Obsolescence is a key challenge, particularly as aircraft platforms age and the electronic component manufacturers discontinue production on component parts,” states Honeywell’s Albert.

OeMs Versus thirD-partY repair cOMpanies

There are three main challenges for third-party repair companies: unavailability of automated test equipment (ATE) or equivalent systems; inability to obtain and maintain current technical data; and restricted supply of spare parts from the OEM or approved alternative sources. “All of these are becoming increasingly challenging as more and more OEMs try to hold on to the repair business themselves as new equipment sales have MRO YEARBOOK 2011 | 29

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FPA_c

AVIONICS

Technicians in the avionics compartment of a widebody aircraft, which is located in front of the forward cargo hold.

decreased,” reports Otto Instrument’s Brookins.

Most modern avionics systems cannot be serviced without the appropriate ATE. The acquisition cost for such a test station, including software and ancillary equipment, can amount to several million dollars. This financial threshold alone prevents smaller companies from competing in the aftermarket. Even repair shops that could afford the investment may be unable to purchase the equipment, because some OEMs limit the availability of the testing systems to maintenance providers of their choice. “They are restricting it only to their top tier airline customers who still have [inhouse MRO] shops, which of course are [becoming] less and less,” reports Aero Instruments’ Tripp. “But they will not make [ATE] available to anyone else.”

This control over distribution may even include ATE systems, which are not produced by the avionics OEM but an independent supplier. The same problem applies to on-going support for the testing equipment. If the system is not continuously updated and revised, avionics testing procedures cannot be implemented because the necessary technical documentation has not been supplied by the OEM; the multi-million investment becomes worthless.

“The relationship between the repair station and OEM is key,” says Otto Instrument’s Eriksen. The company took over Honeywell’s former West Coast avionics repair shop in Sun Valley, near Los Angeles, in 2003. The facility then became an authorised repair centre for certain legacy avionics systems by

Honeywell. For this business the company receives some “wonderful support for technical data and parts,” reports the VP. “At the other end of the spectrum you don’t have that relationship. The OEM has decided not to sell data to outside companies, so you have no access to the technical information.

They don’t supply parts support, [thus] driving the customer back to their facility.”

One reason for this development, from a comparatively open and accessible aftermarket in the past, where up-to- date technical documentation was freely available and OEMs supplied third-party repair shops with spare parts and material without much restriction, is because many component OEMs have become risk-sharing partners in the airframer’s more recent aircraft programmes. This has resulted in a greater need for the OEM to invest in the research and development of new components — additional cost that have to be recovered during the products’ life cycle. As a consequence, the OEMs moved more aggressively into the aftermarket. One method of stifling competition from third-party providers has been to reduce the usefulness of component maintenance manuals (CMM) for new equipment. So-called ‘abbreviated CMMs’ do not include content that is relevant to MRO shops, such as repair procedures, schematics and parts lists.

Rockwell Collins responds that “in certain situations third-party maintenance providers can bring value to our business model. We often develop partner relationships with them early to

determine what can be done in the best interest of both parties. [However] our intellectual property is very important to us. We invest heavily in research and development, so we want to protect the work we do in developing new technologies to serve our customers”.

Barfield is one example of a maintenance provider that has been able to form such a partnership.

While Losy agrees that the OEMs are “increasingly trying to penetrate the MRO market”, he reports that the company’s US facilities have established relationships with “major” avionics OEMs to support their products.

The trend towards greater OEM influence in the aftermarket is set to continue in the future. As new avionics equipment becomes increasingly software-driven, the associated ATE will become ever more sophisticated and exclusive. Repair providers without access to ATE systems, maintenance and documentation for today’s avionics equipment could be left even further behind in the future. Aero Instruments & Avionics’ Tripp believes that this ‘vicious circle’ might gradually drive independent companies out of the avionics repair market altogether: “The future looks bleak. If this situation were not to change, then we will probably have a sunset on our operations of 20 years or so.” He believes change could only come from airlines who insist on having a choice between the solutions from the OEMs/OEM-associated companies and thirdparty repair providers. n

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AVIONICS

Honeywell’s SmartRunway and SmartLanding safety systems use the EGPWS computer and database.

Avionics upgrades Future air traffic management systems are likely to demand new communications, navigation and performance capabilities. In the meantime, there are benefits to be gained by upgrading older equipment to meet the emerging requirements.

t

he Basic cOMMunic atiOns, navigation and surveillance (CNS) elements of the future air traffic management regimes in Europe and the United States are becoming clear. Both the Single European Sky (SES) and the US NextGen schemes aim to develop operations based on four-dimensional (4D) trajectories. Aircraft will need to be equipped for controller pilot data link communications (CPDLC), required navigation performance (RNP) standards, and automatic dependent surveillance (ADS-B).

The problem with avionics upgrades, particularly on such an ambitious scale, has always been the length of the implementation process. That, in turn, is a function of the huge numbers of aircraft affected and their disparate ages and equipment standards. Moreover, operators are natural

reluctant to invest in new capabilities that may not give them any tangible benefit during the several years required to bring the rest of the fleet up to a standard that will make it possible to realise the promised operational benefits.

Sometimes a mandate, enforced by the threat of being denied access to controlled airspace, is the only way. In the 1990s, Eurocontrol demanded that aircraft in upper airspace carry VHF transceivers with 8.33 kHz channel spacing to counter the imminent exhaustion of the existing 25 kHz bands.

That requirement has been extended so that the 8.33 kHz capability is required above FL 195, and is likely to apply to all airspace in the future. A similar imperative to make more efficient use of limited airspace lay behind the reduction of the vertical separation minimum from 2,000 feet to half that.

Enhanced safety is rarely a motive: air transport

aircraft are airworthy by design and certification, their operations closely regulated and their safety good enough for millions of passengers to cheerfully take their seats on tens of thousands of flights each day. There are exceptions, of course. The ability of the ground proximity warning system and its enhanced successor (EGPWS) meant they were heading for near universal adoption even before being made mandatory, and it was hard to argue with the benefits of the traffic alert and collision avoidance system (TCAS).

increMentaL upGraDes

Terrain awareness systems ( TAWS), such as EGPWS, and airborne collision avoidance systems (ACAS), such as TCAS, can provide the platform for incremental upgrades. Honeywell, the originator of both EGPWS and TCAS, has developed software upgrades for the EGPWS computer that promise to reduce the risk of accidents during the approach, landing and ground movement phases of a flight.

SmartLanding essentially warns pilots of unstabilised approach conditions – if they are too high or too fast on the approach, for example, or if the aircraft is not properly configured for landing.

It also provides aural warnings of long landings and callouts of runway distance remaining.

Launch customer Emirates was due to have the SmartLanding upgrade installed on its 777s, A330s

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AVIONICS and A340s last year.

Another enhancement, SmartRunway, is the successor to the runway awareness and advisory system introduced by Honeywell in 2004 and ordered for more than 1,000 airliners. Like the earlier system, SmartRunway uses the EGPWS runway database to warn pilots if they are taxiing onto an active runway unintentionally or accelerating for takeoff while still on the taxiway, and checks that they are taking off or landing on the correct runway. Boeing is making the system a forward-fit option on the 737, 747-8 and 777, with retrofit service bulletins to follow.

Rockwell Collins has developed a range of avionics upgrades under the “Performance Solutions” banner that are specifically designed to provide operational or other benefits without needing to replace existing hardware.

Some are technology enhancements. Service bulletin 78 for WRT-701X weather radars with serial numbers 6,600 and below, for example, uses diode technology to extend the product’s lifecycle while improving transmitter power stability to enhance system performance. An 85Wcut in fuel consumption, a 65 per cent reduction in parts count and a better than 10˚C reduction in operating temperature add up to as much as a 50 per cent improvement in reliability, the vendor says. There is also a 35 per cent reduction in transmitter adjustments.

The WRT-701X can also be upgraded to add

Thales uses its AirLab simulation environment to develop new avionic concepts and explore their interaction with ground systems in operational scenarios.

GE Aviation Systems integrated cockpit is designed to offer near term benefits while preparing for future air traffic management systems.

“MultiScan” capability. By extending strategic weather detection ranges to 320nm, MultiScan enables pilots to make diversion decisions sooner and fly more efficient routes to bypass thunderstorms. It also reduces unnecessary diversions by using predictive overflight protection to determine whether it is safe to fly over weather instead of diverting around it.

Preventive maintenance is another Performance Solutions thrust. Applied to the 329B-8Y flight

director indicator, for instance, it can improve reliability by as much as 50 per cent. The upgrade involves replacing potentiometers and output transistors along with the cleaning and inspection of other motors and assemblies to help avoid unplanned maintenance costs.

A third category of upgrades focuses on improving product functionality. In the case of the GLU-920 multi-mode GNSS/ILS receiver, for example, functional upgrade options include selective availability off (S/A=off ) for increased RNP accuracy and compliance with all known ADS-B requirements. Service bulletin 503 also adds GPS landing system (GLS) capability, while SB 504 allows a software upgrade path to GLS. Other available enhancements include upgrades to enable satellite communications systems to use the new Inmarsat SwiftBroadband service and modifications to ACARS data link units to provide aeronautical telecommunications network capabilities such as CPDLC.

Honeywell traffic alert collision avoidance system and enhanced ground proximity warning system cockpit display.

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rnp reWarDs

RNP continues to provide the most eye-catching upgrades, such as the 737 Classic cockpit upgrades being undertaken by American Airlines and Southwest Airlines. GE Aviation Systems, which is supplying its advanced flight management system, wide area displays and integrated standby instrumentation system for the Southwest upgrade, has combined those systems in its own Integrated Cockpit.

“Getting the operational efficiencies and the economic benefits from installing the new equipment is the preferred way to get new equipment on the aircraft,” says Joel Kloostra, an FMS specialist at GE Aviation. “But airlines really need a quick return on investment. They will want to see a near term benefit, and if they can’t get [more efficient] operations until everyone’s equipped, there’s definitely a reluctance to be the first to equip.”

The initial impetus behind RNP was to protect schedule reliability on routes to terrain-challenged airports such as Juneau in Alaska and Queenstown in New Zealand. Over the last five years or so, however, it has been recognised that RNP provides a lot of other benefits in terms of flying more precise paths and more efficient routes to lower minimums, avoiding go-arounds and fixed radius turns onto shorter final approaches. “There is certainly efficiency to be gained by reducing the track distance for your approaches with lower minimums and therefore fewer go-arounds,” comments Kloostra.

The individual benefits depend on operational circumstances. Southwest, for example, flies to a lot of secondary airports such as Dallas Love, Houston Hobby and Chicago Midway, which share airspace with the much busier Dallas Fort Worth, Houston International and Chicago O’Hare. “You can use RNP to deconflict the two airspaces,” Kloostra says. “Being able to use the fixed radius transitions and having the containment on these curved paths is something that is really beneficial to help provide access without conflicting with the other airport’s airspace.”

The real benefits though, he says, will come with the integration of RNP procedures with ADS-B surveillance and data link communications. He says: “Each of these technologies on its own provides you an incremental benefit, but when you’re able to combine them all into a single integrated system that is harmonised with the air traffic management system, with automation of the air traffic controller tools that are able to take advantage of these advanced flight deck capabilities, that’s when you really start to see the huge benefits and the true NextGen capabilities.” In the meantime, RNP

can provide the near term benefits with the GE integrated cockpit, “and you won’t need to get a completely new set of flight deck avionics to support the long term concept as well.”

Going beyond RNP Itself, GE has been involved in trials in Sweden building toward 4D trajectory operations with required time of arrival (RTA) control in the FMS. “We’ve supported some demonstrations

The heat marks on the old card from a Rockwell Collins WRT-701X weather radar emphasise the contrast with the cleaned up new circuit card added as part of the reliability enhancing service bulletin 78.

in the Atlantic interoperability initiative to reduce emissions (AIRE), the joint FAA/SESAR project that’s highlighting the capabilities that exist today to be able to reduce emissions,” Kloostra says.

Last summer, GE also participated in a series of flights with Novair using its A321s equipped with the Thales/GE TopFlight FMS to fly RNP approaches into Stockholm Arlanda. As part of Eurocontrol’s Cassis project, the approaches were combined with RTA at a point in the approach that enabled the aircraft to be metered into the terminal airspace.

Airports traditionally accept aircraft in whatever order they turn up in the terminal airspace. “One of the problems with that first-come first-served approach is that if you can’t get onto your RNP track because all the non-equipped aircraft need to be handled equitably you won’t be able to see those benefits,” Kloostra explains. “So one of the things we’ve been looking at with Novair and our partners

in Sweden is how we can use time-based metering to efficiently merge the aircraft onto those RNP approaches they’re providing.”

The other key attribute of the FMS is its ability to predict its trajectory accurately. “The optimal route in space and time for the aircraft would be based on the business objectives such as the balancing of time and fuel, the optimal cruise altitude and so on. The FMS predicts the optimal trajectory within those bounds and is able to downlink that trajectory for the air traffic controller to see.”

The result is that the controllers have much better situational awareness of how the aircraft would like to fly, along with a more accurate prediction of where the aircraft is going to be when: “That enables them to start planning that arrival sequence earlier, when it’s much more efficient for the aircraft to make minor changes to trajectory in order to meet the time that it needs to be there, as opposed to waiting to the last minute and having to do some very drastic, inefficient changes.”

Both Cassis and AIRE have been identified as key potential near term implementation projects to take advantage of existing capability in the FMS. “The great thing is we don’t need to create all this new technology and put all this new expensive equipment on the aircraft,” Kloostra s a y s . “ I t ’s a l r e a d y there, and able to be retrofitted into some of the older aircraft, as Southwest is doing with their 737 classics.

All it requires is the integration into the air traffic control system and providing that key data to the controller so that he can allow the aircraft to fly what it wants to.”

As well as saving time and fuel, the combination of FMS optimised descent and RNP reduces carbon dioxide emissions and community noise on both approach and departure. Results include a 5-15 per cent reduction in fuel and emissions, a 3-10 per cent increase in capacity, a 10 per cent reduction in delays, and a 30 per cent reduction in noise.

More recently, GE acquired RNP procedures specialist Naverus. “We’re really excited to have them on board,” says Kloostra. “I think they complement what we do from an avionics perspective very well. We have these really advanced avionics on the cockpit side, and Naverus can design these really efficient procedures to take advantage of the avionics. It definitely creates value for the avionics when you have the efficient procedures. We can provide the full solution.” n

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NO EFFORT SPARED, NO MOMENT WASTED

NO FINER MOMENT FOR OUR

DISTRIBUTION NETWORK When a fault code threatened to ground Belgiumbased Noordzee’s medivac helicopter, P&WC’s Customer First Centre, Field Service Representative and Parts Distribution Centre swung into action. Orchestrating a finely tuned process, a replacement part was shipped from P&WC’s Parts Distribution Centre in Holland and installed on the aircraft, putting Noordzee back in the air again – in record time. Clients’ lives depend on Noordzee’s medivac services, and Noordzee’s medivac services depend on P&WC support.

WWW.PWC.CA

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ENGINE MAINTENANCE • ADVERTORIAL

Keeping customers close to the heart Pratt & Whitney Canada has placed a major emphasis on customer service. Here, the company reveals the reason for doing so – and the success this focus has brought.

W

hen it cOMes to aftermarket support, engine manufacturer Pratt & Whitney Canada (P&WC) has a clear goal: to be No. 1 in the markets it serves by placing customers at the heart of all its actions.

That entails continuously improving its customer services based on experience and lessons learned, benchmarking, and feedback from customers.

“We regularly poll aircraft manufacturers (OEMs) and operators of our engines around the world to find out what they think about our products and support services as part of what we call our Customer Satisfaction and Loyalty Measurement program,” notes Raffaele Virgili, vice president, customer service. “This program underscores how dedicated and serious we are about trying to understand what our customers think and what’s important to them. We firmly believe that this kind of customer feedback can help us get the recipe right for customer delight.”

P&WC’s surveys cover a wide range of subjects, from product performance to frontline support,

parts distribution to shop turnaround times, and general “customer experience”. Using measurement and analysis tools, the data is thoroughly reviewed and action plans drawn up to tackle improvement opportunities. These efforts are led by multidisciplinary “action teams”, composed of members from across the Customer Service organization and other areas of P&WC. “The scores, and many written comments, we receive through these surveys are invaluable to us,” explains Virgili. “They tell us what we’re doing, or not doing, right in the eyes of our customers and give us the chance to make the necessary changes.

And since customer expectations are constantly evolving, they enable us to stay ahead of the curve.”

Three key satisfaction drivers P&WC’s most recent surveys identified the three top drivers of overall customer satisfaction: performance, speed in response, and simplicity.

Accordingly, the company’s Customer Service organization has been focusing on delivering on these values, in many cases by leveraging new

proactive and web-enabled tools for enhanced information delivery.

“We have made good progress in the area of “ease of working with us” by simplifying our transactional processes,” notes Virgili, “but we are striving to now raise our services to the next level.”

For example, recognizing that customers want timely access to information and a simple way to interact with P&WC, the company launched Phase 1 of its Customer Portal upgrade in July 2010. The new site offers a fresh look and enhanced navigation for existing applications, with more content, functionality and user-friendly applications on the way. “This is a first step towards ensuring that our Customer Portal is the premier destination for all questions related to P&WC engines and customer service,” explains Virgili.

P&WC is currently benchmarking E-portal leaders within all industries to ensure its revamped Customer Portal is world-class. That’s why it is planning a phased approach to implementing improvements. Phase 2, scheduled to be launched in late 2010, will progressively introduce new functionalities such as “Pubs Online”, tools to report hours and cycles for P&WC’s Eagle Service Plan® program, and other applications. A third phase is also planned.

“Pubs Online will be a leap in service for P&WC customers,” says Virgili. “It will allow them to purchase manuals, manage their subscriptions, provide feedback and view content – all through the Customer Portal. In addition, they will receive alerts when new content is available and be able to download content at their convenience.”

P&WC is also working with leaders in the industry to implement powerful web publishing and guided troubleshooting capability. This will enable more intuitive navigation or advanced search capability for general and specialized users alike. Longer term the goal is to complement the standard ATA manuals offering with work instructions customized for the task at hand.

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cfirst centre

P&WC is also building on the success of its industry-leading Customer First Centre, launched in 2007 to significantly enhance AOG returnto-service time. The “CFirst” centre brings together in one team the best expertise from across key P&WC front-line services, including technical support, logistics, service engineering, engine maintenance programs and warranty. This team follows a “total event management” approach, taking full ownership and closely tracking each request until an aircraft is back in the air or every question is answered.

“Our CFirst centre has evolved into a best-in-class service, regarded by many customers as an industry benchmark,” says Virgili. “We continue to listen closely to our customers, incorporating their feedback to build on the centre’s strengths and drive toward our goal of providing ever more proactive support that surpasses their expectations.”

CFirst currently handles an average 100,000 contacts a year and has significantly reduced return-toservice times. The core team has been increased and specialized resources, such as dedicated service engineering, have been added.

Multilingual capabilities have become

Construction at, and a rendering of, Pratt & Whitney Canada’s new Mirabel facility.

part of the CFirst profile in addition to French and English. P&WC’s logistics team has been co-located on site to further accelerate the centre’s services.

The CFirst centre staff also offer comprehensive expertise to customers. “We receive hundreds of customer queries a day, ranging from information on service programs and engine rentals to queries requiring technical expertise,” notes Virgili.

“Our expert team provides an overall customer support experience that is outstanding in terms of dependability and efficiency.”

The CFirst centre has been complemented by the expansion of P&WC’s parts distribution network, including the opening of new centres in Amsterdam

and Singapore to increase availability and expedite parts to customers in those regions. Moreover, P&WC is expanding its presence as well as its designated overhaul facility (DOF) network around the world to enhance MRO support to engine customers.

“We will continue to work closely with our customers to increase satisfaction levels and provide them with world-class products and services,” concludes Virgili. “Their feedback is essential in helping us refine our action plans and effectively measure how we are doing. They are our valued partners and we are fully committed to contributing to their success.” n MRO YEARBOOK 2011 | 37

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ENGINE MAINTENANCE • ADVERTORIAL

Chromalloy: Leading innovation in turbine parts and services For nearly 60 years, Chromalloy has distinguished itself as a leading independent supplier of advanced protective coatings, high-technology repairs and replacement components for gas turbine engines.

What makes Chromalloy truly unique is its wealth of PhDs, engineers, and metallurgists. From the beginning, these Chromalloy professionals have focused their research and development efforts on engine components found in the engine gas path, where temperatures in excess of 2,000 degrees Fahrenheit demand the highest level of technological sophistication. Today Chromalloy is a global technology company with a rich history of partnering with customers to deliver innovative solutions that reduce the operating expense and extend the life of gas turbine engines.

chrOMaLLOY histOrY

Back in 1951, as Chromalloy American Corporation, the company’s original core of scientists developed some of the first diffusion coatings for nozzle guide vanes found on the first generation of commercial jet engines. That original company is now 4,000 people strong with operations in 15 countries worldwide, and a depth of intellectual property and proprietary processes typically found only in the OEM world. Chromalloy’s customers now include major engine OEMs, nearly every major airline in the world, the US military, and operators of aeroderivative and industrial gas turbine engines worldwide.

To its customers, Chromalloy represents choice. In a complex engine component aftermarket, where OEMs consistently discourage competition, Chromalloy represents a safe, technologically proven and regulatory approved alternative to the escalating cost of original OEM components. Customers count on Chromalloy to reduce scrap rates through complex, high technology repairs, reduce new components costs through replacements versus new OEM components, and to inject healthy competition into an environment that without Chromalloy would provide almost no alternatives for the high cost parts found in the hot gas path of a gas turbine engine.

As the company prepares to celebrate its 60th year of successful operation, it can boast a portfolio of accomplishments unique

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ADVERTORIAL • ENGINE MAINTENANCE

within the gas turbine marketplace.

Chromalloy has successfully deployed over a half-million new and repaired parts and components into the worldwide fleet of commercial and military aircraft. These components have logged hundreds of millions of hours of safe flight time, and have for decades kept millions of passengers and crew safe and on task every day.

chrOMaLLOY’s VaLue chain

The key to Chromalloy’s ability to thrive in an environment typically reserved for engine OEMs is its remarkable value chain. As an independent company, Chromalloy has the unique ability to control every element and process behind its product offering, including engineering, casting, machining, repair, tooling and coatings. Chromalloy’s expertise includes design, test, air flow, and structural engineering, and includes 13 Designated Engineering Representatives each appointed by the FAA to review, evaluate and approve technical data.

With respect to Chromalloy’s casting capability, it starts with a brand new, purpose built $27m, 115,000 square foot, state-of-the-art facility in Tampa, Florida. This new facility is equipped with the professional expertise and equipment necessar y to design, develop and cast directionally solidified, equiax and single crystal High Pressure Turbine (HPT) and Low Pressure Turbine (LPT) blades and vanes, as well as their complex cores. Chromalloy’s advanced tooling, machining, and coating capabilities round out the value chain and effectively support the company’s product line. Having complete control of the processes, intellectual property, expertise and equipment empowers Chromalloy with the unique ability to meet specific customer needs in a timely and cost-effective manner. While many companies have some of these capabilities, outside of the OEMs none have them all, making Chromalloy a truly unique enterprise.

chrOMaLLOY prODucts anD serVices

While Chromalloy’s scientists, engineers and technicians have the ability to coat, repair or produce just about any component from a gas turbine engine, they focus primarily on the compressor flowing downstream to the highpressure and low-pressure turbine section.

repairs

As a provider of advanced repairs, Chromalloy offers both OEM-approved and Designated Engineering Representative (DER) repairs for virtually any turbine engine model. Repairs to HPT blades and nozzle guide vanes are among the most complex repairs to any turbine engine due to the engine’s cooling system requirements, its high operating temperature and extreme operating environments.

Chromalloy uses a two-step approach to deliver the most technologically advanced solutions in a flexible, cost-effective manner. The Chromalloy solution: Repair instead of replace, and replace nonrepairable parts with PMA parts.

When repairs are indicated for commercial and military engines, Chromalloy provides standard repairs, source demonstrated repairs and advanced source-demonstrated repairs such as airfoil replacement.

“Our gas turbine repairs provide the military with flight safety, cost-effective parts and services, and a robust and agile supply chain,” says Andrew Farrant, Chromalloy’s vice president of marketing and corporate communications. “We supply repairs on virtually every part in every commercial and industrial turbine and auxiliary power unit. We also provide several unique repairs, including patented blade tip welding, airfoil replacement repairs and turbine case flange replacements.”

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ENGINE MAINTENANCE • ADVERTORIAL coating reduces the thickness of the blade wall.

Therefore, a full repair can only be performed once. Typically a light or rejuvenation repair will be made at the first shop visit, while a full repair will be made at the second shop visit. Another rejuvenation repair will usually be made on the blades at the third shop visit before blades are scrapped at the fourth shop visit.

cOatinGs

Chromalloy’s technologies and advanced repairs and coatings offer the operator the ability to repair HPT blades during the first, second or third shop visit based on the status and wear of the blade.

While many operators scrap all HPT blades at the first shop visit, repairs can save substantial material costs over the life of the turbine.

Repairs to High Pressure Turbine (HPT) blades and nozzle guide vanes are among the most advanced used throughout the engine. Because they operate in a high-temperature environment that requires cooling systems, HPT blades and vanes are complex parts. Blades and vanes have

internal cooling channels and holes drilled with lasers to affect a flow of cooling air. They also use temperature-resistant materials and coatings to limit the erosion, oxidation and sulphidation of blades and vanes due to high temperatures. Care is required when repairing HPT blades, and there is a limit to the number of times that a full blade repair can be carried out. While a light repair, which can be performed several times, involves blade inspection and repair of cracks, a full repair involves complete stripping of the thermal barrier coating from the blade, and a recoating with new protective material. Stripping the thermal barrier

For six decades Chromalloy has pioneered the use of protective coatings for turbine engine components from cone to tail. Engine output, efficiency and reliability have increased in recent years due to advancements in turbine and component design, materials and the coatings incorporated into the critical parts and designs ¬of today’s turbines. The use of coatings can increase the time between required overhaul and maintenance, resulting in significant cost savings to the gas turbine operator. Use of thermal barrier coatings has also allowed the operating temperatures of a turbine’s HPT vanes and to increase significantly, minimizing the deleterious effects on the parent material.

“Chromalloy continues to partner with customers around the world to develop advanced coatings, from aluminide and platinum aluminides to lowpressure plasma spray overlay and electron beam physical vapor deposition coatings,” says Farrant.

The company’s proprietary and patented coatings are also available for manufacturing and repair of industrial gas turbine components. Available Chromalloy coatings include pack and vapor aluminides, platinum aluminides, CBN-based blade tip coatings, LPPS applied metallic coatings, EBPVD applied coatings, as well as lower conductivity thermal barrier coatings, polyester enhanced abradable seal coatings and other unique coating combinations.

Sustained investment in research and development has also led the company to develop electron beam physical vapor deposited ceramic coatings, low pressure and air plasma sprayed coatings, precious metal/diffusion aluminide coatings, and vision-guided interactive laser welding and drilling for advanced turbine engine components. Today Chromalloy is the world’s largest provider of low-pressure plasma spray overlay and Electron Beam Physical Vapor Deposition (EBPVD) coatings.

With joint ventures and strategic partnerships in both the commercial aircraft and industrial turbine engine sectors — with engine OEMs and their customers — Chromalloy continues to provide coatings for new production, turbine engine overhaul repairs, component repairs and services for commercial and military aircraft.

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CHRR

Power

Power is something that Chromalloy puts back in the hands of our customers. As the world’s leading independent provider of regulatory approved, gas-path coatings, repairs and replacement parts, we are a trusted alternative for our customers and healthy competition for the OEMs. It’s the power of choice—the power to reduce your costs and extend the life of your gas turbine engines—and it’s only from Chromalloy.

Learn more at chromalloy.com/icon

Power = Choice

Coatings / Repairs / Parts

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ENGINE MAINTENANCE • ADVERTORIAL cost alternatives to OEM HPT blades. These particular components represent an airline’s greatest opportunity for cost savings — and they are also the most complex to manufacture. In 2002 BELAC became the first company in aviation history to receive PMA approval of a HPT blade. BELAC not only helps airlines around the world reduce operating expenses and improve efficiency. The joint venture also stands as a symbol of Chromalloy’s commitment to partnership and shared success. With more than 32,000 HPT engine blades in operation today, BELAC provides the world’s commercial air carriers with proven replacement parts that reduce their operating expenses and improve efficiency.

“At a time when the airlines are seeking to identify all potential maintenance cost savings while ensuring safety, reliability and top engine performance, BELAC blades are providing airlines around the world with an alternative equipment source,” says Farrant. “Operators examine the cost of a single replacement HPT blade, then multiply that over the entire engine and over a fleet. The savings can put millions of dollars back into a maintenance operation.”

keY Markets

neW parts

More than 300,000, FAA-approved, Chromalloyengineered PMA and airfoil replacement parts are currently in use by military and commercial air carriers throughout the world. The components are engineered to meet or exceed the performance, reliability and durability specifications of OEM parts, while being offered at a lower cost. Chromalloy was the first manufacturer to provide non-OEM flight hardware, including PMA parts for the highpressure turbine section of an engine.

“We design and manufacture high pressure turbine, low pressure turbine, and high pressure component parts for several gas turbine engines, and we provide PMA and alternative parts for highcost, high-scrap components on all but the newest turbines,” says Farrant.

The company works with advanced tools, including vision-guided interactive laser welding and drilling to precisely craft even the most sophisticated turbine components. Among its strategic partnerships and joint ventures is BELAC LLC, the Chromalloy joint venture formed with major global airlines to supply PMA parts for turbine engines that power commercial aircraft.

BELAC was founded in 1998 to provide the airlines with high-quality, readily available, lower-

Chromalloy serves major airlines worldwide, providing full spectrum engine support through coatings, parts repair and replacement, overhaul services, PMA parts and full engine management. “Our unique capabilities have earned us the trust of airlines and the military,” says Farrant.

The company’s early work for the US military started during the Vietnam War, when Chromalloy’s proprietary coatings were used to provide corrosion protection to turbine engine compressor airfoils. The company also provided repairs and specialty coatings on the F100 family of engines. Today Chromalloy has more than $1bn in military contracts and supports more than 24 engine models that power military aircraft, sea vessels and tanks.

Applying commercial best practices to military engines, the aftermarket service company contributes to performance restoration on legacy power systems.

“Our goal is to significantly enhance engine performance for the military customer while simultaneously reducing operating costs,” says Farrant.

Military customers take advantage of the company’s investments over the years in commercial repairs and new part production. Chromalloy uses commercial best practices that provide savings to warfighter sustainment costs through increased engine time-on-wing and reduced fuel consumption. Its application of commercial best practices allows the company to serve military operators with component repairs that, according to Farrant, reduce by at least 35 per cent the cost of buying new parts. “Translated over a fleet,” he says, “that adds up to critical savings to the bottom line.”

As part of its aero-derivative and industrial gas turbine segment, Chromalloy brings the same best practices from the aerospace industry to providing parts, repairs and coatings for marine engines including cruise ships. The company also has contracts around the world with offshore platform operators, and utility and power turbine operators.

MeetinG future neeDs

In addition to its new casting facility in Tampa, Chromalloy continues to make significant investments in operations and facilities, including a recent multimillion dollar investment in conventional and electron discharge machining, and additional low pressure plasma spray and air plasma spray coating equipment. Chromalloy recently expanded its large operations in Bangkok, Thailand — a site originally established by the company in 1991. In 2009 the company doubled capacity at the repair and manufacturing facility to better serve operators in the rapidly growing region.

“These investments and expanding capabilities around the globe provide Chromalloy with the unique ability to offer one-stop service in the repair and production process,” says Farrant. “We continue to grow in an ever-changing industry to better meet the needs of our customers.” n

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ENGINE MAINTENANCE

Maintaining the CFM56

The CFM56 family of engines has been a tremendous success. The turbofans of the 50:50 JV between GE and Snecma have become the benchmark in the 18,500lb to 34,000lb thrust class. Although a successor generation is already on the horizon, sales are still going strong — and in MRO terms, the best is yet to come.

B

a r e LY f i V e Y e a r s af ter the formation of CFM International and the first engine tests in 1974, the CFM56 programme was in serious danger of being cancelled. No customer had been found for the 10-tonne high-bypass turbofan by early 1979.

Then, in March, just two weeks before General Electric (GE) and Snecma were going to officially call off their 50:50 joint venture engine, the programme was saved. Delta Air Lines, United Airlines, and cargo carrier Flying Tigers decided to re-configure their McDonnell Douglas DC-870s with the initial CFM56-2. Soon afterwards the US Air Force also selected the engine, which offered 22,000 to 24,000lb of thrust, to re-vamp a fleet of KC-135 tanker aircraft. The first CFM562-equipped DC-8s and KC-135s took off in 1982, and more than 2,600 engines were eventually delivered.

Since then, versions of the engine have powered major aircraft programmes like the 737 and A320 families. The CFM56-3, which provides between 18,500lb and 23,500lb of thrust, powered the second-generation 737, and more than 4,400 engines have been sold. The CFM56-5A, with a thrust range of between 22,000lb and 26,500lb, powered Airbus’ A320s and A319s, in competition with International Aero Engine’s (IAE) V2500, before the CFM56-5B series — the only engine to cover the entire aircraft family (A318, A319, A320, A321) — and which offers 22,000lb to 33,000lb of thrust, was introduced. Approximately half of all A320-family aircraft have been equipped with CFM56 engines.

The CFM56 found further employment in the first generation A340 (-200/300), this time as the exclusive engine option. Named the CFM56-5C series, the thrust was once more increased to a range of 31,200lb to 34,000lb. Finally, CFM developed the CFM56-7B series to power the ‘Next Generation’ 737s, offering between 18,500lb to 27,300lb of thrust. It has already outsold its siblings by a large margin since its entry-into service (EIS) in 1997.

Although CFM is already working on the successor for the engine family, the LEAP-X (Leading Edge Aviation Propulsion), which is scheduled to enter service in 2016, sales for the -5B and -7B series are still going strong — and in maintenance terms, the best is yet to come.

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ENGINE MAINTENANCE

sOMe WaY frOM the peak

“The latest engines, the -5B and -7B, are nowhere near their zenith with regard to the MRO business,” states Dr. Ralph Petersen, director CFM56 and — since January 1, 2010 — V2500 engine overhaul, at Lufthansa Technik (LHT) in Hamburg, Germany.

“We know that, until 2014, the global engine maintenance market volume for the -5B alone will double — and triple for the -7B in the same space of time. This is simply based on the number of aircraft ordered and currently in the air. It’s a huge market volume with extremely strong growth rates — and this is what the MRO industry is currently concentrating on. New overhaul shops and cooperations have been set up around the globe in recent years to prepare for this business that is currently in the air.”

There are three main reasons why engines are removed from the aircraft and brought into the overhaul shop. The first is the replacement of lifelimited parts (LLP) when their maximum flight hour/cycle levels have been reached — in other words, scheduled maintenance. The second is premature performance deterioration as a result of particularly demanding operation. The final reason is unscheduled maintenance following, for example, foreign object debris damage such as a bird strike. Aircraft that are frequently deployed to hot and sandy environments, as well as airports with a high field elevation, will experience much faster engine deterioration. The lower air density and associated decrease in combustion efficiency at hot and/or high-altitude locations forces pilots to select high power settings with increased compressor speeds, fuel burn and exhaust gas temperature. The ingestion of sand, dust and other foreign objects will accelerate the erosion of fan and compressor parts, leading to unnecessarily wide clearances between rotary and stationary components, resulting in a loss of efficiency. This in turn will also force the flight crew to select higher power settings and, as a consequence, further accelerate engine deterioration.

“The bandwidth of mean time between shop visits (MTBSV ) is very broad,” reports Claus Bullenkamp, senior manager of engineering and planning at MTU Maintenance Hannover, in Germany. “Since CFM56 engines are employed in many different variants on a range of aircraft types, including military applications, for a broad variety of operations, e.g. short haul versus long haul, it is impossible to make a general comment [about MTBSV], and it would be misleading to give an average value. The bandwidth could be from two years for an older aircraft, which operates in a hot and sandy environment with a high frequency of flights, up to 10 years for a new aircraft, for example, with CFM56-7B engines including Tech

CFM56 and V2500 overhaul shop with ‘Engine Pulse Line’ gantry system at Lufthansa Technik in Hamburg.

Insertion [core component upgrade] that are gently operated under a de-rated performance regime [below maximum capacity] and enjoy on-wing maintenance initiatives to extend the runtime until the next shop visit.”

Petersen says that LHT regularly attains runtimes between 25,000FH and 30,000FH for the CFM565C, and thereby utilises the full 20,000-cycle limit for the LLPs. This is partly due to the long-haul employment on the A340, where the engines see a FH/FC ratio of between 8:1 and 9:1. But it is also a result of the on-wing maintenance initiativees, such as variable stator vane (VSV) bushing replacement, and careful engine management. Planners look ahead to the engine’s remaining lifetime and optimise the MRO events according to the relevant technical and financial objectives.

