CAR M Training

AIRWORKS INDIA ENGG. PVT. LTD. CAMO Division

Pressman House, 70 A Nehru Road,
C.T.S. No. 76 & 87, Vile Parle (East),
Mumbai 400 099
Course Content
Training will constitute of the following 6 modules:

1. Module M.T. 1 Overview of AWI CAMO

2. Module M.T. 2 CAR M Application to CAMO
3. Module M.T. 3 Quality System
4. Module M.T. 4 Human Factors
5. Module M.T. 5 Continuous Airworthiness
Management Procedures
6. Module M.T.6 On Job Training
2
M.T. 1 Overview of AWI
CAMO

3
AIR WORKS INDIA engg. PVT. Ltd.

4
5
6
With a vision to provide
a Path to
Excellence
in
Complying with
Continuing Airworthiness
requirements
7
 AIR WORKS INDIA PVT. LTD.

AWI CAR 145 AWI CAMO

Organisation Organisation

8
 Air works India engg. Pvt. ltd.
Camo division
AWI CAMO Division is
dedicated: To ensure maintenance
To Develop & control of
Maintenance Program its is carried out by
approval & Reliability properly approved
Program if Applicable organization

To ensure maintenance To ensure all defects are

carried out as per rectified
requirement

To Manage & Maintain

To ensure compliance of
all records &
AD as & when required
documentation

To ensure mass &

To manage the approval balance statement
of modification & repair reflects current aircraft
status
Occurrence
reporting 9
Air works India engg. Pvt. ltd.

AWI 145 Approved

Organization is
dedicated to:

Maintenance Activity
10
Operators & Approved Organizations
Relationship

11
 CAMO
becomes
an interface between
Customer & the CAR 145 Approved
Maintenance Organization.

12
 Our efforts & investments

Inour Sincere effort to provide a completely independent

CAMO service to our customers, we have acquired a
separate office space of approx. 4400 Sq. Ft. area in the
close vicinity of Santacruz Airport equipped with latest
communication / data transfer facilities This will also
provide easy accessibility to all our customers for regular
interactions.

13
 Our efforts & investments
CAMO Division will be headed by a separate Accountable
Manager, who will be assisted by Senior experienced post
holders duly approved by the DGCA & supported by
approx. 40 officers & staff specifically trained in CAMO
activities, who will be spending approx. 74,000 Man Hour /
Year to ensure that the assigned tasks are professionally &
meticulously managed for all our customers.

14
 Our efforts & investments
Inorder to ensure availability of online information,
quick data transfer, providing immediate status of aircraft,
accessibility of information to all our operating stations
related to all our business functions & finally extending it
to all our Customers, we have already invested into an
Advanced computer based system i.e. called RAMCO
ERP specially customized to meet our needs. The system
is already in use & information of various aircraft is
presently being fed.

15
 Online Information / Data Transfer through RAMCO
System

Mumbai Head Quarters

RAMCO Receives Data /

Information

1) Allows generating updated reports required by Planning / Technical Services

2) Allows Online access of Data / Information

Provides feedback to Planning is based on online

Maintenance / Customer for Planning monitors online
inputs
the status of Aircraft & updates for Maintenance
Components for planning or Inspections / TBOs / ADs /
maintenance Schedule of SBs / Mandatory Mods etc.
aircraft 16
Our Organisation Chart
Accountable Manager
P. K. Ratta

CAM
QAM Shilpa Singh QM Contracts
Anant Sheode Ajit Singh Manger
Planning / Tech. Services Sandeep
Manager Patil
Gavio Dmello
QAO QAO Dy. Planning Manager
Alan DSouza

Technical Services
New A/C Cessna, Planning
Hawker CAMP/CMP/
Induction / Gulfstream, Bombardier Heliocopter
Beechcraft CESSCOM
Tech. Pub. Dassult
03 Nos.
Sr.Technical Group Sr. Technical Sr. Technical Sr. Technical Sr. Technical
Officer Supervisor Officer Officer Officer Officer Technical
Assistants
Technical Technical Technical Technical Technical 02 Nos.
Assistant Assistants Assistants Assistants Assistants
04 Nos. 05 Nos. 05 Nos. 04 Nos. 17
M.T. 2 CAR M Application to CAMO

18
CAR M
The CAR M is applicable to all operators of Indian registered aircraft irrespective
of whether such aircraft are maintained by their own organization or by other
approved maintenance organization.

For organization operating aircraft, compliance with this CAR is mandatory.

The compliance will also depend upon the size of the organization. The
applicability will include private operators (General Aviation), flying training
institutes state governments etc.

This CAR establishes the measures to be taken to ensure that airworthiness is

maintained, including maintenance.

It also specifies the conditions to be met by the persons or organizations

involved in such continuing airworthiness management.

This CAR shall enter into force with effect from 31st July 2010. 19
Compliance for CAR M
Commercial Air
Private
Transport
Operators
(NSOP)

Non- Large
Mandatory to Large Aircraft
Aircraft
form CAMO Operator
Operator
Subcontract Contract All
Limited Functions Functions
Contract All Functions
Approved Sub-Part G Approved Sub-Part G
(CAMO) Organization (CAMO) Organization

Contract Maintenance Contract Maintenance

Functions Functions to 145 or Sub Part F
organization
CAR 145 Approved Sub-Part F
Organization Organization
20
Brief Introduction to CAR M
SUBPARTs A, B, C, D, E, H and I are the standards to be satisfied by an operator.

SUBPARTs F (Maintenance organisation) and G (CAMO) are the organization to be set up

for satisfying the standards stipulated in CAR M for the Continuing Airworthiness of the
aircraft.

Maintenance organisation approved under CAR 145 need not be separately approved under
SUBPART F.

Approval under SUBPART G (Continuing Airworthiness Management Organisation) is

required for all the Commercial Air Operators. They can sub-contract limited Tasks of
Continuing Airworthiness to other (Approved) CAMO.

Private operators operating Large aircraft can contract CAMO tasks (except ARC) to
another approved CAMO.

