Production Planning and Control Embry-Riddle Aeronautical University Production Planning and Control Chapter 9

Development of Maintenance Programs Introduction Forecasting Production Planning Production Control Feedback for Planning Organization of PP&C Summary

Introduction PP&C is the heart of the maintenance organization Three primary functions: Forecasting Planning Control “Plan your work and work your plan”

Goals of PP&C To maximize the M & E contribution to the airline To plan and organize work prior to execution To adjust plans and schedules to meet changing requirements

Forecasting Includes the estimated maintenance workload for the long and short term based on existing fleet and business plans and on any known changes in these for the forecast period. Fleet size and make up Route structure Facilities Manpower and skill requirements Aging and replacement of equipment New equipment Incorporation of ADs and SBs

Long term (5-10 years) changes impact: Forecasting Long term (5-10 years) changes impact: Scheduling Budgeting Training Manpower Facilities Adjustments are made to meet goals and objectives of airline Growing or shrinking Long Term is general and subject to yearly revisions

Short term (1-2 years) more detailed: Forecasting Short term (1-2 years) more detailed: Definitive plans with actual numbers: Scheduling Budgeting Training Manpower Facilities Schedules for checks and modifications finalized Large Airlines develop intermediate (2-5 years) Key to keep up with changes in the operating climate

Deals with day-to-day activities of M&E Production Planning Deals with day-to-day activities of M&E Goal to provide airworthy vehicles to flight department (OPs) to meet flight schedule Planning of the work with the goals in mind Planning includes: Daily, 48-hr, transit checks, letter checks (A –D), modifications due to ADs, SBs, SLs, and EOs. Planning and scheduling of manpower, parts, supplies, and facilities to accomplish above Coordinate with Ops, ground handling and support activities

Production Planning Daily, 48-hour, and transit checks are standardized and require little effort for PP&C. “A” checks and higher are planned, scheduled, and coordinated “A” checks planning begins 1 to 2 weeks prior “C” checks about 4 weeks Incorporation of ADs or SBs may require longer based on parts availability

Aircraft Maintenance Check Schedule Pg. 115 Certain items that are less in time or cycles than the “A” check may be slid to next “A” Airlines defer items due to pressing schedules – may back selves in corner Take aircraft out of service Delays cost $$$$

Aircraft Maintenance Check Schedule SBs, ADs, or SLs, that don’t require excessive time may be incorporated in “A” checks Careful planning is KEY Time is MONEY

Aircraft Maintenance Check Schedule “C” check is once a year Takes 4 to 7 days to complete Typical PP&C tasks: Locate and secure hangar space for the duration of the check Obtain release from Ops for maintenance Arrange and schedule plane washing Secure tow vehicles and manpower to move A/C to the wash rack and then to hangar (wingwalkers, brake rider etc..) and PP&E Ensure all parts and supplies are on hand to complete check Identify manpower (skills, quals and certs, QA) needed for the check Conduct meeting to cover tasks and issue MRCs (Maintenance Requirement Cards)

This data will help shape the time constraints on the next check Production Control The plan by PP&C allows for certain time to perform the work based on past knowledge Also parts, supplies, manpower, GSE and facilities available Key is the estimate is cast in jello Because time is MONEY…feedback from maintenance on the performance/status of the checks is critical This data will help shape the time constraints on the next check Tracking time is not disciplinary but used for practical planning purposes

Organization of PP&C Centralized all functions: Forecasting, planning and control in one location with liaison made with work centers Partially decentralized: Forecasting and planning by PP&C Control by work centers with feedback and coordination between the two Decentralized: Planning and control done by each work center Problem is little or no coordination among the centers…NOT RECOMMENDED

Development of Maintenance Programs Introduction Forecasting Production Planning Production Control Feedback for Planning Organization of PP&C Summary

Questions?