The CFM56-5B and -7B, which are predominantly used for short to medium range missions, routinely reach their LLP limits, which have been set to 20,000 cycles across the engine core. When a new engine type is introduced to the market, the OEM typically starts with lower LLP limits for certain parts and components to see how they fare in service operation, and these ceilings are then successively increased to a maximum value, usually 20,000.

Operators who employ a new engine type that has just been introduced to the market may therefore have to accommodate more restrictive LLP limits in their MRO planning and activities. However, before such an engine is removed for its first scheduled shop visit, a number of those early LLP limits have usually already been increased. The movement of these LLP limits is one of the elements that needs to be addressed in the engine technical management and forward-looking planning of workscopes and material to be employed.

prOs anD cOns Of the cfM56

“ The newer variants of the CFM56 — the -5B/P, -5C/P and -7B with their respective Tech Insertion configurations — are characterised by high reliability and long time-on-wing,” reports Bullenkamp. This view is echoed by LHT’s Peterson, who asserts that “the -5B and -7B last for much longer than originally anticipated”. This is helped by the fact that these engines are largely operated under a de-rated performance regime and are therefore not stretched to their maximum capacity.

“All in all, be it in mechanical or thermodynamic regard or in terms of the electronics, these are good, robust aero engines. Both Rolls-Royce’s Trent family, as well as IAE’s V2500 have, to some extent, been left standing behind when it comes to design maturity,” claims Petersen. “They have also become much better, but if one looks at the first five to seven years since entry-into-service, many of [CFM’s] competitor engines needed to go into the shop more often. But then that had also been the case with the earlier CFM56-3 series.”

Bullenkamp emphasises that the sheer volume of engines in use presents a significant advantage for operators. “The very wide use of the engine types for narrowbody aircraft (-3, -5A, -5B, -7B) creates benefits for the airlines, when compared to the [more limited] employment of the widebody types (-5C). These benefits include a greater number of spare engines, more spare parts — which positively affects their pricing — and many overhaul shops, which may result in closer proximity to the operator’s base and better price competition. This is particularly the case for the CFM56-3 and -7 series as they are the exclusive engine for the 737.”

In the opinion of Petersen, quality issues with the No 4 main shaft bearing have been a weak spot of MRO YEARBOOK 2011 | 45

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Engine

ENGINE MAINTENANCE

the entire CFM56 family since its first generation. The No 4 bearing is the differential bearing that connects the N1 and N2 shafts, which are driven by the low-pressure turbine (LPT ) and high-pressure turbine (HPT) respectively and thus rotate at different speeds; the smallerdiameter N1 shaft runs inside the larger N2 shaft. The issue has been addressed in discussions with the OEM over many years, and further engineering has followed.

Another possible weakness is the comparatively short lifetime of HPT blades on a number of CFM56 models. One topical example is the -5A: operators and MRO providers are currently in discussions with CFM about a newly developed HPT blade for the A319/A320 engine. The singlecrystal part was introduced through a worldwide fleet replacement programme in 2006 in order to improve the limited lifetime of its more conventional polycrystalline predecessor. However, three part failures and subsequent in-flight shutdowns within the world fleet in 2009 have raised doubts over whether the novel aerofoil fulfills its original objective for greater longevity. As a consequence of these part failures, CFM has issued a ‘soft’ cycle limit and recommended that operators should schedule an overhaul when the HPT blades exceed 12,500 cycles since new.

OVerhauL strateGies anD OutLOOk

In order to avoid unnecessary scrapping of valuable parts and thus keep overhaul costs under control, both LHT and MTU have developed a broad range of repairs. This has been done both in conjunction with the OEMs as well as independently to offer alternative DER/DOA repairs that are certified by the FAA/EASA. For the CFM56-7B, MTU aims to provide a full range of DER/DOA turbine part repairs, e.g., for HPT blades, shrouds and vanes as well as LPT vanes. At the moment the company is working to certify a HPT vane aerofoil replacement (AFR) repair process, whereby the damaged aerofoil section is cut off the vane shroud and then replaced with a new aerofoil section. One of LHT’s recent examples is the forward section replacement of the combustion case of CFM56-5A engines, which was introduced in 2009. This repair was developed together with GE and is the only process of this kind worldwide.

Looking back over the engine family’s evolution during the past three decades, Bullenkamp reflects: “The modular layout of the engines has largely remained the same and, as a result, the disassembly and assembly philosophy has remained the same too. The main differences can be found in the use of new materials; for example, single crystal

components or high-tech coatings, which may be applied by electron-beam vapour disposition deposition processes, as well as the use of 3D geometries in blade design. These technologies require large investments by the MRO providers in the necessary equipment and processes.

Furthermore, the maintenance companies need to develop a lot more know-how than was necessary for engine models of conventional design and materials. It is probable that only the OEMs and appropriately positioned independent MRO companies will be capable of making these investments — so the market will consolidate in the future.”

Reducing turnaround time (TAT) and maintaining high quality during the engine re-assembly are the central challenges for the overhaul shop, according to Petersen. Short TATs are important for the operator, because they reduce the requirement to use/lease spare engines for the overhaul period.

The quality of the repair and assembly work determines how well the engine will perform during the subsequent service and how long it lasts. “This means not only the quality of the spare parts, but also the craftsmanship, the quality of the manual work done in the shop,” says Petersen. “[For example], the tighter tip clearances have been adjusted between the rotary and stationary parts, the better the performance will be, and the longer the engine will last. However, if the adjustment is exaggerated, it may lead to contact between those parts and groves within seals, which will adversely affect the runtime.”

Lean manufacturing has long been adopted by both MTU and LHT, with the aim of continuously avoiding waste, increasing efficiency and, as a result, reducing TAT. MTU introduced moving disassembly and assembly lines, named ‘Flowline’, at its Hannover facility. The engine travels on a conveyor belt-type floor surface through different stations, and staff work on clearly defined work packages with only the necessary tools and materials close at hand. LHT has taken up the idea, but has turned it on its head. At the company’s overhaul shop in Hamburg, which began operations in January 2009, the engines are suspended from a gantry system under the hall’s ceiling. This not only facilitates the move through the separate disassembly and assembly lines, including side-way movement if a particular engine requires more time than usual, it also allows the staff to vary the height of the engine for optimal access and ergonomics. With this system in place and other lean initiatives such as an optimised, continuous movement of parts and components from and to the disassembly/re-assembly lines, LHT aims to reduce today’s standard TAT of 60-65 days to 45 days over the next couple of years. n

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ENGINE MAINTENANCE

Washing away fuel inefficiency Engine washing is becoming an increasingly important part of the MRO landscape. This article investigates the social and political pressures which have fuelled the rise to prominence of the process, and examines the new technologies and systems currently available.

W

ith the huGe amount of air that flows through an aircraft engine during flight, it is inevitable that they will become contaminated. As particles such as sand, hydrocarbons, salt, or chemicals adhere to the surface of engine parts, in a process called compressor fouling, the engine is forced to work harder to compress a defined amount of air. Engine temperatures consequently rise, and more fuel must be injected to achieve the same thrust. Clearly, this reduces fuel efficiency while increasing carbon emissions. The engine will also deteriorate at a quicker rate.

To some degree, airlines have always washed their engines to help combat this problem. Washing away the contaminants results in cleaner engines running at lower temperatures, which need less fuel and therefore emit less CO2 and other harmful greenhouse gases. But historically, engine washing has been a time consuming and costly operation, and so has remained on the margins of maintenance operations, often only being conducted irregularly.

A number of factors have combined in recent years, however, to make engine washing a much more visible and important process than in the past. Engine washing technology has improved,

making the process much more time and cost efficient. As a result, the aviation industry is taking it more seriously. New technologies have also solved a number of the problems inherent with conventional wash methods, where “larger, heavier water particles are centrifuged outward, not thoroughly cleaning the inner surfaces of the critical gas-path components,” according to Joanne Hastings, director, Pratt & Whitney Line Maintenance Services. By contrast, Pratt & Whitney’s (P&W) EcoPower process ensures a “more uniform, complete wetting and cleaning of critical core gas-path surfaces for greater overall cleaning effectiveness — as much as 50 per cent better EGT margin and fuel burn improvement than conventional wash methods”.

A number of industry trends have combined to fuel the exploration of improved engine washing technology. These include increasing and volatile fuel prices, which are forcing airlines to analyse all avenues of improving fuel efficiency because of the potential cost savings to be made. Environmental considerations have also been significant, driven by social and political forces. New and potential CO2 emissions regulations, such as the European Union Emissions Trading Scheme, as well as airlines’ own desire to be more environmentally responsible, have increased interest in engine washing.

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ENGINE MAINTENANCE Past constraints have also been removed. Until recently, environmental regulations have blocked many airlines from performing engine washes unless they move their aircraft to a wash bay, which can create operational and additional environmental concerns, says Hastings. “While most airlines realise the value of water wash in fuel burn savings and increased time on wing, the logistics and environmental constraints have historically outweighed the benefits for them,” she reports.

But new engine washing services, such as P&W’s EcoPower, Lufthansa Technik’s Cyclean, or GE’s Clear Core, can be performed at the gate, rather than being towed off to a designated area. They can also be performed in parking areas during overnights, if preferred. These new processes minimise downtime, making engine washing a quick and easy process, not a logistical nightmare and time consuming task. It is perhaps this, more than anything else, which is making engine washing increasingly big business.

a cLOseD-LOOp sYsteM

Pratt & Whitney (P&W) launched its EcoPower engine wash service business in 2004 and through April 2010, had completed more than 12,000 washes. The fact that engine washing is an easier process today is exemplified by the fact that EcoPower services have now been performed in 83 locations worldwide.

According to Hastings, the EcoPower closedloop system atomizes water from a nozzle manifold that installs easily on the engine inlet. No tools are needed to complete the wash. “The specially designed nozzle helps to penetrate deeper into the engine core, wetting and cleaning all surfaces. All of the effluent is collected within the wash system and the water

is purified so that it can be reused for subsequent washes,” she says. “An important benefit is that the process does not use any chemicals or detergents and is an entirely closed-loop system, protecting the local ecosystem.” In all, she estimates that the process takes between 45-90 minutes.

The result of using the EcoPower service is that fuel burn is reduced by as much as 1.2 per cent, while engine gas temperature is also decreased by up to 15˚C, thus increasing the time an engine can stay on-wing. P&W estimates that approximately three pounds of carbon dioxide emissions are eliminated for every pound of fuel saved.

One airline satisfied with the EcoPower system is Southwest Airlines, which has just renewed a contract for services on its fleet of CFM56-7B engines. “Southwest Airlines continues to use the EcoPower engine wash service based on the benefits the service provides,” says Johnny Holley, senior powerplant engineer. “By using this service, we can save money and reduce our environmental footprint at the same time.”

In 2009, Pratt & Whitney says it performed 1,200 washes on Southwest’s fleet of CFM56-7B engines, which resulted in fuel savings of about $12.5m and a reduction of more than 160 million pounds of carbon dioxide emissions.

In 2010, Pratt & Whitney estimates that the engine wash programme could save the customer as much as $17.5m in fuel, while eliminating up to 188 million pounds of carbon dioxide emissions.

The result of using the EcoPower service is Indeed, the theoretical cumulative that the fuel burn is reduced by as much as effect of engine washing on the 1.2 per cent, while engine gas temperature environment would be significant. is also decreased by up to 15°C. “If all airlines used the EcoPower engine wash, it would save more than two billion pounds of fuel and 2 eliminate seven billion pounds of CO2 from the atmosphere each year, resulting in $637m in fuel cost savings per Joanne Hastings, director, Pratt & Whitney airline,” says Hastings.

“ [The EcoPower engine wash] would save more than two billion pounds of fuel and eliminate seven billion pounds of CO from the atmosphere each year, resulting in $637m in fuel cost savings per airline.”

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ENGINE MAINTENANCE During Lufthansa Technik’s Cyclean engine wash, water at a temperature of 70°C in the dual nozzle arrangement, is sprayed straight into the core engine at a pressure of up to 100 bar.

“In general, consuming less fuel lowers the annual costs for fuel enormously.

Thus bigger airlines can save double-digit million dollars per year.”

Matthias Langko, section manager engine life cycle services

DuaL nOZZLe arranGeMent

Lufthansa Technik (LHT) introduced its Cyclean engine washing solution in 2008. More than 3,000 “flawless” washes have so far taken place, according to Matthias Langko, section manager engine life cycle services. Cyclean is a mobile machine which can be used without either the thrust reverser or the engine cowlings having to be opened. Before an aircraft arrives for an engine wash, the Cyclean unit is filled with water and a heating process is started. No time is wasted — as soon as the aircraft is parked, the spray nozzle is fixed to the engine, and the collector system is connected to the cowling. A mechanic sits in the cockpit, and is responsible for motoring, The engine wash proper then takes place. The water has by now reached a temperature of 70ºC, and, in the dual nozzle arrangement, it is sprayed straight into the core engine at a pressure of up to 100 bar. Unlike conventional washing methods, a fine and evenly distributed water mist follows the gas path. The amount of water injected is also optimised for each engine type.

This ensures efficient cleaning of the compressor and at the same time minimises the amount of residual water remaining within the engine.

As soon as the wash is completed, the spray nozzle and the collector system are removed, so that the waste water can be collected straight away. “All in all, Cyclean is a quick and easy washing method which can even be done during a stopover in less than one hour,” concludes Langko.

On the basis of typical flight data, Langko estimates that Cyclean can bring airlines savings of between $18,000 and $180,000 per

aircraft, although this depends on the aircraft and engine type.

The interval between washes is tailored to the aircraft so as to bring the maximum benefit. “The engines cleaned regularly with Cyclean consume less kerosene and, depending on type, their CO2 emissions are between 0.5 and 0.75 per cent lower,” he says.

“In general, consuming less fuel lowers the annual costs for fuel enormously. Thus bigger airlines can save double-digit million dollars per year.”

According to Langko, one of the main advantages Cyclean offers is its speed: “Where normally three hours are consumed to wash one single engine, according to aircraft maintenance manuals (AMM), Cyclean enables operators to wash a double engine aircraft within an hour.” Other technical accomplishments include the fact that the system directly penetrates the core engine, so no dirt from the fan blades is washed into the engine. Additionally, the fan cannot diffuse the water mist, which would otherwise reduce the efficiency of engine washes, and the lubrication of the fan blades is not affected due to the direct core penetration.

Langko adds that LHT is also able to utilise its global network to “serve customers all over the world at their own bases”.

While other companies interviewed for this article were reluctant, for competitive reasons, to give details about the costs of their wash services, LHT was a little bit more open. “Regarding the savings you can gain by using Cyclean at a dedicated customer or LHT station, the average price of €2,500 per wash will be amortized within even one Cyclean wash,” says Langko. “Even more savings can be achieved with a regular scheduled wash programme.”

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ENGINE MAINTENANCE

GE’s ClearCore engine washing system will be offered as part of GE’s OnPoint portfolio.

runninG DiaGnOstics

“…We will offer both the equipment and/or the service to our customers and since some customers have already invested in front end wash equipment…”

GE Aviation

GE Aviation says it has long recommended engine washing, supporting operators in their usage of traditional wash methods.

But as increasing environmental scrutiny and volatility in fuel prices sparked heightened interest from operators, they began to ask GE to develop an engine wash and effluent collection system. The result is ClearCore, a new engine wash which will be offered as either an effluent collection system designed to work with existing front-end wash equipment, or as a complete wash and collection system.

The ClearCore system has a front-end wash and back-end collection system. To wash the engine, heated potable water is injected into the core of the engine using a j-hook (Shepard’s hook). Detergent can be used — but the decision rests with the individual customer. The effluent is captured aft of the engine throughout the wash. The system filters the effluent and the remaining water can then be recycled.

Finally there is a post wash dry out run. The process time can vary depending on the full prep, wash and return-to-service cycle; the actual wash process takes about an hour and a half.

ClearCore will be offered as part of GE’s OnPoint portfolio.

An intriguing feature of the system is that wash optimisation and performance recovery tracking can be provided utilising engine data from GE Aviation’s Diagnostics. Those customers whose engines are enabled with Diagnostics can benefit from diagnostic-based features such as wash optimisation and scheduling, and fuel savings reports and trending.

This data could prove extremely valuable to customers. “With the GE service, we offer a customised wash interval calculation based on our diagnostic data and experience,”says Donna Gerber, senior marketing manager, GE Aviation. “This means that the customer is neither over washing the engine (which can lead to higher costs than necessary) nor under washing (if the wash is not performed at the correct frequency, it may be impossible to remove all of the debris).”

Gerber concludes: “Our offering is very flexible. We will offer both the equipment and/or the service to our customers and since some customers have already invested in front end wash equipment, GE’s collection system will plug and play with other available front end systems.”

inteGratiOn intO Maintenance serVices

So what does the future hold for engine washing? With fuel prices remaining high, and environmental pressures not going away, it is true to say that operators will continue looking at all possible ways of increasing fuel efficiency and reducing emissions. Engine washing is one way to achieve these goals. This is why LHT believes the engine washing market is likely to grow still further; Langko says “an end to this development is not expected soon”. “If the global economy gets out of its depression and oil prices rise again, engine washes and the fuel saving potential on offer will remain as a topic to consider,” he states. “Further product updates could even make engine washes easier and quicker, and this might keep the interest up.”

The most likely future scenario hinges on the fact that engine washing is just one of a number of ways to increase fuel efficiency. As such, it will increasingly become part of an engine’s regular maintenance schedule. “Every commercial engine could potentially be on a wash schedule as part of routine maintenance to improve the engine’s performance as well as reduce fuel burn and emissions,” states P&W’s Hastings.

For GE, engine washing can easily be integrated into an overall MRO package. “While engine washing is important and can help restore an engine’s performance, I don’t see this developing into a large stand-alone industry,” says Gerber. “It is more likely to become a more integrated part of the existing MRO industry as more customers implement the process for their fleet.”

The reality is that engine washing technologies and systems have improved dramatically in recent times, and in whatever form these take in the future they are now, with more and more companies getting in on the act, a firmly established part of the engine MRO landscape. n

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ENGINE MAINTENANCE

Nacelles: reaching new heights Many of the big players in nacelle manufacture and maintenance see a very dynamic future ahead with the development of stronger, quieter and more efficient composite nacelle structures. These advances will have a resultant effect on nacelle repair.

c

OMpOsites are BecOMinG an increasingly large part of overall aircraft design; and this is no less true for nacelle structures. Although they are very light and do not suffer from corrosion, composite parts are still relatively new compared to their metal counterparts and thus working with composites often requires learning new skills and techniques, which are less familiar.

One example of this kind of differing technique is in the way fasteners are applied to composites.

Phil Grainger, senior technical director and chief technologist at GKN Aerospace, explains: “Every operator will have to look at the maintenance manual about how to dismantle and re-assemble

composite parts and that’s pretty complicated, because the fits in the fasteners are completely different to metal.” The mesh that is impregnated into the carbon fibre surface to protect it from lightning strike has to be attached to all of the fasteners. This is a unique process, which requires special maintenance procedures.

Although carbon fibre is extremely strong it has a low strain to failure rate (it is quite brittle), and so parts can be damaged relatively easily in handling and moving. Composite parts are also liable to moisture ingress, which can damage the honeycomb structure. By contrast it is known

that metal parts could be bent or buckled without causing any damage, and can be straightened out and repaired. Overall though, composites hold the advantage as they are more robust and will potentially last the lifetime of the aircraft, hence their growing prominence.

Learning the new skills requires technicians to be proper ly trained to be able to handle composite repairs, and this presents a further challenge for maintenance companies.

Jim Lickteig, senior manager — maintenance, repair and overhaul at Spirit AeroSystems, states: “ The lack of sk illed, experienced composite repair technicians is and will continue to be an issue across the industry. It takes a great deal of training and experience to perform complex composite repairs in the turn times that are expected by the airline operators.”

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ENGINE MAINTENANCE

Work at the Goodrich Alabama Service Center.

finDinG the sOLutiOns

Looking to the future, Lickteig believes: “There will need to be an investment in training and developing composite repair technicians. Companies that make an investment in their people will see the benefit, through an ability to perform nacelle and thrust reverser maintenance, repair and overhaul more quickly.”

To resolve some of the technical challenges of composite repair, GKN is looking to develop laser technology to simplify procedures. One reason why repairs can be difficult is that composites are generally very thin structures and are made up of very thin plies; each ply is .001inches thick. Says Grainger: “When you make a repair what you have to do is cut out every layer in a structured way and replace every layer that’s been damaged in turn and bond the whole thing to affect a repair, which is a really skilled job. Not only is it time consuming, it requires a very high level of expertise.”

GKN is working in collaboration with a German company, SLCR, in exploring the potential of lasers in undertaking the repair preparation. SLCR managing

director Olav Schulz says of the process: “The laser process removes the material as required in the affected area, leaving the remaining material fibres and resin intact. As this is a contact free process, the technique applies no force or vibration onto the structure and so has no detrimental impact on its strength or integrity. The area can then be repaired using a replacement patch, which is cured in place using a localised heating mat. The repair has the strength of the manual repair but is far more reproducible — and achieved in a third of the time, with a potential 60 per cent cost reduction.”

Instead of making a custom removal of the damage and then making a custom repair patch to fix it, “with a standard process you could have a made to fit, pre-cut patch and you would cut out exactly the right material with your laser system and that would save”, he adds.

Grainger is hoping that by 2012 GKN will have a partner able to produce a machine, be it for first, second or third line maintenance, to undertake complicated repairs on complex shapes.

As well as the laser developments, GKN is moving towards what it calls “out of auto clave processes”.

These are adhesive systems that work by just using a vacuum, up to 14 psi, to give equivalent results.

Grainger states that “the beauty” of the system is that one can start repairing in the field “with the sort of equipment that is readily available to operators”.

Spirit AeroSystems is also working on new nacelle repair methods. Lickteig says: “There are several technologies being developed to increase the capabilities of the MRO technicians. Developments in composite repair technologies allow us to rely less on the particular expertise of individuals and more on the “science” of composite repair. We work hard to develop standard repair techniques, which we can then train our repair technicians to accomplish. New material curing methods is another area of development.”

Stuart Kay, managing director of Goodrich Aerostructures’ Alabama Service Center, also points to the complexity of the repair work and as such the need for “highly skilled people”. Disbonding, Goodrich’s specialism, says Kay, “requires the right inspection equipment — ultrasonic, thermographic, x-ray, etc. You also need the right equipment such as autoclaves to make the repairs”. He adds: “Proper tooling is needed to perform these repairs to specifications in the proper controlled environments and facilities.”

Kay sees the future of composites getting “more advanced and more complex, which will require wider and more varied skills, equipment and facilities.”

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Goodrich is also developing other areas of its service. The Alabama Service Center has attained a Supplemental Type Certificate ( S TC ) f o r i t s r e d e s i g n e d f a n c o w l — the so-called Monolithic Fan Cowl. The FAA issued the “Multiple” STC for the worldwide fleet of A319/ A320/A321/ V2500-A1/A5 powered aircraft. The key to the new design is replacing the fan cowl’s traditional honeycomb “sandwich” panels with a more durable monolithic structure made possible by

a resin transfer infusion (RTI) process. This results in reduced weight as the new design is more resistant to the ingress of water and oil and thus will weigh less than the traditional honeycomb structure over time. According to Goodrich, other advantages are that the new design will: be less susceptible to damage; allow the possibility of flight-line repairs; add a servicing IDG access door, reduce on-wing maintenance time; and reduce turnaround times for in-house MRO repairs and transitions.

further inteGratinG DesiGn

A major trend in composite nacelles is for more ‘integrated design’. For Goodrich’s Kay, this integration hinges on the fact that nacelles were previously designed without considering the engine, but now that the two are designed together, nacelles are “tuned to the engine, working with the engine to be more efficient and compatible”.

Grainger observes that the composite design business is still very much “stuck in the model” of

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ENGINE MAINTENANCE

turning what was a metallic part into a carbon fibre part with the same number of bits and the same design. He say that “there are still big opportunities in most aircraft designs, including the next generation, to aggregate components together and mold them all together in one bit” instead of many, attached to each other with “very expensive” fasteners.

As an example of the trend towards producing larger but fewer composite parts, Spirit has designed, fabricated, and is certifying its first onepiece inlet acoustic panel for the 747-8. Prior 777 structures have all been traditionally two-piece designs assembled into an inlet configuration.

Spirit has seen part number count reductions of nearly 60 per cent since 1990. Welch asserts: “Integration is a wide ranging design feature that will get implemented at the same pace as the structural, financial, and manufacturing tools used to analyse its relative performance.”

will need to be absorbed or resisted by the thrust reverser components. Spirit is performing a great deal of high temperature composite work to align with this engine company trend.”

Overall, he sees an innovative and shifting future: “Nacelle technology continues to reach new heights. We believe that the industry will continue to see stronger, quieter and more efficient composite nacelle structure.”

There is a lot more innovation to come on the nacelle maintenance horizon. Potentially, there could be dramatic changes in how the structure is put together, although these may take time to realise.

New repair technology also promises to alter the view of composite repair as a complicated and skilled process. Composites have proved themselves; the challenge for repair companies now is to implement the necessary training and to gain expertise on the subject in order to gain a competitive edge. n

the future fOr naceLLes

Looking at future developments in the nacelles sector, Goodrich’s Kay lists some specific physical advances. He says there will be more “emphasis on lightweight structures, composites, acoustics, laminar flow technology, noise reduction/acoustic requirements, better damage-tolerant materials and more integration with the engine and airframe”.

Goodrich Aerostructures designed the nacelle for the 787 and the A350. Kay states: “These new, stateof-the-art nacelles will require new repairs, new methodology and complex tooling, which we are ready to support.”

Grainger notes the changing approach and nature of the nacelle: “There will be higher parts integration allied with new composite materials.

The boundaries of the structure and nacelle will become blurred.”

Spirit in turn has very defined goals for the future. Welch states: “[These goals are] to increase the temperature performance of our composite materials in close proximity to the engine. Engine companies are tending toward high rotational velocities in the core of the engine, which will produce higher hot section temperatures that

GE’s ClearCore engine washing system will be offered as part of GE’s OnPoint portfolio.

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AIRFRAME MAINTENANCE

The A380 introduction at Lufthansa The introduction of the A380 into service at Lufthansa came after years of preparations at the airline and its technical services divisions. What does the future hold for MRO operations on the aircraft type?

“i

t has Been a long journey,” is how Dean Raineri, Lufthansa Technik’s director of new aircraft readiness, described the preparations for the introduction of the A380 into the German flag carrier’s fleet. On May 19, 2010, nine years after it placed the order, Lufthansa took delivery of its first superjumbo in Hamburg. The airline has so far ordered 15 A380s in total. Scheduled operations have started with three weekly Frankfurt-Tokyo flights, replacing the 747-400. Following the delivery of its second A380, this route is to be served on a daily basis beginning in August. The service will later be expanded to include Frankfurt-Beijing and Frankfurt-Johannesburg flights.

Lufthansa Technik (LHT) began its preparations for the double-deck passenger jet in 2002. The most obvious example of this groundwork is a purposebuilt A380 hangar at Frankfurt International Airport, which was designed by the internationally renowned architects practice Gerkan, Marg und Partner (gmp).

The building is located on the southern side of the airport, diagonally across the two parallel runways 07/25 from the company’s existing maintenance base near the passenger terminals on the northern side. This area became available for the airport’s expansion after the departure of the US air force in 2005. The 25,000m2 (269,000ft2) facility can currently accommodate up to three A380s, but is designed to be doubled in size when more space is required. This would create the largest aircraft hangar in Europe with a width of 350m, depth of 140m and 58 | MRO YEARBOOK 2011

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internal height of 28m (1,150ft x 460ft x 92ft). This expansion was originally planned for 2015 but has now been postponed until “a little bit later”, according to Raineri. In total, LHT has invested approximately €150m into the new site, including the planned hangar expansion and a spare part warehouse.

The most striking architectural feature of the hangar is the positioning of its main load-bearing structure on the outside. This meant the ceiling could be constructed as low as possible above the required clearing height for the aircraft’s vertical stabiliser. While the aircraft’s fin is 24.4m (80ft) high, the internal height is 27.8m (91.2ft). “This was motivated by both aesthetical and energy saving reasons. Due to the high loss of heating capacity during the opening of the sliding doors, which takes place even though the doors are equipped with an air curtain, the volume of the hangar should be reduced to the necessary minimum, ” explains Christian Hoffmann, project manager at gmp. “Designing industrial buildings is one of the most interesting challenges for our practice. To create an aesthetic building by following all technical and functional requirements under economical pressure, without using stylish elements, is one of the most difficult but also fascinating duties we undertake.”

In its current layout, the hangar is set up for line and base maintenance events, the traditional A and C checks.

The east bay is equipped with a static tail docking system at the far end, so the aircraft is moved into the hangar tail-first. This provides access to the entire empennage and, via extendable ramps, to the rear doors on both passenger decks. No docking systems have been installed in the mirror bay on the western side of the maintenance hall.

Maintenance scheDuLinG

Line maintenance in the hangar — also referred to as A events/modules — is scheduled to take place at intervals of 750 flight hours (FH), which equates to roughly six to seven weeks in service. Regular base maintenance will be due after 24 months in service. However, LHT intends to alter this timetable by spreading as much base maintenance work as possible across different A modules. The objective is to save one base maintenance event before the first overhaul event (heavy maintenance), which is expected to take place af ter approximately 10 years in ser vice.

Where the aircraft will b e o ve r h a u l e d h a s not yet been decided.

Raineri says the heavy maintenance work will be done “within the LHT network” but — given the size of the world fleet currently on order — did not rule out that it could be done with other A380 operators. This wouldn’t be a unique occurrence. During the 1970s and 1980s, Lufthansa co-operated with Air France, Alitalia, Sabena and later Iberia for the overhaul of 747, A300 and DC-10 aircraft through the ATLAS group. Today LHT has a JV with Air France for A380 spare parts called “Spairliners”, which also supports Qantas.

As with other modern aircraft models, proactive maintenance is at the heart of the MRO philosophy for the A380.

The aircraft automatically collects technical status and serviceability information through its equipment health monitoring system. This is automatically transmitted to the ground via the satellite-based aircraft communications addressing and reporting system (ACARS) at regular intervals — every 15 minutes for the A380 — or whenever any significant irregularities have been recorded.

The information allows the staff in the operations centre to plan the next maintenance tasks in advance and allocate all necessary spare parts, other material, tooling, and manpower in good time to be readily available when the aircraft arrives at its next maintenance stop. While this has in principle been practised on other aircraft for some years, the range and volume of data collected has significantly increased on new generation aircraft.

The information is continuously monitored and evaluated by Airbus’ maintenance software ‘Airman’ at the operations centre. LHT has its own ‘Airman’ server; there is no routine, automatic datalink to the OEM. This automatic data interpretation process will also flag up any adverse trends of parameters, which may indicate a pending malfunction or part failure, and thus prompt the planners to initiate the required maintenance action to resolve the issue.

Thomas Spriesterbach, head of A380 operations, reports that LHT has set up a small operations team that is entirely dedicated to the superjumbo and can act like an independent ‘MRO within the MRO’.

chaLLenGes

The sheer size of the A380 is a challenge in its own right, be it for the support teams in the hangar or on the airport ramps. LHT wants to achieve the same ground times for the superjumbo as with other models in its fleet. Lufthansa has configured its aircraft with 526 seats. The upper deck is exclusively reserved for first and business class passengers, while the main deck is used entirely for economy class accommodation. There are eight first class seats, 98 business class seats and 420 economy class seats. The cabin does not include revolutionary features such as a bar or showers like on Emirates’ A380 fleet. However, the airline has opted for an extra-spacious bathroom with a large wash basin for first class passengers. This section at the front end of the upper deck has also been equipped with a cabin air humidifying system as well as additional sound insulation in the sidewalls, class partition curtains and cabin floors.

The aircraft’s novel IT architecture is another challenge. All onboard computers are linked up as a network server structure system. In the past, different processors acted separately to fulfil their individual functions to support the flight, cabin or maintenance crews. The new network server structure is more complex and has been held responsible for the continuing reliability issues across the A380 fleet. System fault messages were generated, but maintenance crews were unable to determine a cause for these alerts. Raineri says that “reliability is fortunately getting better” and that Lufthansa was in a good position not to be the launch customer. However, he says Airbus has done well to iron out “teething problems”.

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AIRFRAME MAINTENANCE A major change from previous aircraft is the pressure increase in the hydraulic system from 3,000psi to 5,000psi. Military aircraft have hydraulic systems with 5,000psi, but it has never been employed as standard on commercial aircraft. The pressure has been increased to make equipment such as hoses and actuators smaller and more lightweight. A total weight saving of 2.4 tonnes (5,300lb) has been achieved. Some hoses are made of Kevlar. While the synthetic material is strong but lightweight, it is also susceptible to damage through being twisted.

The installation of these hoses thus requires extra care. Mindful handling is also necessary for the novel electrical wiring made of aluminium. Mark Joppe, section leader of the A380 project, states that the aircraft does not have fundamentally new materials.

However, what distinguishes it from its predecessors is the combination of materials.

GrOunD suppOrt eQuipMent

For Axel Pfeiffer, formerly project manager A380 phase-in and now head of the maintenance control centre, the introduction was a ‘greenfield project’ that meant the MRO process could be planned from scratch, with new ideas developed and an ideal working environment created. He reports that the team spent a lot of work on optimising ground support equipment (GSE). Given the aircraft’s unprecedented size, some of the tools are much heavier than for other types, or require new solutions altogether. The aforementioned tail dock is one example of the newly developed equipment. The basic idea was to create a platform that would give the technicians optimal access to the aircraft but, at the same time, keep the construction as simple and efficient as possible.

LHT did not want to install, for example, a complicated docking system with computer-controlled, motorised ramps that would automatically enclose the aircraft at the push of a button, because such sophistication might require significant maintenance in its own right.

The motto was ‘to keep the engineers on the aircraft and not the tools’.

The current structure features work platforms on seven levels around the vertical and horizontal stabilisers. The lowest one — called level A — gives technicians comfortable access to the entire underside of the tailplane at an ergonomic working height of approximately two metres (6.6ft).

Lighting is provided through fluorescent light tubes installed in the dock’s wood composite floor. The structure features cranes to replace the two rudder panels and four elevator panels (two on each side). The 270-tonne (595,200lb) taildock was built by the Dutch company Nijl and installed in late 2009. It can also accommodate the 747-400/-8 as well as A330/A340 aircraft. However, as their horizontal stabilisers are lower above ground level, there will be less space between the working platform and the tailplane’s underside.

The taildock cannot be used for 777 aircraft.

LHT has not installed any docking systems for the wings of the A380. For the time being, the maintenance staff will use mobile platforms to access the areas on the wing and fuselage, which out of reach from the taildock. However, dedicated docking systems for these areas might be installed in the future.

neW WarehOuse

Aside from the A380 hangar, LHT also built a 8,500m2 (269,000ft2) inventory warehouse as part of the new complex. It can accommodate 3,500 palettes with large items and has a fully automated storage system with 13,100 plastic crates (many of which are subdivided into bins) for smaller parts and material. In total, this storage system holds 65,000 different items.

The facility has been operational on a 24/7 basis since 2008, and is used, for example, to support the fleets of Lufthansa Cargo and LH’s former charter subsidiary Condor.

To support the A380 fleet with spare parts, LHT joined forces with Air France Industries (AFI) and formed the 50:50 JV Spairliners in 2005. The Hamburg-based company provides approximately 300,000 part numbers on a power-by-the-hour basis and is responsible for the component repair management, either through LHT or AFI. The main reason for the co-operation between the two MRO competitors is the greater expense for A380 spares compared with other aircraft, which is further intensified by the still relatively small world fleet. “The components cost a lot more money than for a 747 or A340,” states Fritz Beiner, VP sales and customer service.

The value of stock is expected to reach $77m by the end of the year.

Lufthansa Technical Training (LTT ) has been instructing maintenance personnel to service the A380 since 2003. Airbus invited the LHT subsidiary to participate in the development of a training programme for the aircraft. Almost 80 airframe and ERI (energy, radio, instrument) technicians were qualified as of April 2010. The instruction programme comprises a basic 39-day (B1/B2) theory course; a ‘new technology advancement’ course; an Airbus familiarisation programme for technicians who worked mainly on Boeing aircraft; and 13 days of practical training.

This may be complemented by specialist classes to qualify staff, for example, to service the in-flight entertainment (IFE) system or perform engine run-up tests. Practical training can be difficult given the still small A380 fleet and consequently limited availability of the aircraft for training. This is one reason why LHT has invested in extensive simulation tools and software to provide staff with ‘hands-on skills’ in a classroom environment.