Private operators operating non large aircraft, can contract all the CAMO task to
approved CAMO.
21
Typical Organizational Chart for CAMO
Accountable Quality Assurance
Manager Department

Continuing
Quality Manager Planning Manager
Airworthiness Manager

As per AMC M.A. 706 Para. 1

Depending on the size of the operation and the organizational setup,

the continuing airworthiness functions may be divided under individual
managers or combined in nearly any number of ways. However, if a
quality system is in place it should be independent from the other
functions. 22
Continuing Airworthiness Tasks of CAMO
The aircraft continuing airworthiness and the serviceability of both operational
and emergency equipment shall be ensured by:

1. Accomplishment of pre-flight inspections.

2. Rectification of any defect and damage affecting safe operation.
3. Application of MEL / CDL
4. Accomplishment of all maintenance, in accordance with the approved aircraft
maintenance program.
5. Analysis of the effectiveness of the approved maintenance program.
6. Accomplishment of any applicable:
1. ADs,
2. Operational directive with a continuing airworthiness impact.
3. Continued Airworthiness Requirement established by DGCA.
4. Measures mandated by DGCA in immediate reaction to a safety problem
7. Accomplishment of modifications and repairs.
8. Establishment of an embodiment policy for non-mandatory modifications
and/or inspections.
9. Maintenance check flights when necessary. 23
Pre-Flight Inspection
The pre-flight inspection is intended to mean all of the
actions necessary to ensure that the aircraft is fit to make
the intended flight.

The training standard for personnel performing the pre-

flight inspection should be described in the operators
CAME.

It should be demonstrated to DGCA that pre-flight

inspection personnel have received appropriate training for
the relevant pre-flight inspection tasks.

24
 OPERATOR CAR 145 Org.

Identifies BAMEC
Identifies Pilot
Holder

Informs QM of
CAR 145 Org.

Carry out Class *As per CAR

room Training Section 2
Series F
and OJT *
Part VIII
Note:
QM of CAR 145 1. Operator to monitor validity of PFA for pilot and
receives initiate renewal process sufficiently in advance of
completed expiry.
training details
2. 145 Org. to monitor validity of PFA for BAMEL
holder and initiate renewal process sufficiently in
QM issues advance of expiry.
Pre-Flight
Authorization 3. CAMO to ensure that PFI is carried by pilot /
certifying staff having valid authorization. 25
RECTIFICATION OF ANY DEFECT AND DAMAGE
CAMOs defect control system requires to monitor below defects and rectification to ensure the
Continuing Airworthiness of the aircraft :

1. Significant Incidents and Defects: monitor incidents and defects that have occurred in flight and
defects found during maintenance and overhaul.

2. Repetitive Incidents and Defects: monitor on a continuous basis defects occurring in flight and
defects found during maintenance and overhaul.

3. Deferred and Carried Forward Defects: Monitor on a continuous basis deferred and carried
forward defects.

Deferred Defects are defined as those defects reported in operational service which is deferred for later rectification.
Carried Forward Defects are defined as those defects arising during maintenance which are carried forward for
rectification at a later maintenance input.

4. Unscheduled Removals and System Performance: analyse unscheduled component removals

and the performance of aircraft systems for use as part of the maintenance program efficiency.

To carry out this function, primary requirement is to get information pertaining to Reported /
Observed Defects and rectification for all the aircraft managed on day-to-day basis.
26
 Preparation of MEL & CDL.
MEL is prepared based on the Approved MMEL issued by the
manufacturer.

When ever MMEL is revised , MEL needs to be revised.

Before MEL is sent for approval to DGCA, it needs approval of the

operator.

After the DGCA approval of MEL the copy of MEL will be kept on
board the aircraft.

CDL is the part of the Flight Manual and need not be separately
approved.
27
 Latest revision of MMEL

Check if revision affects

aircraft managed by
CAMO
No Yes

Intimate DGCA CAMO to make

regarding no change in necessary amendments
present MEL to affected MEL items

CAMO to reflect Forward amended copy to operator for

revision change on MEL 1. Preparing OPS procedure if required
2. Concurrence to amendment.
CAMO to send revised
MEL to operator to Forward revised MEL to RAO for
keep on board approval (Discussions may be
required with RAO) 28
Forward revised MEL to RAO for
approval (Discussions may be
required with RAO)

These activities may

RAO will forward to FID for there
have to be done by
comments. (Discussions may be
NSOP operators if
required with FID)
Required by RAO

After clearance from FID, RAO will

approve MEL revision and inform
CAMO.

CAMO to publish and forward

revised MEL to operator to keep on
board.

29
 Application of MEL & CDL.
Preamble will define the intervals for rectification of defects:

1. CAT A- To be rectified as the remark in the interval

column.
2. CAT B To be rectified within 3 consecutive days
,excluding the invoking day.
3. CAT C- To be rectified within 10 consecutive days,
excluding the invoking day.
4. CAT D- To be rectified within 120 consecutive days,
excluding the invoking day.
5. O/M/ETOPS/RVSM will be specified were applicable in
the MEL. 30
 Application of MEL & CDL
Operator should have a system to ensure that all
defects are rectified within the limits prescribed by the
approved MEL or CDL as appropriate.

Such defect rectification cannot be postponed unless

agreed by the operator and in accordance with a
procedure approved by DGCA.

31
 Preparing Maintenance Program
The aircraft maintenance program must establish compliance with :

Maintenance review board (MRB) Instructions issued by DGCA.

report
Instructions issued by the manufacturer.
Maintenance planning document
(MPD)
Repetitive maintenance tasks derived
from modifications and repairs
Relevant chapters of the
maintenance manual ( Chapter 5 )
Instructions proposed by the owner
Maintenance data containing
information on scheduling for Applicable mandatory requirements
components. (e.g. FAA ADs , DGCA Mandatory Mods)

32
 MRB reports
Ch. 5

AMMs Maintenance Planning

Airworthiness
CMMs Documents Directives
MPD
Repetitive Insp.
as per SB

Operators/ Owners DGCA

Instructions Mods
Mods & Repairs Aircraft Advisory
circulars
Repetitive Insp. Maintenance
as per SB
Program
AMP Maintenance
Reliability Eng. Condition
Monitoring z Monitoring Schedule
AMP Service
review Experience A/F Eng. Comp.

