that supports the maintenance process. Typically, mechanics do not want
or need assistance with aircraft main- tenance. As a matter of fact, certain unsolicited “assistance” by non-main- tenance personnel can be very disrup- tive to the maintenance process. The types of support I’m referring to involve activities outside the actual performance of the maintenance tasks. A simple way to demonstrate this proactive support is to break it down into three categories: Pre- Maintenance, Actual Maintenance, and Post Maintenance." PRE-MAINTENANCE. It is in this cate-
gory that the entire organization can make its biggest and most visible impact on the maintenance process. Just because your job only deals with flying, washing, parts handling, dis- patching, or managing doesn’t mean you can’t make a positive difference. And it’s easier than you think:
• The fuel handler that notices a slight intermittent leak at an aircraft sump valve and reports it could prevent an unscheduled mainte- nance trip to correct a leaking sump valve at some remote location.
• The parts person who interacts with the mechanics to ensure that the necessary spares are available for the upcoming scheduled main- tenance will assist in keeping work stoppages to a minimum.
• The pilot who notes a discrepancy and takes the time to make addi- tional observations will enable the mechanic to troubleshoot the issue more effectively.
• The dispatcher who maintains an active dialogue with the mainte- nance provider will schedule air- craft in a manner that supports a productive flow for the mainte- nance process.
• And let’s not forget the helper who aids in corrosion control by regu- larly removing the salt residue and grime from the aircraft surfaces. Owners and managers can partic-
rotorcraftpro.com 41
ipate in this category by monitoring aircraft usage for its potential impact on maintenance operations. For example, an aircraft on a contract that is continuously loaded heavy requir- ing max torque on every take off, or an aircraft that is flown in excess of 150 hours a month will endure an accelerated amount of wear and tear. These extreme operations can add significant costs and burdens to your normal maintenance process. Proactive measures can include dis- cussions with the customer on ways to modify their operational require- ments, or a premium rate adjustment on operations above a pre-selected gross weight or total monthly flight hour limit. If an operational change or additional revenue is not an option, you could identify these specific air- craft and develop a separate mainte- nance process to comply with their distinctive requirements. The main goal of this category is
to reduce the number of discrepancies encountered during the next category.
ACTUAL MAINTENANCE. The actual
maintenance process is usually straightforward and governed by established rules and regulations. While this category primarily applies to operators with in-house mainte- nance departments, other operators can utilize these same guidelines during audits of third-party mainte- nance providers. But hands down, this is where owners and managers can have their greatest influence over the maintenance process. Successful proactive support in this category is directly related to the level and type of equipment, training, and docu- mentation provided to the mainte- nance personnel. Imagine a shop that averages two
or more Bell 206 aircraft in mainte- nance where only one set of mainte- nance manuals are available; or where the lead mechanic is the only individ- ual to attend factory school instead of all mechanics. Or how efficient would a shop be if it lacked sufficient spare hardware, adequate overhead
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