Eve n thoug h m a ny of L HT ’s departments have been working on the A380’s introduction for several years, now that the first aircraft of the new flagship fleet are going into service, the journey has just begun. n

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ADVERTORIAL • LUFTHANSA TECHNIK

Lufthansa Technik

With more than 30 subsidiaries and over 26,000 staff, the Lufthansa Technik Group is the leading provider of aircraft-related technical services in the world. Its six product divisions cover the entire service spectrum for modern commercial and VIP aircraft, from line and base maintenance services and overhauls to component support, engine and landing gear services, VIP & executive jet solutions, and supplementary services.

L

ufthansa Technik’s expertise advantage does not stem exclusively from its support of Lufthansa’s flight operation. The company serves customers all over the world: airlines large and small, charter carriers, operators of VIP aircraft, and airlines whose aircraft have to fly under extreme climatic conditions or are subject to the strain of shorthaul traffic with frequent takeoffs and landings.

Lufthansa Technik can assist them in every aspect of service with true added value – with everything they need coming from a single source, including engineering and logistics.

To achieve the best customer solutions, the company employs state-of-the-art technology and numerous innovative repair procedures developed in-house by the company’s own innovation centre. Lufthansa Technik also offers integrated high-tech products, for example cabin equipment, entertainment and communication systems, and is able to cover the complete process chain of the MRO business. As well as technical support for flying operations, it also offers financial services, logistics support, consulting and training courses which can be delivered worldwide.

The complete spectrum of MRO activities is carried out in Lufthansa Technik’s network of facilities, from small overnight checks on regional aircraft to a complete overhaul of large commercial jetliners. The company also features the world’s biggest noise abatement hangar for engine tests and state -of-the art paint hangars. The Completion Centres install customised cabin equipment and furnishing solutions in large and jumbo-sized private and government aircraft, while engine shops overhaul engines from virtually every manufacturer. n MRO YEARBOOK 2011 | 61

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AIRFRAME MAINTENANCE • ADVERTORIAL

Managing advanced, software-enabled aircraft: a new era in aviation maintenance W

The introduction of next-generation aircraft such as the A380 and the forthcoming 787 offers today’s airlines considerable opportunity for realizing operational efficiencies.

From competitive seating capacity to greater fuel efficiency, these aircraft represent an adaptation to ever-changing business surroundings respondent to new challenges arising from environmental considerations, expectations of passenger comfort, and a highly competitive landscape, says Jeff Cass, chief technical officer, Mxi Technologies

hiLe ManY airLines have embraced this evolution in aviation, it is also important to reflect this advancement through a corresponding change in the maintenance organization, as this will offer further opportunity for realized cost savings and operational efficiency. A380 operators have recognized this opportunity in advance of the receipt of their new fleets and have used this introduction to implement a new approach to maintenance, allowing their organization to evolve in tandem with the sophistication of their fleet.

By combining new philosophies with Maintenix, a wholly-integrated software solution, these companies were able to achieve real-time maintenance management on their A380 aircraft — something that was not previously possible with their legacy maintenance systems. In addition to the operational benefits of implementing a modern, scalable solution, these organizations have been able to effectively address one of the most challenging aspects of maintaining these modern software-enabled aircraft: Field Loadable Software (FLS).

With the introduction of next-generation aircraft, which make heavy use of FLS throughout all systems on the aircraft, maintenance organizations are faced with an exponential increase in the complexity of managing the flying configuration of the aircraft throughout the entire lifecycle.

This is a key factor driving the modernization of maintenance organizations.

Consider a scenario involving the introduction of a new, software-enabled fuel pump. The installation requires not only a wiring modification, but also a configuration table software update, a core processing software update, new display unit

software with additional cockpit alerts, and new documentation installed in the cockpit related to the use of the new software. Once the installation is complete and the software configurations are updated, each of these separate pieces must be managed to ensure compatibility with one another throughout the life of the aircraft and the pump.

Considering these necessary steps, we can begin to see the complexities associated with managing and maintaining both the software and hardware configuration.

A cor responding operational example further illustrates the issue facing maintenance organizations. As an aircraft arrives at a line station with a fuel control problem, and the line mechanic raises a non-routine and requests the needed fuel pump, one must consider the following questions in the context of the risk of non-compliance and flight delay: • Do the technician and support personnel know that this line replaceable unit (LRU) is controlled by loadable software?

• Does the technician know the state of the aircraft software loads?

• Will the illustrated parts catalogue (IPC) highlight to the technician which core processing software and cockpit display modules are required for each fuel pump part number?

• Will the technician be automatically alerted to the problem? If so, how?

Relative to this example, further questions are raised in evaluating the effectiveness of a maintenance solution: how long will it take to determine all of this information, and how accurate can we trust the findings to be? The speed and precision with which operators are able to answer these questions can have a significant impact on operational efficiency and aircraft uptime.

Because software configuration management on next-generation aircraft is the responsibility of the operator (neither Boeing nor Airbus provide a complete system to manage software configurations), to meet the maintenance requirements of advanced, software-enabled aircraft, maintenance organizations need a system that can handle both the increased volume and the increased complexity of configuration management.

Configuration management of in-service aircraft revolves around the ability to define what constitutes a valid flying configuration and ensuring that aircraft remain within those rules throughout their lifecycles. A large part of this effort surrounds the analysis of compatibility: which parts interact safely with one another and which do not.

The concept of managing hardware-to-hardware compatibilities, or configuration management of physical components, is familiar to most aircraft technicians. Traditionally, the process is managed by using the OEM-published IPC as the source of authority in a largely manual process where the technician is asked to verify all part numbers via the IPC at the point of execution prior to installation.

With the introduction of next-generation, software-enabled aircraft, the scope of the problem expands to include two additional types of interrelationships: software-to-software and hardware-to-software. This added complexity combines with an overall increase in the volume of components being managed (in some cases the number of software loads now exceeds the number of rotable hardware components), with the result that existing manual processes are not capable of safely or cost effectively scaling to manage the additional volume of configuration checks.

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ADVERTORIAL • AIRFRAME MAINTENANCE Successful configuration management at the scale required for advanced aircraft can be effectively achieved only by automating the checks and balances performed at the point of execution, thereby reducing the risk of human error and the costs associated with managing the complexity of compliance for advanced aircraft.

cOMpLex cOnfiGuratiOn ManaGeMent increaseD technicaL cOMpLexitY

The three types of component compatibility rules that must be enforced as part of the configuration management program add significant technical complexity to the issue of managing advanced aircraft: • Hardware-to-hardware compatibility • Software-to-software compatibility • Software-to-hardware compatibility

sOftWare-tO-harDWare cOMpatiBiLitY

As in the fuel pump example, many mechanical or physical components are designed to work only with a specific version of software. Installing incompatible software versions with a softwareenabled hardware component may result in a malfunctioning or non-functioning component.

Neither OEM provided tools, nor legacy maintenance tracking software systems designed for previous generation aircraft, are capable of managing the inter-relationships between software and hardware components that ensure a compliant flying configuration. While software-to-hardware compatibility issues are often not explicitly defined in the IPC, there are many circumstances where the hardware installed on an aircraft requires a specific version of controlling software.

Although often overlooked or ill considered, this issue should not be underestimated when scoping the configuration management needs of advanced, software-enabled aircraft.

increaseD prOcess VOLuMe

Figure A: Hardware and Software Interrelationships

1. Software-to-software 2. Hardware-to-hardware 3. Hardware-to-software While operators are more versed in hardwareto-hardware compatibilities, each of the three configuration compatibility checks must be performed for every configuration change. As the number of FLS components, and software enabled hardware increases, so too does the complexity of ensuring a valid flying configuration.

By multiplying the technical complexity by the volume of hardware and software components on software-enabled aircraft, operators are now required to manage up to five times as many configuration checks as on previous-generation aircraft.

To illustrate the increased complexity encountered on advanced aircraft, Figure B highlights the number of FLS components, by aircraft type, across three generations of aircraft. The figure demonstrates roughly a 35 times multiplier in the number of software components and related compatibility checks from a 767 aircraft to the 787.

Even maintenance organizations currently operating the 777 are finding that the manual or segmented processes that were created to meet minimum configuration management re q u i re m e n t s a re u n a b l e t o effectively scale to support advanced aircraft where the volume of FLS is significantly higher. This is driving the demand for new, integrated configuration management solutions.

ManaGinG risk

The use of a legacy maintenance system to manage advanced, software -enabled aircraft will ultimately expose a significant gap in a maintenance organization’s ability to confidently manage the complexity of software-related configuration.

Likewise, relying on the OEMprovided tools to identify incompatibilities has only limited impact, as only those items currently on the aircraft that are out of compliance will be highlighted. Any problems identified using this approach will require additional aircraft downtime, labor, and parts to rectify.

When attempting to answer the questions posed by these new configuration challenges — Where can the rules that define which fuel distribution software part numbers are not compatible with certain fuel

sOftWare-tO-sOftWare cOMpatiBiLitY

With computerized aircraft, software-to-software incompatibilities are not unexpected. Like a personal computer, some versions of software can conflict with or simply just not work with other versions installed on the same machine. When this problem is multiplied by the volume of software loads on advanced aircraft, operators are faced with a level of complexity that is unfamiliar to many aircraft engineers, and unmanageable using existing legacy systems.

To help mitigate this issue, advanced aircraft are capable of producing a report of all software part numbers installed. However, because the aircraft is not considered an approved system of record, this report needs to be audited and reconciled with the existing maintenance management system. This integration requirement and data reconciliation becomes the burden of the operator.

Figure B: Field-loadable software by aircraft

* 2008 data from the Field- Loadable Software Working Group, actual numbers for 787 and A380 are somewhat higher.

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AIRFRAME MAINTENANCE •ADVERTORIAL

“…Maintenix software offers next-generation aircraft operators a proven opportunity to introduce key operational efficiencies into their maintenance operations.”

Figure C: Reactive vs. Proactive Maintenance

pump part numbers (hardware) be stored? How do we ensure our technicians on the line are installing the proper parts? — it becomes apparent that the most effective and lowest risk solution becomes an integrated approach that represents a single system able to meet all maintenance requirements.

To most effectively manage the configuration challenges of an advanced aircraft, this system should manage the authorized and as-flown configuration for all aircraft, including hardware and software part numbers and associated serial numbers in a single location, reducing the risk of missed information.

Most importantly though, as maintainers are raising and troubleshooting non-routines, the system should validate, in real-time, the authorized configuration with the part number(s) being requested. Any conflicts, hardware or software related, should be proactively identified to the technician at the point of maintenance execution, eliminating the possibility of compliance errors and preventing delays.

a sOLutiOn DesiGneD specificaLLY fOr aDVanceD aircraft To best enable an organization to harvest the promised benefits of the new generation of aircraft, a maintenance environment must be created that not only makes use of the technological advances that come with the aircraft, but also does not diminish the impact of these advances through increased cost and complexity in the management processes.

By implementing a maintenance management approach and software system specifically designed for this next generation of aircraft, maintenance organizations can significantly reduce the risks associated with their increased complexity.

In fact, when done properly, a new approach can result in significant operational benefits to the maintenance organization.

Leading operators and managers of advanced aircraft, including Qantas, Air France, and the Boeing GoldCare team, have selected Mxi

Technologies’ Maintenix software to help evolve their maintenance organizations in line with the evolution in aircraft technology and capability.

Specifically designed to manage the new complexities of software-enabled aircraft, Mxi is also working with a number of airlines preparing to take early receipt of the Boeing 787.

Mxi Technologies’ Maintenix software offers nextgeneration aircraft operators a proven opportunity to introduce key operational efficiencies into their maintenance operations. By maintaining all information related to allowable software and hardware configuration, Maintenix empowers maintenance organizations by providing a wholepicture view of the real-time state-of-maintenance and non-compliance at the point of execution, which can significantly reduce human error and increase aircraft uptime.

Maintenance organizations eager to make the most of their investment in next-generation aircraft are choosing Maintenix to support their operations today and into the future. n

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A330 and A340 maintenance The first of the A330s, the A330-300, entered service in November 1992. The first A340, the A340-200, entered service shortly afterwards in January 1993. Since that time there have been several significant interval increases.

“a

330 anD a340 are matured aircraft types and have stabilised in terms of maintenance cost,” says, Emil Frehner, head of heavy maintenance at SR Technics.

Lufthansa Technik Philippines is able to perform a heavy check on the A330/A340 aircraft in 20 days. SR Technics’ typical turnaround times for the A330/A340s are: A check, 20-24 hours; C check, 54-96 hours depending on type of C check (even or uneven); 4C, 21 days including standard cabin refurbishment and stripping/painting of fuselage and vertical fin; and 8C, 24 - 26 days including standard cabin refurbishment. All ground times are subject to the final work package and the amount of modification work included.

Maintenance interVaLs

At entry into service, the A330 and A340 check intervals were: A check - 400 hours; C check - 15 months; 4C check plus structural items - 60 months; and 8C check plus structural items - 120 months.

Since then the A330 & A340 Maintenance Review Board Reports (MRBR) have demanded several major interval increases. The A330 and A340 MRBR revision 7 was approved in the second quarter of 2002 escalating the A Check from 500 to 600 flight hours; the C Check from 15 to 18 months; and the 2C Check from 30 to 36 months. The second quarter of 2006 saw the MRBR revision 9 escalate the Intermediate Check (5 YE/4C) from five to six years. The fourth quarter of 2008 saw the most recent MRBR revision 11, which escalated

the A Check from 600 to 800 flight hours and the Heavy Check (10 YE/8C) from 10 to 12 years (this re-synchronised the intermediate and heavy checks). The corresponding Maintenance Planning Documents (MPD), A330 MPD revision 16 and A340 MPD revision 17, containing the 800 flight hours, A check interval and 12 year interval were issued in February 2009.

Among some of the MRO providers, Aveos’ checks are in line with those of Airbus, as of MPD revision 16. Air Berlin has chosen to keep its A check at the previous interval of 600 flight hours. Meanwhile, SR Technics is in line with the current Airbus check intervals, but says it had already increased the A-check interval from 600 to 800 flight hours before Airbus.

Brenda Stevens, Aveos market intelligence analyst, says: “The difficulties in escalating maintenance intervals depend on the participation of the A330/A340 operators. The more data that can be provided to the OEM and the Industry Steering Committee, [which is composed of the manufacturers, operators and airworthiness authorities] the better position they will be in to

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make recommendations. The OEM has a lot vested in this process, as the results become a marketing point for maintenance economics and in turn sell more airplanes.”

Longer intervals between maintenance checks on aircraft results in lower costs for the airlines running them. In terms of further escalations Stevens states that “the saturation point might be reached after the C check has evolved to two years”. If she is correct, then Airbus is not yet at the end point of improving maintenance intervals.

SR Technics have similar expectations. While Frehner believes that the A check interval is at its limit, he says that base C checks have a potential for escalation of up to 20 months. As on the Airbus maintenance programme, the base C checks (1C/2C/3C) are very much connected with the heavy C checks (4C/8C). It is an economical life cycle consideration to eventually increase the base C check to 20 months and the 4C check to 80 months and leave the 8C check at 144 months.

This 8C check cannot easily be escalated to 160 months due to corrosion control programmes

on ageing aircraft. Air Berlin expects escalation of both C check and A check intervals for the A330 family; as with the A check it still has to reach the current standard.

The A330/A340 Industry Steering Committee (ISC) has chosen to remain with the letter check concept, as they feel it is a beneficial planning tool.

Alan Smith, A330/A340 maintenance programme manager at Airbus, states: “This policy will have to change when the next C/2C evolution exercise is completed as we have reached the limits of a packaged C interval.”

c check escaLatiOn pLans

According to Smith, Airbus is currently escalating the C/2C maintenance intervals to “higher values”.

This exercise was launched by the A330/A340 ISC. The approved C/2C intervals are still 18/36 months in the current A330 and A340 MRBRs. However, he says: “We expect to have approved intervals in the MRBR revision 13 by 3Q 2010. The MPDs will follow approximately one month later.”

Airbus uses the term ‘evolution’, some

manufacturers also employ the word ‘optimisation’, to clarify that the exercise considers all means to improve the maintenance programme and does not focus exclusively on ‘escalation’. Smith reports: “Although the goal may be to justify greater check intervals, it is equally important to assess the need for additional scheduled tasks or more frequent intervals of some existing tasks. A maintenance programme evolution can therefore also lead to some task thresholds and intervals decreasing. The authorities require us to review in-service feedback on all relevant tasks.”

The current C and 2C intervals are a package of tasks. For example, the current A330/A340 approved C interval value is 18 months/8,500 flight hours. Some of the C interval tasks, in the package, have a degradation characteristic that is sensitive to flight hours. As such they have an interval stated as 8,500 flight hours. Although this interval is stated in the MSG3 analysis, it does not appear in the MRBR. In the MRBR Smith says these tasks are “conservatively ‘packaged’ into the 18 month C interval”.

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check

AIRFRAME MAINTENANCE

SR Technics’ mechanics working on the PW4000 for the A330.

So in theory the C interval tasks that relate to flight hours could have a longer time between checks for aircraft which have low flight hour utilisation. Smith says: “This is one of the penalties of packaging tasks with different inspection parameters into a letter check and explains why Airbus now favours stating tasks in their individual usage parameters. The target C interval for the evolution exercise is 24 months.” However, he also warns: “The flight hour intervals of the reported data do not allow these tasks to be conservatively packaged in a 24 MO interval for the entire A330/ A340 world fleet.”

As a result it will be necessary to ‘unpackage’ the relevant tasks and state them in their individual inspection parameters ‘months’ and/or ‘flight hours’.

This explains the need for the ISC to abandon the letter check concept, in Smith’s opinion, which will have become fragmented. As Smith states, Airbus will “delete” the C/2C letter check concept in MRBR revision 13. In future, the ‘C’ equivalent target intervals will be stated as 24 MO/10,000 flight hours.

A similar policy will be applied for the 2C interval tasks, according to Smith.

The A330 and A340 MPDs will contain a specific

appendix, similar to that produced in the A320-family MPD, containing planning scenarios to allow operators to plan their own optimum C and 2C maintenance events, based on their own specific utilisation. Smith says approval of such escalations is obtained based on “sound justifications” from in-service experience, together with engineering judgment. The airlines participating in the Industry Steering Committee (ISC) provide their task findings and nil-findings for each concerned maintenance task to the maintenance working group for further evaluation.

Smith states that the upcoming C/2C evolution exercise will review approximately 350 tasks and is estimated to consume approximately 40,000 man-hours of work. “The analysis of manhours per task is higher than previous evolution exercises as it is the first one to be compliant with International MRB Policy Board Issue Paper IP 44. This obliges OEMs to demonstrate a 95 per cent confidence level per task based on statistical analysis and requires a higher percentage of in-service data and a more complex engineering evaluation.”

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Established in September 2000 as a joint venture between Lufthansa Technik AG and Philippine-based MacroAsia Corporation, Lufthansa Technik Philippines (LTP) has become one of the MRO group’s global A330/A340 overhaul centres.

current Maintenance chaLLenGes

SR Technics’ Frehner notes that the “A340-500/-600 aircraft are challenging in respect to the enlarged size.” On a broader level, maintenance providers still express a need to keep in mind the fact that the maintenance programme also includes Fuel Tank Safety Requirements SFAR 88 tasks and Electrical Wiring Interconnection System (EWIS) tasks developed from the Enhanced Zonal Analysis Procedure (EZAP), which came into force as an FAA AD in November 2007. It should be noted that the SFAR 88 and EWIS/EZAP tasks are a burden on all commercial aircraft, as the ADs are equally applicable to them.

The most notable maintenance challenge arising from an AD, according to Aveos’ Stevens, is from the highlighted SFAR 88 AD 2008-25-02 (fuel tanks — prevention against fuel explosion risks). She says: “This type of AD requires fuel tank entry and power

off. The impact on the rest of the check will be dependent on when the fuel tanks can be closed, power restored and functionals performed.”

The SFAR 88 AD is also one that SR Technics highlights as presenting a challenge. Frehner cites another major maintenance cost contributor AD as the frame 40 and frame 47 inspection/modification on A330 and A340 aircraft; this was the first time that this modification was done outside an Airbus facility. The challenge of this AD was also recognised by Lufthansa Technik Philippines (LTP).

Liza Martija, marketing communications manager at LTP, states: “The challenge here was to ensure that the turnaround time of the major check should not be negatively affected by this modification.

Typically, this modification takes 34 days if done outside of a major check. If combined with a major check, the overall downtime can be substantially reduced. Through the close collaboration between Airbus technicians, who did the frame 47

modification, and the LEAN process improvements initiated by LTP engineers and mechanics, the modifications done on the A340-600s did not have an adverse effect on the turnaround time.”

Stevens asserts that the latest maintenance challenge to appear on the A330 fleet is the modification of the pylon-to-wing attach fitting rib 18A to address cracked bearing and corrosion on fitting bores. She says: “We are constantly working on improving our capabilities to replace the rib 18A [as per the Airbus modification] with a new and improved corrosion resistant steel. The complexity of the repair, the tooling logistics and manpower requirements are challenges for MROs.” Air Berlin notes that some of the technical challenges involved “are the 50,000 flight hours checks” and the issue of “landing gear replacement”.

The airline also points to the challenges of the aging of thrust reverser and the delaminating of the spoiler. n

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AIRFRAME MAINTENANCE

Lucky number sevens — 777 maintenance The 777 was designed with an emphasis on reducing maintenance costs, and the technological, systems and process improvements are being felt today as MROs report a positive experience in maintaining the aircraft.

B

OeinG’s 777 aircraft made history when it became the first jetliner to be 100 per cent digitally designed using 3D computer graphics. The aircraft was “preassembled” on computers, so there was no need for a costly, full-scale mock-up. But as with any aircraft, the 777 was designed and constructed with the aim of building the most cost-effective product for airline customers. The 777 aircraft is currently available in six models. These are the 777-200, 777-200ER (extended range), 777-200LR (longer-range), 777-300 and the 777-300ER, and the 777 Freighter. All types are flying with one of three different engines: GE Aviation’s GE90 family, Pratt & Whitney’s PW4000 family, or Rolls-Royce’s Trent 800 engine family.

A number of technological advances were incorporated into the aircraft programme with the aim of lowering maintenance costs. Material use has been one of the drivers of this. According to Khwaja Ali, director of maintenance economics at Boeing, the extensive use of carbon-fibrereinforced plastics (CFRP) has resulted in low levels of scheduled maintenance and less non-routine maintenance. “Fatigue cracking and corrosion in aluminium floor beams are common and costly; 777 fleet history shows zero non-routine labour

The 777 family comes in six models. As well as reduced maintenance costs, the family has an excellent safety record.

hours for the composite floor beams, and Boeing has never sold a replacement composite floor beam for the more than 800 777 airplanes in service.”

Similarly, the composite empennage requires 35 per cent less scheduled labour-hours, even though its tail is 23 per cent bigger than the 767. Advanced aluminium alloys provide improved fatigue and

corrosion resistance while saving weight. This has resulted in very low non-routine defect findings.

Other design advances can be seen in systems technology and other on-board processes. Two of the most important are the use of fly-by-wire technology and health monitoring. Ali states that fly-by-wire “removes control cables and

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reduces the complexity of the flight control system, allowing for easy and quick rigging and adjustments, whenever needed.” The 777 features a centralised onboard maintenance system which has a dedicated flight-deck terminal and multiple points for connecting a portable maintenance access terminal.

Maintenance data is collected and stored for most aircraft systems. “It indicates impending faults prior to system failure and allows operational tests and engine balancing. Defect data can be transmitted to onground maintenance bases during flight. Real-time monitoring allows predictive rather than reactive maintenance, significantly saving cost and delays,” says Ali. Tim Boldt, marketing manager at Delta Tech Ops, which has extensive experience in maintaining the aircraft, says: “The 777 is the first aircraft that provides guidance for discrepancy corrective actions, so this changes the way the maintenance

technician troubleshoots — guiding them to rely on what the aircraft is telling them. While this change in thinking is challenging, the result is reduced out of service time in the operation. This tool enables more effective component spares provisioning, reduces shop level repair costs, and reduces operation disruptions. This provides for a more reliable and safe aircraft.”

Another example of process improvement is in corrosion control — better fluid drainage and advanced hard-coat corrosion-inhibiting compounds

An All Nippon Airways 777 pulls in for maintenance at an ST Aerospace facility.

According to the MRO provider, a typical time span for a C check or heavy maintenance on the 777 ranges from 10 to 28 days.

Source: ST Aerospace

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AIRFRAME MAINTENANCE were applied throughout the lower fuselage. There are many more.

Ali says: “Systems were validated for maintainability. Digital design processes enabled maintainability to be evaluated as the design developed. All installations were evaluated for human fac tors, path obstruction, tool access and movement. Dispatch critical items had a 45-minute maximum task-time objective.”

ST Aerospace also has broad experience on the 777, and this includes maintenance services such as C checks, M checks, flap modifications, cabin upgrades and modifications, as well as aircraft painting. The company has redelivered more than 40 777 aircraft to customers, and says that the 777 has many advantages from a maintenance perspective: “The 777 incorporates modern technology in its design, with self testing and self diagnostic capabilities which help to pinpoint to the source of the problem, as well as an onboard computer that aids in troubleshooting. The 777 also makes extensive use of advanced composite and lightweight structural materials to lessen the overall weight of the aircraft. Coupled with being a relatively new airplane in service, there are fewer findings of structural defects or corrosion compared to the multitude of ageing aircraft problems found in older aircraft models. All these help to make the aircraft very maintenance-friendly, requiring less maintenance man-hours.”

The technological advances did not end when the aircraft was built and entered into service. Rather, there has been a continuous process of improvement. Indeed, 777 airframe maintenance costs being reported by the industry have been 13 to 15 per cent lower than what was estimated at the time of launch of the programme. The Boeing philosophy is that “we continue to listen to our customers and to investigate ways to improve our airplanes regardless of the competition”. This has been evidenced by the entry into service of the new, longer range 777s, the availability of a performance

improvement package for the in-ser vice 777-200/-200ER/-300aircraft, and the entry into service of the 777 Freighter, in February 2009.

But the upgrades will not end there.

“Opportunities to further enhance the airplane could include improving engine performance to increase fuel efficiency; making modifications to reduce drag; further application of lighter weight materials such as composites, aluminium alloys and titanium to reduce weight; and applying 787 technologies,” state Boeing.

These improvements are in addition to other enhancements recently made to the 777-300ER, which have improved the aircraft’s overall fuel efficiency by 3.6 per cent since it entered service in May 2004. The range capability of the 777-300ER has also increased by 630 nautical miles since entry into service.

MaintaininG the aircraft

In addition to the systems and materials technology that has been designed into the aircraft, the ease of maintenance has also been facilitated by a specific maintenance plan and e-enabled services available through the MyBoeingFleet.com web portal.

According to Ali: “The maintenance plan for the 777 initiated a new concept of providing the airlines complete flexibility as to how to package their checks by having no letter checks and each task being driven by its own parameter. Based on each airline’s own operating plan, the tasks can be accomplished at their optimum intervals based flight-hours, flight-cycles or calendar time.

This has allowed airlines to reduce their costs significantly compared to other airplane types. The Next-Generation 737, 787 and the 747-8 now have followed suit with a similar maintenance concept.”

The 777 changed the way maintenance technicians troubleshoot, according to Delta Tech Ops, as it was the first aircraft to provide guidance for discrepancy corrective actions, so guiding technicians to rely on what the aircraft is telling them. While this change in thinking has been challenging, the result has been reduced out of service time, relates the MRO provider.

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AIRFRAME MAINTENANCE The task intervals on the 777s are continuously being reviewed by an Industry Steering Committee.

In addition, the minimum equipment list of the 777 allows a great deal of flexibility in airplane dispatch.

“This enables airplane maintenance to be performed at locations where facilities are available and at operators’ convenience,” says Ali.” Operators who do not want to invest in holding large quantity of spares or building overhauling facilities are facilitated by a programme called the Boeing Component Exchange Program, where for a fee Boeing provides overhauled components with 24 hours.”

The result is that the 777 has a high utilisation rate of 12.2 flight hours per day (4,500 FH/year). A typical 777 spends an average of five days per year for scheduled maintenance. The dispatch reliability for the 777 fleet is 99.3 per cent.

Maintenance inspections for the 777 are typically packaged in letter checks. An equivalent “A” check is at 1,000 flight hours; a “C” check at three years; and heavy structural inspection at 3,000 days (eight years). Delta Tech Ops, for example, follows the manufacturer and FAA guidelines and requirements, with the exception of the “A” checks which are performed at more frequent intervals.

Boldt says: “A checks are required at 500 flighthour intervals. However, Delta schedules A checks at 250 flight-hour intervals, allowing us to “split” checks in half, allowing for less out of service time.”

The company’s next level checks are referred to as “Packaged Service Visits (PSVs)”. These are checks which are scheduled at 500 day or 7500 flight hour intervals. They generally involve hangar visits of fiveto-seven days. “The heaviest checks are scheduled at roughly an eight year interval. This is the closest check to the classic “overhaul” visit. This is generally a 25-30 day hangar visit,” says Boldt.

ST Aerospace’s experience has been: “Typically, the time span for a C check or heavy maintenance on the 777 ranges from 10 to 28 days. We strive to provide a fast turnaround for our customers, although the actual turnaround time is dependent on the customers’ maintenance work packages which may include additional engineering orders and modifications.”

MRO activity accounts for about 12 per cent of the cash aircraft-related operating cost for a 777-200ER. This includes all labour, material and overhead costs of an airline engineering and maintenance department. The distribution is similar for the 777200LR and 777-300ER.

reDucinG hanGar Visit tiMes

MROs maintaining the 777 have largely been positive in their views of the aircraft. Tay states: “Generally, we do not face many problems maintaining the 777 aircraft. The only issue we found in the earlier 777 aircraft that we worked on was the frequent wear and tear on the flap linkages. This problem was rectified by overhauling the flap linkages.”

With longer aircraft operations, issues such as fuel system icing and fuel boost pump operation are requiring increased maintenance. Boldt states that Delta Tech Ops is participating with Boeing’s redesign of the 777 fuel scavenge system for better performance during long-haul operations.

However, some of the advances the 777 offers present their own challenges, as Boldt outlines: “The many new 777 systems require higher spare component inventories per aircraft than legacy Boeing aircraft. In addition, as operators of a new fleet type Delta is involved in developing repair designs, rather than being able to rely on time-tested workaround plans for managing discrepancies, as is the case with legacy fleets.”

Compared to other aircraft, the 777 presents both similarities and differences. Boldt states: “While the 777 requires fewer personnel for performing day-to-day versus other long haul fleets, Delta generally treats the aircraft the same as other fleets as far as daily routine checks. However for the heavier maintenance, such as letter checks and heavy visits the 777 is much different. Legacy fleets generally have set intervals of packaged checks, however the 777 spreads out “overhaul” checks over time, reducing hangar visit times.”

safetY recOrD

The 777 is not just easier to maintain, but has an excellent safety record. According to Boeing: “The 777 series of aircraft holds one of the best safety records among all jet transport airplanes with an accident rate less than one sixth the rate of the total jet fleet.”

The 777 has been involved in very few accidents or incidents. On January 17, 2008, a 777-200 equipped with Rolls-Royce Trent 895-17 engines suffered uncommanded thrust reduction at Heathrow Airport as a result of reduced fuel flows caused by ice accumulated in the main tank fuel feed system. Fewer than 20 passengers were injured, with no fatalities. Boeing worked on devising a number of operational changes to prevent the incident re-occurring.

The only fatality involving the 777 happened on September 5, 2001 during a refuelling fire at Denver International Airport. The aircraft suffered scorching of the wings and a ground worker sustained fatal burns. Other incidents have seen momentary loss of thrust on a Rolls-Royce Trent 895 engine on a 777-200ER, and an uncommanded reduction in thrust in a -200ER flight with the same engines.

suMMarY

The 777 features technological, systems and process advances, which together have improved the maintenance experience and reduced maintenance costs. Industry has reported that these costs have been 13 to 15 per cent lower than what was estimated at the time of the launch of the programme. Upgrades are continuously occurring, and in some cases fuel efficiency is still being improved. A specific maintenance plan for the 777 has delivered a new, flexible packaging of checks, and Boeing programmes following the 777 have implemented similar concepts. The result has been reduced hangar visit times and this, coupled with an excellent safety record, has ensured a legacy of success for the aircraft family. n MRO YEARBOOK 2011 | 75

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Robust and reliable: 737 maintenance More than four decades in service, and still going strong — the Boeing 737 family is the benchmark for short to medium range narrowbody aircraft. What does it take for MRO companies to keep the twinjet flying?

t

he 737 GeneraLLY is a robust, reliable and easyto-maintain aircraft. After 42 years of airline service and more than 6,400 units delivered around the globe — the total orders currently stand over 8,000 — the bestselling twinjet family has more than proven itself, not just from an airline operations perspective but also from the point-of-view of the hangar floor. The good maintainability is best reflected in the easy access to the aircraft without specific ground support equipment thanks to its comparatively short landing gear and compact dimensions.

When Boeing launched the NextGeneration programme (737600, -700, -800 and later the -900) in 1993, one of the central objectives was to improve maintainability and lower MRO costs over the previous Classic generation (-300, -400, -500), which was produced between 1983 and 2000. The CFM56-3 powered Classic series was already the second generation after the original 737-100 and -200 models. Those had been manufactured from 1967 until 1988 and were equipped with Pratt & Whitney JT8D engines. However, the 1990s rejuvenation from the Classic (CL) to the NextGeneration (NG) series — prompted by the arrival of the clean-sheet A320 in 1988 — was a much more profound

change than the previous update. For instance, Boeing enlarged the NG’s wing area by approximately 25 per cent and significantly increased the use of composites to reduce the aircraft’s weight.

The airframer employed the latest generation CFM56-7B engines and fundamentally modernised the flight deck and systems throughout the aircraft.

Dr Ismail Demir, GM of Turkish Technic, reports that changing engines and accomplishing the related tests on the NGs have been considerably improved over the Classic series. The same can be said for replacing the landing gear and servicing the nose wheel steering mechanism. The actuation system for the flight control surfaces was also simplified, which resulted in easier adjustment and testing. Another maintenance advantage of the NG series is the vacuum-operated lavatory system that replaced the former, gravity-based tank principle, according to Demir.

The ability to simply interchange components across different models is one of the NG-family’s major strengths. The digital cockpit, onboard maintenance computers and use of builtin testing equipment (BITE) throughout the aircraft’s systems architecture have made troubleshooting and post-maintenance functionality checks much more straightforward.

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scriBe Marks

heaVY Maintenance

Moving on to heavy maintenance, Demir states: “Since THY [Turkish Airlines] is one of the first operators who integrated the 737NGs into their fleet, Turkish Technic had the chance to perform many of the very comprehensive C6 and C7 checks, including structural task cards. These ended up with less problems compared to the 10-year D checks for the 737 Classics.”

One reason for the improved structural performance is that Boeing used thicker skin panels for NG airframes than on the CL series. This has resulted in less corrosion and fatigue cracking and, consequently, less need for repair. Another factor is that the fleet is still relatively young. Just one 737NG has thus far been scrapped, discounting aircraft damaged beyond repair in incidents and accidents. This passenger jet is a 1999-vintage 737600 that belonged to the former UK-based charter carrier FlyGlobespan, which entered administration in December 2009. However, Landon Nitschke, VP operations at ATS, a MRO provider right on Boeing’s doorstep at Paine Field in Everett/Seattle, says: “In ATS’ experience, NG aircraft are susceptible to the same potential for corrosion [as Classics] in areas such as doorways, wet areas, cargo bays, etc.” The company has serviced approximately 2,600 aircraft since 1996, two thirds of which were CLs. While airlines will be pleased about any reduced need in heavy maintenance, the structural improvements and greater reliability have put under

pressure those MRO companies that specialised in airframe work and built their business case upon it. “NGs are less labour-intensive when performing certain airframe-related tasks. Thus they decrease the natural cost advantage of airframe-focused MROs located in lower cost regions like Eastern Europe, Central America or Asia,” explains Jonas Butautis, CEO of FL Technics, a maintenance specialist for 737, 757 and Saab turboprop aircraft in Vilnius, Lithuania. “In addition, servicing NGs is a much more capital-intensive activity for any MRO, as compared to Classics. These two forces — less labour [and] more capital — bring back the competitive edge of major global MRO players, backed by capital rich shareholders.”

Butautis concludes that while the NG series delivers much higher reliability to the operators than the Classic models, the share of heavy airframe tasks in the overall maintenance work volume has shrunk.

At the same time there has been a shift in the aftermarket potential from the airframe work to the maintenance of engines, components, avionics, etc., due to the greater of sophistication of this equipment. FL Technics gained EASA approval to provide MRO services for 737NGs in April 2010.