33
 Review of Maintenance Program
Review of Maintenance Program should always be carried out as per the:
Current maintenance data.
Continuous surveillance of the reliability
Health monitoring of the aircraft
Engine Condition Monitoring
Service experience

The maintenance program details should be reviewed at least annually.

The aircraft should only be maintained to one approved maintenance

program at a given point in time.

Where an owner or operator wishes to change from one approved program to

other, a transfer check or inspection may need to be performed .

34
Maintenance Data\Tech. Publications
Maintenance Data are issued by manufacturer and regulatory authority and
are monitored for latest revision.

Maintenance Data issued by Maintenance Data issued by

manufacturer are: regulatory authority are:
AMM ADs
IPC Mandatory Modifications.
WDM Operational Circulars for
SRM operational requirements
CMM like RVSM etc.
SB \ SILs
35
 Reliability Program
Reliability program should be developed for aircraft
maintenance programs based upon:
1. MSG report. (Maintenance Steering Group)
2. Condition monitored components.
3. TBO / COSL.

The purpose of a reliability program is to ensure that the

aircraft maintenance program tasks are effective and their
periodicity is adequate.

The reliability program may result in the escalation or de-

escalation of a maintenance task.
36
 Action Plan for ADs / Mandatory Mods.
Check FAA / EASA / DGCA website (www.dgca.nic.in,
www.airweb.faa.gov/rgl, http://ad.easa.europa.eu/ ) at least once a
week to identify the issuance of AD s / DGCA Mandatory Mods.

Study the applicability to the aircraft managed by CAMO.

Operators to be informed & necessary approval taken at the

earliest taking into account the Compliance Period of AD / DGCA
Mandatory Mod.

Inform approved 145 organization as contracted by Operator

regarding procurement of material , tooling , equipment ,
specialized manpower and time slot for the compliance of the AD.
37
 Action Plan for ADs / Mandatory Mods.
Issue a W/O along with a copy of AD , corresponding SB and any
other relevant Maintenance Data to the approved 145
organization.

Monitor the compliance process ,receive back the completed

W/O.

Update Log books & SB/AD/DGCA Mandatory Mod status

records.

Inform Operators of the Compliance.

NOTE : Action to Telegraphic ADs (ADs having short compliance

period) in immediate reaction to safety problem are critical.
Immediate action should be taken. 38
 Check FAA/EASA/DGCA website
once a week

NO Study the applicability of ADs to the YES

aircraft model managed by CAMO

1. Keep a record for checked status. Study the applicability of ADs affecting
2. No further action required the aircraft managed by CAMO

1. Keep a record of the scrutinized AD.

2. Make a logbook entry. YES
For e.g. : ADXXX N/A Reason:____

39
 YES
Note:
1. Alert SB should be treated as AD
2. ADs / DGCA mandatory Mods
Inform Operator for which are already actioned to be
approval with the ratified in the Mod Committee
meeting.
compliance period of AD

After receiving approval

Inform 145 Org. to plan for
confirm final plan for
embodiment of AD action required for the AD

CAMO to issue W/O to

CAR 145 org. to comply
CAR 145 Org. along with
with the AD and return
a copy of AD and relevant
the paperwork to CAMO
Maint. DATA

CAMO to scrutinize the paperwork, make the

logbook entry and inform the Customer 40
Action required for SB & SL
Alert SBs should be treated as ADs.

Recommendatory SBs and SLs should be collected at least

once in a month.

These SBs and SLs are to forwarded to BMM , LMM , SM of

Approved CAR 145 Organisation as appropriate for their study.

Mod Meeting to be conducted on regular basis under the

Chairmanship of Accountable Manager with CAMO post
holders, and LMM, BMM, SM of Approved CAR 145 by
invitation. 41
 Action required for SB & SL

After discussions and deliberations , decision to be taken

for acceptability of SBs and SLs.

In this meeting, Ads / DGCA Mandatory Mods which are

already performed to be ratified.

Decision to be informed to the customer(s) for its

Approval.

Based on the customer's decision further action to be

taken.
42
 CAMO to collect all SBs and
SLs at once in a month

Identify SBs / SLs applicable to

aircraft managed by CAMO
Not Applicable Applicable

Prepare agenda to include SBs /

1. Keep record of scrutiny
ADs for discussion in Mod
2. No further action required
Committee meeting

Send agenda to post holders of CAMO & BMM, LMM,SM of 145 org. opted
by operator. Invite BMM, LMM, SM, for Mod. Committee Meeting.

43
 Discuss SBs / SLs as per the agenda

Not Accepted Accepted

1. Keep the record of minutes of the meeting.

Inform Operator
2. No further action required.

Not Approved Approved

1. Keep the record of operators response. Initiate action for

2. No further action required. compliance

44
Customer Opted Modifications
If the Customer opted Modifications have STC , DGCA
approval is required for the acceptance of STC.

If it is not having STC , then all the supporting

documentary data has to be submitted to DGCA along
with the evidence that all the relevant Regulations are
complied with. DGCA evaluates such proposals and when
satisfied , grant Approval to the Proposed Modification.

After DGCA acceptance of STC / Approval of the

Modification , further action is to be taken.
45
 Yes No
Does the Mod have STC

Submit Mod along with Submit proposed Mod along

STC docs to DGCA for with the supporting data to
acceptance of STC DGCA for approval of Mod.

Not Accepted Accepted Approved Not Approved

Inform Initiate action for Inform

Operator Compliance Operator

46
 Preparation of Maintenance Schedules
Maintenance Schedules are prepared based upon the DGCA
approved Aircraft Maintenance Program (AMP).

AMP is intended to include scheduled maintenance tasks, the

associated procedures and standard maintenance practices.

Maintenance Schedule is intended to embrace the scheduled

maintenance tasks alone.

Maintenance Schedule are required for Aircraft, Engine and

Component maintenance .