The Baltic company has 20 years of experience in line, base and heavy maintenance of Boeing’s narrowbody family, including modifications, structural inspections, corrosion prevention & control programmes (CPCP), composite and structural repairs.

Scribe marks have been a structural issue of both Classic and NextGeneration 737s. These are narrow, shallow distinct scratches in the fuselage skin or structure which, if not repaired, can develop into premature fatigue cracks. They are typically created when the aircraft is stripped and painted, or during the application/removal of graphic decals. For example, the use of razor blades to remove sealant or trim decals on the fuselage skin can cause scribe marks. The same is true for using metal scrapers to remove sealant from the fillet seals at lap joints or gaps at butt joints. Aircraft that frequently change operators and receive new liveries, which is typical for the volatile 737 redelivery market, are therefore more likely to suffer from scribe marks than aircraft that stay within one fleet for many years. According to Boeing, scribe marks are not exclusive to its aircraft or the 737-family in particular.

If the aircraft has been stripped, scribe marks can initially be detected by visual inspection.

Otherwise it is possible to regularly use phased array equipment to conduct NDT for scribe lines.

It performs an optical evaluation of the affected fuselage area by taking a digital image and mapping every blemish. During the following inspection, the tool will go back over the same area and remap the aircraft based on the last mapping. It will alert the user to any changes. If any signs of damage have been found, high-frequency eddy current (HFEC) or ultrasonic (UT) inspections become necessary to detect any cracks. Laser measurement or optical micrometer inspections are employed to determine the scribe line depth. There are manufacturer service bulletins (SB) and guidelines in the structural repair manual (SRM) to assess the damages and decide about further actions.

“The common repair is to cut-out the damage, repair it or perform a modification that requires removing the entire lap joint,” says Nitschke.

“The scribe line issue is a recurring issue with all aircraft, but is more common to older aircraft.”

Another deterioration typically found on Classic aircraft with high numbers of flight hours (FH) and cycles (FC) numbers is fatigue cracking in the radius of chemically milled pockets in the airframe structure. The ATS vice president expects that this will likely be an issue with ageing 737NGs too as they accumulate high FH/FC levels. He reports that corrosion within the flap tracks is a present issue with NG aircraft.

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ATS is located at Paine Field in Everett, north of Seattle, where Boeing assembles all its commercial aircraft types except for the 737. The narrowbodies are assembled in Renton, south of Seattle.

frOM Letter checks tO task-BaseD Maintenance

One of the most consequential changes between Classic and 737NG aircraft has been the switch from the traditional letter checks to task-based maintenance — in other words, the change from the MSG2 (maintenance steering group) logic to MSG3.

While operators in the past had to adhere to rigid, uniform work programmes for comprehensive checks, they can now group the single tasks into different packages for each individual

maintenance event in a manner that is most efficient to them. This freedom allows the operators to take factors such as aircraft downtime, accessibility for maintenance, particular operating conditions, manpower and availability of resources into account. Boeing only provides recommendations, and doesn’t impose a set maintenance schedule on the airlines.

“Maintenance planning capabilities vary greatly from one owner/operator to the next,” states Danny Martinez, VP and GM of AAR Aircraft Services in Indianapolis. “While most large fleet operators have very robust maintenance planning infrastructures and well established reliability programmes in place allowing them to package maintenance tasks efficiently, the small fleet and single aircraft owner/operator typically relies heavily on the OEM’s intervals and recommendations.”

For instance, Turkish Airlines (THY) has currently scheduled A events (comprising certain task packages) to take place after 150FH. Base maintenance, the traditional C check, becomes necessary after 7,500FH or 730 days, whichever occurs first. The Istanbul-based carrier has a fleet of approximately 70 737NGs, which it operates 12FH during five FC on an average day. However, Demir stresses that these arrangements are subject to possible adjustment in the future if operating conditions change.

On 737 Classic aircraft, A checks are typically done after 250FH, C checks after 4,000FH, and a D check (overhaul) including all structural inspection (SI) tasks after 24,000FH. On NextGeneration aircraft, all maintenance tasks are arranged as multiples of a basic 500FH phase interval. In other words, these tasks have to be accomplished after 500FH, 1,000FH, 1,500FH depending on their urgency. Base checks are formed by grouping tasks with intervals of 8, 10, 12 times the basic phase interval, i.e. 4,000FH, 5,000FH and 6,000FH. It is also possible to accomplish tasks which were traditionally part of a base maintenance event (C check) into the an A event. FL Technic’s Butautis reports that the MSG3 philosophy of the 737NG resulted in a reduction of required manpower and aircraft downtime by up 25-30 per cent. This allowed the Baltic MRO company to maintain more aircraft during the same period compared to the traditional A and C checks on Classics.

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Maintenance work on the wing of a Nordavia (Aeroflot Nord) 737-500 at FL Technics’ heavy maintenance facility in Vilnius, Lithuania.

and can be corrected before they accumulate and combine into time- and cost-driving events at less frequent scheduled letter check visits.” Kazmerski states that the change in maintenance philosophy not only saved costs for the operators but also created a more regulated work flow and greater efficiency for the MRO providers.

future OutLOOk

This is echoed by Leonard Kazmerski, VP marketing and business development at Timco, a US MRO provider in Greensboro, North Carolina: “It can certainly be argued that aircraft reliability has improved with the movement from the traditional letter checks to task-based maintenance. Since the aircraft is seen in scheduled maintenance events more frequently — albeit for a shorter duration — more items and non-recurring findings are identified

The sheer number of active 737s and continued, strong sales for the model have created a huge market potential for MRO companies. “There are more 737 aircraft delivered and in service today than any other aircraft in the world”, says Nitschke of ATS. “Combined with high reliability, there will continue to be a very large number of 737 aircraft needing to be maintained for many years to come.” The main change, from a technical pointof-view, will be the decreasing number of Classics in the established aviation markets. As the series matures, many of these aircraft will be retired and sold to operators in other regions, be converted to freighters, or used as spare parts sources and finally be scrapped. Many of these aircraft were already parked during the downturn. “The biggest challenge a North American company like ATS faces is the continuing trend in the migration of work outside the US, to lower labour cost countries like China and Latin America. This means that, to maintain a competitive advantage, ATS has to continually find ways to be more efficient and find other means to add value for the services it provides to customers.”

Catering for the increased maintenance requirements of ageing 737CLs still in service will be one of the main technical challenges, according to Timco’s Kazmerski. “This will likely include more findings related to heavy corrosion, for example,” he says. “It is even possible that, at some point, the

Classic fleets could become candidates for OEMrecommended life-limiting thresholds, particularly as more of the NG models become available as economic used and new replacements.” On the other hand, he expects that working together to plan the best possible schedule for maintenance flow will be one of the biggest opportunities for 737NG operators and MRO companies. “Moving to a more harmonious partnership in approaching optimal visit times can ensure the actualisation of efficiencies that promise to reduce cost for operators and improve profit for [MRO] providers.”

Turkish Technic’s Demir anticipates that the falling number of Classics will be balanced out by the proliferation of 737NG aircraft. However, as the latter require less maintenance, the position of the MRO companies will remain unbalanced; the main beneficiaries of the fleet change will be the airlines and not the MRO companies. He expects that, while the Classics disappear from the company’s main market in Europe, a number of them will fly in Africa and the CIS countries.

Parts of these regions would still be within reach for the Istanbul-based MRO provider. “[However], the steep increase of MROs — either airline or independent — will obviously lead to a more competitive environment to the benefit of the airlines,” says Demir. “This will eventually lead MROs to revisit their pricing structure. Obviously, the MROs with back shop capability, who can still provide competitive prices, will be the winner in this competitive environment.” He expects a growing trend in airlines asking for full support services. One indicator for this development is the greater number of NG versus Classic operators who buy into component pooling programmes.

With the overall aviation market picking up momentum again in 2010, Butautis believes the worst of the downturn for the MRO companies is over. “FL Technics is positioned on the edge of one of the world’s fastest growing aviation markets — the CIS region. Thus we are optimistic about the future. In a way, we are also helped by one of the deepest economic recessions in the Baltic countries, which will be helping us to sustain labour costs for the next few years while catching the opportunities that global growth delivers. We also believe that further consolidation in the industry is imminent as the MRO business is becoming more and more capital intensive.” n

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Lean in the MRO industry – time to earn its wings?

Many MRO companies have implemented Lean methodologies as part of an efficiency and cost saving drive, with excellent results. That is the theory. But in practice, a lot of maintenance organisations are not running lean programmes effectively and could actually be causing damage rather than making improvements, according to Alan Martyn, of consultancy firm Simpler. Here, he outlines what the best practices are and how MROs can get the most out of Lean.

L

ean is a term increasingly talked about in almost every sector of industry throughout the world. Although held up by some as the most effective method to ensure a company is running at its most efficient, identifying huge cost savings as a result, many people in the MRO industry still have very little idea about what is involved, where it originates from, and best practice methods. Adding to the confusion is a

plethora of companies all claiming to offer some form of ‘Lean’.

With so much variation, it is understandable why there is such confusion and why many companies that believe they have an effective Lean programme in place may in fact be doing more harm than good. This article will attempt to clear up some of this confusion and point companies to best practice processes that will allow them to get the most out of Lean.

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Where DOes Lean cOMe frOM?

In order to find out what potential Lean has for any given company it is crucial to look back at the history of the concept and where it has come from. It can be traced back to the integrated sociotechnical system developed by Toyota between 1948 and 1975. The ‘Toyota Production System’ (TPS), as the term was coined for the technique, was designed to organise the manufacturing and logistics parts of the business for the Japanese automobile giant. Although recent events have somewhat soured Toyota’s reputation, the effectiveness of this system could not be denied and soon spread throughout the automobile manufacturing world, with the likes of Ferrari, Porsche and Ford soon reaping the benefits of increased efficiencies and cost-savings. Such success was not going to be ignored by other manufacturing industries for long, and soon various forms on the original TPS were making their way around the globe. As a result, Lean can today be found at the heart of every manufacturing process.

However, its move into aviation MRO was at a fairly

late date and it was with the US Air Force where the concept was first tested.

Lean was quickly identified by the military as a key tool and was immediately introduced into the manufacturing of aircraft. However, it was not until 1999 that it was first used in MRO, when the US Air Force faced a common dilemma; it didn’t have enough large aircraft available at any one time to transport large amounts of much needed equipment. Whether in a commercial or military fleet, the availability of the right amount of aircraft at any one time is a daily problem. Like all companies in the sector the US Air Force had two choices, either go down the traditional route of throwing money at the problem and making more aircraft; or improve the processes involved in getting

the aircraft it currently had off and out of the workshops more quickly after maintenance checks. The more traditional route was a well trodden one; more money equals more equipment, which results in more resource. However, Lean argues that this is not needed and encourages a re-evaluation of the processes involved at the very start of the investigation.

In this particular instance, it was applied to the C5 Galaxy, an aircraft that has many characteristics of one in a commercial fleet. The programme that was introduced was incredibly successful. Instead of having to buy more of these expensive aircraft, by looking in depth at the processes that were undertaken whilst the aircraft was in for repair and maintenance, streamlining them and ensuring that each stage was as efficient as MRO YEARBOOK 2011 | 83

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possible, the Lean programme took the number of days out of action for each aircraft from 339 days to 220 days (a 35 per cent reduction in flow time). In practical terms this meant that out of its existing fleet, the US Air Force released 23 aircraft for duty, without having to purchase one single additional aircraft.

From the US, the process was picked up by other countries, reaching the RAF in 2002. By 2007 the National Audit Office released the ‘Transforming Logistics Support for Fast Jets’ report which indicated that the Lean programme put in place for

the RAF fast jet project saved £1.3bn.

Another remarkable saving, achieved by addressing the processes involved rather than simply throwing money at the problem.

Although these are examples from the military, the remarkable turnaround in process efficiencies and the amount of cost savings achieved is of course hugely appealing to commercial fleets. Used commonly in the manufacturing of commercial aircraft, the use of Lean in the MRO sector is still in its infancy.

With a large amount of confusion around Lean and the best ways to

implement a programme, commercial operators can usually be placed into one of two categories when asked about the concept: 1. They have no idea what Lean is or how to use it.

2. They think that the company is already running a Lean programme (using Six Sigma or an equivalent).

There is also a feeling within the commercial MRO industry that the savings achieved by the military are only so large because of the huge amount of waste that was there in the first place, and a belief that such waste does not exist in the commercial sector. Whether this is true or not is open to some debate, however, within all companies across every industry sector there are wasteful processes, that if identified could lead to huge savings.

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ENGINEERING & MAINTENANCE

production materials rather than more sophisticated resin systems that would have to achieve the required strength under the lower compaction pressures and temperatures of the standard vacuum bag and heater blanket.

To reduce costs and turnaround time of onwing structural airframe repairs, GKN joined forces with the German laser technology specialist SCLR Lasertechnik in March 2009. The two firms are planning to develop an automated laser system to prepare damaged composite areas for repair and to cut respective replacement patches. A CO2 laser is used to initially remove the damaged organic material and fibres in the affected area. As this will be a contact-free process, the technique applies no force or vibration onto the structure and should have no detrimental impact on its strength and integrity. In the second step, based on a combination of original CAD data [of the airframe structure] and purpose-written CNC (computer numeric controlled) programming, the machine should produce complex scarf repairs in multi-faceted geometry parts across a wide variety of sizes. This should allow pre-cut patches to be made ahead of time and then laid in place and cured with a

component that is a financially significant part of the business, Lean programmes can quickly prove their worth and secure staff buy-in, without disrupting the company as a whole. Companies heater blanket and local vacuum. GKNshould aims tolook to achieve While the such superior systems following four material results in this initial reduce the turnaround time to a thirdproject: of the would undoubtedly simplify some of the required time for a manual repair and cut aforementioned logistics and complexity of 1. A 10-20 per cent increase in financial savings. costs by as much as 60 per cent. The first gencomposite repairs, it seems likely that their 2. A 25 per cent improvement in delivery turnaround. eration laser system is planned to be delivered price will reciprocally correspond to the sav3. A 25 per cent decrease in warranty defects. in 2011. ings made in the aircraft maintenance effort, 4. Improvements in human development — for example the “The biggest thing that we will probably see in other words, that they will still be more cultural integration of a multinational workforce, reducing in the industry is composite structures and expensive than standard products. Avoiding transient naturethus of some staff andeven the knowledge loss that resin systems that have higher strengththeand waste becomes more important. higher temperature resistance propertiesaccompanies with Asthat. indicated above, one of the disadvantages lower cure temperature and less vacuum pres- crucial of pre-preg materials is theirimplemented limited shelf Lean life, Another aspect of a successfully sure,” says Jeff Chalupa, director of engineeris mainly due to the readymade ‘actiprogramme iswhich to ensure that each aspect is designed specifi cally ing at NORDAM’s repair division. vated’ resin system that is already distribfor the individual organisation. Putting in place generic Accomplishing permanent repairs of primary uted throughout the repair layers. Chalupa programmes is simply a waste of time, with each company airframe structures with pre-preg materials advocates standardisation of repair materials running processes and methods of working that are completely that will not require autoclave pressure or even as a means to avoid waste — widening the unique. Staff and cultural buy-in is a must too.

Understandably, heating blankets, i.e. cure at room temperaapplications of individual material systems any staff or cultural change will reducing only happen a majority ture, is what the engineer at the US composite and, as a result, the when number of difseeabout something better.material This is another why the initial specialist foresees for the future. Asked ferent types key in reason the inventory.

But when they might become available, stages Chalupa whatever repair ends upstaff on must be focusedversatile on only one partsystem of the business; surprises with his response that some of the it will measured against the and leadership willshelf, not buy-in untilbe they see something different these advanced composite systems are requirements for one repairs with the and positive, and focusing on key element willhighest quickly already in use for the production of new busiquality specifications. No doubt as it has prove to the majority that Lean is a concept that can make a ness aircraft flight control surfaces as well as done many times, the industry will have to transformational difference.

NORDAM’s own radome products. It is as make the impossible possible — by offering Once success has been achieved in this first step it allows the repair materials, however, that they have not highly sophisticated technology at an affordconcept of Lean be rolled out to the rest of the business. yet been established. abletoprice.

Aerospace heat treatment and hard coatings

hOW can Lean heLp MrO?

At a basic level, a well run Lean programme should result in a drastic change in the performance of the whole company. This Vacuum Harden (up to 1.5 tons),through Precipitation ‘transformation’ in an organisation is achieved a process ™ Harden,and Nitride, harden, Tufftride , Stress of profound radicalCase change that orients an organisation ™ and Nitron coatings in a Relieve new direction and takesFlight it to anPVD entirely different level of effectiveness. By putting together an organisational strategy that focuses on the business, it creates a culture that strives to deliver defect-free quality, outstanding delivery and compelling value; Manchester Cambridge +44 (0)can 161quickly 797 9111 (0)is1954 companies identify where+44 there waste233700 and the right www.wallworkht.com www.tecvac.com strategy to put into place in order to change this.

Whether a company has no prior knowledge about Lean, or thinksHethat implements effective Lean strategies, the a t tre ait ti nalready g Coatings first step in looking at implementing or improving a programme Approved suppliers to: is to pinpoint particular area of the business. identifying Airbus,one BAE Systems, Rolls Royce, Bombardier andBymany others for example the engine overhaul facility or another major

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MRO YEARBOOK 2011 | 85 Aircraft Technology - Paris 2009 Special MRO Yearbook 2011.indd 85

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the future

As well as ensuring staff buy-in throughout the programme, a common element of the process that is sometimes overlooked by companies implementing Lean is knowledge transfer. Part of the Lean sensei’s (as Lean consultants are known) role is to ensure that the methods involved in Lean and the processes behind it are quickly passed on to all levels of staff involved in the programme.

This means that once the sensei has moved on, or if the company wishes to begin its own Lean programmes, members of staff already have the knowledge to put this into practice. This should in no way be restricted to senior management; the whole premise of Lean is that all levels of staff should be involved in the programme.

Knowledge transfer means that the levels of improvement can continue throughout the entire business and that there are no knowledge gaps that are sometimes created by key personnel leaving the organisation.

six siGMa Versus Lean transfOrMatiOn

Of the MRO companies that are already running ‘Lean’ programmes, a majority, as has been mentioned above, are using a concept known as Six Sigma. Originally developed

by Motorola in the early 1980s, Six Sigma has increased in popularity ever since. Whereas Lean tends to be a set of principles for maximising the efficiency of an organisation, Six Sigma is much more focused on a step-by-step method for solving a particular problem or making a specific improvement.

This means that whilst Lean looks at pro-active long term sustained improvement, Six Sigma is very much a reactive approach. This fundamental difference is the cause of much controversy and continued debate.

However, this is not to say that Lean and Six Sigma cannot be used in conjunction with each other; there are plenty of examples of where the two have worked successfully alongside one another. Lean takes a much more holistic, end-to-end approach in the transformation of organisations, and by its very nature can secure that all important staff buy-in very quickly. Whether implementing Six Sigma or Lean, it is crucial for MRO companies to begin within a candid assessment of where they are today.

Reflection on how they need to position their organisation and the internal processes to win new business and streamline the work they have already secured is a must. Even though there are plenty of challenges and uncertainties, companies must make a commitment to continuously invest in their people and promote a culture of learning and improvement. The rewards and results will far outweigh the effort required.

One reason for the certain amount of reluctance among MRO firms to take on Lean is the amount of regulation in the industry. There is a belief that transformational change is not possible because of the boundaries set by safety regulations. However, this does breed a certain amount of complacency and an attitude that perceives any type of change as a compromise to flight safety. However, almost the opposite is true. By using Lean principles MRO organisations can begin to look at the current regulations and ensure that they are still relevant and vital to the industry and aviation safety. The constraint of the regulations can be investigated as new processes are introduced to companies. Whilst working within the constraints of regulation, Lean can help change them 12-18 months down the line, by proving that there are new, efficient ways of doing the work, that do not compromise safety.

The future of Lean in aviation MRO should be a bright one. The potential it holds for organisations looking to find efficiencies and cost-savings, especially in the current economic climate, is huge. One MRO company that took on Lean in 2006 saw a 30 per cent reduction in turn-around time within two years, as well as a 35 per cent reduction in the labour needed to turn around an aircraft, which meant a direct 35 per cent reduction in costs. Over the next year we are going to see budgets under even more pressure, so the need for companies to get the most out of what they already have is going to be the real test for survival, and by using Lean transformation principles, it is a test that all MRO firms should pass with flying colours. n

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You only live twice

Freighter conversions are an enigmatic enterprise. How can it be viable to invest millions in a 20-year old aircraft that a previous owner deemed uneconomical?

t

he sheer VOLuMe and complexity of the work required to convert a passenger aircraft into a freighter will beggar the belief of anyone unfamiliar with this modification process, and the air cargo industry itself. The aircraft’s interior is stripped to the bare airframe structure. This includes the removal of air conditioning, avionics, and cockpit equipment. A large section of the fuselage is then removed for the installation of the main deck cargo door. This is not limited to the door aperture but requires cutting open a much larger area of the fuselage to accommodate reinforced frame shells around the door opening.

The complete main deck floor structure, including crossbeams, is replaced with a reinforced construction to withstand cargo loads that can exceed six tonnes (13,000lb) per container. This also involves exchanging the original fuselage frames in the lower lobe, which support the crossbeams via vertical struts. On narrowbody freighters, such as the 737, the original main deck floor structure will be retained and merely reinforced.

Once the new airframe structure is complete, the cargo loading system (CLS) is installed on the main deck. Windows are plugged and passenger doors de-activated. After the fuselage is insulated again, new ducting for the air conditioning, cargo

freighter should cost no more than half the price of an equivalent new-built freighter. This ramp price includes both the acquisition of the aircraft and its conversion.

Turning, for example, an A300-600 passenger jet into a freighter at Elbe Flugzeugwerke (EFW), EADS’ subsidiary for Airbus P2F conversions in Dresden, Germany, typically costs A300/A310P2F conversion line at Elbe Flugzeugwerke in Dresden, Germany. approximately $9.9m.

The other main factor is that cargo carriers utilise liners and the electrical system are fitted, including a fire detection and protection system. A courier their fleets much less than their counterparts in area is installed behind the cockpit, which may be the passenger airline industry. While a short-haul separated from the cargo section by a barrier wall passenger jet may fly eight sectors on an average or safety net and smoke curtain. Finally, the cockpit day, with each flight lasting between one and two hours, many freighters do not fly during the day at equipment and avionics are re-installed.

Given that the typical conversion aircraft will all and only one or two sectors at night time. This be between 15 and 22 years old at this point — is typical for narrowbody and medium-widebody with increased maintenance costs and high fuel cargo aircraft. As long-haul freighters accumulate consumption likely reasons for its retirement from high numbers of flight hours, just like long-haul passenger service — the first question is: how can passenger jets, their economics are different and may favour new-built aircraft. However, freighters this enormous effort be economically justified? generally age at a much lower rate than passenger aircraft. This is one reason why, for example, there freiGhter ecOnOMics The answer lies partly in the aircraft price. are still DC-8s flying for cargo airlines today after 40 Irrespective of the aircraft type, OEM or conversion years of service.

This low aircraft utilisation not only allows cargo house, the rule of thumb is that a converted MRO YEARBOOK 2011 | 87

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The small number of flying hours would make it impossible to recoup the initial lay-out for a new aircraft. In other words, the less utilised an aircraft is, the more important it becomes to purchase it at a low price, even if this means accepting higher operational costs than would be incurred with new equipment. The flight hour-based operational cost will have to be covered by the cargo rates, but the aircraft costs less while sitting on the ground. This is the reason why, aside from a limited number of purpose-built 727 and 757 freighters, virtually all narrowbody freighters are conversion aircraft.

Andreas Mayer, director sales aircraft conversion at EFW, reports that a typical aircraft has accrued approximately 25,000 flight cycles (FC) and 55,000 flight hours (FH) when it arrives at the company. If the conversion includes a regular heavy maintenance event and life-extension programme, the owner/operator can count on an extended service goal (ESG) of 42,500FC and 89,000FH for an A300-600P2F. This typically translates to a second, ‘post-pax’ life in the cargo arena of 20 to 25 years.

The main challenge in a conversion programme is to modify the aircraft without adding excessive weight that would compromise its payload and range capabilities. New-built freighters have been optimised for their purpose and will thus have a superior performance over their converted sister aircraft, as Mayer explains: “A P2F [freighter] will always remain a modified passenger aircraft. There will be some additional structural weight, which means that a certain trade-off has to be made.

The operator receives an inexpensive aircraft, but one that was originally built to fly passengers and not freight… A converted aircraft will thus never achieve the same operating costs. A new aircraft will always be more efficient due to being equipped with the latest technology such as engines, avionics or the modification status.”

The second challenge is to distribute any additional structural weight as evenly as possible to maintain the centre of gravity (CG) within an optimal range. While its exact position will vary depending on the loading of cargo and fuel on each flight, the objective is to keep the CG within certain limits to avoid excessive trimming or the use of ballast. This is to ensure that the aircraft can assume the most favourable attitude in flight, i.e., flying with the optimal

Installing the opening mechanism for the main cargo deck door.

Positioning cargo door surround structure on IAI Bedek Aviation Group’s first 767-300P2F conversion.

Plugging a cabin window of a former passenger aircraft.

angle-of-attack for the wings, in order to achieve the best lift-to-drag ratio and, hence, lowest fuel consumption. Keeping the CG under control is also important on the ground to make sure that loading/unloading the aircraft is as easy and flexible as possible.

Achieving a high degree of standardisation

is another main objective for any conversion programme, as Mayer explains: “We have to find the optimal mix [of aircraft characteristics] from the beginning, which will appeal to a broad range of customers. Every customisation later on will be more costly and have to be paid by the customer as an additional expense.”

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DROP OFF THE CLIFF

EFW has thus far converted a total of 163 A300/ A310s. These comprise 29 of the original A300B4, 49 A310-200s (all for FedEx), 39 longer-range A310300s, and 46 A300-600s. Aside from a single A300600P2F that was converted through FSI/GAMECO in China and approximately 100 new-built A300-600F, this is the entire fleet of Airbus freighters today. The company can convert up to 14 aircraft per annum.

However, this capacity has not been filled over the past two years due to the economic downturn.

While EFW still converted seven A300-600s and four A310-300s in 2008, the production shrunk to six aircraft (three of either type) in 2009, all of which were part of the company’s backlog.

Thus far there have been no commercial conversion orders or deliveries in 2010. “We have essentially run out of freighter conversions and are currently concentrating on MRO and modification work that we undertake in cooperation with Airbus, Lufthansa Technik and other partners,” says Mayer.

He reports that EFW is negotiating one P2F project with an unnamed client [at the time of going to print] and that he sees signs for a recovery of the company’s conversion business. Nevertheless, Mayer does not expect the air cargo industry to start growing again above the height of the market in 2007 before mid-2012.

Bedek Aviation Group in Tel Aviv, Israel, currently has a backlog of five 767-200s. Jacob Netz, director analysis & strategy, says that the company will turn at least 10 737-300/400s into freighters — most of which will be converted at its partner GAMECO in China — two or three 767-300s, and even a similar number of 747-400s before the end of 2010. Despite the more upbeat outlook, Netz also reports that third-party MRO work has helped the Israel Aerospace Industries subsidiary to sustain the recession over the last two years. He explains that the downturn was characterised by a double problem. In previous economic crises the demand for air cargo services fell, which then resulted

in a slower demand for freighter conversions. However, during the recent downturn the fallen demand was complemented by a financing crisis. This meant that even if there had been individual operators or leasing companies who wanted to convert aircraft in anticipation of a recovery — as had happened in previous crises — there was no financing available.

Robert Dahl, MD of Air Cargo Management, a specialist information and consulting firm in Seattle, is optimistic that a recovery may come sooner than originally expected. He reports that, after airfreight traffic levels fell from the height of the market in 2007 until the end of 1Q/ beginning 2Q 2009 by 20 to 25 per cent, there has been an increase in air cargo traffic since approximately April 2009, and that this recovery accelerated in 4Q of 2009. The increases became visible by analysis of raw statistical data, such as tonnekilometres, rather than usual yearon-year comparisons. At the end of 2009, the difference to the peak in 2007 had shrunk to a mere 10 per cent. As a result of this better-thanexpected performance, Dahl projects that air cargo traffic will already reach again 2007 levels by the end of 2010, suggesting a loss of three growth years of growth. However, Dahl concedes that the observed recovery is slower in Europe than other regions.

While the traffic levels may be increasing again, this does not mean

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AIRFRAME MAINTENANCE that the cargo carriers’ revenues will also reach their previous heights. The dramatic decrease of cargo yields during the downturn is likely to have a continued effect on the industry for some time.

This could affect the decision of freighter operators/ owners to invest in future aircraft. Furthermore, a large number of the world freighter fleet has been parked as a result of the global recession. When more capacity is needed again, at least some of these aircraft will return to service before their operators/owners consider converting further passenger jets.

fLeet repLaceMent anD GrOWth

Nevertheless, more cargo aircraft will be required in the long-term due to both the replacement of ageing equipment as well as market growth. Dahl reports that, of the 1,560 freighters that were in service at the beginning of 2010, approximately two thirds will need to be replaced over the next 20 years. This will be complemented by the need for additional aircraft, especially from growth markets such as China and India. While demand for airfreight has historically increased by approximately six per cent per year, Dahl thinks this rate may be too optimistic for the future. “[However] if growth was only half that demand, then the freighter fleet will grow to roughly 2,500 units. That means there will be a need for growth and replacement of around 2,300 freighters [across all categories] over the next 20 years.”

The medium widebody segment has been the fastest growing market over the last 15 years and will remain highly competitive in future. It has thus far been the only market for Airbus freighters. While the A300/A310-family has achieved a lead over the competing 767-200/300, the Boeing model is set to catch up soon. The 787 programme delays have kept many 767 in passenger service for longer than originally anticipated. However, as the Dreamliner enters service — EIS is scheduled for 4Q 2010 — the number of available 767s will grow and their market price will decrease.

Bedek Aviation Group has thus far converted almost 50 passenger 767-200s. The company received its STC for 767-300P2F conversion in late 2009, and delivered two aircraft in early 2010.

Especially the -300 is a “very balanced” aircraft in terms of volume, payload and range, according to Jacob Netz. Boeing has produced nearly 1,000 767s with approximately 690 being of the larger -300 series. Although not all of these aircraft will be suitable for conversion, the difference is significant to the remaining 138 passenger A300-600s that are in service today. EFW’s Mayer expects circa 35 A300600/A310 conversions before the programme will wind down around 2014/15.

This will be succeeded by the A330P2F programme, for which EIS is planned for 2013.

While the A330-300 will accommodate up to 26 96in x 125in (2.44m x 3,17m) cargo palettes, the smaller -200 variant will accommodate just 23 palettes but offer more payload/range. However, there are concerns whether the latter will attract many customers. The critics argue that, when the A330-200 is employed on long-haul routes, it will not have sufficient volume to compete against typical long-haul freighters such as the 747-400 or 777. Mayer admits the aircraft straddles two different markets: “I think the A330-200 will provide the greatest possible flexibility with regard to volume, payload and range. Whereas the A330300 is aimed at the express market, which tends to favour higher volume, the A330-200 targets general cargo carriers who often require range but may also need to accommodate market fluctuations.”

During the early years of the A330 conversion programme, the 767-300P2F is likely to score in terms of acquisition cost against its competitor. The Airbus twin has become a popular passenger jet in recent years — ironically, partly through the 787 delays — which casts doubt on whether potential conversion aircraft will be available at an attractive price. EFW expects that the residual values for used A330s should become favourable by 2017.

Low acquisition costs will also work in favour of 737-300/400P2F conversion programmes.

Passenger airlines have parked a substantial number of 737 Classics during the economic downturn, which has brought down prices for the aircraft. This is complemented by a competitive market of different conversion providers. Bedek, which has turned approximately 45 737-300/400s into freighters, has established partnerships with GAMECO in China, SAT in South Africa, and TAP Maintenance & Engineering in Brazil to be able offer the labour-intensive modification of the relatively

small aircraft for an attractive price.

“We cannot deny that the 737 has a clear advantage in terms of both residual values [acquisition] and conversion costs,” admits Anja Schwarze, marketing & sales manager at Airbus Freighter Conversion (AFC). The company wants to enter the narrowbody freighter market with its A320/A321P2F programme in 2012 (EIS). AFC is a joint-venture between Airbus, EFW as well as the two Russian airframers Irkut and United Aircraft Corporation (UAC). At the moment, the firm has 30 orders from the Dutch leasing company AerCap. Replacing ageing 727 freighters is one of the main targets for the A320/A321PTF programme.

The decision of Airbus operator Federal Express to replace its 727s with 757s conversion freighters must have therefore been a great disappointment.

However, Schwarze reports that FedEx has not ruled out the use of Airbus narrowbodies in the mid- to long-term future — and it will only be in the long-term that any success of the A320/A321P2F can be judged.

The large volume and long production run of A320-family aircraft are central factors of the conversion programme. This will ensure that great feedstock will be available over a long period of time. AFC expects the A320/A321P2F conversion programme to run until at least 2030. “Airplane types are popular for a particular period in time.

Then another model comes in and becomes the predominant one. The 737s [Classic] and 757s were produced up until around 2000. That means these airplanes will be popular for conversion until about 2015/2020,” explains Dahl. “Ten years from now, it will be airplanes built from 1995 until 2005. That will favour the A320 and A321.”

But by then at least one other generation should have taken off for its afterlife — the NextGen 737 — making sure that life after death remains a lively business! n

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HAVE A WISH. More range / Less eMission / Better PerforMance / HigHest reLiaBiLity

THE NEW A320P2F CONVERTED FREIGHTER COMING SOON www.afc.aero

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Airbus Freighter Conversion GmbH | Grenzstrasse 1a | 01109 Dresden, Germany Tel: +49 351 8839 1400 | Fax: +49 351 8839 1499 | E-Mail: info@afc.aero

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AIRFRAME MAINTENANCE

nOrth aMerica

Source: EADS EFW

Commercial and military MRO providers The military maintenance market is worth more than its civil counterpart and commercial MROs are tapping into its potential to provide a distinct reliable revenue stream.

a

DifficuLt ecOnOMic climate for airlines always means repercussions for maintenance providers, but those offering both civil and military MRO services may find it easier to weather the storm.

While military maintenance does add some complexity to an MRO operation, government contracts and long-term budget commitments mean that it is generally more resilient to global economic swings than commercial maintenance.

Consultancy Aerostrategy forecasts that the military MRO market will be worth $68bn by 2018, up from $61bn in 2009. In contrast, civil MRO will be worth $58bn by 2018, though it will grow quicker, in part because the global military air fleet will hardly increase over the next decade.

Unsurprisingly, the US dominates the military MRO market, accounting for roughly half of global maintenance expenditure.

A Hercules 43 aircraft is worked on at Iberia Maintenance.

Airframe heavy maintenance specialist TIMCO, based in Greensboro, North Carolina, was established as a commercial MRO provider in 1990. Subsequent expansion saw the company open facilities in Macon, Georgia and Lake City, Florida. In the commercial sphere, TIMCO provides base maintenance for all in-service Boeing types, the Airbus A300/A310, A320, and Bombardier CRJ200/700/900.

In 2004, the company branched out into military MRO, performing single aircraft visits, and a US Coast Guard contract to support C-130 Hercules followed. Last year, through primary contractor Northrop Grumman, TIMCO won a comprehensive depot level maintenance and logistics agreement for US Air Force KC-10 tankers.

Aircraft such as the KC-10 are based on commercial airframes and afford TIMCO some overlap of labour skills and tooling for maintenance visits. For instance, a heavy check for a commercial DC-10 can be performed with much the same equipment and manpower as for a KC-10. A company such as TIMCO that can demonstrate lengthy experience with commercial variants will naturally be ideally placed to win relevant military deals.

Nonetheless, there are special factors affecting military work, notably security and tighter controls on the type of tooling used. A mixed maintenance operation may also need to invest in sealed ‘sterile’ areas for certain types of military work or parts storage. Accounting and procurement regulations differ as well, as do the processes and structures of federal contracts.

Leonard Kazmerski, vice-president of marketing and business development at TIMCO, says: “While some might characterise these differences broadly as excessive bureaucracy, in fact many of the requirements exist to protect the competitive nature of a bid programme and, of course, the taxpayers’ interests.”

Commercial maintenance support remains TIMCO’s major business, but the company expects to grow its military lines faster than, although not at the expense of, its airline MRO segment. This is due largely to its growing experience in the sector and the greater willingness on the part of governments to contract out military work to the private sector.

Kazmerski says: “Our customer portfolio includes commercial, military, government agencies, private owners and charter operators. While no one or group of these customers offers an inoculation against the effects of a national or global recession, the diversification can certainly help weather some of the storm during down cycles.”

As a manufacturer of seals, fasteners, hydraulics and bearings, Arizona-based Sargent Aerospace & Defence has always provided repair, overhaul

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In 2004, TIMCO branched out into military MRO. Last year, through primary contractor Northrop Grumman, TIMCO won a comprehensive depot level maintenance and logistics agreement for US Air Force KC-10 tankers.

and spares support for its range of products. However, maintenance remained a lesser business priority until the mid-1990s.

At that time Sargent began to explore the overhaul opportunities presented by its strong OEM presence in the landing gear hydraulics market.

Relationships with Southwest Airlines and Goodrich Landing Systems spurred it to buy Miamibased Hydraulic Aircraft Specialists, which became Sargent Aerospace M iami (SAM). The subsidiar y quickly expanded and branched out into third-party and PMA equipment repair and Sargent consolidated its new-found position in the maintenance market with a 2005 purchase of Avborne, into which SAM merged.

Encouraged by its success in the commercial market, offering hydraulics MRO services on the Boeing 707, 727 and 737 Classic, Sargent joined the programme to convert 707 aircraft into JSTARS surveillance platforms, supplying the steering valve and slat actuators. It has also supported RAF E-3 AWACS aircraft, focusing on overhaul of the aircraft’s PCU. Scott Still, president, Sargent Aerospace & Defense, comments: “There are many challenges with respect to military maintenance.

In particular, a company needs to first understand the military maintenance structure, and its internal capabilities. Determining which airbases perform specific types of maintenance work, and what specific capabilities they have is paramount to understanding how you can best support their needs with your offerings.”

Still adds that while there is some transfer of skill-sets and manpower between commercial and military lines, tooling and equipment remain unique to each. For instance, there are different hydraulic fluid types for commercial and military use.

Military work forms about 10 per cent of Chromalloy’s aerospace business, and much of it is performed at facilities in San Antonio, Los Angeles, Carson City and Oklahoma City, which is strategically located near Tinker Air Force Base.

Unlike Sargent, engine coating and repair giant Chromalloy reports significant crossover of tooling and equipment on its commercial and military lines. The company provides MRO services across all major commercial aircraft engines, focusing on airfoil repair, but also has $1bn-worth of military contracts, supporting mainly the US Air Force’s TF39, CF6-50, F108, TF33 and F100 engines. Jim Diehl, director, military sales, says: “Once a turbine engine part is in the shop, there is little difference in how it is handled. We use the same process controls for commercial and military work, and the same personnel, tooling and equipment, where appropriate.”

Military work forms about 10 per cent of Chromalloy’s aerospace business, and much of it is performed at facilities in San Antonio, Los Angeles, Carson City and Oklahoma City, which is strategically located near Tinker Air Force Base. “Bidding on and contracting services to a military customer is a different process from commercial work,” says Diehl, adding that the two businesses operate on different cycles. “The financial drivers for the commercial world are different than military war fighter requirements. Both commercial and military work may expand or contract independently of MRO YEARBOOK 2011 | 93

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AIRFRAME MAINTENANCE one another.”

The opposite of Chromalloy in terms of work share is Kelly Aviation Center, which is just emerging into the commercial sphere after a history of military aftermarket work. Leveraging its experience performing CF6-50 maintenance for USAF KC-10 refueling tankers, Kelly now offers component and engine repair for General Electric CF6-50 and CF680s, variants of which fly on the A300, A310 and A330, and 767, 747 and MD-11.

Chuck Artymovich, vice-president and general manager, Kelly Aviation Center, says: “We try to have the same processes for all engine lines, but there are things that need to be separate between engines and customers. Military and commercial customers operate their fleets with different objectives. However, whether military or commercial, every customer wants a quality product, on time, and at the stated cost.”

Kelly plans to expand its commercial MRO work each year, which currently constitutes about 10 per cent of the company’s business, and develop new engine lines. “Nothing is recession proof,” states Artymovich. “That is why we are working to balance our company with both commercial and military work and not be dependent on any one type of engine, work scope, or customer base.”

Also looking to achieve a balance between commercial and military MRO is AAR, which has extensive capabilities in both spheres, ranging from airframe to component to engine support.

AAR’s military work is performed at its Oklohoma City facility. The company does not segregate its military and civil activities, though it does acknowledge the difficulties of running the two alongside one another.

Derek Sheedy, marketing and communications manager, says: “Many government processes are more restrictive than commercial procedures and this drives additional costs and processes within government MRO. For example, government tool control procedures are completely different than those required of commercial vendors. That is one of the reasons we rarely move mechanics between programmes.”

On the other hand, AAR does benefit from its experience on civil types. A recent partnership with L3 to support US Navy C-9 and C-40s, transport aircraft that are military versions of the DC-9 and 737, was no doubt pursued because of AAR’s extensive history supporting the civil types. “It’s certainly true that our commercial experience has some spillover effect into our military work which is on derivatives of commercial airframes,” says Sheedy. “This includes overall experience, training, and specialised tooling along with depth of understanding on complex engineering and aging airframe issues.”

eurOpe

Iberia Maintenance was developed to support Spanish flag carrier Iberia, but has taken on a variety of military work for the Spanish government, especially where there is commonality with commercial lines. Support services unique to the military include engine maintenance for Spanish navy Harriers and varying airframe and engine capabilities on P-3 Orions, Boeing 707s, Falcon 900s and C-130 Hercules transport aircraft. Iberia’s comprehensive capabilities on narrowbody and widebody Airbus aircraft mean that it will target future A330MRTT and A400M MRO contracts as well.

The company’s military MRO and government revenues are dwarfed by those it receives from the commercial sector, but it does see opportunities for growth. Jose Luis Quiros Cuevas, commercial & business development director, Iberia Maintenance, says: “We think that a commercial MRO that services military products can achieve better cost savings than a military depot. This is due to the continuous and strong pressure applied to the commercial MRO by the extremely competitive market conditions of the airline industry.”

Quiros cites cost synergies in training, logistics, tooling, inventory and subcontracting to support his view that Iberia Maintenance can leverage the size of its commercial operation to pursue efficiencies in military work. He also notes that while commercial maintenance cycles lag airline economic cycles by up to two years, military support work is less correlated to general economic trends.

“Defense business helps to reduce the risk of the oscillations in commercial maintenance,” he says.

“But Iberia Maintenance does not plan to adjust its military activity based on the ups and downs in commercial maintenance; rather, it has a clear target for sustained growth in that area.”

Israel’s IAI Bedek has supported the country’s military since its inception, though it also provides a full range of commercial MRO services. Like Iberia, Bedek exploits the potential for military work to partially offset negative swings in the commercial cycle, which it can do to a greater extent than the Spanish provider due to its larger military business.

Military revenue streams account for between 20-30 per cent of Bedek’s total earnings and the company benefits from the ability to shift skilled

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To meet your needs, we build solutions Sabena technics, a TAT Group subsidiary founded in 1968, is a leading independent MRO provider of maintenance services to civil and military operators.

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AIRFRAME MAINTENANCE

“ST Aerospace’s diverse customer base and workscope enables synergies in which tooling and equipment may be shared across similar dual-use platforms, thus streamlining asset investment. Operating a global MRO network also translates into better management of resources as we leverage manpower, skill sets and expertise across facilities to optimise efficiencies.”

Chromalloy reports significant crossover of tooling and equipment on its commercial and military lines.

manpower between commercial and military jobs.

Bedek’s civil capabilities include base maintenance for A320, A330/340 and 737, 747, 757, 767, 777, MD-11 and MD-80 aircraft, but it also supports Israel’s C-130 transport aircraft and offers tanker conversions for 707s and 767s, all of which can present specific challenges.

Jack Gaber, vice-president marketing and business development at Bedek, says: “Generally, military maintenance is less prone to a strict timetable than commercial. Sometimes, military maintenance programmes may be shifted from one year to the other, depending on the annual budget.

Also, military aircraft are utilised less in terms of hours and cycles than some airlines’ aircraft.”

Another MRO with longstanding ties to the military is EADS EFW, which in its previous incarnation as Elbe Flugzeugswerke serviced fighter aircraft of the East German air force.

Reunification ended these activities, but the facility retained links to the military through A310MRTT tanker modifications for the German and Canadian Air Force.

The bulk of EADS EFW’s work, though, remains commercial, per forming Airbus freighter conversions and associated maintenance. Markus Woelfle, head of communications for EADS EFW, says: “Even if the vast majority of our maintenance work performed today is of a commercial nature, we could conceivably increase the military portion in the mid-term. Maintenance activity in general represents an appropriate way to mitigate the effects of future downturns in the freighter conversion business.”

asia

Singapore’s ST Aerospace is Asia’s premier provider of civil MRO services for airframes, engines and components, but these have only been offered

since 1990, whereas the company has performed military maintenance since 1975, as a commercial depot level maintenance arm of the Republic of Singapore Air Force (RSAF).

ST Aerospace still supports the RSAF but has broadened its military customer base, which now includes the Brazilian Air Force, the Indonesian Air Force, the Philippines Air Force, the Thailand Air Force, and the US Air Force. ST Aerospace’s military capabilities cover airframes, engines and components for a variety of aircraft and helicopters. It is also active in the unmanned aerial vehicles market.

A company spokesperson says: “ST Aerospace’s diverse customer base and workscope enables synergies in which tooling and equipment may be shared across similar dual-use platforms, thus streamlining asset investment. Operating a global MRO network also translates into better management of resources as we leverage manpower, skill sets and expertise across facilities to optimise efficiencies.”

With its global network of facilities, ST Aerospace’s significant economies of scale in all of the above areas will no doubt win it further military and civil customers in the future. n

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Looking at line maintenance With ever intensifying aircraft utilisation, shorter turnaround times and pressure to reduce costs, line maintenance companies have to respond to an increasingly challenging business environment.

Netherlands-based Direct Maintenance concentrates on servicing widebody passenger and cargo aircraft.

“U

pon arrival, we perform various visual inspections of the aircraft, inspections include the tires, brakes and structure of the aircraft including the flight control surfaces. We check the intakes and exhausts of the engine and look for any hydraulic leaks or fuel leaks,” explains Bernard Longman, commercial director of UK-based Apple Aviation. Supervising the fuelling process and countersigning the distributed amount of fuel in the aircraft’s technical log are also part of the line maintenance technician’s job. On board

the aircraft, the technician debriefs the flight and cabin crew for any technical irregularities during the previous flight. He will decipher the reports generated by the aircraft’s self-diagnostic monitoring systems and, if required, perform functional checks of the aircrafts systems. Also the aircraft’s safety equipment and passenger cabin will be inspected. “Cabin appearance is very important for the airlines. We pay special attention to the aircraft cabin to make sure we leave it in the best possible condition, expected by the customer and passengers,” reports Longman.

Depending on the individual defects, some can be rectified during the transit check on the ramp before the next flight. Whereas others may be deferred in accordance with the minimum equipment list (MEL) until the next possible maintenance slot. In an AOG situation the aircraft is grounded and would be repaired ‘there and then’ or may have to be towed into a hangar dependant on the level of defect rectification required. “Aircraft maintenance is a difficult challenge especially in the present economic climate, and our aim is to provide line maintenance at a very competitive price whilst maintaining the highest standards.

Customers expect total flexibility, and the ability to carry out AOG work such as engine changes and structural repairs” explains Longman. “Even larger MROs can find such demands taxing, and the general perception is that most smaller organisations are not capable of meeting such challenges.”

The Liverpool based company is approved by EASA and the UK CAA to perform maintenance on the following aircraft types: 737Classic, 737 Next Gen, BBJ, 757, 767, A320 SRS, ACJ and A330 aircraft up to and including line A checks, with A340 in application. Apple Aviation cover a wide spectrum of services which include line maintenance, ACMI maintenance support, 24/7 AOG support including sheet metal and composite repairs teams, entry into service, on the job training, engine replacements and cabin/structural/ avionic modification teams. Other services include manpower solutions and consultancy services for MRO YEARBOOK 2011 | 97

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Tire pressure is one of numerous parameters, which are collected by the self-diagnostic monitoring systems on modern aircraft and automatically transmitted from the air to the maintenance station on the ground via ACARS.

finDinG pastures Green aBrOaD

startup airlines and new MRO organisations. Apple Aviation is working in association with several companies to enable the group to offer a complete support package to airlines and private operators worldwide.

Asked about how modern aircraft and in particular self-diagnostic monitoring systems have impacted on line maintenance, Longman agrees that today’s aircraft generally suffer less failures; defects are – in most cases – easier to troubleshoot and less complicated to repair than on older types. Rectifying a flight control problem on an aircraft with mechanical linkages can be a difficult and time-consuming task. Today, this is usually either a hydraulic or computer problem which can be diagnosed quicker, then rectified through replacement of the faulty LRU (Line Replaceable Unit).

However, the self-diagnostic systems can send technicians “in the wrong direction if they don’t fully understand the trouble shooting procedures,” says Longman. “It is therefore important that technicians are trained in the correct procedures. We personally select all of our staff and make sure they are suitably qualified, as we feel it is important to employ the correct personnel to prevent expensive components from being replaced due to misdiagnosis leading to extended aircraft downtime and the associated costs for both the incorrect unit and the cancelled flight or sub charter.”

This is echoed by Roger Meels, technical director of Direct Maintenance: “People with experience on the classic aircraft know the basics and principles behind the modern systems. If you just press buttons, you might easily forget what is behind it.”

The Netherlands-based company started offering line maintenance services in 2003 — “in the middle of the previous aviation crisis,” as Meels points out. It is a subsidiary of Direct Aviation, which also provides aviation HR (Irish Republic), in-flight catering equipment (Netherlands) and catering equipment manufacturing (China). Aside from some 737 and A320-family line maintenance, the firm mainly concentrates on widebody passenger and cargo jets: 747 Classic and -400, 767, 777, A330, A340, DC-10 and MD-11 aircraft. Customers include Emirates, Cargolux, Jade Cargo, Malaysia Airlines, Martinair, Qatar Airways and Royal Jordanian.

On the main challenges facing line maintenance companies today, Meels states they are “to keep focused on your products and services, and to maintain open relationships with the airlines as well as your staff. The market is very dynamic, and you need to be on top of things every day”. In other words, the company needs to be flexible and its employees must be ready to accept whatever the associated changes are. However, Meels also emphasises the need to invest in hiring staff to cater for growth, and in continuing to train employees for new types, despite the economic climate. He also sees opportunities in today’s fast-changing business environment: “In the past, established airlines may have been somewhat reluctant to look at offers from a ‘new kid on the block’ like ourselves. In these times, however, an airline cannot afford to leave any stone unturned, while aiming to streamline its operation and reduce costs,

without compromising quality. Other carriers who used to run their own line stations have found it a better solution, given today’s situation, to outsource their work.”

Some of these opportunities are reflected in the company’s exotic selection of line maintenance stations beside its main base at Amsterdam Schiphol airport: Tripoli, Mombasa, Zanzibar, Benghazi-Benina, and soon Addis Ababa. “At the time we went out in the market, spoke to as many airlines as we could, and asked them: ‘where is your biggest headache in line maintenance?’ Some airlines responded Tripoli, others named Mombasa,” recalls Meels. “If there are so many requirements for one location, there must be a problem — and indeed there was. There were no providers at those locations, and airlines were forced to use flying engineers.” Business class travel, hotel cost and lost revenue on sacrificed cargo space added to the bill to carry engineers, tooling and spare parts around the African continent. “So we packed our bags and went out to do it. Basically it is all about listening carefully to your clients and being consistent and reliable in what you promise.”

Mombasa, Kenya, was among the company’s early international line maintenance stations. “Our first member of staff was one experienced Dutch technician. Now we have a station of about eight people; seven of which are local,” reports Meels. He explains that the company initially depends on expatriates because it is rare to find qualified local staff available in remote outposts.

However, a recruiting process will usually begin immediately to find local staff to train up. This investment period takes between two and three years. The aim is to completely roll-over the running of the line maintenance station, which will also save costs on the traditionally high expatriate remuneration. “We are trying to give as many jobs and transfer as much knowledge as we can to local staff,” says Meels.

The most curious example is Benghazi-Benina airport. Dutch

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WOrkinG tOGether in a netWOrk

passenger and cargo carrier Martinair ferries roses from Nairobi, Kenya, to Amsterdam six to eight times a week using MD-11 aircraft. If fully loaded, the tri-jet cannot reach Schiphol non-stop due to payload range restrictions. A fuel stop therefore had to be found along the route. The choice fell on the remote, coastal location, because the airline got the best kerosene deal. Since two and a half years Direct Maintenance ensures that these flights leave again safely after their short stopover in the desert.

To suppor t customers across approximately 100 US and international airports, San Franciscobased United Services has established partnerships with US MRO providers Executive Air Maintenance, Jet Aircraft Maintenance, Jett Pro Line Maintenance and STS Line Maintenance, as well as Latin American Mexicana MRO and Hong Kong-based China Air Services Ltd. (CASEL). The six companies participate in the United Services Line Maintenance Network. Mark Ferry, United’s line customer support area manager for the Eastern US, South America and Europe states that the network supports “just about every major worldwide carrier” aside from the parent United Airlines.

“All the major MRO providers and airlines are currently balancing reliability versus costs... United and other carriers have a set rigorous standard of safety, reliability, dependability and regulatory compliance that needs to be upheld,” says Ferry of the current industry climate. “We are focused with one eye on maintaining reliability and also with a careful eye on cost containment. You need to be cost effective, but most importantly you need to be compliant.”

The introduction of self-diagnostic monitoring systems about 20 years ago has been one of the “most historic” developments in aircraft operation and maintenance, according to Ferry. “Having aircraft systems and components with fault isolation capability and built-in test equipment (BITE) has greatly enhanced safety, reliability and productivity.” Today these systems record wide ranging data such as tire pressure, fluid levels or debris collected at filters and chip detectors in the oil and fuel systems. When airlines connect these monitoring systems to ACARS (Aircraft Communications Addressing and Reporting System) to automatically transmit data from the air to the maintenance station on the ground by satellite link, it becomes possible for MRO planners to schedule non-routine maintenance work before the aircraft arrives. In conjunction with the line maintenance staff on the ground, they can allocate the required facilities and personnel, spare parts and tooling, and review the history of the respective aircraft or component.

The next step is to integrate the reception of ACARS transmissions with the MRO’s IT network and databases. “You can typically see that with Airbus’ Airman platform where a technician at a ground station, waiting for an aircraft, can interrogate the aircraft’s systems. He can see what non-routine items have been posted, and through web-based maintenance manuals he is able to quickly click on links and ascertain information and troubleshooting. All these little nuances do a great deal to improve efficiency and planning.”

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AIRFRAME MAINTENANCE Utilising lean initiatives is another way to make line maintenance more efficient and to control costs. United Services has standardised some of its work processes so that, for example, an A check undertaken in Boston unfolds in a very similar manner to an A check accomplished in Chicago. Ferry observes that airlines have fortified main hub operations where primary maintenance takes place so that technicians have more oppor tunity to work on aircraft. However at other, less busy airports — the ‘spoke’ locations — maintenance operations have been reduced or may be accomplished by third-party providers. Defined workscopes have been introduced and working schedules optimised to ensure that technical staff are utilised to perform only technical tasks on aircraft, and not ancillary duties which do not require specialist skills.

“Typically you won’t see many airlines paying their mechanics to do receipt and dispatch,” says Ferry, “they want these mechanics to fix aircraft.”

MakinG aircraft MOre Maintenance frienDLY

What can the airframe and engine OEMs do to make aircraft more reliable and easier to maintain?

“Clearly, the lowest maintenance is achieved when a system or component never fails,” says Justin Hale, Boeing’s 787 chief mechanic. “However, the benefit of improving a system to the point where most or all failure is eliminated is often negated by offsetting factors such as corresponding increase in cost or weight.”

To find the optimum balance between cost, weight and other limiting factors, Boeing pursues several strategies which are suitable for different applications. Redundancy has traditionally been one way to ensure serviceability of vital systems on the aircraft. So in case a primary system fails, the secondary backup will take over and ensure continued operation without loss of functionality.

Another strategy is fault tolerant design. In other words, such components and systems have to be sufficiently robust to ensure continued airworthy operation and full operation of critical functions even after sustaining certain damage or losing some functionality. Deferability is a further option to ensure that an aircraft can safely operate for a specified period if certain pieces of equipment or functions are not available. The applicable cases, circumstances

and associated procedures are explained in the aircraft’s configuration deviation list (CDL) and master minimum equipment list (MMEL).

The aforementioned self-monitoring systems are not just aimed at providing maintenance personnel with fault diagnosis and rectification information when a component has failed. They are also designed to constantly monitor the aircraft’s systems and their performance, and to notify the operator of any performance degradation. These prognostics should allow the operator to take the necessary precautions before a failure happens.

John Maggiore, manager of Boeing’s Airplane Health Management (AHM) programme, reports that more than 60 per cent of 777 aircraft currently in service are subscribed to AHM. More than 30 operators use the internet-based tool set to monitor and assess fleet performance and serviceability.

This number is set to increase as airframe structures, engines and onboard systems continue to become ever more sophisticated and their utilisation more demanding. The latest aircraft offer efficiencies that not long ago were hard to imagine — Boeing aims to cut base maintenance downtime for the 787 by 60 per cent compared to previous aircraft of similar size — but they have also become more expensive when they sit on the ground, with their wings clipped. n

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ADVERTORIAL • AIRFRAME MAINTENANCE

STTS – Painting Hall A350 On 28th March 2010, the STTS group (European leader in aeronautic painting and sealing) inaugurated a new aircraft painting hall in aviation parc Aéroconstellation ZAC. The STTS group searched for a partner with years of experience, ability and flexibility for realization of their innovative aircraft painting hall project.

CTI Systems proved to be the perfect partner to meet this challenge.

t

h e n e W pa i n t i n G h a l l w a s designed with focus on economy, energy reduction and an optimized ventilation system. The collaboration of STTS / CTI Systems has allowed for the creation of an economic, ergonomic, safe, and innovative aircraft paint facility meeting all project requirements.

The new 10,000m² building, located near the Toulouse-Blagnac Airport runway, is dedicated to painting long-haul Airbus aircraft. This painting hall was specifically designed for A350 painting however, due to new developments, the painting hall is also capable of painting the A380 or Boeing 747. To access the upper part of the A380 vertical stabilizer without considerable elevation change in the building height, CTI designed two mobile access bridge cranes (tail docks) and installed them in the rear part of the hall. Both crane bridges are height-adjustable from 15.5m to 22.5m and equipped with sliders for optimum adjustability when painting the vertical stabilizer. These tail docks allow for work on large aircraft in buildings with reduced size.

Technical innovation does not stop here. To capture energy savings CTI equipped the platforms with a regenerative Power Module System allowing capture of produced energy during braking phases.

To permit the access of several aircraft during the painting process stages, CTI Systems realized the design, manufacture and installation of the following equipment:

• Four teleplatforms with working platforms of 7m length. Maximum work height of 14m.

• Two teleplatforms with working platforms of 7m length. Maximum work height of 15.3m.

• Two tail dock bridge cranes, with adjustable height from 15.5m to 22.5m.

Each design detail, starting with the operator access stair, drip pans, compressed air connections, etc. was subjected to a detailed engineering study with STTS. All studies were aimed to achieve full user satisfaction.

The combination of four fuselage and two tail teleplatforms with integrated tail docks provides optimum accessibility to all aircraft areas. The paint hall ventilation is optimized due to a hot-air recycling system during several process stages and with internal volume reduction. The new hall consumes five times less energy than a typical painting hall considering the aircraft size.

Enhanced project co-ordination and communication between the various participants ensured deliveries and project completion on time.

The project result provides the customer with a “state of the art”, innovative, efficient, compact and flexible installation with allowance to service multiple aircraft types.

CTI Systems is proud to have participated in the success of this project in cooperation with the STTS group, employing to date 570 personnel worldwide. Once again, CTI Systems demonstrates ability to accept and execute challenges in the aviation and space industries. n MRO YEARBOOK 2011 | 101

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AIRFRAME MAINTENANCE

Landing gear MRO The industry downturn has thrown up some new challenges for landing gear MRO providers, with changing technologies and cost and contract trends also affecting the landscape of this market.

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he Main Market impact of the industry downturn on landing gear MRO has been felt in the older product types, with less economic aircraft being grounded. As every customer is affected and looking for ways to reduce cash flows, landing gear companies have been forced to adjust their overhaul capacities.

Overhaul events have been pushed out as far as the time between Overhaul (TBO) allows, which is creating new challenges to balance the workload of the shops. With the stream of delayed or cancelled orders on new aircraft, further effects will be felt 10 years down the road.

Market status

One of the biggest challenges of landing gear MRO in the present market is the ability to provide the necessary spare parts without carrying excess inventory. If the material management team does not order the right quantity on time the landing gear assembly will not finish on time and unnecessary work stoppage will block the assembly bays. If too many parts are ordered, or ordered too early, the finance manager will point out the underutilization of the material inventory. For Klaus Koester, CEO & president of Hawker Pacific Aerospace and VP Lufthansa Technik Landing Gear

Services, “this is even more true for the exchange gear inventory, which is getting more and more expensive which each new aircraft model�.

The business model has changed over the last ten years and MROs are now expected to carry more inventory. According to Pastor Lopez, general manager of AAR Landing Gear Services in Miami, Florida, there is presently a general lack of spare parts, a problem which is particularly acute with the Airbus product line.

The key is to as accurately as possible forecast the required inventory. Alan Doherty, VP sales and business development for Messier Services

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AIRFRAME MAINTENANCE

AAR’s landing gear facility in Miami, Florida, repairs and overhauls landing gear, wheels, brakes and actuators for 43 different types and subtypes of commercial and military aircraft.

type may be low in one region, the requirements increase in another region. Gears which have been solely used by one shop are now utilized by any shop at any given time. This increases the utilization of the exchange gears and keeps the cost for Lufthansa Technik customers as low as possible.”

Messier Services maintains and overhauls more than 1,100 landing gears per year, and owns a total of approximately 50 assets, which are constantly turning. The Lufthansa Technik Group overhauls around 1,400 landing gear legs annually and has more than 200 exchange units. Some of these exchanges are exclusively reserved for certain customers who pay a monthly access fee for this additional availability guarantee.

MrO prOceDures

International says his company, for example, is “continually reducing low turn inventory, as free cash is important for investment in assets that can be used to support the customers”. Doherty adds that the company has the opportunity to optimise any excess inventory within its global network.

Lufthansa Technik also has a unique solution.

To keep the cost of ownership for a landing gear overhaul as low as possible, the company has bundled all of its exchange gear inventory in one company and made it available for its four landing gear shops around the world. Koester states: “While now the demand for a certain landing gear

Perhaps the two most critical operations performed during an overhaul are plating and machining.

The main steps involved in a landing gear MRO are the removal from the aircraft and exchange, stripping and inspection, the repair and overhaul of components (process treatment, equipment testing/ repair, machining etc), service bulletin application, Back to Birth traceability analysis, the rebuild and subsequent inspection, testing, and finally the installation.

A typical turnaround time for a narrowbody aircraft would be two months, while a widebody aircraft usually takes a month longer. For Koester, the turnaround time is also determined by

the magnitude of corrosion and the gear type.

There is a standard defined TBO, either cycles or timeframe, depending on the aircraft type, and this is controlled by the air carrier’s programme.

Typically the timeframe is between eight to 10 years. The longer the component is installed on the airplane, the more deterioration is evident at the time of overhaul, which increases the scrap rate. The climate that the aircraft operates in will also affect the condition of the landing gear when it reaches the MRO provider. Other considerations include whether the landing gear has been subject to abusive landings or runway incursions, proximity of the aircraft to the gate or parking bay and the scope of the airport.

The most common procedure for a landing gear due for overhaul is to exchange it with one that has already been serviced, rather than working on the same landing gear. In some unique situations, such as a loan agreement issue, a customer may want to keep the same landing gear. Doherty states: “In this case, the MRO provider is required to arrange a loan asset, where this asset will be used to support the customers fleet and will be exchanged back to us at the end. The main reason that this option is avoided is due to the need for an additional removal/ installation activity.”

Koester adds that landing gear overhauls on VIP aircraft are in almost all cases close loop events, where the same overhauled gear will be installed in the aircraft again. He comments: “In the case of an MRO YEARBOOK 2011 | 103

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AIRFRAME MAINTENANCE

A Messier Services technician performs work on an A320 landing gear. The company is jointly owned by equipment manufacturers Messier-Dowty and MessierBugatti; all three organisations are backed by the SAFRAN group.

Source: Messier Services

exchange we see more and more customers who ask Lufthansa Technik to hold the exchange inventory due to the fact that the group can better utilize the gears in combination with other customers and therefore lower the overall cost of ownership for the individual customer.”

In the case of leased aircraft, Lopez states that more operators are opting for a temporary lease agreement while the original aircraft gears are overhauled.

He says: “This removes any potential penalties from leasing companies due to cycles or traceability disparity.”

cOsts anD cOntracts

According to Doherty, the cost of a landing gear overhaul varies significantly from product to product and depends on the maintenance record of the landing gears. An additional factor is whether or not they are first or second overhaul. He notes that Messier Services attempts to recover as many of the parts as possible, rather than replace them with new ones. This is so that costs can be kept to a minimum.

In general though, the major cost components are labour and materials. In terms of labour, according to Lopez, “having a proficient workforce positions the MRO provider to offer superb support in terms of quality and turnaround times.” Koester contends that there is a “very obvious” trend that material costs are increasing at a far faster than labour cost. He comments: “It is critical to have advanced repair capability and know how to repair the part instead of scraping it and replacing it with a new part.” Another long term trend he identifies is the reduced repair and overhaul limits set by the OEM of the landing gears. Airline customers are requesting more fuel efficient aircraft, which means lighter and lighter aircrafts and therefore lighter landing gears. “This results in small tolerances for rework during overhaul and will increase the number of scrap parts over time. 2nd time landing gear overhauls will get significantly more expensive than 1st time overhauls in the future,” he predicts.

A related issue is types of contracts now prevalent in the market. The main options are the traditional time and materials contract or the more recent prorata cost-per-landing contract. The latter type will work in certain circumstances ans is particularly attractive for start ups or airlines with a new aircraft type and willingness to spread the cost in advance before the TBO is up. However, the contract type has its limitations, according to Lopez. He says: “The cost

per landing does not present any additional advantage to the operators as it requires a cash outflow for work that may not be carried out for several years. Thus, most operators tend to shy away after fully understanding the cost structure.” The traditional time and material contract tends to be selected by customers with an existing fleet.

A third way is an all-inclusive price contract. Koester states: “This contract tend to be the most expensive contracts for the customers, because its nothing less than an insurance policy.

Lufthansa Technik Group suggests to its customers a fair and open partnership, where the first overhauls are based on time and material and a joint team reviews the overall charges especially material and scrap costs. After this assessment we agree on a fixed price for the remaining overhaul events. This allows the customer to get a lowest possible price without forcing the MRO provider into building in safety margins for scrap material.”

Contract formats are clearly evolving to coincide with realigned customer desires and expectations.

technOLOGicaL iMprOVeMents

The changes in landing gear overhaul have been dramatic over the last few years. Coming from a manufacturing environment the shops turn to industrialized processes with product families and clear defined standards.

Major improvements can also be made in operational performance through the use of optimised processes, improved techniques and tooling with the resulting reduced shop processing time.

Doherty adds that green factors are also being considered, as well as economic ones. “We have invested in improvements in the chemical processes we use with the objective of further reducing the environmental effects,” he states.

For Lopez, most of the technological advance is in the form of software developed by each MRO to improve quality and turnaround times. He comments: “AAR uses its own ICR software implemented in the early 1990’s, and developed over the years to include the latest technological features, for the inspection, engineering, and tracking of components and labour hours.

Thus, this system contains over 15 years worth of repair history. Moreover, the tracking facet allows operations to virtually assign components to specific customer orders to meet turnaround times. This information is disseminated on a real-time basis throughout the shop allowing mechanics to prioritise their own work based on the latest schedule.”

Technology wise the use of Titanium is spreading and it is expected that new aircrafts will have new materials, which will effect the landing gear overhauls after the first initial TBO. n

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SUPPLY CHAIN MANAGEMENT • ADVERTORIAL

A320 Shimmy Damper Cap and Housing Prototypes

ACS on their tenth anniversary Aviation Component Solutions (ACS) designs, certifies, manufactures and distributes PMA parts for airframe and engine components and accessories for Boeing, Airbus, Bombardier, Embraer, Fokker and Saab aircraft.

They boast a catalog that contains over 500 PMA parts — all internally developed via test and computation — for a wide variety of applications, including pneumatic valves, hydraulic pumps, air cycle machines, air turbine starters and on and on. Their customer base consists of over 400 of the world’s leading airlines and repair stations. Quite impressive when one considers that they were launched a short 10 years ago.

a

Dave Kvasnicka, president, ACS

cs’s histOrY is unique. They started life as a division of Argo-Tech Corporation, a fuel pump and systems OEM that is now owned by Eaton Corporation.

While less so today, ten years ago, it was quite unusual for an OEM to be in the PMA parts business. “You’ve got to give the Argo-Tech leadership team a lot of credit,” explains Dave Kvasnicka, President of ACS. “They launched ACS when the gulf between OEMs and PMA companies was pretty wide. But, they didn’t get hung up on that. They were focused on satisfying our customers and on profitably growing our business”.

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ADVERTORIAL • SUPPLY CHAIN MANAGEMENT

Engineers Franco Filice and Chai Yuet Yee review complex part geometry

ACS grew quickly, PMAing their 100th part before their third anniversary — and selling to their 100th customer before their fourth anniversary.

ACS was spun off from Argo-Tech in 2006 and was sold to a private investor in 2007. “Argo-Tech’s support was vital to our early success,” notes Kvasnicka. “They gave us the resources necessary to grow quickly and establish ourselves. And, in the early years, we certainly benefitted from Argo-Tech’s reputation for reliability and customer service. But by 2006, it was time to strike out on our own. Now, as a private and independent company, we are well positioned for a successful future.”

Asked to reflect on ACS’s success over its first 10 years, Kvasnicka first credits the ACS team members. “We think we’ve put together an incredibly talented team of aerospace professionals with a wealth of experience — with OEMs, repair stations and, of course, the PMA industry.”

But, of course, the proof of the pudding is in the eating. “First and foremost we focus on delivering a reliable, quality product — equivalent to or better than the OEM parts they replace,” explains Kvasnicka. And, like its PMA competitors, ACS offers their products at substantial savings, with prices that range from 30 to 70 per cent less than the OEM parts that they replace.

ACS also focuses squarely on customer service.

Their order fill rate is consistently above 99 per cent — with the vast majority of their orders shipped the same day that the order is placed. “We understand how important part availability is to our customers,” explains Kvasnicka. “We try to keep sufficient stock on hand so that our customers never have to wait for ACS parts.”

But customer service extends beyond part availability. ACS specializes in providing its customers with customized solutions. From

partnering with its customers to develop new PMA parts to consignment inventory programs, ACS seems to be truly listening to their customers to develop unique “win win” solutions.

Another key to ACS’s success is their ability to improve upon the OEM part by incorporating minor changes in design or manufacturing methods. “Many of the OEM parts have been in the marketplace for quite a while,” explains Kvasnicka.

“Even parts that now fly on newer aircraft often were first developed 10 or 20 years ago.” ACS can often incorporate different materials or coatings or utilize newer manufacturing techniques to extend the life of the part on wing. “In this way,” explains Kvasnicka “our customers not only save money when they buy our part, they save money by having to replace it less often.”

The material cost savings, customer service and product improvements that ACS offers their MRO YEARBOOK 2011 | 107

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Proje

SUPPLY CHAIN MANAGEMENT • ADVERTORIAL

Inspector Tim Miller performs critical reverse engineering inspections.

customers present an interesting view of the state of competition in the spare parts marketplace.

Kvasnicka notes that “prior to introducing a PMA part into the marketplace, the OEM often enjoys a monopoly and so, he behaves as a monopolist would behave — offering his product with relatively high prices, often with indifferent customer service and rarely, if ever, introducing product improvements. After we introduce our PMA part, the market dynamics shift — suddenly we move from a monopoly to a competitive market. And how do the OEMs respond? Well, we’ve seen a variety of responses. In some cases, after we’ve PMAed an improved part, the OEM incorporates the same improvement into their part. Several OEMs have engaged in serious

price competition. And, we’ve seen some OEMs significantly improving their part availability. The great thing about competition is that the customer — whether he buys PMA parts or stays with the OEM part (and we really prefer them to buy the PMA part) — benefits. So, in bringing competition to a formerly monopolistic marketplace, the PMA industry has generated incredible value for the airline industry.”

So, with ten years under their belt, where does ACS go next? “Well, in large measure, we’re going to keep doing what we’ve been doing,” explains Kvasnicka. “We have a three pronged approach to growing our business — we focus on growing our catalog, growing our customer base and on acquiring or partnering with other PMA companies.”