Maintenance Schedule should be prepared as per the CURRENT

Maintenance Data 47
Aircraft Continuing Airworthiness Record System
The aircraft continuing airworthiness records shall consist of:
1. Aircraft \ Engine \ APU\ Radio logbook,
2. Engine logbook(s) or engine module log cards
3. Propeller logbook(s)
4. Log cards for any service life limited component as appropriate

Entries Required in the Aircraft Log Books :

1. The aircraft type and registration mark,
2. Date, Total Flight Time and/or Flight Cycles and/or Landings
3. Status of Ads and DGCA Mandatory Mods.
4. Status of modifications and repairs
5. Status of compliance with maintenance program
6. Status of service life limited components
7. Mass and balance report
8. List of deferred maintenance
48
Aircraft Continuing Airworthiness Record System
Following information relevant to any component installed shall be entered in the
appropriate engine or propeller logbook, engine module or service life limited
component log card:

1. Identification of the component. (Description, Part No., Sr. No.)

2. Accumulated total flight time and/or flight cycles and/or landings and/or calendar time,
as appropriate of the Component

3. History of the component ( like SBs , Ads , DGCA Mandatory Mods , Life Limited Parts
etc. )

Time and flight cycles at the completion of any maintenance when CRS is issued.

All entries made in the aircraft continuing airworthiness records shall be clear and Accurate.

Retention Period of Records shall be as per the requirements of CAR.

49
Key For Effective Record System
Most important thing for Effective Record System is efficient
COMMUNICATION LINK between :

50
 Key For Effective Record System
CAMO requires the following information at earliest:

1. Hours / Cycles / Landings on day-to-day basis.

2. Completed Work Order for Scheduled / unscheduled Maintenance
Checks completed and CRS issued.
3. Completed FRB pages
4. Component Change.
5. Defect reported and Rectification taken.
6. Repairs / Modifications carried out.
7. Embodiment of SBs and Ads.

Note: Records from as above should be provided by CAR 145 organization

on regular basis, preferably online.

It is essential for CAR 145 Organisation to Record Revision status of the

Maintenance Data used to carry out any type of Maintenance. 51
Responsibilities for Continuing Airworthiness

CAMO responsibilities:

Timely identifying the maintenance events. (e.g. Scheduled Maintenance

Check , Scheduled Component Change , Compliance of AD , Aircraft
Weighing etc. )

Intimate Operator about the maintenance events and suggest tentative

aircraft grounding plan.

Intimate CAR 145 Organisation about tentative aircraft ground plan and
confirm the final plan. (after the Operator agrees to the proposed plan)

Issue appropriate W/O and Maintenance data to CAR 145 Organisation.

52
Responsibilities for Continuing Airworthiness

Operators responsibilities:

Make the aircraft available at CAR 145 facility as per

the agreed ground time.

Make required spares, material, current Maintenance

Data available to the CAR 145 organisation.

53
Responsibilities for Continuing Airworthiness
145 Organization's responsibilities:

Carry out Maintenance as per the W/O issued by CAMO.

Maintain Maintenance Standards as stipulated in CAR 145.
Make proper documentation as required for the maintenance
performed.
Make all efforts to complete maintenance within grounding plan
agreed by the Operator.
In case, maintenance cannot be completed as planned due to any
reason, then :
Inform CAMO and Operator at the earliest.
Obtain approval for extended grounding time.
Forward the completed documentations to CAMO for Records. 54
Occurrence Reporting
Primary responsibility of Occurrence Reporting lies with the Operator.
The Report has to be sent to :
DGCA
Manufacturer of the Aircraft
Regulatory authority of country of Aircraft Design / Manufacture

Report should include any identified condition of an aircraft or component which endangers
flight safety.

Reports shall be made in a manner established by the DGCA and contain all pertinent
information about the condition known.

Where an operator has contracted CAR 145 Organisation to carry out maintenance, the
organisation maintaining the aircraft shall also report to the owner, the operator and CAMO.

Reports shall be made as soon as practicable, but in any case within 72 hours of the
55
occurrence.
56
 Privileges of CAMO
Privileges CAMO Approved in accordance with Section A, Subpart G of CAR-M
are:

1. Manage the continuing airworthiness of non-commercial air transport aircraft as

listed on the approval certificate.

2. Manage the continuing airworthiness of commercial air transport aircraft when

listed both on its approval certificate and on its Air Operator Certificate (AOC).

3. Arrange to carry out limited continuing airworthiness tasks with any contracted
organisation, working under its quality system, as listed on the approval certificate

4. Extend, under the conditions spelt out in SUBPART I, an airworthiness review

certificate (ARC), that has been issued by DGCA or by another CAMO approved
in accordance with Subpart G (provided Approved CAMO has been granted with
the privileges to issue/extend ARC as per Subpart I).

57
Airworthiness Review Certificate
Presently, DGCA issues/extends Certificate of Airworthiness (C of A) for a limited period,
depending on the age of the aircraft.

Aircraft Age Validity of C of A

1. Upto 10 years 5 years
2. 10 to 20 years 2 years
3. Over 20 years 1 year

With the introduction of CAR M, validity of C of A will not be reflected on the certificate.

C of A will remain valid unless revoked by DGCA.

To ensure the validity of C of A , review of the aircraft and its continuing airworthiness records
shall be carried out periodically.

An Airworthiness Review Certificate (ARC) is issued on completion of a satisfactory airworthiness

review. ARC is valid for one year.

ARC can be issued/extended by DGCA or CAMO approved under CAR M, Subpart G having
privileges under Subpart I. 58
Airworthiness Review
To satisfy the requirement for continued validity of ARC
(and C of A) Airworthiness Review of an aircraft, a full
documented review of the aircraft records shall be carried
out by the approved CAMO in order to be satisfied that:

1. Airframe, engine and propeller flying hours and associated

flight cycles have been properly Recorded
2. Flight manual is to the latest revision status
3. All the maintenance due on the aircraft according to the
approved maintenance programme has been carried out
4. All known defects have been corrected or, when
applicable, carried forward in a controlled manner
59
Airworthiness Review

All applicable ADs have been applied and properly

registered.
All modifications and repairs applied to the aircraft have
been registered.
All service life limited components installed on the aircraft
are properly identified, registered and have not exceeded
their approved service life.
Current mass and balance statement reflects the
configuration of the aircraft and is valid.
Aircraft complies with the latest revision of its type design
approved/ accepted by the DGCA.
60
Airworthiness Review
CAMO airworthiness review staff shall carry out a physical survey of the aircraft:

For this survey, airworthiness review staff not appropriately qualified to the
licensing requirements shall be assisted by such qualified personnel.