Regarding their product offering, today ACS parts cover 18 different ATA chapters. Their plans call for expanding their breadth of line into additional ATA chapters as well as deepening their product offering within existing chapters. Additionally, the lion’s share of the ACS catalog today focuses on large commercial aircraft. ACS sees great opportunities in the regional marketplace — focusing both on regional jets and turboprops.

On the customer front, ACS continues to grow — adding two or three new customers in a typical month. “Clearly, the trend among the world’s airlines is toward greater PMA acceptance,” notes Kvasnicka. “In some cases, we’ll have a relationship with an airline for years before we receive the first order. During those early years, we’re providing them with information and training about PMA parts, in general, and ACS parts, specifically. We want them to think of us first when they are ready to buy PMA parts.”

As for acquisitions, ACS is actively hunting. “We think the PMA industry is ripe for consolidation,” Kvasnicka notes, “and we intend to be a consolidator. To date, we’ve made a few runs at target companies, but, for one reason or another, we couldn’t get the transaction across the finish line. But that’s the nature of the beast. We’re going to keep plugging away. We have several candidate companies identified and we feel very positive that we’ll be able to execute our roll-up strategy.”

Asked to comment on challenges in the marketplace, Kvasnicka immediately cites the weak economy. “No doubt about it — there is a strong headwind out there. Interestingly, the tough environment has actually helped us land new customers. Several of the airlines that had been on the fence regarding PMA part use, have decided that they can no longer forego the savings provided by PMA parts. And, we’re beginning to see some improvement in the marketplace. Some airlines’ ASMs are starting to trend up and many of our customers’ efforts to reduce their inventories have gone about as far as they can go. So, we’re expecting a better environment in 2011.”

Other external challenges ACS faces include the restriction on PMA parts use on leased aircraft and increased competitive reaction from OEMs. “On the leasing front,” Kvasnicka comments, “we see that as a long term challenge that we (ACS) and the PMA parts industry will have to continue to work. On the competitive front, it seems to us that some OEMs have shifted their competitive strategies from “PMA bashing” to good, old fashioned competition on price, quality and service. And, while that certainly poses challenges for us, it’s great for our customers.

We’ll just have to continue to improve our offering.”

So, for ACS, it’s 10 years down and many more to go. Happy anniversary! n

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The Global Component Service Provider Component Support Power By The Hour Support Base Kit Leasing Trading - Sales / Loans / Exchanges MRO Support & Warranty Administration 24/7 AOG Support Engineering Support & Technical Services Global Logistics Solutions

Tel: +44 (0) 1273 833330 Email: sales@avtrade.co.uk www.avtrade.co.uk

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SUPPLY CHAIN MANAGEMENT

“W

PMA: an acceleration of acceptance?

The global recession has heavily impacted on PMA companies. While PMA sales have suffered in line with the general industry slump, the recession has also forced, at the least, a heightened degree of urgency among senior management in obtaining PMA parts, and at the most, a much greater airline and MRO acceptance. Once again, this has brought into focus the great debate; the cost savings PMA parts offer versus the concerns of the OEMs. Rather than re-iterate this debate, we chose to stick to the facts and get the latest on what is happening at some of the major PMA companies, and within the market itself.

i t h t h e D i f f i c u Lt economic conditions, we’ve seen an acceleration of PMA part acceptance. Several airlines that had, until recently, not used PMA parts are now using them,” asserts Dave Kvasnicka, president of Aviation Component Solutions. “For a number of reasons, we are expecting the industry to bump along the bottom in 2010, with a recovery taking hold in 2011. As a result, we expect the trend toward increased acceptance of PMA parts to continue or accelerate.”

The global recession, and consequent downturn in the aviation industry, has had two major and opposing impacts. As Kvasnicka points out, on the one hand airlines seeking cost savings wherever they can get them have increasingly turned to using PMA parts. They are seeing the use of PMAs as part of a series of cost reduction initiatives designed to reduce material spend. Additionally, Keith Coleman, Wencor’s director — PMA sales, points out that because airlines are placing more pressure on their repair suppliers to reduce costs, “we are finding many MROs are becoming more influential in pointing airlines towards the PMA alternative as well”. He concludes: “[Wencor is] finding that more and more airlines are now making PMA a priority and are quickly putting the necessary structure in place to not only accept the use of PMA, but to aggressively pursue the identification of PMA development opportunities that require a longterm relationship with PMA suppliers.”

Heico Parts Group’s SVP of sales & marketing, Kate Schaefer, sees this as more of an acceleration of a growing acceptance of PMA parts in recent years, rather than it being a case of airlines suddenly finding themselves forced into action they might not otherwise have wanted to take. She says: “I don’t think we are seeing a major shift in viewpoint, what is happening is that the increased interest and acceptance that we have seen over

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SUPPLY CHAIN MANAGEMENT the last few years is snowballing as the need to maximise savings moves far higher up the agenda of senior management at many major airlines. This is leading to an enhanced willingness to review the issues and engage the leasing community on the subject of PMA.” But the PMA sector is by no means recessionproof — along with the rest of the industry, PMA sales are down. There are a few good reasons for this. Jeff Dark, VP sales & marketing at Jet

Heico is headquartered in Hollywood, Florida, with multiple locations around the world. The company provides more than one million square feet of design, manufacturing, repair, overhaul, distribution, sales and support capabilities.

Parts Engineering, states: “PMA sales for existing products are down. Airlines are flying fewer planes and routes and this naturally lends itself to a lesser need for replacement parts. They are also deferring maintenance whenever possible, as long as deferring is not sacrificing safety. Additionally, as airlines have looked for ways to conserve cash, we have seen them decrease safety stock requirements. They are trending more towards a just-in-time (JIT) approach to spare parts.”

The acceptance of PMA parts has certainly not been wholesale, and many engine OEMs maintain good arguments and hold valid concerns. Another point that Dark notes is that airlines are still challenged with limited resources, and to adopt the use of PMA parts requires some upfront planning.

WOrLDWiDe interest

The trend toward greater PMA acceptance is seen by many within the sector as a global one.

Many, if not most, of the growth opportunities for PMA companies are coming from outside North America, which has traditionally been seen as the major PMA stronghold. Kvasnicka asserts that “given the fleet sizes and the current levels of PMA penetration by region”, the greatest opportunities lie in Asia, followed by Europe. Dark also reports that Jet Parts Engineering is seeing increased activity in Europe, South Asia and the Middle East.

Schaefer argues that this worldwide uptake of PMA parts is not new. She comments: “There has long been a feeling that PMA use was primarily a US phenomenon; in actual fact this has never been the case. Three of Heico’s six major partners are actually based outside the US (BA and Lufthansa in Europe and JAL in Asia). In fact, Heico’s first JT8D compressor blades (that came out at the beginning of the decade) were actually flown

first in Europe and not in the US, as is often assumed. There is currently not a continent on earth that Heico does not sell to. As fleets continue to mature and savings becoming an ever increasing focus, I see worldwide interest continuing to grow.”

For Coleman, the increased interest in the use of PMA in Europe and Asia is being driven by the fact that the cost pressures caused by a poor economy have come as a shock to both airlines and MROs in these regions. He explains: “Cost pressures are nothing new to North America, but have been a shock to other regions.” On the other hand though, he adds that “recent fleet retirements in North America have driven some customer PMA volumes in this region down, as their usage has decreased due to reduced flight hours”.

There are a few general trends that can be observed in the PMA sector at this time. Dark says: “In general, the FAA is moving to standardise the ways that PMA applicants develop and certify PMA parts. Those efforts are focused more on parts that are more complex in nature such as the “hot-gaspath” parts in aircraft engines. Those new methods address areas like vibration and endurance testing, and fatigue analysis. Additionally, the FAA is looking for ways to implement Risk Based Resource Targeting (RBRT) so it can focus its resources in areas where the biggest gains in safety can be achieved. The Repair, Alteration, Fabrication Team (RAFT) effort confirmed that, when compared to OEM parts, the PMA industry is producing parts that provide an equal level of safety. For non-critical parts, the FAA is looking for ways to delegate more oversight responsibility to industry. That increased

delegation will continue to expand in the form of programmes like MOAs and ODAs.” For Schaefer, one of the most significant trends over the last two years has been the increased interest in PMA being shown by the airlines that typically outsource maintenance. She says: “In the past these airlines have allowed their MRO providers to keep them informed of areas for potential savings. This has changed dramatically!

Many of these airlines are now contacting us directly looking to understand what they might be missing out on and how they can start forming their own PMA strategies. In tandem with this change many of the leasing companies are now taking a softer stance on PMA use then they have in the past, generally as a result of increased pressure by their customers to allow them to make use of savings available freely to those that own aircraft.”

Finally, Kvasnicka notes that in the regional market, because turboprops are making a comeback — driven by the cost of fuel — there has been more interest in developing PMA parts for this market.

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part 21 ruLe

The FAA recently updated and standardised regulations for manufacturers of aircraft and aviation products and parts, in a move it says better aligns the regulations “with the current global manufacturing environment”. FAA administrator Randy Babbitt said of the regulations: “We want to make sure that all aircraft and parts designed for them meet the highest standards no matter where they are manufactured or who makes them.”

As it affects the PMA industry, this overhaul of the manufacturing rules (Part 21 Rule), will become effective on April 14, 2010, and is expected to have a number of impacts. The major one centres on determining what are major and minor changes to type designs.

Commenting on the FAA’s Advisory Circular 21.93, “Determining the Classification of a Change to Type Design”, the Modification and Replacement Parts Association (MARPA) said: “While we have some criticisms and proposals to improve the draft, we nonetheless applaud the FAA for taking the initiative in providing a first draft of a process that permits development of the data that may underlie the decision for distinguishing whether a proposed change is a major or minor change to type design.”

Dark sets out the MARPA view: “Taken in its entirety, the Part 21 Advisory Circular could be read

to impose a new recordk e e p i n g o b l i g at i o n that is not currently engrained in the regulations. In particular, the Advisory Circular provides a mechanism for distinguishing major changes to type design from minor changes to type design, but it implies that such a mechanism, or an FAA-acceptable alternative, must always be used when distinguishing major changes from minor ones. There is no regulatory requirement to perform a written analysis to distinguish major changes from minor ones.

“The Paperwork Reduction Act makes it clear that the agency may not impose a new record-keeping obligation without a specific OMB approval, and without a regulatory change or a prior OMB approval, there is no opportunity to obtain such approval. Past history shows that minor changes to type design — like PMA parts that are physically identical to the original parts — are frequently developed with substantiating data, but without a formal analysis distinguishing the change as minor.”

As Kvasnicka explains, the Part 21 Rule is unlikely

Wencor engine parts. The company has recently been awarded Organization Designation Authorization (ODA) by the FAA.

to radically alter the PMA picture. He says: “Based on what we now know, we do not anticipate any material impact to our business. We believe that we currently comply with the majority of the significant new requirements under consideration.”

Reaction to the Part 21 Rule from the PMA sector has generally been positive. Schaefer sums it up: “We support the basic Part 21 premise of consistent requirements for all design approval holders and more specifically in the areas of quality systems and part marking.” For the aviation industry as a whole, this standardisation is a positive step toward ensuring that parts, wherever they are manufactured, meet the same standards, and this will go some way toward addressing previous concerns over PMA parts. n

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Switch to save.

Whether you are looking for savings on just one part, need someone to look at product improvement or want a full scale PMA Management and Development Program, HEICO has the perfect solution tailor made for you. In addition to our 6,000 PMA parts, HEICO offers state of the art component repair and distribution facilities to help reduce your costs. With a 50-year track record that speaks for itself, it’s easy to see why HEICO is the number one choice of the world’s largest airlines. So, if you need a partner that’s trusted in the air to keep prices on the ground, contact HEICO at (954) 744-7500 or visit www.heico.com.

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Y E A RS

HEICO has created savings of over 0 million a year for its customers worldw $100 worldwide.

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Kellstrom Industries profile Established in 1990, Kellstrom Industries started out as a small business servicing the aerospace aftermarket.

Since then it has grown steadily to become a globally recognized company with an international reputation.

f

LO r i Da - B a s e D k e L L s t r O M inDustries has been able to maintain its leading position in the aviation aftermarket by concentrating on what the company does well. “We are not trying to be all things to all people. We have areas of core competency and we try to focus on what we do well everyday,” says company president and CEO Dennis Zalupski. Kellstrom’s business can be divided into three segments: commercial aerospace, defence aerospace, and repair and repair management. He expands: “Basically whether you are talking about the commercial or defence side of the business, we are a service

provider. Other than repairing parts, we do not manufacture anything. We supply parts, logistic services, supply chain management services and asset management services to our customer base.”

On the repair side, Kellstrom provides avionics and accessories repairs for its commercial and military aviation customers through its High Tech Avionics & Accessories division. High Tech is a certified Part 145 repair station that specialises in the repair and overhaul of avionic products and accessories for commercial and military aircraft. Licenses held include the FAA (H1XR361N) and EASA (145.4529).

The company’s world-class 33,000ft2 facility

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ADVERTORIAL • SUPPLY CHAIN MANAGEMENT

includes state-of-the-art equipment such as the RADA SMART CATS ATE System that enables it to diagnose and repair new generation aircraft parts more efficiently. Accessory repair capabilities have been extended to include a variety of commercial hydraulic and pneumatic components.

cOre cOMpetencies

Kellstrom concentrates on its key strengths, which can be broken down into four areas of core competency. The first area is asset management, which involves taking large pools of capital (whether Kellstrom’s or the customer’s) and managing those assets, be they engines, aircraft or inventories. The second, and perhaps the area for which Kellstrom is most well-known, is OEM part distribution to the aftermarket. Zalupski believes that many OEMs are focused on new production and do not have the infrastructure in place to service the customers in the aftermarket. He says: “The aftermarket is our entire business. We are in airlines, repair facilities and the overhaul facilities around the world everyday, whether they be military or commercial. Because of that, OEMs come to us and ask us to distribute their product to the aftermarket.”

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The third area is Kellstrom’s proprietary information technology system, which enables it to interact directly with its customer base regardless of which software system is used. “If our customers run SAP we can build a platform that can interact with their SAP system. If they run Quantum we can build a platform that interacts with that. We think our IT system is a very proprietary product that Kellstrom brings to the marketplace. The 10+ years of transaction history in our system helps us and our customers manage their business better,” explains Zalupski.

The last area of competency is supply chain management services. “Our goal is to provide parts to our customers where and when they need them, at a fair price, and at a service level that is consistent with their needs,” explains Zalupski.

custOMers

Kellstrom primarily supports Airbus and Boeing platforms, as well as Bombardier and Embraer regional aircraft. On the engine side, it supports GE, CFMI, Rolls-Royce and Pratt & Whitney products. About 80 per cent of the business on the commercial side is conducted with either the airlines or repair facilities. Major customers include Lufthansa Technik, Air India, Air France and Air China. On the military side customers include the US government, OEMs such as Lockheed

Martin and international operators, like Marshall Aerospace of the UK, Qantas Defence Services in Australia, Royal Thai Air Force and Royal Malaysian Air Force.

Kellstrom distributes new parts into the aftermarket for an extensive list of OEMs including Ametek, Pacific Scientific, Aircraft Battery Shop, Honeywell, Stork SP Aerospace, InterConnect Wiring, Arrowhead Products and Engineered Fabrics. The company represents its OEM partners either exclusively or on an authorised basis.

Kellstrom stocks an extensive inventory of OEM parts negating the need for its customers to endure

the OEM’s manufacturing lead times. Zalupksi regards this as bringing real value, because it is a just-in-time inventory service at a fair price.

enVirOnMent

In the repair business particularly, there is some use of various chemicals for the cleaning and painting processes. Zalupski says those chemicals, and the way they are handled, meet all of the latest global environmental standards. He explains: “We are very sensitive to doing things according to environmental standards. For example, the crates that we build to ship our products in, are built not to the standards that are common here in the US, but to the standards common to Europe or Asia.

That allows our products to be shipped without having to change boxes or change materials.”

VisiOn

Zalupski feels that his vision for Kellstrom is quite simple — to make sure it continues to be the best aftermarket services provider in the industry. He says that the company started off moderately sized and has grown steadily.

Despite the difficulties the aviation industry has experienced over the last couple of years, Kellstrom, because of its product and business diversity, has weathered the storm and is well-positioned for the inevitable industry upswing. “In the end, it is all about us being able to service our customers. If we don’t provide products and services better than the OEM or better than our competitors we simply won’t be successful,” he concludes. “We focus every day on making sure that we service not only our customers, but that we also manage our vendor base in the best manner we possibly can.” n 116 | MRO YEARBOOK 2011

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SUPPLY CHAIN MANAGEMENT “We had to work at double speed to see whether we could find any other way of moving this landing gear,” says Perkins. Fortunately, the company is able to secure sufficient space and payload weight on a military charter 747 freighter that transports post from the Middle East to the US via Zaventem airport. Eventually the landing gear arrives in New York at about 10.30am on Sunday and can be installed in time for the A340 to depart the Big Apple in the evening — on schedule.

WOrkinG tOGether

“The unusual is usual for us every day,” says Perkins.

“It is these sorts of challenging environments that effectively keep us in our business.” The UK company is a founding member of the ALN, a co-operative of independent forwarder firms around the world that have decided to work together and offer their services as a group to compete against global logistics corporations.

Today, the group has stations in 106 countries and a network of distribution centres to provide a wide array of different supply chain services, which can be tailored around specific needs of individual customers. These services range from the routine provision of spare parts and inventory freight trains caught fire. An alternative route needs management via the faster ‘critical’ delivery of individual components to the above mentioned to be quickly found.

“Through our co-operation with [London’s] AOG service where speed has absolute priority.

Becoming an ALN member company is subject to Metropolitan Police we managed to explain the urgency, get a special permit from them and an a systematic assessment by the group’s executive escort down to the port,” recalls Ralph Perkins, sales board. Among other criteria, the applicant firm director at Davies Turner Aviation. Without a police needs to comply with a group-wide code of escort, the oversize vehicle cannot drive the 16km conduct, have enough experience in the aerospace (10m) to Dover to catch a ferry. In comparison, industry, and demonstrate a company culture that finding and positioning a second driver to cover is committed to quality staff training. To ensure a co h e re nt s e r v i ce t h e f i r s t o n e w h o, quality level throughout by the time the ship the network, ALN arrives in France, has will also test how the exceeded his maximum company responds to allowable duty hours as an emergency 24/7a result of the hold-ups type AOG situation. is just a routine task. The This test, to determine journey continues to the the response speed airport without further Many cargo shipments for the aerospace industry, such as and reliability, can be p ro b l e m s, a n d t h e this helicopter fuselage, require specialist logistics services. based on an actual or invented incident, as Perkins shipment still arrives in time for the cargo flight.

The landing gear disappears in the 747’s belly explains. “This is very important to us. We are only along with all sorts of other freight, as the aircraft as strong as our weakest link in the network.”

While everyone has to adhere to the same is being prepared for start-up, and Perkins’ nerves are beginning to relax after the eventful journey. quality standards, the independence of each But then fate plays its hand once again: an aircraft member company is nevertheless central to the tug drives into one of the 747’s engine cowlings, group concept. Perkins argues that it is this very rendering the freighter itself an AOG — with the autonomy of the local partner that differentiates A340 landing gear at the aft end of the front- the network from the local branch of a centrally loaded main cargo deck. To make the precious AOG governed multinational logistics corporation: “We shipment available again, all other freight palettes are all independent, privately owned companies.

If one of those members fails to perform, the have to come out first.

Spare parts logistics

Fast, efficient and reliable logistics services are vital for the aviation industry.

Whether it is to supply parts and material to the OEMs, airlines or MRO providers, the delay of a critical shipment could cost the receiver millions.

a

n a340 has stranded at JFK airport in New York and needs a right-hand replacement landing gear to take off again. It is Wednesday when the phone rings at Davies Turner Aviation, a UK-based forwarder, AOG specialist and member of the worldwide Aviation Logistics Network (ALN), to manage the transport. The oversize replacement assembly needs to be shipped as road freight from the manufacturer’s facility (Messier Dowty) in Cheltenham, England’s ‘West Country’, to Folkestone on the east coast, across the English Channel through the tunnel, and then north to Zaventem airport near Brussels, Belgium, where it has to catch a 747 freighter to New York. Only the jumbo jet can accommodate the landing gear and ferry it across the Atlantic on the Saturday, so the stricken Airbus can be repaired and leave New York again on the Sunday evening. At least, that’s the plan.

The landing gear does not actually leave the Gloucestershire facility until Thursday afternoon — and it doesn’t make its connection at Folkestone either. For those unfamiliar with the Channel tunnel, it links France and the UK by railway track.

Road vehicles have to embark on special roll-on/ roll-off trains at Calais and Folkestone, which shuttle back and forward on the 50km (31m) journey underneath the world’s busiest shipping lane.

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Image courtesy of Aviall

Further integrated IT systems would allow shipping parts from the supplier straight to the customer, without having to spend time in the distributor’s warehouse.

executive board of ALN has the ultimate sanction to find another partner that performs to the standards that are required. That’s something you don’t normally get with a more integrated-type solution.”

This view is echoed by Allan Bach Christensen, manager at Scan Global Logistics in Copenhagen, Denmark, which forms part of the rival Aerospace Logistics Group (ALG), a similar association of international aviation forwarder firms. “Many of the [integrated] multinational forwarders might have an excellent set-up on a few locations but no aviation set-up at all in other locations.

The ALG, however, is specialising in having the right set-up in all locations. That includes the 24-hour ser vice and particular needs of the aviation industry.”

Familiarity with the local area and aerospace community is therefore very important. The network members do not need to be, for example, the largest or cost-wise most competitive providers in their vicinities, as Christensen explains, but they need to understand the individual needs of the aviation companies around them. “There are many other networks around the world with some very good forwarders within the group, but their focus is not aviation.”

caterinG fOr Different neeDs While manufacturers and airlines generally tend to focus particularly on careful planning and timely deliver y to routinely support their largely regular operations through an optimised supply chain, MRO providers tend to focus on speed in particular. Their job is to return aircraft to re venue ser vice as quickly as possible. Any hold-ups along the spare parts’ delivery journey may directly affect the maintenance schedule and potentially jeopardise the MRO companies’ competitiveness.

One primary requirement is the ability for the forwarder to follow and control the movement of a shipment at all times. Christensen argues that this might not always be possible when using a courier who takes a route with multiple stops and turnarounds. He claims that, depending on the client’s individual needs, ALG will choose the most direct connection between the point of departure and destination. “We see there is a lot of focus on

the pricing at the moment. I believe there will be more focus on the service, where the service will be at a higher level, because the costs are not so essential. If you do not have the parts there [at their destination] at a certain time, then the costs are higher than paying $100 extra in moving that part.”

A major challenge for every European forwarder in the near future is to be assessed and accredited as an advanced economic operator (AEO). The EU aims to unify the customs system for all in-/outbound shipments across its member states and introduce this endorsement, which is modelled after the US transport security administration (TSA) approval.

Although the AEO status will not be mandatory, logistics companies will effectively be forced to participate in the scheme to remain competitive, because shipments from unaccredited forwarders will have to get through much longer customs procedures than the future standard practice.

For associations such as ALN and ALG, this means that each individual member company has to be accredited. A comprehensive approval as a group is not possible.

Another challenge will be to integrate the IT systems of all parties involved in the supply chain: the parts suppliers/consignees, forwarders, cargo carriers, customs authorities, and the client.

Overcoming the variety of software applications and differences in their individual programming is an immense task. Christensen reports that ALG is developing an IT tool to exchange a “certain” amount of data, but “not everything, because that is impossible.” This system should facilitate the transfer of some details, e.g., aero bills and parts tracking information, from one party to the next, and become available “in the near future”. When this will be, however, he declines to specify.

frOM 3pL tO 4pL

According to the global logistics giant DHL, the aerospace industry has to follow what other sectors, such as retail or the automotive industries, have already established years ago: concentrating the supply chain management in the hands of external logistics partners, and implementing just-in-time practices and solutions. This concerns

DHL is a tier one partner of Airbus and manages the airframer’s entire global transportation needs, including its AOG services.

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SUPPLY CHAIN MANAGEMENT especially large manufacturers, airlines and their suppliers with relatively stable production schedules that run over several years. Optimising the supply chain can add between five and 25 per cent to the value of a business, according to the logistics corporation.

DHL is a tier one partner of Airbus and manages the airframer’s entire global transportation needs, including its AOG services. While many shipments between the production plants are being handled by various other third-party logistics providers (3PL), the entire transport system has been orchestrated and is controlled by DHL. The company acts as a ‘control tower’ and in that role is referred to as a fourth-party logistics provider (4PL). “It’s very difficult for an organisation to manage their supply chain using a whole range of different providers,” says Richard Jackson, head of aero logistics. “A supply chain needs to be looked at as a whole in terms of inventory levels held around the world, the services used to move that inventory around, and costs.

If an organisation gives a bit of the business to one logistics company and something else to another one, you can never get that balance right.”

The move towards more just-in-time delivery of goods and the necessary logistical set-up is a parallel development to the changing role of the aircraft manufacturer. Airbus and Boeing see themselves increasingly as architects and integrators who assemble parts, components and systems from a wide range of external partners rather than manufacture the aircraft largely themselves. Approximately 80 per cent of the total cost of production is accounted for by the OEM’s partners and suppliers, according to DHL. The logistics provider has to collect the numerous components from the different suppliers around the globe; bring them together in warehouse facilities near the aircraft manufacturer; order and possibly assemble component configurations for different customers (e.g. varying cabin interior equipment for individual airlines); and continuously deliver the required material on the actual production line at exactly the right time.

fLexiBiLitY is centraL

For Dallas, Texas-based Aviall, an OEM spare parts supply chain and logistics provider, there is no question which courier should be used to move its approximately 3,600 shipments on an average day. “We don’t partner with anyone in particular,” says Ed Dolanski, SVP of operations. “We use a variety of transportation companies depending on what is most effective for the customer.” If a client prefers to receive its deliveries from a certain provider this can of course be arranged.

Usually, however, a specified delivery time is the priority. Aviall employs an automated system to determine the most appropriate carriers and

connections for its routine shipments. Timely and safe delivery is what Dolanski expects from the transport companies. “When the truck shows up at their [the customer’s] site and the part is late, they are not mad at the courier, they are mad at Aviall.” To have better control of the final distribution, he hopes it will soon be possible to automatically receive an electronic delivery confirmation when the part is handed over to the customer.

For the wholly-owned Boeing subsidiary, the future lies in learning lessons from other industries, especially the retail sector, and improving IT integration with customers and suppliers. Approximately 20 per cent of the company’s business today comes through the website with no direct interaction between the client and sales staff. “The customers know what they want. They know what kind of oil, batteries and tyres they need,” states Dolanski. The use of an online self service system is one area where he expects substantial change and improvement. Illustrated parts catalogues provide an example, where customers can scan through graphical representations of assemblies and select individual components for purchase. Another example for efficient distribution that is already in place today is the automatic replenishment of a client’s local inventory. As soon as a position has been vacated and the spare part has been registered in the local inventory management system as being in-use, an order will automatically be sent to the parts distributer to replenish the spare part position.

Looking up in the supply chain towards the OEMs, there is scope to improve visibility of stock at the manufacturer through improved IT integration. Which parts are immediately available? Which goods have not been sold? What is currently in production, and when can that material be shipped? This information would allow shipping parts from the supplier straight to the customer, without having to spend time in the distributor’s warehouse.

The warehouse itself also needs to be continuously assessed for efficiency and short turnaround times, according to Dolanski. Thanks to lean initiatives, the company has managed to significantly reduce the time it takes for freshly delivered parts from supplier to become available for sale for the customers. This used to take between three and four days on average, today the figure is less than 24 hours. The goal now is to further cut it down to 12 hours.

“My whole focus is on how I can get down the supply chain to the customer in the most efficient way, from a cost and time perspective, at a time when they want it delivered,” concludes Dolanski. This is what unites him with the other participants in this article and probably most other players in the logistics industry. Interestingly, however, and typically too for the aviation industry, the individual approaches and methods to achieve the common goal are very different, and so the debate goes on. n

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Your Parts have a Destination.

We know the Way. Welcome to the Aviation Logistics Network.

AOG CRITICAL ROUTINE GLOBAL NETWORK OF SPECIALISTS IN AEROSPACE TRANSPORTATION

24/7/365 Hotline: 00 8000 AOG TEAM (00 8000 264 8326)

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SUPPLY CHAIN MANAGEMENT • ADVERTORIAL

Total supply chain collaboration Organisations that can successfully manage a supply chain can improve their overall performance and cut cost from the bottom line. Here, Aeroxchange explains how to do it.

s

uppLY chain ManaGeMent continues to be at the forefront of discussion, which is evident by the thousands of articles that can be found on the Internet, in magazines and the many forums held on behalf of supply chain management initiatives. The reason is simple – organisations that can successfully manage a supply chain can improve their overall performance and cut cost from the bottom line.

This is especially true in the aviation industry where fuel costs, an unstable economy and an unpredictable environment can result in the loss of millions of dollars, leading many airlines especially smaller carriers - to take a more aggressive approach to outsourcing. Airlines, such as JetBlue, are demanding turnkey and cost predictable maintenance to offset more volatile costs. This has opened the door to new opportunities for MROs and OEMs who are expanding services to provide comprehensive “total supply chain collaboration” packages similar to the performance-based logistic (PBL) approach favored by the US military.

Chris Doan, president and CEO of Team SAI Consultants, previously predicted that commercial airline outsourcing would increase from 32 per cent in 1990 to 65 per cent in 2010. Doan also predicted that the range of items outsourced will expand and the next direction will be IT, with a focus on the back office environment. In the case of JetBlue, outsourcing allows the airline to focus on its primary goal - “the customer” - while trusting their service providers to maximise availability. This is in-line with the trend of airlines moving away from managing their own inventory and dealing with a vast array of suppliers to depending on OEMs and MROs to provide performance and time and material based contracts.

Outsourcing Aircraft Maintenance Nine major air carriers reviewed by the FAA’s inspector general sent 71 per cent of their heavy airframe maintenance checks to outside repair stations in 2007, up from 34 per cent in 2003. Foreign repair stations got 19 per cent of these major maintenance jobs in 2007. The work includes complete teardowns of aircraft.

Source: FAA Inspector General, Aeronautical Repair Station Association. Credit: NPR

parts DriVe cOst

Cost is a significant factor as to why many airlines are turning to outsourcing for maintenance and a huge portion of maintenance cost is tied to material cost. Airlines that can find ways to reduce turnaround time (TAT) will see a reduction in the cost of parts, thus reducing the overall maintenance cost.

Currently, the MROs and OEMS that are leading the way include Delta TechOps, Lufthansa Technik (LHT), KLM Engineering & Maintenance (KLM E&M), Airbus and Boeing. Delta TechOps, LHT and KLM E&M all offer different variations of power-by-the-hour style arrangements along with other options.

One of Delta TechOps’ initiatives is to reduce inventory levels through outsourcing. The MRO turned to suppliers to help manage the process, thus reducing the level of inventory required on hand. Delta’s suppliers own the inventory for selected parts and sell the inventory back to the carrier as it is used. This is an essential component of D elta’s supply chain initiative to reduce the level of inventory.

LHT and KLM E&M have taken a more aggressive approach by owning and managing, as well as repairing, customer’s components through programmes such as LHT’s Total Component Services (TCS) and Total Material Operations (TMO), and KLM E&M’s Total Component Care Program. Both include guaranteed parts availability and participation in component pools. KLM E&M went one step further by utilising Aeroxchange’s AeroComponent solution, which provides more visibility to part pools and customer related pool transactions optimising customer part availability and service delivery.

For the organisations that are looking to tap into the outsourcing trend, it is important to recognise that there is more to pool exchange programmes than what appears on the surface. Organisations also need to manage repair, logistics, mod levels, core return requirements, serial numbers, pedigree documents and invoicing, while keeping their customers informed as to where their component parts are and when they will be received. This makes managing a component pool more complex and to be successful, companies need to incorporate a solution that will allow them to simplify the entire process.

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tOtaL suppLY chain cOLLaBOratiOn

The MROs and OEMs that will achieve the most success in the future are the ones that incorporate a comprehensive approach to “total supply chain collaboration”, with solutions such as the Federated Aeroxchange Supply Chain Technique (FAST).

What is FAST? It is a unified set of eCommerce solutions that, combined, give MROs and OEMs full visibility and increased efficiency, resulting in “total supply chain collaboration” under one neutral platform. The primary initiative behind “total supply chain collaboration” is to reduce aircraft maintenance costs and unnecessary inventory, align the goal of airlines and their service providers and synchronise the supply chain through shared data.

A true supply chain collaboration solution will incorporate the management of component support contracts, repair contracts, logistics and alerts that, when combined, prevent parts from becoming lost in the system or parts arriving with the incorrect paperwork. The solution will also enable lost serial number tracking and reduce administrative headaches associated with phone calls and other low-value added tasks.

In the following sections, we will explore each individual component that makes up a “total supply chain collaboration” solution in more detail.

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repair OrDer ManaGeMent

cOMpOnent suppOrt ManaGeMent

An effective eCommerce solution for the management of component support contracts (performance based contracts) would incorporate the following key features: • The ability to manage multiple customer contracts with unique customer-specific parameters.

• Direct accessibility and intimate linkage to major freight forwarders that enable real-time shipment co-ordination and tracking.

• The ability to manage the entire transaction process from part request to serviceable replacement.

• The capability to track return and repair of core units through every step of the fulfillment and repair process.

• The ability to compare actual contract performance levels against targeted service levels.

As discussed earlier, MROs and OEMs that improve performance levels by reducing TAT will have a competitive edge. A leaner and more efficient repair management solution that increases visibility and automates key business processes is an essential component of Total Supply Chain Collaboration. For instance, using a typical spare forecasting model, Poisson statistical distribution, it is estimated that a 25 per cent reduction in TAT will result in a 20-30 per cent reduction in main base inventory, for nominal pools with an increased benefit for smaller fleets.

An effective eCommerce solution for repair order management (time and material based contracts) will incorporate the following key features: • The ability to search repair capabilities from hundreds of providers by specific location or region for the establishment of effective long term repair contracting.

• The ability to seamlessly collaborate and effectively manage the entire repair-order lifecycle from beginning to end, shortening the cycle time with the synchronisation of shared data between the customer, logistics provider and repair vendors.

• The ability to eliminate communication latency typical of paper-based communication with a full electronic estimation process, providing full transaction history that can be utilised to measure performance levels over time.

• The ability to monitor order status, TAT performance and track delays with dynamic alerting, exception reporting and status updates.

• The ability to incorporate different platforms based on technological maturity, whether using a web-based browser, an easy-to-use FTP feature or integrating seamlessly to a backoffice ERP system.

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Drow

Drowning In Paperwork?

Aeroxchange allows you to outsource the management of your EDI strategy, eliminating manual processes, reducing cost and increasing the efficiency of your aviation supply chain.

We provide eCommerce solutions for: · Technical Procurement · Vendor Management · Repair Management · AOG Recovery

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· Asset Management · Web-based Negotiation & Sourcing · Supply Chain Consulting Services

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SUPPLY CHAIN MANAGEMENT • ADVERTORIAL

LOGistic ManaGeMent

Logistic management plays a significant role in a “total supply chain collaboration” solution. An effective logistic management programme involves automating key logistic processes and developing a relationship with a third party logistic provider. Combined, service providers and customers have the tools necessary to share real-time data along the supply chain with advance shipment notifications. This provides visibility into when a part should arrive or when a part has been shipped, allowing for better preparation on the side of the service provider and the customer.

An effective eCommerce solution for logistic management would incorporate the follow key features: • The ability to link directly to third party logistic providers without having to change platforms.

• The ability to send advance shipment, pick up and proof of delivery notifications to service providers and customers, taking the guess work out of when a part will arrive.

• The ability to track a component throughout the entire supply chain process.

aLert sYsteM

With the continuous flow of information across the supply chain, a necessary component of an effective eCommerce solution is an alert system that notifies service providers and customers of missing information. An alert system can reduce the amount of discrepancies, ensuring that the communication being passed from the service provider and the customer is correct, and reducing the likelihood of time-consuming errors. In the past, systems would reject transactions and stop information flow when the data in the transaction was not perfect. Moving forward, a solution should alert the trading partner of anomalies in the transactions process, while continuing to move components through the supply chain process. This allows trading partners to make necessary changes without slowing down the transaction process, thus saving time and money.

An effective eCommerce solution for an alert system would incorporate the following key features: • A process integrator that will track rotables over the full lifecycle of the order.

• The ability to configure the alert system to establish an order of events that triggers the generation of alerts automatically.

• The ability to deliver alerts to the repair vendor, service provider or customer in an email and/or through EDI. • Easy accessibility to tracking logs and history to support audit and fact finding.

achieVinG tOtaL suppLY chain cOLLaBOratiOn

To achieve “total supply chain collaboration”, there are many components to consider. That is why managing all of the components under one neutral platform provides significant benefits to MROs and OEMs. Airbus recognised the potential benefits of using a single platform for its’ Flight Hour Service (FHS) programme that enables end-to-end supply chain visibility. Airbus offers its customers FHS, a global turnkey Component Support service, that integrates a broad range of tailored maintenance and engineering solutions for customers. The FHS programme provides higher operational reliability that enables airlines to reduce inventory investment and increase aircraft availability.

Alber t Koszarek, president and CEO of Aeroxchange, states: “The unprecedented level of business process visibility, supply collaboration, real-time data sharing and control over key fulfillment processes will benefit airlines, Airbus and other OEM partners by decreasing the costs of managing their supply chain network, reducing inventory and at the same time ensuring high service levels for their customers.”

With the current demand for predictable turnkey solutions that reduce the inventory levels and TAT times, MROs and OEMs will need to increase visibility across the entire supply chain quickly and efficiently. Having one neutral platform that can manage “total supply chain collaboration” will be the key. n

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16:44

Page 1

4 – 5 May 2011 | Olympia Grand Hall, London, UK

THE PLACE WHERE AIRLINES COME TO DO BUSINESS DO YOU TARGET AIRLINES? WE DO! In 2010 we grew our airline attendance by 20% and organised over 1500 face to face meetings for our exhibitors and delegates

WATCH THE OFFICIAL 2010 EXPO VIDEO ONLINE

Are you considering exhibiting in 2011?

More information is available in our 2011 Prospectus – downloadable from our website. Contact a member of our team to discuss your options for attendance and how to get the best ROI for your company.

Official publication of the Airline Purchasing & Maintenance Expo

Tel:+44 (0) 207 579 4864

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AIRFRAME HEAVY MAINTENANCE DIRECTORY

The Americas Company

Contact details

AAR Aircraft Services

Chris Jessup

Hot Springs

Aircraft types

Checks

Facilities

Specialist capabilities

CRJ100, 200, 700

All MPD/MSG2/MSG3

2 hangars

welding, NDT, complete

VP Commercial MRO Sales & Marketing

Dash 6

All MPD/MSG2/MSG3

55,726 square ft

backshop, machine shop,

PO Box 52-2602

EMB120 series

All MPD/MSG2/MSG3

Miami, FL 33152

BE1900 series

airframe comp. repair, composites, int. refurbs,

5300 NW 36th Street - Building 850

engineering services

Miami, FL 33122

aircraft mods

Tel: 786-265-4288

interior refurbs.

Fax: 305-871-5388 AAR Aircraft Services

Chris Jessup

757/767

All MPD/MSG2?MSG3 10 bays

welding, NDT, complete

Indianapolis

VP Commercial MRO Sales & Marketing

737 Classic & NG

All MPD/MSG2/MSG3

backshop, machine shop,

PO Box 52-2602

Airbus 319/320/321

All MPD/MSG2/MSG3

airframe comp. repair,

Miami, FL 33152

727

All MPD/MSG2/MSG3

composites, int. refurbs,

5300 NW 36th Street - Building 850

MD-80

All MPD/MSG2/MSG3

engineering services

Miami, FL 33122

DC9-10/50

All MPD/MSG2/MSG3

aircraft mods

1.2 million sq ft

Tel: 786-265-4288

exterior/interior refurbs.

Fax: 305-871-5388

paint

AAR Aircraft Services

Chris Jessup

717

All MPD/MSG2/MSG3

3 hangars - 9 A/C slots

welding, NDT, complete

Miami

VP Commercial MRO Sales & Marketing

727

All MPD/MSG2/MSG3

226,000 sq ft

backshop, machine shop,

PO Box 52-2602

737 Classic & NG

All MPD/MSG2/MSG3

airframe comp. repair,

Miami, FL 33152

747

A & B Checks Only

composites, int. refurbs,

5300 NW 36th Street - Building 850

757

All MPD/MSG2/MSG3

engineering services

Miami, FL 33122

767

All MPD/MSG2/MSG3

aircraft mods

Tel: 786-265-4288

MD-90

All MPD/MSG2/MSG3

exterior/interior refurbs.

Fax: 305-871-5388

MD-80 series

All MPD/MSG2/MSG3

paint

DC-8

All MPD/MSG2/MSG4

DC-9

All MPD/MSG2/MSG5

A300

All MPD/MSG2/MSG6

A320 Family

All MPD/MSG2/MSG7

AAR Aircraft Services

Rick Townsend

737NG

All MPD/MSG2/MSG3

7 hangars

FBO services

Oklahoma

VP sales, mktg & cust. support

707-300

All MPD/MSG2/MSG3

300,000 sq ft

Dowty/Hartzell/McCauley

6611 S. Meridien

727 series

All MPD/MSG2/MSG3

prop repair capability

Oklahoma City

737-200/-300/-400/-500

All MPD/MSG2/MSG3

brakes, airframe comp. rep.

OK 73159 USA

CRJ200/700/900

All MPD/MSG2/MSG3

composites, welding/NDT

Tel: 405 218 3033

DC-9 series

All MPD/MSG2/MSG3

exterior/interior refurbs.

Fax: 405 218 3614

Dornier 328P/J

All MPD/MSG2/MSG3

aircraft & avionics

MD-90

All MPD/MSG2/MSG3

aircraft mods

MD-80 series

All MPD/MSG2/MSG3

SF340 A/B/B+

All MPD/MSG2/MSG3

Aeroframe Services, LLC

Bruce Campbell

A300

A,B,C,D

5 hangars able to induct aircraft

Letter checks, heavy maintenance,

Headquarters located in:

Director of Sales & Marketing

A310

A,B,C,D

as large as A340/B747.

repairs, overhauls, preservation/storage,

Lake Charles, LA

1945 Merganser Street

A318/A319/A320/A321

A,B,C,D

2 bays fully equipped for strip/paint. A/C parking, teardown, mods/completions,

A330

A,B,C,D

12 w/b bays will accommodate up

Tel: 337 312 2672

A340

A,B,C,D

to 16 n/b aircraft with a total area

SB's, AD's, EO's, EA's, aging , engineering,

Fax: 337 312 2699

DC-10/KC-10

A,B,C,D

of 650,000 sq ft.

L/G replacement, structural repairs,

Aeroframe Airepairs, LLC

E-mail: bcampbell@aeroframe.com

MD-10/MD-11

A,B,C,D

100 acres of ramp space.

IFE, avionics, strip & paint, sheet metal,

Subsidiary located in:

www.aeroframe.com

Memphis, TN

www.airepairs.com

Airepairs capabilites include all of the above plus: 717, 727, 737, 747, 757, 767, 777, DC-9, Lear 35/36, CRJ-100, CRJ-200

Chennault Airpark (KCWF) Lake Charles, LA 70615

AA-MRO (American Airlines)

electrical, hydraulics, CPCP, SSI, STCs,

120,000 sq ft of shop, and support.

field support, backshops, firebottles,

30,000 sq ft of climate-controlled

composites, machining, manufacturing,

warehouse facilities.

welding, NDT, borescope, calibration,

10,700 ft-long runway

batteries, FAA/EASA 145, ISO9100

John Marshall

A300

A,B,C,D

8 w/b, 13 n/b Tulsa

engine repairs & overhauls

Director, maint. mktg.

737

A,B,C,D

6 w/b Alliance Fort Worth

field & line maintenance

3900 N Mingo Rd

757

A,B,C,D

2 - 4 w/b, 10 n/b Kansas City

MD 284

767

A,B,C,D

landing gear

Tulsa

777

A,B,C,D

avionics

OK 74116 USA

MD-80

A,B,C,D

APUs

aircraft mods

Tel: 816-891-4049

wheels & brakes

Cell: 816-729-1369

component repair & overhaul

Fax: 816-891-1817

floor boards

email: john.marshall@aa.com

composites

www.mro-aa.com

calibration lab leasing - engines, landing gear, APUs

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AIRFRAME HEAVY MAINTENANCE DIRECTORY

The Americas Company

Contact details

Aircraft types

Checks

Facilities

Specialist capabilities

Associated Air Center

Gene Carter Director of Maintenance Sales 8321 Lemmon Ave Dallas TX 75209 Tel: 972 559 7040 Fax: 214 351 2375

707 727 737 747 757 767 DC-8 DC-9 MD-87 A319 A320

A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D

3 hangars for w/b & n/b aircraft

interior modifications avionics upgrades new avionics systems in-flight entertainment STCs CPCP structural repairs NDT

Aveos

Gaetan Roberge Director, sales PO Box 6000 Station Airport Dorval, Quebec H4Y 1J9 Canada Tel: 514/856-6754 Cell: 514/928-7501 email: gaetan.roberge@aveos.com

A310 A319/320/321 A330/A340 767

A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D

Montreal - 4 lines Toronto - 1 line (paint) Winnipeg - 5 lines Vancouver - 4 lines El Salvador - 4 lines

modifications & cabin conversions, avionics upgrades, landing gear, composite repairs, CPCP hushkitting interiors inventory management NDT Strip/paint, SATCOM/IFE

Aviation Technical Services

Phil Fields VP, Business Development 3100 112th St SW Everett WA 98204 USA Tel: 425 423 3604 Fax: 425 423 3508

727 737/BBJ 747 757 767 777 A320/Airbus CJ DC-9 DC-10 MD-80

A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D All Phase Checks

27 narrowbody bays 8 widebody bays 1,000,000 Sq Ft of hangar, backshop & office space

Interiors Paint/Strip (n/b & w/b) CPCP Avionics upgrades VIP Mods Post Delivery Mods Engineering Services Technical Publications Cargo Conversions Component Repair & Overhaul Composites Winglets STCs

Cascade Aerospace

Ramsey Sarkis Director, Planning 1337 Townline Rd Abbotsford British Columbia V2T 6E1 Canada Tel: 604 850 7372 Fax: 604 557 2655

737 DHC-8 C-130

A,B,C,D A,B,C,D All

n/b & commuter spaces

Major modifications Avionics upgrades IFE STCs & Engineering Structural repairs Component overhaul Cargo conversions

Commercial Jet

David M. Sandri President Miami International Airport Hangars 896 PO Box 668500 Miami, FL 33166 Tel: 305 341 5150 Fax: 305 871 0076 E-mail: sales@commercialjet.com

707 727 737 757 MD-80 DC-8 DC-9

A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D

2 hangars 68,000sq ft

interiors strip/paint CPCP SSID composites modifications avionics upgrades 727/737 cargo conversions sheet metal, NDT graphic design, VIP config.

TAWS/HF/GPS/TCAS ER fuel tanks

Coopesa

Rodolfo Solis Director, sales & marketing 300 Mts Oeste Aeropuerto Intl Juan Santamaria San Jose Costa Rica Tel: (+506) 2437 2830 / 2828 Fax: (+506) 2437 2829 / 437 28 01 E-mail: marketing@coopesa.co.cr

A320 727 737CL 737NG 757 DC-9 MD-80

C,D, C,D,MSG-3 C,D,MSG-3 C,MSG-3 C,D C,D,MSG-3 C,D,MSG-3

6 n/b 86,000sq ft

Ageing mods/struct . Rep. CPCP/SSID 727 cargo conversions CPCP flight controls/ composites GPS,TAWS,DFDR,AFIRS, hushkitting interiors refurbish & paint NDT, strip/paint TCAS, w/shear,ELTt

Delta TechOps

Jack Turnbill VP - Technical Sales and Marketing Dept 460, 1775 Aviation Boulevard Atlanta GA 30354 USA Tel: 404 714 4949 Fax: 404 714 3281 E-mail: jack.turnbill@delta.com

737 757 767 777 MD-80/-90/-11

A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D

16 bays - Atlanta

full support repair facility comp. & inventory support engine/APU repair & overhaul eng. condition monitoring strip/paint tech. training & eng supp. disabled aircraft recovery structural repairs

1 bay - Salt Lake City 1 bay - Cincinnati 1 bay - Boston

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AIRFRAME HEAVY MAINTENANCE DIRECTORY

The Americas Company Embraer Aircraft Maintenance Services

Empire Aero Center

Contact details

Aircraft types

Checks

Facilities

Specialist capabilities

Steve Stayshich

Emb 120/135/140/145

A,B,C,D

90,000 sq.ft.

avionics repair & installatn.

Director sales & marketing

Emb 170/195 series

A,B,C,D

hangars

accessory repair

10 Airways Boulevard

Saab 340

A,B,C,D

28,000 sq ft paint

landing gear overhaul

Nashville

hangar

composite repair

TN 37217 USA

35,000 sq ft component

interior component repair

Tel: 615 367 2100

repair/overhaul shops

aircraft modifications

Fax: 615 367 4327

15,000 sq ft composite

aircraft painting

E-mail: sstayshich@embraer.com

repair facility

David O'Neill or Rob Tilson

707

A,B,C,D

w/b and n/b

interiors

Director, Sales and Marketing

727

A,B,C,D

12 bays

Seat Overhaul

394 Hangar Road

737

A,B,C,D

500,000sq ft

ageing a/c mods

Rome

747

A,B,C,D

hangar area

CPCP

NY 13441

757

A,B,C,D

225,000sq ft

avionics & upgrades

Tel: 604 512 4550 or 514 755 7676

DC-8

A,B,C,D

ramp space

painting

Fax: 315 838 1515

A319, A320, A321, A330

A,B,C,D

Winglet Modification

MD-80

A,B,C,D

IFE Modification

DC-10

A,B,C,D

Evergreen Maintenance

Steve Coffaro

727

All MPD/MSG2/MSG3

Center

VP sales & marketing

737-200/-300/-400/-500

All MPD/MSG2/MSG3

5 Bays-110,000 sq ft

CPCP & SSID component overhaul

Pinal Air Park,

737NG

All MPD/MSG2/MSG3

NDT, strip/paint

MARANA, AZ 85653-9501 USA

757/767

All MPD/MSG2/MSG3

training

Tel: 520 682 4181 Ext 5061

747-Series

All MPD/MSG2/MSG3

storage/parking

Fax: 520 616 5065

777

All MPD/MSG2/MSG3

teardowns, letter checks,

E-mail: scoffaro@evergreenmc.com

DC-9/MD-80,MD-90

All MPD/MSG2/MSG3

avionics upgrades,

DC-10/MD-11

All MPD/MSG2/MSG3

structure repairs

A320

All MPD/MSG2/MSG3

composite repairs, composite repairs, interiors, structural repairs VIP Corp Mx Services

First Air Maintenance

Rashwan Domloge

727

A,B,C,D

17 commuter; 8 n/b

interiors

Services

Vice President, Maintenance and Engineering 20 Cope Drive

737

A,B,C,D

2 hangars

modifications

HS748

A,B,C,D

total area: 18,000m2

STCs

Kanata, Ontario

C-130/L-100

A,B,C,D

avionics

K2M 2V8

ATR 42-300

A,B,C,D

CPCP

Canada

A,B,C,D

Tel: 613 254 6282 Fax: 613 254 6398 Hamilton Aerospace

Gordon Hamilton

727

A,B,C,D

3 n/b

cargo conversions

Technologies

CEO

737

A,B,C,D

4,800m2

strip/paint/refinish

6901 S Park Avenue

DC-9

A,B,C,D

new east coast office

interiors

PO Box 11746

MD-80

A,B,C,D

CPCP

Tucson

SSI

AZ 85734-1746 USA

avionics upgrades

Tel: 520 294 3481

hushkitting

Fax: 520 741 1430 Mexicana MRO

A318

A,C,D,E

Mexico City Maintenance Base with: Heavy maintenance.

Services

A319

A,C,D,E

Main hangar with 97,951 sq ft for

Modifications.

Av 602, #161 A

A320

A,C,D,E

1 w/b & 3 n/b or 4 n/b.

AD, SBs, SLs

Col. San Juan de Aragon

A321

A,C,D,E

Painting hangar with 45,208 sq ft.

Aging, SSI & CPCP

Del. Venustiano Carranza

A330

A,B,C,D

Major comp. replacement

Mexico City, 15620

727

A,B,C,D

Exterior platform with 1,568,237 sq ft for more than 40 A/C.

Mexico

737

A,C

Apare parts with 22,605 sq ft

Line maintenance in

Tel: (+5255) 57 86 65 34

757

A,C,D,E

werehouse.

more than 40 locations.

Fax: (+5255) 57 62 15 42

767

NDT.

A,B,C,D

Guadalajara City Maintenance Base Painting.

E-mail: hector.cobo@mexicana.com.mx F100

A,B,C,D

with:

DC-9

A,B,C,D

Main hangar with 53,206 sq ft for

ATEC 5000 & 6000.

MD-80

A,B,C,D

two n/b.

Instruments.

Bombardier CRJ200

A,B,C,D

Exterior platform with 1,002,647.5 sq ft

Communications.

Avionics and electrical.

Sheet metal.

Hydraulic, fuel, oil, pneumatic & accesories shops.

Composite repairs.

Interiors.

Emergency equipment.

Cargo conversion.

Hushkitting.

Engineering services.

A/C Parking.

Training.

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AIRFRAME HEAVY MAINTENANCE DIRECTORY

The Americas Company Panama Aerospace Engineering Inc. (PAE) (a subsidiary of Singapore Technologies Aerospace)

Contact details

Aircraft types

Checks

Facilities

Specialist capabilities

737 A320 E190

A,B,C,D A,B,C,D A,B,C,D

Four hangars, 12 N/B aircraft hangared simultaneously, 260,000 sq ft

Letter checks CPCP Eos/SBs modification Avionics mod & upgrades NDT Fabrication Composite Shop Strip/paint IFE/Interiors Completion

PEMCO World Air Services Kevin Casey President 100 PEMCO Drive Dothan AL 36303 USA Tel: 334 983 7000 Fax: 334 983 7022 E-mail: MarketingDept@pemcoair.com

737 747 757 767 DC-8 DC-9 MD-80 DC-10 MD-11 A300 A320

A,B,C,D A,B A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D

7 wide body & 10 narrow body 543,000m2 - Dothan, AL 2-3 wide body or 5-6 narrow body 150,000 sq. ft. Tampa, FL

737-300/400 Freighter, Quick Change & Combi Conversions CPCP Aging Aircraft Paint/Strip Avionics Upgrades Interior Reconfiguration Seats/Gally's/Lavs NDT Composite Repair Engineering

San Antonio Aerospace LP (SAA) (a subsidiary of Singapore Technologies Aerospace)

Stephen Lim SVP Marketing, Americas 9800, John Saunders Road San Antonio Texas 78216 USA Tel : 210 854 9169 Fax : 210 293 2638 E-mail: stephenlim@stengg.com

727 737 747 757 767 777 A300 A310 A320 DC-9 DC-10 MD-11 MD-80 ERJ-135/145 CRJ-200/700

A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C A,B,C

6 hangars 560,000 sq ft 6 w/b and 7 n/b aircraft hangared simultaneously

letter checks CPCP EOs / SBs modification Avionics mod & upgrades NDT Fabrication composite shop strip/paint interior refurbishment IFE/Interiors Completion VIP/Corporate Jets/Head of State

Seman-Peru

Carlos Rodriguez General manager Avenida Coronel EP Edmundo Aguilar Pastor S/N Lima 4 Peru Tel: (+511) 477 5570 Fax: (+511) 4 770877

DC-8 DC-10 L-382 727 737

A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D

4 hangars smallest has 1,250m2 largest has 4,900m2 (accommodates 2 DC-8s)

avionics upgrades standardisations etc. composite repairs CPCP - aging mods structural repair NDI: X-ray, ultrasonic eddy current, LP, MP Inspection RVSM, TAWS paint-stripping machining

Stambaugh Aviation

M. R. Stambaugh Jr. Accountable Manager 1000 Jetport Road Brunswick GA 31525 USA Tel: 912-265-7244 Fax: 912-262-0225

All n/b a/c 747 DC-10

A,B,C,D A,B,C A,B

2 n/b 8+ commuter

B727 & B737 cargo door conversion interiors paint/strip CPCP-Aging Mods avionics upgrades etc. prototype work NDI & Eng. Borescope Engine Management VIP

Stephen Lim SVP Marketing, Americas 2100 9th Street Brookley Complex Mobile AL 36615 USA Tel : 210 854 9169 Fax : 210 293 2638 E-mail: stephenlim@stengg.com

727 737 747 757 767 777 A300 A310 A320 A330 DC-9 DC-10 MD-11 MD-80

ST Mobile Aerospace Engineering Inc. (MAE) (a subsidiary of Singapore Technologies Aerospace)

Stephen Lim SVP Marketing, Americas Building 241, Bryant Avenue Howard, Panama Tel : 210 854 9169 Fax : 210 293 2638 E-mail: stephenlim@stengg.com

over 23,250m2

A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D

8 hangars 671,000 sq ft 8 w/b, 10 n/b aircraft hangared simultaneously

letter checks CPCP EOs / SBs modification Avionics mod & upgrades NDT Fabrication composite shop strip/paint interior refurbishment IFE/Interiors Completion Passenger-To-Freighter Conversion inventory management line maintenance services Power-By-Hour Support

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AIRFRAME HEAVY MAINTENANCE DIRECTORY

The Americas Company TAP Maintenance and Engineering Brazil

Contact details

Aircraft types

Checks

Facilities

Specialist capabilities

Ricardo Vituzzo General Manager - Sales Estrada das Canárias, 1862 21941-480 Rio de Janeiro / RJ Brazil Tel: (+55-21) 3383 2140 Fax: (+55-21) 3383 2300 E-mail: ricardo.vituzzo@tapme.com.br www.tapme.com.br

727-100 / 200 737-200 / 300 / 400 / 500 737-700 / 800 / 900 747-200 / 300 757-200 767-200 / 300 777-200 DC-10 MD-11 A300 A300-600 A310 EMB120 ERJ145 F-50

A, B, C, D A, B, C, D A, C A, C, D A, C A, C A, C A, C A, C A, C C C A, C A, C 12 years

Rio de Janeiro Hangars: 1 Hangar capacity: 4WB Hangar Area: 14,500m² Total Area: 250,000m²

TIMCO Greensboro, NC

John Eichten, SVP Sales 623 Radar Rd Greensboro NC 27410 USA Tel: 336 668 4410 ext 3019 Fax: 336 665 9011 john.eichten@timco.aero

727 737 757 767 777 A300 / A310 A320 series DC-8 DC-9 / MD80 DC-10 / KC-10 / MD-11 CRJ200/700/900 C130

A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D

7 w/b 14 n/b 704,000 sq ft covered

structural composites avionics modifications (int/ext) maintenance programme planning avionics kit fabrication interiors CPCP avionics upgrades winglets

TIMCO - Lake City, FL

John Eichten, SVP Sales PO Box 1909 5530 East Highway 90 Lake City Airport Lake City FL 32025 USA Tel: 336 668 4410 ext 3019 Fax: 336 665 9011 john.eichten@timco.aero

707 / KC-135 727 737 757 A320 series C130 / C141 / P3 DC-9 / MD80 DC-8 DC-10 / KC-10 / MD-11

A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D

11 bays maintenance 2 bays dedicated paint seven hangars 632,000 sq ft covered

structural composites avionics modifications (int/ext) cargo conversions interiors winglets

TIMCO - Macon, GA

John Eichten, SVP Sales Middle Georgia Regional Airport 150 First Drive, PO Box 10136 Macon, GA 31297 USA Tel: 336 668 4410 ext 3019 Fax: 336 665 9011 john.eichten@timco.aero

737 757 A320 series DC-8 DC-9 / MD80

A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D

3 bays n/b up to B757 two hangars 116,000 sq ft

structural modifications (int/ext) avionics repairs NDT

United Airlines (United Services division) Center - SFOUS

Paul Lochab MD, Sales, Marketing & Services United Services Maintenance San Francisco CA 94128 USA Tel: 650 634 4269 Fax: 650 634 5926 E-mail: paul.lochab@united.com

737 747 757 767 777 A319 A320

A,B,C A,B,C A,B,C A,B,C A,B,C A,B,C A,B,C

4 w/b bays 10 n/b bays 90+ line stations w/ line network a 2.9-million-square-foot facility in San Francisco

FAA 121 operator FAA 145 repair station avionics engine overhauls landing gear components APUs ISO 9000:2001 compliant engine test cell lease sale exchange global emergency/AOG maint. modifications IFE/interiors line maintenance services

Victorville Aerospace

Julius Smith Director Sales/Marketing 18200 Phantom West Victorville CA 92394 Tel: 760 530 1767 Fax: 760 246 5159 E-mail sales@vaero.net www.victorvilleaerospace.com

717 727 737 747 757 767 777 DC9, MD80 DC-10 MD-11 A320 A330 L-1011

A,B,C A,B,C A,B,C A,B,C A,B,C A,B,C A,B,C A,B,C A,B,C A,B,C A,B,C A,B,C A,B,C

2 w/b, 1 n/b 250,000 sq ft Back Shops

Heavy Maintenance Line Maintenance Modifications

Porto Alegre Hangars: 5 Hangar capacity: 1WB, 5NB Hangar Area: 12,500 m² Total Area: 140,000 m

Heavy Maintenance Components Overhaul Landing Gears Engines & APUs Avionics Hydraulics Mechanical Accessories Pneumatics Wheels and Brakes Plating Shop NDT Painting Interiors Calibration

Any companies not listed in this survey who wish to be included in future directories are asked to please contact Michael.Gubisch@ubmaviation.com

132 | MRO YEARBOOK 2011

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14/09/2010 13:57

AIRFRAME HEAVY MAINTENANCE DIRECTORY

Europe Company Aeroplex of Central Europe

Contact details Imre Nemcsok

Aircraft types 737

Checks A-D

Facilities 2 w/b

Specialist capabilities CPCP

Business development director

767

A-C

6 n/b

Ageing a/c mods

PO Box 186

A320-family

A-C

7,253 m2

Interiors

Budapest

F70/100

A-C

Refurbishments

Ferihegy International Airport

Composite repairs

H-1675

Sheet metal work

Hungary

Phase-in/-out (incl. lease returns)

Tel: +36 1296 7214

Engineering services

Fax: +36 1296 7218

Logistics support

E-mail: marketing@aeroplex.com

NDT

airberlin technik

Steven Williams

737

A-C

Düsseldorf, Munich

Component support

(Part of the Air Berlin Group)

Head of Technical Sales

757

A-C

Base Maintenance facilities

Engineering management

Flughafen, Halle 8

767

A-C

3 Hangars approx. 45,000 m²

40474 Düsseldorf

A319

A-C

Technical training

Germany

A320

A-C

NDT, Sheet metal work

Tel: +49 178 94 18 444

A321

A-C

Modifications

Fax: +49 211 94 18 5847

A330

A-C

Structural repairs

www.airberlin-technik.com

A340

A

Air France Industries -

Rob Pruim

737 (incl. BBJ)

A-D

77 bays

Exteriors

KLM Engineering

VP sales international

747

A-D

7 industrial sites

Cabin modifications

& Maintenance

PO Box 7700 (SPL/TQ)

767

A-C

Configuration changes

1117 ZL Amsterdam Airport Schiphol

777

A-D

Post-delivery programmes

The Netherlands

A320-family

A-D

Phase-in/-out (incl lease returns)

Tel: +31 6 51535504

ACJ

A-D

Engineering services

Fax: +31 20 6488044

A330

A-D

Avionics upgrades

Email: rm.pruim@klm.com

A340

A-D

Technical training

A380

A-D

Logistics support

BAE146

A-D

Global operational & maintenance support

CRJ 100-700

A-D

ERJ 135/ 145

A-D

E-170/ 190

A-D

F70/100

A-D

MD-11

A-C

767

A-S8C

700,000m2

777

A-C

4 hangars with

Composite repairs

A320-family

12-yr

5 w/b and 12 n/b

NDT

00054 Fiumicino

A330

Light Maint.

40 workshops

Landing Gears

Italy

DC-10

A-D

Engine test cells

Structural repairs

Tel: +39 066543 3050

MD-11

A-D

Training centre

Cabin interiors refurbish.

Fax: +39 066543 2117

MD-80

Light Maint.

Alitalia Compagnia Aerea Fabio Schinelli Italiana Fleet Maintenance Marketing, sales & contracts Services management Leonardo da Vinci Airport

Avionics upgrades

and rework

E-mail: mro.sales@alitalia.it ATC Lasham

Design & modification

Plating processes

Nigel Bruce

727

A-D

160,000ft2 (Lasham)

Avionics upgrades

Sales manager

737 (incl. BBJ)

A-D

4 n/b

Corrosion control

ATC Lasham Ltd

757

A-D

140,000ft2 (Southend)

JAR 147 engineering training

Lasham

A320-family

A-C

4 n/b

at both Lasham & Southend

Hampshire

JAR ops sub part

GU34 5SP

Major airframe & component manufacture & overhaul

England

Major modifications M tech management NDT

Austrian Airlines Technik

Robert Wanek

737

A-C

VIE: 3 hangars (w/b)

Avionics upgrades

MD ATM (marketing & sales)

767

A-C

24,000m2

NDT

Airport base

777

A-C

workshops

Sheet metal

A-1300 Vienna Airport

A319/320/321

A-C

Training Center

Component maintenance

Austria

A330

A-C

BTS: 1 hangar (n/b)

Classroom & pract. training (Part 147)

Tel: +43 5 1766 63838

A340

A-C

workshops

Design engineering (Part 21)

Fax: +43 5 1766 65115

CRJ100/200

A-C

E-mail: technik@austrian.com

F70/F100

A-C

Website: www.austriantechnik.at

Global Express & Challenger

A-C

Cargolux Airlines

737

A-C

New double bay 747 hangar

Avionics upgrades

International

747

A-C

full back shop support capabilities

Composite repairs

L-2990 Luxembourg Airport

757

A

Structural repairs & CPCP

Luxembourg

767

A

Modifications

Tel: +352 4211 3290

Executive Jet Maintenance

Worldwide AOG support

Fax: +352 4211 3441 E-mail:tony.arcone@cargolux.com

134 | MRO YEARBOOK 2011

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AIRFRAME HEAVY MAINTENANCE DIRECTORY

Europe Company

Contact details

Aircraft types

Checks

Facilities

Specialist capabilities

Cimber Air

Tony Bauboff

737NG (Billund facility)

A

7 bays

ATR42/72 cargo conversion

Maintenance

VP maintenance

ATR 42/72

A-D

6600m2 hangar

Interiors

Centre

Lufthavnsvej 2

CRJ200

A-D

Avionics upgrades

DK-6400 Sønderborg

VIP upgrades

Denmark

CPCP

Tel: +45 7412 2366 Fax: +45 7443 2458 E-mail: gar@cimber.dk CSA Czech Airlines

Ondrej Konyvka

737

A-D

1 w/b

Avionics upgrades

Director aircraft heavy maintenance

A310

A-C

6 n/b

Composite repairs

Hangar F, Praha Ruzyne

A320

A-D

12,400m2

Structural repairs & CPCP

International Airport

ATR 42/72

A-D

Interiors

160 08 Praha 6

Sheet metal work

Czech Republic

Landing gr overhaul (737)

Tel: +420 2 2011 4118

737-800 winglet modific.

Fax: +420 2 3309 6766

Modifications

E-mail: ondrej.konyvka@csa.cz European

Fred Hilgeman

737

A-C

Amsterdam - Paris

On-wing engine support

Maintenance

Director

757

A

Chateauroux - Lisbon

Eco engine wash

Solutions

Hamersveldse weg 84A

767

A

Madrid

Dismantling of aircraft

3833 GT Leusden

A320-family

A-C

The Netherlands

A330

A-C

Tel: +31 33 434 3040

A340

A-C

Painting

Fax: +31 33 494 8101 E-mail: fgh@steltenberg.nl Finnair Technical

Mikko Koskentalo

757

A-D

2 w/b

Strip/paint/labelling/marking

Services

Manager, Sales & Marketing

A320-Family

A-D

3 n/b

Sheet metal shop

Finnair Technical Services

A340

A

Composite repair shop

MU/83

ATR 42/72

A-D

Plating processes

Helsinki-Vantaa Airport

E-170/190

A-C

NDT

01053 Finnair

MD-11

A-D

Cabin interior refurbishment/modifications

Finland

Structural repairs/modifications

Tel: +358 9 818 6233

Winglet modifications

Fax: +358 9 818 6786

DOA engineering

E-mail: mikko.koskentalo@finnair.fi

Technical training Logistics support AOG Desk 24H Avionics shop Engine, APU & LDG shop & testing Wheels & brakes shop

Fokker Services

Hapag Lloyd Fluggesellschaft mbH

PO Box 3

737

A-D

12 med. size a/c

Avionics upgrades

Aviolandalaan 31

A320-family

A-D

B.V. Hangar

Structural repair

4630 AA Hoogerheide

ATR 42/72

A-D

Component repair

Netherlands

CRJ

A-D

Logistics programmes

Tel: +31 164 618 642

ERJ 145

A-D

Fax: +31 164 618 666

F27

A-D

E-mail: stephen.hands@stork.com

F28

A-D

F50/60

A-D

F70/100

A-D

Uwe Kopelke

737-300

A

2 hangars

NDT Approval

Manager Sales & Contracts

737-400/500

A-D

Two base maintenance bays

Component workshops

Flughafenstrasse 10

737NG

A-D

Four line maintenance bays

30855 Langenhagen

A320-family

A

Cabin interior Sheet metal workshop

Germany

Major system and structure modification

Tel: +49 (0)511 97 27 275

Part-21 approval

Fax: +49 (0)511 97 27 611 E-Mail: Uwe.Kopelke@tuifly.com Iberia Maintenance

Ignacio Diez

707

A-D

7 hangars

Cargo conversion

Commercial director

757

A-D

11 w/b

Composite repairs & surface treatment CPCP

Madrid Barajas Airport, La Munoza

A310

A-D

9 n/b

Edificio Motores 1a planta

A319/320/321

A-D

2 general workshops

Logistic support

28042 Madrid

A330

A-D

1 painting hangar

Strip/paint/labelling/marking

Spain

A340

A-D

Sheet metal work

Tel: +34 915 875 132

MD-80

A-D

Insulation blankets

Fax: +34 915 874 991

Falcon 20

A-D

NDT test

E-mail: maintenance@iberia.es

Falcon 900

A-D

Upgrades

www.iberiamaintenance.com

Gulfstream

A-D

Cabin & interior mod.

C130 Hercules

A-D

Post delivery programmes

P3 Orion

A-D

Engineering services Technical training Global operational & maint. support Avionic upgrades EASA design organisation Inventory management

MRO YEARBOOK 2011 | 135

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AIRFRAME HEAVY MAINTENANCE DIRECTORY

Europe Company Icelandair

Contact details

Aircraft types

Checks

Facilities 1 hangar

Specialist capabilities

Ă–rn Ingibergsson

737 Classic

A-D

Avionics upgrades

Customer services

737NG

Line maintenance

2 bays

Composite repairs

Maintenance Centre

757

A-C

12.500m2

CPCP

235 Keflavik Airport

767

A-C

(incl backshops)

Sheet metal work

Modifications

Iceland Tel: +354 4250 142 Fax: +354 4250 188 E-mail: orning@icelandair.is Jat Tehnika d.o.o

Airport Nikola Tesla 59

727

A-D

3 hangars

(Jat Technics Ltd.)

11180 Belgrade

737

A-D

5 bays n/b ; 3 bays w/b

Aircraft ageing programs

Serbia

ATR 42/72

I

35.000m2

Corrosion prevention & protection

Tel: +381 11 2280 115

DC-9

A-D

(incl backshops)

Interior repairs

Cel: +381 63 8199 412

Structual inspectios & repairs

Email: radoslav.ilic@jat-tech.rs

Strip/paint Avionics upgrades Engine maintenance Component maintenance

Jet Aviation AG

Michael Sattler

707/720

A-D

7 hangars

Avionics

SVP & accountable Mgr for Basel & Geneva bases PO Box 214

727

A-D

60,000m2

Composite repairs

737 (incl. BBJ)

A-D

(incl backshops)

CPCP

CH-4030 Basel-EuroAirport

747

A-D

Strip/paint

Switzerland

757

A-D

Interiors

E-mail: jbsl@jetaviation.ch

767

A-D

VIP completions

A310

A-D

Sheet metal work

A320-family (incl. ACJ)

A-D

A330

A-D

A340

A-D

Challenger

A-D

Global Express

A-D

Learjet

A-D

Gulfstream

A-D

Dassault Falcon

A-D

Hawker

A-D

Lufthansa

Robert Gaag

737 (incl. BBJ)

A-D

Dir. Central Europe

747

A-D

16 n/b; 6 w/b; 3 RJ; 3 dedicated painting bays Lufthansa Technik (HAM)

Avionics mod

Technik AG

Weg beim Jaeger 193

757

A-D

Lufthansa Technik (SXF)

Ageing aircraft mod/CPCP

22335 Hamburg

767

A-D

Shannon Aerospace (SNN)

Sheet metal work

Germany

777

A-D

Insulation blankets

Tel: +49 40 5070 2590

A300/300-600

A-D

Lufthansa Technik Budapest (BUD) Lufthansa Technik Malta (MLA)

Fax: +49 40 5070 8866

A310

A-D

Lufthansa Technik Sofia (SOF)

Freighter conversions

E-mail: marketing.sales@lht.dlh.de

A319/320/321/ACJ

A-D

Tanker conversions

A330

A-D

A340

A-D

Avro RJ

A-D

Lufthansa Technik Switzerland (BSL) Lufthansa Technik Maintenance International (FRA) Cooperation with Austrian Ailines (VIE) Cooperation with Croatia Airlines (ZAG)

CRJ

A-D

Strip/paint

Embraer ERJ-135/145

A-D

Interior completion

MD-11

A-C

Cabin refurb

MD-80

A-D

VIP & corporate refurb

Saab 2000

A-D

Internet-on-board installns

Structural mod

Design & modification

Thrust revr & nacelle overh.