Through the physical survey of the aircraft, the airworthiness review staff shall
ensure that:

1. All required markings and placards are properly installed.

2. The aircraft complies with its approved flight manual.
3. The aircraft configuration complies with the approved documentation.
4. All defects rectified as per the approved maintenance data.
5. No inconsistencies can be found between the aircraft and the documented
review of records.

Airworthiness review tasks can not be sub-contracted. 61

Airworthiness Review Certificate
An airworthiness review certificate is issued in accordance
with CA form 15a or 15b on completion of a satisfactory
airworthiness review.

CA form 15a is used by DGCA to issue ARC. On the same

form extension can be given two times either by DGCA or
CAMO approved under Sub-part G having privileges under
Sub-part I.

CA form 15b is used by CAMO approved under Sub-part

G and having privileges under Sub-part I for issue /
extension of ARC.
62
63
Application for CAMO approval under
Sub-Part G

Application of issue of CAMO approval shall be made

on CA form 2

64
65
Application for CAMO approval under
Sub-Part G

DGCA will carry out audit as per CA Form 13 (M.A.

Sub-Part G Approval Report).

Organisation applying for approval should ensure the

check list items are satisfactory prior to applying for
approval.

66
67
68
69
Summary of Continuing Airworthiness
Management
All continuing airworthiness management shall be carried out
according to the M.A Subpart C

For every aircraft managed, the approved CAMO shall:

Develop and control a maintenance program for the aircraft managed (including
reliability program)

Present the aircraft maintenance program and its amendments to DGCA for
approval.

Manage the approval of modification and repairs.

Ensure that all maintenance is carried out in accordance with the approved
maintenance program.
70
 Summary of Continuing Airworthiness
Management
Ensure that all applicable airworthiness directives and operational directives with a
continuing airworthiness impact, are applied.

Ensure that all defects discovered during scheduled maintenance or reported are
corrected by an appropriately approved maintenance organization.

Ensure that the aircraft is taken to an appropriately approved maintenance

organisation whenever necessary.

Coordinate scheduled maintenance, the application of airworthiness directives,

replacement of service life limited parts, and component inspection to ensure the
work is carried out properly.

Manage and archive all continuing airworthiness records and/or operator's

technical log.

Ensure that the mass and balance statement reflects the current status of the
aircraft. 71
M.T. 3 Quality System

72
Introduction

Quality Assuranceis a function within an

Organisation to ensure that the Regulatory
Requirements are met all the times.

73
Necessity of Quality Audit

To ensure that the approved CAMO organisation

continues to meet the requirements of Sub part G, it
shall establish a quality system and designate a quality
manager to monitor compliance with, and the adequacy
of procedures required to ensure airworthy aircraft.

74
 Quality Assurance
is achieved by carrying
Regular Audits.

75
Quality Audit
Who carries out the audits

Internal Auditors
External Auditors
Regulatory Authority (DGCA)
Operators
Auditing Agencies on behalf of operators

76
Quality Audit

What is quality audit

Quality Audit is a process to identify a GAP between

what SHOULD be happening and what IS happening .

By reducing this gap to ZERO, organisation becomes

fully compliant with the regulations.

77
Objective of the Quality System

The primary objective of the quality system is to enable

the M.A. Sub part G organisation, to remain in
compliance with the CAR M requirements.

An essential element of the quality system is the

independent audit.

78
Objective of the Quality System

The independent audit is an objective process of routine sample

checks of all aspects of the M.A. Sub part G organization's ability
to carry out continuing airworthiness management to the
required standards. It includes some product sampling as this
is the end result of the process.

The independent audit represents an objective overview of

the complete continuing airworthiness management related
activities.

79
 Methodology of Audits
A. Checking compliance of Regulations through policies,
processes and procedures written in the
organization's documents like CAME,MOE,EPM.

B. Checking actual work carried out is as per the

policies, processes and procedures written in the
organization's above documents.

If both A & B are satisfactory it means that the

organisation complies with the regulations and hence can
deliver a quality product.
80
Quality Audit group in Air Works
CAR M Para 712(d) states:

Where the organisation is approved in accordance with CAR M and

CAR145, the quality system may be combined for both the organisation.

As per this Quality Audit Group is common for both CAMO and CAR
145 organisation.

The group is headed by a Quality Assurance Manager and assisted by

Quality Auditors.

81
Duties & Responsibilities of Quality Assurance
Manager
The Quality Assurance Manager is responsible for the
effective functioning of CAMO through an independent audit
system.
The Quality Assurance Manager reports to the Accountable
Manager and is responsible for the following:
1. To develop the audit check list commensurate with the function
and capability of CAMO.
2. To draw out the yearly audit program to cover CAMO at all
stations.
3. To organize planned and unplanned audits of base and sub-bases.
4. To submit audit reports to the Accountable Manager, Quality
Manager and Continuing Airworthiness Manager of the station
audited.
5. To ensure that audit findings or discrepancies are corrected and
records maintained. 82
Independence Of Audit

The independence of the audit should be established by

always ensuring that audits are carried out by personnel
not responsible for the function, procedure or products
being checked.

83
Functions / Areas In CAMO Which Will Be Audited
1. Compliance of CAMO Procedures.
2. Compliance of DGCA requirements.
3. Availability of maintenance data (current and up to date) for
scope of CAMO approval.
4. Availability of trained and qualified staff for CAMO function.
5. Training records of CAMO staff.
6. Use of approved inspection schedules / procedure sheets.
7. Maintenance of records and documents.
8. Housekeeping of premises.
9. Any other items specific to the area of Audit.
84
Elements of CAMO Audit

1. Development of Maintenance Programme

2. Monitoring of Maintenance Programme
3. AD Response Procedure.
4. Maintenance Documentation
5. Scrutiny of the Completed Work package
6. Log Book
7. History Cards
8. Computer Data Entry
9. Retention and Storage of Airworthiness Records
10. Minimum Equipment List
85
86
87
88
Elements Of CAR 145 Organisation Audit By
CAMO
1. Facilities
2. Personnel
3. Equipment and tools
4. Maintenance data
5. Documents
6. Records section
7. A/c stores procedures
8. Tools stores
9. Maintenance procedure
10. Forms & tags 89
Frequency of Audit
The independent audit should ensure that all aspects of M.A. Subpart G
compliance are:

Checked annually, including all the sub-contracted activities and subdivided

over the year period in accordance with a scheduled plan.