Customised eng services NDT test

IFE/satcom Support structure Airline support teams Technical training Labelling/marking Marshall Aerospace

Michael Milne

747

A-D

6 w/b

Conversions, design services

Director of marketing & business development Marshall Aerospace

767

A-D

15 n/b

Engineering services

777

A-D

1.2m m2

Installation services

The Airport

A319/320/321

A-D

Interior mods & reconfigns

Cambridge

DC-10

A-D

NDT, overhs, paint removal

CB5 8RX

MD-11

A-D

Project mgmnt, recovery

England

L-1011

A-D

Renovations, repairs, support

Tel: +44 1223 373737

L-100/C-130

A-D

Logistics, technical pubs

Fax: +44 1223 373373

BAe 125-700

A-D

Training, flying

A-D

Manufacture & assembly of airframe & components

E-mail: mick.milne@marshallaerospace. Cessna Citation 550/650 com

Design & manuf. of long-range fuel tanks

136 | MRO YEARBOOK 2011

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AIRFRAME HEAVY MAINTENANCE DIRECTORY

Europe Company

Contact details

Aircraft types

Checks

Facilities

Specialist capabilities

MNG Technic

Volkan Eser

727

A-D

2 w/b

Supply & logistics

Aircraft

Marketing manager

737

A-D

4 n/b

Wheel & break unit shop

Maintenance

Ataturk Havalimani B Kapisi

757

A-D

5,000m2

Emergency equipment shop

Services

Teknik Hangar Binasi

A300

A-D

Compressed cylinder, valve & regulator shop

Yesilkoy-Istanbul 34149

A319/320/321

A-D

Cabin interior

Turkey

DC-9

A-D

Paint shop

Tel: +90 212 465 06 86

MD-80

A-D

Hydraulic Shop

Fax: +90 212 465 06 99

NDT works

E-mail: volkan.eser@mngtechnic.com

Structural works Composite repair Avionic works

Monarch Aircraft

Derek Gibson

737

line

5 w/b

Avionics upgrades

Engineering

Commercial director

757

A-D

8 n/b

Composite repairs

London Luton Airport

767

A-D

CPCP

Luton

A300-600/A300B4

A-D

Interiors

Beds. LU2 9LX

A319/320/321

A-D

Strip/paint

England

A330

A

Sheet metal work

OGMA

Tel: +44 1582 398 764

Line maintenance

Fax: +44 1582 706 984

EASA 145 Part J (Design)â€

E-mail: enquire@maelbox.com

EASA Part M

Mario Lobato Faria

A320-family

A-D

Aviation Services VP

ERJ-145-family

A-D

139,000m2

Fleet management Avionics modifications

2615-173 Alverca

E-170/175/190

A-D

Calibration

Portugal

C212 Aviocar

A-D

Components

Tel: +351 21 958 1000/957 9000

C-130/L-100

A-D

Engineering services

Fax: +351 21 958 0401/1288

Legacy 600

A-D

Hydrostatic testing

E-mail: geral@ogma.pt

Lineage 1000

A-D

Aerostructures manufacturing

Web: www.ogma.pt

P-3

A-D

Airframe assembly Composite manufacturing & repairs Machining/plating NDT Strip/paint Sheet metal

Saab Aerotech

Johan Claeson

Saab 340

A-D

Sales manager, aircraft maintenance

Saab 2000

A-D

6 n/b

Aircraft inspections Composite repairs

SE-581 88 LinkĂśping

Modifications

Sweden

Painting

Tel: +46 13 18 3102

Refurbishments

Fax: +46 13 18 5115 E-mail: johan.claeson@sat.saabgroup. com Sabena Technics -

Damien Erceau

737

A-D

Hangars for 23 aircraft

Landing gears

TAT Group

SVP Sales & Marketing

757

A-C

across Europe

Wheels & brakes

Tour Maine-Montparnasse BP 47

767

A-C

Dry stripping/painting

33 Avenue du Maine

A300

A-C

Components shops

75755 Paris Cedex 15

A310

A-D

Test nacelle equipment

France

A320-family

A-D

Logistics centre

Tel : + 33 1 56 54 42 30

A330

A-C

Cabin refurbishment

Fax : + 33 1 43 21 70 91

A340

A-C

E-mail: infotechnics@sabenatechnics. com www.sabenatechnics.com

ATR42/72

Avionics

CRJ100/200

Hydraulics

Cockpit upgrade

ERJ135/145 F70/100 MD80 Shannon Aerospace

Paul Murray

737

A-D

Head of Marketing and Sales

757

A-D

5 maintenance bays plus 1 paint bay EASA and FAA 145 repair station

Strip/paint

CPCP

32,000m2

Interiors

Shannon Airport

767

A-D

Shannon

A319/A320/321

A-D

Avionics upgrades

County Clare

DC-9

A-D

Cargo conversion

Ireland

MD-80

A-D

Composite repairs

Tel: +353 613 70006

Lease end transitions

Fax: +353 613 61020

Techical & engineering services

E-mail: paul.murray@sal.ie

Line maintenance EASA 147 training school 767 BS955 modification & repair A320 rib 5 modification

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Proje

AIRFRAME HEAVY MAINTENANCE DIRECTORY

Europe Company SR Technics

Contact details P.O.Box

Aircraft types 737

Checks A-D

Facilities

Specialist capabilities

6 w/b

Composite repairs Interiors refurbishment

CH-8058, Zurich Airport

747

A

7 n/b

Switzerland

757

A

2 n/b A-check bays

Components repr & overh.

Tel: +41 43 812 11 88

767

A-D

4 n/b casualty bays

Modifications

Fax: +41 44 810 97 98

777

A

Repairs

E-mail: peter.kamenz@srtechnics.com

A300-600

A

Sheet metal work

A310

A

NDT

A320-family

A-D

CPCP

A330

A-D

Avionics upgrade, thrust

A340

A-D

IFE/satcom

F100

A

Design organis. approval

MD-11

A-C

Fleet & inventory mgt Strip/paint reverser and nacelle overhaul Engine overhaul/test cell

TAP Maintenance

Carlos Ruivo

727

A-D

8 w/b

& Engineering

VP marketing and sales

737

A-D

10 n/b

CPCP

P.O. Box 50194

747

A-D

53,380m2

Interiors, VIP

1704-801 Lisboa

767

A-D

Strip/paint

Portugal

777

A-D

Sheet metal work

Tel: +351 21 841 59 75

A300-600

A-D

Fax: + 351 21 841 59 13

A310

A-D

E-mail: marketing.me@tap.pt

A320-family

A-D

A330

A-D

A340

A-D

DC-10

A-D

MD-11

A-D

Embraer 120

A-D

Embraer 145

A-D

Legacy

A-D

F50

A-D

F100

A-D

L-1011

A-D

TAROM

Composite repairs

Lorin Dumitrescu

737

A-nC

1 w/b

Strip/paint

Deputy Technical Director

A320-family

A-C

3 n/b

Sheet metal work

Bucharest International Airport Henri Coanda Calea Bucurestilor nr. 224F

ATR 42/72

A-nC

Major structural mods Major avionics mods

Otopeni Town, County of Ilfov Romania Tel: +40 21 201 4549 E-mail: l.dumitrescu@tarom.ro Turkish Airlines

Dr.İsmail Demir

737

A-D

2 hangars

Technic

General Director

A300

A-D

Hangar No.1: 25,000 m2

Component maintenance

Maintenance Center (Bakim Merkezi)

A310

A-D

Hangar No.2: 60,000 m2

Test/rep./ovh./calib.

Ataturk Airport (B Kapisi)

A320-family

A-D

Composite repairs

Yesilkoy-Istanbul 34149

A330

A-D

CPCP, SSIP

Turkey

A340

A-D

Engine & APU overhaul/test cell

Tel:+90 212 465 25 74-75

Avro RJ100/70

K-D

Interiors

Fax:+90 212 465 25 57

Gulfstream GIV

A-D

Modifications

E-mail: isdemir@thy.com

Avionics upgrades

technical training Landing gear overhaul Painting HMU repair

Any companies not listed in this survey who wish to be included in future directories are asked to please contact Michael.Gubisch@ubmaviation.com

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26/2/10

AIRCRAFT SERVICES

13:46

Page 1

COMPONENT SERVICES

ENGINE SERVICES

LINE MAINTENANCE

TRAINING SERVICES

WHAT DOES STRONG PARTNERSHIP MEAN TO YOUR BUSINESS? Success stems from true partnership – particularly in tough times. Our ability to add sustainable value to our customers is illustrated by our recent landmark contract with easyJet, extending our long-standing relationship with one of the world’s largest low-cost carriers. In today’s market, delivering the highest quality at the most attractive commercial terms is no longer a contradiction: it’s a must. Working in partnership, we set industry-leading standards for safety, quality and efficiency, with our world-class workforce delivering the knowledge, experience and passion you expect. You can count on our stability and strength as we develop into the MRO of tomorrow. Talk to us today – and start a strong partnership for success. www.srtechnics.com

A D D I N G VA LU E TO YO U R B U S I N ES S

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AIRFRAME HEAVY MAINTENANCE DIRECTORY

Asia, Africa & Middle-East Company

Contact details

Aircraft types

Checks

Facilities

Specialist capabilities

Abu Dhabi Aircraft

Kirubel Tegene

737 NG

Heavy

550,000m2 facilities area

Avionics upgrade

Technologies

VP sales & marketing

747-100/-200

A, B

8 w/b maintenance bays

Cockpit upgrade

(ADAT)

Abu Dhabi International Airport

747-300/-400

A

2 w/b paint bays :

Interiors upgrade/cabin refurbishment

PO Box 46450

757-200/-300

Heavy

Hangar 1 (12800m2)

Full strip & repaint Ageing a/c progammes

Abu Dhabi

767

Heavy

Hangar 2 (4300m2)

United Arab Emirates

A300

Heavy

Hangar 2A (2600m2)

Corrosion prevention/control

Tel: +971 2 505 7226

A310

Heavy

Hangar 3 (2300m2)

Sheetmetal repair

Fax: +971 2 575 7263

A319/A320/A321

Heavy

Hangar 3A (2400m2)

Machining/plating/welding

E-mail: kabebe@adat.ae

A330

Heavy

Hangar 4 (9200 m2)

Composite repairs

A340

Heavy

Hangar 5 (7000m2)

Engine overhaul

L-1011

Heavy

Hangar 6 (26000m2)

Component overhaul

100,000lb engine test cell

Fuel leak repair

APU test bed

NDT Engineering services Inventory mgmnt Line maintenance Logistics support Training

Air India

Mr KM Unni

737-800

A,B,C

4 w/b bays

SBU - head (airframe )

747-200/300/400

A,B,C,D

24,784m2 hangar & bay area

Strip & paint (not separate hangar)

National Aviation Company of India

777-200/300

A,B,C

179 licensed airframe engineers

Modifications

(erstwhile Air India)

A300B4

A,B,C,D

Structural & composite repairs

Santa Cruz (E)

A310-300

A,B,C,D

Avionics & accessories

Mumbai India 400 029 tel: +91 22 2626 5400 fax: +91 22 2615 7172 Air New Zealand

Jim Campbell

727

A,B,C,D

4 w/b, 3 n/b (Auckland)

Strip & paint

Engineering

Manager Commercial

737

A,B,C,D

1 w/b, 6 n/b (Christchurch)

Avionics upgrades

Services

PO Box 53098

747

A,B,C

1,200 licensed engineers

Auckland International Airport

767

A,C

Full cabin refurbishment

New Zealand

777

A,B,C

BBJ green aircraft completion centre

Tel: +64 9 256 3766

A320

A,B,C,D

Retrofit IFE installations

Fax: +64 9 256 3530

ATR 42/72

A,B,C,D

EOL's

E-mail: james.campbell@airnz.co.nz

C-130/P3 Orion

SDLM

Thomas Robinson

737

A,B

Air Pacific

Major structural repairs (lap joints)

Comprehensive component and support workshops 1 hangar

Engineering &

GM, Engineering

747-400 (PW4056)

A,B

3,384m2

Maintenance

Private mail bag

767-300

A,B

20 licensed engineers

Nadi Airport

ATR42-500

A,B

32 ames

PO Box 8012

707

A,B,C,D

3 w/b hangars (747 size)

Composite repairs

Riyadh 11482

727

A,B,C,D

15,900m2 total hangar space

Avionics upgrades

Kingdom of Saudi Arabia

737

A,B,C,D

CPCP

Tel: +966 1 220 3966 extn 324

747

A,B,C,D

Ageing a/c inspect.

Fax: +966 1 220 0199

A300

A,B,C,D

IFES retrofit

www.alsalam.aero

L-1011

A,B,C,D

Full cabin refurb.

MD-90

modifications

VIP interior design

Fiji Islands Tel: +679 673 7171 Fax: +679 672 6235 E-mail: trobinson@airpacific.com.fj Alsalam Aircraft

747 pylon mods 747 section 41 Strip and paint Ameco Beijing

PO Box 563

737

A,B,C,D

87,000m2 hangar space

CPCP, strip & paint

Capital Airport

747

A,B,C,D

9 w/b

Avionics upgrades

Beijing 100621

767-200ER /-300

A,C, & full overhaul

7 n/b

Hushkitting

PR China

777

C incl. struct. checks

Full cabin refurb.

Tel: +86 10 6456 1122 ext. 4100/4101

A330

A,B,C

VIP cabin mods

Fax: +86 10 6456 1823

A340

8C check

Comprehensive component, engine shops & LDG overhaul

Email: sales@ameco.com.cn

Sheet metal repairs Composite repairs Fuel tank repairs ARC repairs Spring Beam Zero-time overhaul (747) 747 section 41 Pylon modification (747/767) Blended winglet modification (767-300) Body station 246 floor beam modification (767/777) SATCOM modification (747/767) Synchro lock modification (737/747/777) Cockpit, cabin and IFE upgrades (747) Radome overhaul (737/747/767/777) Cabin sidewall panel relaminating (737/747/767/777)

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AIRFRAME HEAVY MAINTENANCE DIRECTORY

Asia, Africa & Middle-East Company

Contact details

Aircraft types

Checks

Facilities 1 w/d

Specialist capabilities

Arkia Israeli Airlines

Nir Dagan

ATR 42/72

A,B,C,D

Refurbishment

Aircraft Maintenance

CEO

Embraer 190/195

A, basic 6,000-hour

6 n/b

Heavy Maintenance

Dov Airport

B-200

A,B,C

3,000m2

Bombardier AOG/line station

PO Box 39301

DHC 7

A,B,C,D

Tel Aviv 61392

BD-700 (Global 5000)

A,B,C

Israel

Challenger 300, 604, 605

A,B,C

tel: +972 3 690 2278

Citation XL, 1, 2, 3, Bravo

A,B,C

fax: +972 3 699 1390

Falcon 2000

A,B,C

email: nird@arkia.co.il

Gulfstream GIV, SP, GX, XRS

A,B,C

Hawker 800XP

A,B,C

Dassault ASC

Bedek Aviation Group

Jack Gaber

707

A,B,C,D

7 w/b hangars (5*747 or

Cargo conv. 737/747/767

Israel Aircraft Industries (IAI)

Corp. Dep. VP & GM Marketing & 717 Business Dev. - IAI/Bedek Aviation Group Ben Gurion International Airport 727

A,B,C,D A,B,C,D

A340+3*767/MD11) 5 n/b hangars (10 aircraft) 422,300m2

747/757/767 pylon mods

Israel 70100

737

A,B,C,D

747 section 41

tel: +972 3 935 3090

747

A,B,C,D

Strip & paint

fax: +972 3 935 9316

757

A,B,C,D

Composite repairs

e-mail: jooren@iai.co.il

767

A,B,C,D

Full cabin refurbishment

777

In process - 1Q 2011

Ageing a/c mods

A320/321/319

A,B,C,D

APUs

A330

In process - 1Q 2010

Landing gears

A340

A,B,C,D

Components for commercial & military a/c incl:

DC-8

A,B,C,D

Hydraulics

DC-9

A,B,C,D

Wheels & brakes

DC-10

A,B,C,D

CSD, IDG

MD-11

A,B,C,D

Avionics upgrades

MD-80

A,B,C,D

China Airlines

Paul Tai

737-800

A,B,C,D

3 hangars

International

VP, Maintenance div

747

A,B,C,D

6 bays

747 pylon upgrade

Taoyuan International Airport

A300-600

A,B,C

142,000m2

747 section 41

EgyptAir

Strip & paint

Taoyuan

A320/A321

A,B,C

hangar capacity:

Full cabin refurbishment

Taiwan 33758

A340-300

A,B,C

5 w/b or 10 n/b

CPCP

Tel: +886 3 398 7250

A330

A,B,C

860 licensed engineers

Fax: +886 3 398 7396

ERJ190/195

A,B,C,D

FAR 145, EASA 145,CAR 145

E-mail: paul_tai@email.china-airlines. com

MD-11

A,B,C,D

Engine & APU overhaul/repair

REI system installation

Cairo International Airport

707-300

A,B,C,D

4 w/b bays

Modifications

Cairo

737-500

A,B,C,D

3 n/b bays

Strip and paint

Egypt

747-300

A,B,C,D

20,000m2 hangar space

Structural and composite repairs

Tel: +20 2 696 4842

777-200

A,B,C

350 airframe engineers

Fax: +20 2 696 4896

A300

A,B,C,D

Engine test cell

E-mail: marketing_tech@egyptair. com.eg

A320/321

A,B,C,D

Components shop

A330

A,B,C

Avionics shop

A340-200

A,B,C

Powerplant shop

EL AL TECH/EL AL

Eli Uziel

737NG

A,B,C,D

3 bays, 20,000 m2

Israel Airlines

Marketing & sales manager

747-200/400

A,B,C,D

Engine Shop

Logistics support Engineer supp. mods

PO Box 41

757

A,B,C,D

Hydraulic Shop

Avionics, engine

Ben Gurion Airport, 70100

767

A,B,C,D

Avionics Shop

build up, composites,

Israel

777

A,B,C,D

Structure Shop

& hydraulics workshops

Components Shop

Line maintenance

Tel: +972 3 971 7278 Fax:+972 3 971 7205

and tailor made solns

E-mail: uziele@elal.co.il or mro@elal.co.il

FAR 145, EASA 145,

www.elaltech.com

CAAI, CAAN, FAA ISO9001:2000

Ethiopian Airlines

Zemene Nega

737

A,B,C,D

2 bay w/b

Strip & paint

Director technical sales & marketing

757

A,B,C,D

2 bay t/prop hangar

Avionics upgrades

PO Box 1755

767

A,B,C,D

750 licensed engineers

Addis Ababa

F50

A,B,C,D

Composite repair CPCP/ ageing a/c

Ethiopia

Modifications

Tel: +251 1 615 272

Engine overhaul

Fax: +251 1 611738/474

Component overhaul

Email: zemenen@ethiopianairlines.com

Full cabin refurbishment

Evergreen Aviation

Kin Chong

747-300/400

A,B,C,D

No 1 hangar:

Airframe mods

Technologies

Deputy SVP

767-200/300

A,B,C

3 w/b bays for 3 aircraft

767/747 pylon mods

(EGAT)

Business coordination division

A319/A320/A321

A,B,C

floorspace: 12,900m2

Full cabin refurbs.

Evergreen Aviation Technologies

A330

A,B,C

No 2 hangar:

Insulation blanket replacement

6 Harng-Jann South Road

Dash-8

A,B,C

2 w/b bay

CPCP

Tayuan

DC-10

A,B,C

2 n/b bays

Strip & paint

Taoyuan Hsien 33758

MD-11

A,B,C

floorspace: 11,000m2

Avionics upgrades

Taiwan

MD-90

A,B,C

No 3 hangar:

Sec 41 skin replace

ROC

2 w/b bay

Wing skin replace

Tel: +886 3 351 9653

floorspace: 10,000m2

Structural repairs

Fax: +886 3 393 1039 E-mail:kin.chong@mail.egat.com.tw

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AIRFRAME HEAVY MAINTENANCE DIRECTORY

Asia, Africa & Middle-East Company Guangzhou Aircraft

Contact details Peng Bo

Aircraft types

Checks

Facilities

Specialist capabilities

737

A,B,C,D

1 hangar

Avionics upgrades

Maintenance Engineering Director, commercial department

747

A,B,C,D

96,000m2

Composite repairs

Company

Baiyun International Airport

757

A,B,C,D

4 w/b bays

CPCP

(GAMECO)

Guangzhou 510470

767

A,B,C,D

1 dedicated painting bay

PR China

777

A,B,C,D

SBs, ADs and modifications

Tel: +86 20 8612 4441

A300

A,B,C

Structural repair

Fax: +86 20 8664 1529

A319/A320/A321

A,B,C,D

Cargo conversion

E-mail: pengbo@gameco.com.cn

A330

A,B,C

Interior refurbishments

ERJ145

A,B,C

Hong Kong Aircraft

Summit Chan

747

A,B,C,D

3 hangars

Cabin reconfiguration/modification

Engineering Company

Commercial director

757

A,B,C

50,400 sqm

Winglet modification

(HAECO)

80 South Perimeter Rd

767

A,B,C

8 w/b (full in)

Freighter conversions

Hong Kong International Airport

777

A,B,C

2 w/b (full with

Landing gear overhaul

tail enclosure)

Aircraft parts production & manufacturing

Lantau

A300

A,B

Hong Kong

A320

A,B,C

Design & engineering

Tel: +852 2767 6056

A330

A,B,C

Maintenance training & examination

Fax: +852 2333 4514

A340

A,B,C

Fleet technical management

E-mail: summit.chan@haeco.com

Inventory technical management Ageing aircraft inspection/CPCP

Jordan Aircraft

Faris Haddadeen

727

A,B,C,D

Up to 13 aircraft simultaneously

SBs, ADs

Maintenance Ltd

Deputy general manager sales

737

A,B,C,D

28,100m2 of hangars

Modifications

(JorAMCo)

Marketing and Sales

A300-600

all lvls to “10-12Y”

10,440m2 of engineer. bldgs

Structural repairs

PO Box 39328

A310

all lvls to “10-12Y”

2,600m2 of support shops

Full strip & paint

Queen Alia International Airport

A320-family

all lvls to “10-12Y”

800m2 of paint shops

Aircraft polishing

Amman 11104

A330

all lvls to “10-12Y”

400 “A” & “P” licensed airframe

Interiors VIP refurbishments

Jordan

A340

all lvls to “10-12Y”

& Engine Engineers

Cabin refurbishments

Tel: + 962-6-445 1445

E170/175

A,B,C,D

Composite repairs

Fax: + 962-6-445 2996

E190/195

A,B,C,D

Sheet metal shop

Mobile: + 962-777-828811

L-1011

A,B,C,D

Component backshops

Email: fhaddadeen@joramco.com.jo

Wheels and brakes CPCP Engineering services Material management NDT up to Level 3 Line maintenance EASA training academy

Korean Air Maintenance

S.K. (Simon) Lee

737NG

A,B,C,D

& Engineering

Deputy GM MRO

747

A,B,C,D

Incheon:2w/b and 1/n/b (1 Strip & paint hangar) Seoul:2 w/b and 1 n/b (1 hangarl) Composite shop

1370, Gonghang-Dong

777

A,B,C,D

Pusan: 1w/b (1 paint hangar),

Components

Gangseo-Gu

A300-600

A,B,C,D

1w/b(1 hangar),

Avionics & access.

2 w/b(I hangar)

HMV, CPCP, NDT, mods

Seoul, Korea

A330

A,B,C,D

Tel: +82 2 2656 3030

F100

A,B,C,D

Structural repair, full

Fax:+82 2 2656 8120

MD-11

A,B,C,D

cabin refurbs,

E-mail: skweonlee@koreanair.com

engine o/haul, APU o/haul Approvals: Heavy and/or line maint.KCASA, EASA, FAA, CAAS, THAI-DCA, MCAA, DGAC, DCA

Lufthansa Technik

Dominik Wiener-Silva

747

A,C

5-bay hangar with — 26,000m2

Philippines

VP marketing & sales

767

A

Support shops — 27,000m2

Aircraft painting

Lufthansa Technik Philippines

777

A

Engineering services

MacroAsia Special Economic Zone

A319/A320/A321

A,C,D

Component support

Villamor Air Base, Pasay City

A330

A,C,D

Engine support for CFM56, CF6-80,

Philippines

A340

A,C,D

PW4000, RR Trent 500/700, IAE V2500

Cabin reconfiguration and refurbishment

Tel: +632 855 9310 Fax: +632 855 9309 E-mail: sales@ltp.com.ph MAS Engineering

Tan Wee Liam

727 (in prog)

A,B,C,D

6 hangars

Component repair and overhaul

and Maintenance

GM

737

A,B,C,D

10 w/b bays

Blended winglet installation

(Malaysia Airlines)/

MAS Engineering and Maintenance

747

A,B,C,D

12 n/b bays

Monogram repair

MAE (Malaysian

4th Floor, Hangar 3

767

A,B,C,D

Station: toilet assy

Aerospace Engineering)

MAS complex A-AA1204

777

A,B,C,D

737 cargo conversion

Sultan Abdul Aziz Shah Airport 47200

A320

A,B,C,D

737 lap joint modification

Malaysia

A330

A,B,C,D

747 pylon modification

Tel: +60 3 7840 4268

A340 (in prog)

A,B,C,D

Cabin int. refurbs/upgr.

Fax: +60 3 7846 3797

DHC6

A,B,C,D

IFE

E-mail: tanwl@malaysiaairlines.com

F50

A,B,C,D

VIP cabin refurbs Charter refurbs/mods Acft ‘Boutique’ painting PBTH maintenance

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AIRFRAME HEAVY MAINTENANCE DIRECTORY

Asia, Africa & Middle-East Company Mideast Aircraft Services

Pakistan International Airlines

QANTAS Airways

Contact details M. Yassine Sabbagh Executive Director Vanig Garabedian Director Sales and Marketing Rafic Hariri International Airport P.O.Box: 11-3132 Beirut - Lebanon

Aircraft types A300-600 A310-200/300 A319/A320/A321

A330-200/300

Checks

Single Aisle and Wide body hangar 3,542 sq.m

Dedicated Paint hangar 5,830 sq.m.

Tel: +961 1 622670 Fax: +961 1 623092

A340-200/300 B737-300/400/500

Base and Line Maintenance Line Maintenance Line Maintenance

e-mail: masco.sales@masco.com.lb Chief engineer, engineering business development PIA Quaid-e-Azam International Airport Karachi 75200 Pakistan Tel: +92 21 99043574 Fax: +92 21 9242104 Email: engg.business@piac.aero, dce. sales@piac.aero Gavin Arnott

B737-600/700/800 737-300/-400

Line Maintenance A,B,C,D

747-200 747-300 777-200/-300 A300B4 A310-300 ATR 42-500

A,C,D A,B,C,D A,C A,B,C,D A,C,D A,B,C,D

737

A,B,C,D

Manager planning, aircraft maintenance 747 services QANTAS Jet base., 203 Coward Street, 767 Mascot, NSW, 2020 A330

A,B,C,D A,B,C,D A,B

Australia Tel: +61 2 9691 9319 Fax: +61 2 9691 8282

Royal Brunei Airlines

ST Aerospace in Shanghai

ST Aerospace in Singapore

Tan Siow Phing

757-200ER

Facilities

Base and Line Maintenance Base and Line Maintenance Base and Line Maintenance

A,B,C,D

EVP Engineering

767-200/-300

A,B,C,D

PO Box 737 Bandar Seri Begawan BS8671 Brunei Darussalam Tel: +673 2 330 737 Fax: +673 2 330 845 E-mail: sptan@rba.com.bn

A319/A320/A321

A,B,C,D

Tan Jiak Kwang Director, Corporate Affairs Shanghai Technologies Aerospace Company Limited (a subsidiary of ST Aerospace) Hongqiao International Airport Hong Qiao Road 2550 Airport Road 3 Shanghai 200335, China Tel: +86 21 511 88298 Fax: +86 21 5118 8264 E-mail: tanjk@stengg.com www.staero.aero

737 A300 A310

A,C,D A,C,D A,C,D

A319/A320/A321 A340 MD-11 MD-80 MD-90

A,C,D A,C,D A,C,D A,C,D A,C,D

Ambrose William Vice President, Marketing 540 Airport Road Paya Lebar Singapore 539938 Tel: +65 6380 6983 Fax: +65 6280 8213 E-mail: mktg.aero@stengg.com www.staero.aero

727 737 747 757 767 777 A300 A310 A319/A320/A321 A330 A340 DC-8 DC-9 DC-10 MD-11 MD-80 MD-90 CRJ-100/200 ERJ-135/145 F50 ATR 42/72 Learjet 35/45 Cessna C-130/L-382

A,B,C,D A,B,C,D A,C,D A,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D A,B,C,D

Specialist capabilities Paint (strip/sand), Full cabin refurb, CPCP, Structural and Composite repairs, wheels and brakes, Full NDT.

Long range hangar 5,830 sq.m

2 w/b & 6 n/b

Cabin refurbishment Accessories, engine, avionics installation Modifications, overhaul & repair Strip/paint

9w/b lines and 2 n/b lines (Sydney) with dedicated docking Commercial business 58, 896m2 5 n/b lines and 1 w/b line (Melbourne) with dedicated docking 29, 850m2 3 w/b lines (Avalon Victoria) with dedicated docking 35,335 m2 3 w/b lines & 1 n/b line(Brisbane) with dedicated docking 38, 150 m2 1 n/b line (Adelaide) Two hangars with full docking systems 450 engineers, 116 licensed engineers EASA Part 145

3 w/b + 1 n/b

25 w/b + 43 n/b (globally)

Full range of cabin refurbishment, engine and airframe maintenance services

Major repairs & modifications Wheels & brakes Structural repairs 757/767 pylon modifications Avionics upgrades Full cabin refurbishments Composite repairs NDT inspection to lvl 3 Strip & paint Training/EASA Part 147

Fleet standardisation Base maintenance Line maintenance

Heavy maintenance Airframe conversion Cabin interior refurbishment & upgrades Avionics systems upgrades & modifications Complete exterior strip & paint Structural inspections, repairs & modifications Ageing aircraft inspections & modifications Interior retrofit & reconfiguration Corrosion prevention & control programme Escape slide inspection, repair and overhaul Onsite parts fabrication Light maintenance Heavy maintenance 767-300BCF passenger-to-freighter conversion 757-200SF passenger-to-freighter conversion STC MD-11BCF passenger-to-freighter conversion VIP aircraft conversion Avionics systems upgrades & modifications Corrosion prevention & control programme Fleet standardisation Ageing aircraft inspections & modifications Cabin interior refurbishment & upgrades Complete exterior strip & paint Structural inspections, repairs & modifications Interior retrofit & reconfiguration

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FPA_c

AIRFRAME HEAVY MAINTENANCE DIRECTORY

Asia, Africa & Middle-East Company SIA Engineering Company

Contact details Lim Lin Eng

Aircraft types 747

Checks A,B,C,D

Facilities 6 hangars

Specialist capabilities Airframe, component and engine MRO

VP marketing & sales

777

A,B,C,D

(49, 700 sq m)

Engineering services

06-M Hangar 2

A300-600

A,B,C,D

capacity up to 9 w/b

Sheet metal

31 Airline Rd

A310

A,B,C,D

Corrosion prevention/control

Singapore 819831

A319/A320/A321

A,B,C,D

Composite repairs

Tel: +65 6541 5390

A330

A,B,C,D

Strutural testing, NDT

Fax: +65 6545 1257

A340

A,B,C,D

Painting/stripping

A380

A,B,C

Cargo conversions (747-400)

Bajin Singh

Cabin modifications, Satcoms/IFE, VIP

VP marketing & sales (fleet management) 06-M Hangar 2

747 pylon modifications

31 Airline Rd

Line maintenance, technical handling and fleet management

Singapore 819831

Engine wash

Tel: +65 6541 6794

AOG recovery

Fax: +65 6545 1257

Training

747 section 41

South African

Ismail Randeree

737

A,B,C,D

8 w/b

Strip & paint

Airways Technical

Sen exec mgr, tech sales & marketing

747

A,B,C,D

6 n/b

747 pylon mods

Room 309, 3rd Floor, Hangar 8

A319

A,B,C,D

84, 555 m2 hangar space

Private Bag X12

A320

A,B,C,D

Composite repairs

O R Tambo International Airport

A340

A,B,C,D

CPCP

747 Section 41 mod

South Africa

Interiors/cabin refurbishment

1627

MRO of components

tel: +27 11 978 9993/3221

Avionic upgrades - FDMP, FMS, etc

fax: +27 11 978 9994 email: SATMarketing@flysaa.com www.flysaa.com/saa_technical SriLankan Airlines

Priyantha Rose

A320

A,B,C,D

2-bay hangar

Strip & paint

Manager aircraft maintenance

A330

A,B,C

1 w/b & 1 n/b

Avionics upgrades

Engineering & maintenance department A340

A,B,C

EASA 145 approved maint. facility Composit and structural repairs

B.I. Airport

EASA 147 approved training facility

Katunayke

Cabin refurbishments Line maintenance

Sri Lanka Tel: +94 1 9733 2013 Fax: +94 1 9733 5255 Email: prose@srilankan.aero Taikoo (Xiamen)

Jacqueline Jiang

737

A,B,C,D

5 hangars

Stuctural modification

Aircraft Engineering

Executive GM commercial

747

A,B,C,D

10 w/b bays + 4 n/b bays

Cabin refurbishment

Company Limited

20 Dailiao Rd East

757

A,B,C,D

1 more hangar under construction

Avionics upgrade

(TAECO)

Gaoqi International Airport

767

A,B,C,D

Strip and repaint

Xiamen 361006

777

A,B,C,D

Cargo Conversion: 737-300/-400 & 747-200/-300/-400

P.R. China

A300-600

A

Line maintenance: Beijing, Shanghai, Tianjin and Xiamen

Tel: +86 592 573 7621

A310

A

Engineering services

Fax: +86 592 573 0214

A319/A320/A321

A,B,C,D

Parts manufacturing

A330

A,B,C,D

Training services

A340

A,B,C,D

MD-11

A,B,C,D

Thai Airways

Bunloo Varasarin

737

A,B,C,D

Donmueang (DMK)

International

Director technical marketing & sales department Technical department

747

A,B,C,D

5 hangars: 170,000m2

Strip & paint 747 pylon mods

777

A,B,C

6 w/b bays

747 section 41 mods

Suvarnabhumi Airport

A300

A,B,C,D

54 licensed engineers

Bangphli, Samut Prakarn 10540

A310

A,B,C,D

Full cabin refurbs. & reconfig A300 frame 47 insp. & repair

Thailand

A330

A,B,C,D

U-Tapao (UTP)

Ageing a/c programme

Tel: +66(0)2 137 6300

A340

A,B,C,D

1 hangar: 240,000m2

Avionics upgrade

Fax: +66(0)2 137 6942

ATR72

A,B,C,D

2 w/b bays

Skin replacement

1 n/b bay

Nondestructive (NDT) testing

Mobile: + 66(0)81 830 1540

11 licensed engineers Suvarnabhumi (SBIA) 1 hangar: 193,425m2 3 w/b bays 352 licensed engineers

N.B. Any companies not listed in this survey who wish to be included in future directories are asked to please contact michael.gubisch@ubmaviation.com

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The future and us: a perfect match.

Great challenges are part of our everyday routine. With over 50 years’ experience in maintenance and repair, not to mention acting as launching customer for a great number of new planes, you can rest assured that we are already making all the necessary arrangements and will be ready to go the moment your plane is. Just like all other types of aircraft, your 787 will benefit from our comprehensive Start-up-Support, including maintenance and component support.

We look forward to working together to ensure a perfect launch.

Lufthansa Technik AG, Marketing & Sales E-mail: marketing.sales@lht.dlh.de www.lufthansa-technik.com/787 Call us: +49-40-5070-5553

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More mobility for the world

13.07.2010 14:24:5213:57 Uhr 14/09/2010