In addition , Audits ( with limited scope or full scope ) prior to External

Audits , Findings in External Audits or Identification of Potential Risk due to
our own experience or due to Industry experience.

At times surprise Audits can be carried out to confirm integrity of processes

and procedures.
90
Scope of Audit
The independent audit does not require each procedure to be
checked against each product line when it can be shown that
the particular procedure is common to more than one product
line and the procedure has been checked every year without
resultant findings.

Where findings have been identified, the particular procedure

should be rechecked against other product lines until the
findings have been rectified.

91
 Steps in Audit
Pre-Audit
1. Intimation is sent to the head of department to be audited along with the checklist.

Audit
1. Audit is carried out as per the checklist in presence of the head of department or his
nominee.(Auditee)
2. During the audit notes are taken by the auditor about the samples audited and any
observations.

Post-Audit
1. At the end of audit debriefing is given to the head of department and other officers
concerned.
2. In case of any nonconformity , Non compliance Report (NCR) is raised and handed
over to the department head for further action.
92
Audit Process
Audit is carried out using Check List appropriate to the activity / function
being audited as a guide line.
Audit could be:
A. Product Audit.
B. Process Audit.
All the samples checked during the audit along with the observations (
both satisfactory and unsatisfactory ) are recorded in the AUDITOR'S
NOTES sheets.
All the observations are communicated to the Auditee.
Audit involves checking the records , inspecting the product , interviewing
the personnel involved in the activity etc. as required.
For Audit selection of sample size depends upon the significance of activity
/ function.
93
Audit Process

In case of any Non compliance of the sample audited

(Findings), more samples are audited.

At the end of the Audit, Post-Audit debriefing is given

to the Head of Department and Auditee(s).

During this debriefing , Findings are discussed and Non

Conformity Reports ( NCRs ) are finalized.

94
Non - Conformity Report (NCR)
NCR (s) are sent to the relevant department for rectification
action giving target rectification dates.

Rectification dates is discussed with such department before

the quality auditor confirms such dates in the report.

The relevant department is required to rectify findings and

inform the quality manager or the quality auditor of such
rectification.

95
Audit Findings
Level 1: finding is any significant non-compliances with
CAR-M requirements which lowers the safety standard
and hazards seriously the flight safety.

Level 2: finding is any non-compliance with the CAR-M

requirements which could lower the safety standard
and possibly hazard the flight safety.

96
97
 Process to close NCRs
Corrective Action should not be limited only to the correction of
deficiency found.

Root Cause Analysis must be done to identify deficiency/shortcoming in

the process/procedure.

Corrective action should be for improvement in the process/procedure so

that similar deficiencies will not reoccur in the system.

All efforts must be made to close the NCR before the agreed target date.

If for any valid reasons NCR cannot be closed , extension of the Target
Date may be requested.
98
Open NCRs
Whenever the action is considered not adequate the NCR will
be kept open and this fact will be brought to the notice of the
concerned department head by the QA Manager for desired
corrective action and final closure of the NCR.

All unresolved issues where the NCRs are kept open will be
discussed for early resolution and closure, in the Quality Audit
review meeting held under the chairmanship of the Accountable
Manager.

99
Analyzing the effectiveness of NCR Closure
Revisit the same activity during the next Audit.

Audit different work area where similar activity is carried out.

Surprise Audits.

If number of findings is reduced or eliminated , it means that NCR

closure action was satisfactory.

If findings similar those in previous Audits continue , it means that

NCR was not closed satisfactorily to correct the Root Cause.
100
Action Taken Report (ATR)
To give the feedback about the status of NCR closure to the
Accountable Manager on periodic basis Quality Assurance
manager raises Action Taken Report and submits it to him.

Accountable Manager gives further instructions to close the NCR

effectively.

As a part of surveillance inspection DGCA monitors effectivity of

audits and NCR closure from ATRs.

ATRs generated during a calendar year are required to be

submitted to DGCA during the annual organizational approval
renewal. 101
NCR form

102
 Role of the Auditee
Auditee is a representative of organisation.
He should be professional in approach with the auditors.
He should be knowledgeable in the area of audit.
If he needs any expert assistance, he should not hesitate assistance of
other person.
He should have positive approach to the audit.
He should avoid to make loose statements without substantiation.
He should fully cooperate with the auditor .
In case he rightly differs with the point of view of an auditor , he
should politely but firmly put forward his point of view.
If any genuine finding or observation is made by an auditor, he should
not become defensive or take it as a personal deficiency.
He should fully understand the exact nature of the finding , so that
proper and effective corrective action can be taken. 103
Importance of Internal Audit
Internal audits :

1. Is a regulatory requirements .
2. Are essential to ensure continued compliance of regulatory
requirements .
3. Helps in continual improvement of existing processes and
procedures.
4. Improvement in processes and procedures help in
improving the efficiency of the organisation .
5. Is not a fault finding exercise .
6. Helps organisation to be ready for the external audits
without unnecessary stress and anxiety.
104
Role of Accountable Manager in Quality System
Accountable manager has the overall responsibility for the
compliance of the regulation and delivering the quality of
the services and products provided to the customer.

As per AMC M.A.712(a) :

The accountable manager should hold regular meetings with staff

to check progress on rectification.
The accountable manager should hold meeting at least twice a
year with the senior staff involved to review the overall
performance and receiving at least a half yearly summary report
on findings of non-compliance.
105
Summary of Quality Audit
Quality audits are essential to ensure compliance of regulations
at all the times.
They help in improving the efficiency of the organisation
through improvements in processes and procedures.
Organisation should have a positive approach towards the
audit.
Audits are not for fault finding .
Audit closure should address the solution for correcting the
root cause rather than only correcting the findings.

106
M.T. 4 Human Factors

107
Contents

1. Theory behind Human Factors in aviation

2. Benefits to manage human factors.
3. Negative consequences and organizational impact .
4. Best practices to be able to manage the human factor
effectively

108
Definition of Human Factor
"Human factors is the study of the human as a central part of any
system. Human factors identify the capabilities and limitations of
humans and then adapt the human or the system components
accordingly.

Some authors refer to the Subject as Human Factors" and some as

Ergonomics. Some see "Human Factors" as a scientific discipline and
others regard it as a more general part of the human contribution to
system safety.

Both Human Factors and Ergonomics are primarily concerned with

human performance and human behavior and for practical purpose,
taken as referring to the same technology.

Human Factors apply knowledge of human behavior and attributes

to the design of products, equipment, machines and large scale
systems for human use. 109
Parameters deciding Human Factors

"Human Factors" is a multidisciplinary subject which includes such

attributes as:

Human Physiology.
Psychology (inducing perception, memory, social interaction, error etc.)
Work Place Design
Environmental Conditions
Human-machine Interface
Social Science
Biology and
Statistics
110
Factors affecting Human Performance
1. Lack of Knowledge
2. Distraction
3. Fatigue
4. Routine
5. Lack of Resources
6. Stress
7. Communication
8. Time Pressure
9. Personal Problems 111
Theory behind Human Factors

The use of the term "Human Factors" in the context of

aviation maintenance engineering is relatively new.
Aircraft accidents such as that to the Aloha aircraft in the
USA in 1988 and the BAC 1-11-windscreen accident in
the UK in June 1990 brought the need to address human
factors issues in this environment into sharp focus.

112
SHELL Model

Itcan be helpful to use a model to aid in the

understanding of human factors. or as
framework around which human factors
issues can be structured. A model which is
often used is the SHELL model

113
 H

S L E

L
114
SHELL Model
Since Live ware is at the center of the model, all other
aspects (Software, Hardware and Environment) must be
designed or adapted to assist his performance and
respect his limitations.

If these two aspects are ignored, the human in this case

the maintenance engineer will not perform to the best of
his abilities, may make errors, and may jeopardize safety.

115
Definitions
Definition of components SHELL Model

S: (SOFTWARE) Misinterpretation of procedures, badly written manuals,

poorly designed checklists. Untested or difficult to use computer software

H: (HARDWARE) Not enough tools. Inappropriate equipment, poor aircraft

design for maintainability

E: (ENVIRONMENT) Uncomfortable workplace, inadequate hangar

space. Extreme temperatures, excessive noise, poor lighting.

L: (LIVEWARE) Relationships with other people; shortage of manpower,

lack of supervision, lack of support from managers .

116
PEEP Model
Another Popular Model to define the Human Factors

P E E

P
117
PEEP Model
Components of PEEP Model
P: Paper Work
E: Environment
E: Equipment
P: People

The Last E Defined in the Center of the Model is :

E: Aircraft Maintenance Engineer

118
Analysis of Maintenance Error due Human
Factors
In 1940 it was calculated that approximately 70% of all aircraft accidents
were attributable to man's performance, that is to say human error, When
the International Air Transport Association (lATA) reviewed the situation
35 years later, they found that there had been no reduction in the human
error component to accident statistics.
Human error has the greatest potential to adversely affect Contemporary
aviation safety. In 1993 the Boeing Airplane Company analyzed 220
documented accidents and found the top three casual factors to be:
Design defects (33/220)
Flight crew not adhering to procedures (70/220)
Maintenance and inspection errors (34/220)

119
Human causes versus machine causes for the
Accident

120
Analysis of the Graph

It is seen that the machine causes for the aviation

accident have come down presently due to advanced
technology and design in aircraft systems while the
human causes for accidents have increased.

Human error has the greatest potential to adversely affect

Contemporary Aviation Safety

121
Impact of Organizations Safety Culture

Aircraft maintenance engineers work within a "system". There are various

factors within this system that impinge on the aircraft maintenance
engineer ranging from his knowledge, skills and abilities.

The environment in which he works to the culture of the organization for

which he works. Even beyond the actual company he works for the
regulatory requirements laid down for his trade clearly impact on his
behavior. All aspects of this system may contribute towards errors that the
engineer might make.

This is called the organizational culture. They will have their own company
philosophy, policies, procedures, selection and training criteria, and quality
assurance methods.
122
Impact of Organizations Safety Culture
Culture is not necessarily always generated or driven
from the top of an organization (as one might think),
but this is the best point from which to influence the
culture.
An organization with a good safety culture is one,
which has managed to successfully institutionalize safety
as a fundamental value of the organization, with
personnel at every level in the organization sharing a
common commitment to safety.

123
Impact of Organizations Safety Culture
One of the key elements is support from the top levels of the organization.
It is necessary for senior management to demonstrate their commitment to
safety in practical terms, not just verbally or only as long as safety is a no-
cost item.

It is all very well for an Organization to commit to putting in place, for

example, a safety reporting and investigation scheme but if such a scheme is
not resourced properly, or if safety recommendations are not acted upon it
will be ineffective.

It is also important that such commitment to safety is long-term, and that

safety initiatives are not the first items to be cut in terms of financial
support when the organization is looking for cost savings.

124
Management of Human Errors
One of the basic elements of the aviation system is the decision maker (high level
management) who is responsible for setting goals and for managing available resources to
achieve and balance aviation's two distinct goals: safety and on-time cost effective
transportation of passengers and cargo.
Why Errors are Committed.
Inadequate pre-planning, equipment or spares
Existence of time pressure
At least one handover of work was involved
Supervisors were doing hands on tasks
There were staff shortages
Occurrence of Interruptions during the task
Manuals were confusing
Failure to use approved data or procedures
Almost all the features mentioned above are "organizational system" related. 125
Safety Culture in Aviation
Safetyculture is defined as the product of
individual and group values, attitudes, perceptions,
competencies and patterns of behavior.
In layman's terms it means:
The way things are done in this company.

126
Styles of Safety Culture
Safety Culture is not only about the management's commitment to safety.
It is also about the subsequent approach the staff takes to safety in the
workplace.
Ideally management should seek to develop Learning Culture, that is
capable of supporting the Company's business principles and safety
objectives.
A good Culture should:
Be supportive of the staff and management.
Stimulate honest participation.
Seek to learn from its mistakes and errors.
Accept that mistakes will happen and encourage open reporting.
Treat those involved in the errors justly.
127
Sub-Culture in a Company

Studies into company cultures in many industries have

identified that beneath the corporate culture; there can also be
professional sub-cultures within the organization. This means
that the approach taken to work by a group may differ to that
which the company imagines.

One such professional sub-culture is the Maintenance Sub-

Culture. There is no malice or ill intent in such sub-cultures, it
just relates to the beliefs and understanding of that group and
affects the way they work.
128
Sub-Culture in Maintenance
It could be generalized as being:
Engineers are trained problem- solvers and trouble-shooters.
They are committed to their own safety standards; they often doubt the need for all the
controls, rules and auditing.
They see adversity as a challenge.
They Work in teams, but as individuals not as team players or use the strength of the team.
As with most people, engineers enjoy a little risk taking, although exciting, it is error prone.
Engineers have a macho attitude, evidenced by:
They have' great faith in the ability to get the job done!
They don't like to be seen as not knowing something about the aircraft!
They are highly reliant on their ability to memories tasks, and even part numbers!
Related work they are poor communicator.
They are resistant to being monitored, or supervised!
They are prone to believing they know better than the company or manufacturer's
procedures. 129
Attitude of Managers towards Maintenance
Sub-Culture
Maintenance managers are often happy to overlook issues, such as
working from memory, whilst everything is going right, but may be
quick to criticize if it goes wrong.
Commercial pressure frequently allows safety controls to be eroded.
Although, it is known that engineers face adversity in the workplace
every day, little is done to identify what, or indeed can fix the
problems.
The leaders of Maintenance Organizations have an awareness of
what is happening in the workplace, however, perhaps through
pressures on them, they rarely use such controls as compliance
monitoring or line supervision to identify workplace shortfalls.

130
Types of Error in Maintenance Task
Errors during Regular and Less Frequent Maintenance Tasks
A large proportion of maintenance tasks are fairly routine, such as regular, periodic checks
on aircraft. Thus, engineers will use a certain set of procedures relatively frequently and
slips and lapses can occur when carrying out procedures in the busy hangar or line
environment.
Relatively frequently and slips and lapses can occur when carrying out procedures in the
busy hangar or line environment.
In the "Repetitive Tasks", engineers will often- become so accustomed to doing a regular,
often repeated task, that they will dispense with written guidance altogether.
It would be unrealistic and unnecessarily time consuming to expect them to constantly
refer to familiar guidance material. However, errors may occur if they do not keep up-to-
date with any changes that occur to these frequently used procedures.
These routine tasks are also prone to complacency, environmental capture and rule-based
errors.
When undertaking less frequently performed tasks, there is the possibility of errors of
judgment. If the engineer does not familiarize or familiarize himself properly with what
needs to be done, he may mistakenly select the wrong procedure or parts. 131
Error and Violation

An error is a human action (behavior) that

unintentionally departs from the expected action
(behavior).

A violation is a human action (behavior) that

intentionally departs from the expected action
(behavior).

132
Violation in Aircraft Maintenance
It is an unfortunate fact of life that violations occur in aviation
maintenance. Most of the aviation personnel seldom do the acts of
vandalism or sabotage. However violations represent a significant threat to
safety as systems are designed assuming people will follow the
procedures.

There are three types of violations:

1. Routine violations
2. Situational violations
3. Exceptional violations

133
Violations
Routine Violation
These are common practice.Often occur with
such regularity that they are automatic.Violating
this rule has become a group norm. Routine
violations are condoned by management.

134
Violations
Situational Violation:

AME / technician strays from accepted practices, bending a

rule. Occur as a result of factors dictated by the employees
immediate work area or environment. Due to such things as
Time pressure
Lack of supervision
Unavailability of equipment, tools, or parts
Insufficient staff.

135
Violations

Exceptional Violation:

Mechanic/inspector willfully breaks standing rules while

disregarding the consequences.

These type of violation is very rare.

136
Human Performance and Limitations
Vision.
Hearing.
Attention and Perception.
Situational Awareness.
Memory.
Claustrophobia, Physical Access and Fear of Heights.
Motivation.
Stress
Sleep
Fatigue
Alcohol, medication and drugs
Physical Work 137
Procedures, Practices, Professionalism And
Integrity
Visual Inspection

There are various steps that an engineer can take to help him carry out a reliable visual
inspection.
The engineer should:
Ensure that he understands the area, component or system he has been asked to inspect
(e.g. as specified on the work Card);
Locate the corresponding area, component or system on the aircraft itself:
Make sure the environment is conducive to the visual inspection task (considering factors
such as lighting, access, etc.);
Conduct a systematic visual search, moving his eyes carefully in a set pattern so that all
parts are inspected:
Examine thoroughly any potential degradation or defect that is seen and decide whether
it constitutes a problem.
138
Work Logging and Recording

This is one of the most critical aspects of communication within aviation

maintenance, since inadequate logging or recording of work has been cited
as a contributor to several incidents.

Even if engineers think that they are going to complete a job, it is always
necessary to keep the record of work up-to-date just in case the job has
to be handed over.
This may not necessarily be as a result of a shift change, but might be due
to a rest break, illness, the need to move to another (possibly more
urgent) task, etc.

139
Communication Skills
Basic rules of thumb to help aircraft maintenance engineers
minimize poor communication are:

Think about what you want to say before speaking or writing;

Speak or write clearly;
Listen or read carefully;
Seek clarification wherever necessary

140
Knowledge Update
To maintain his currency, he must keep abreast of pertinent information
relating to:
New aircraft types or variants;
New technologies and new aircraft systems;
New tools and maintenance practices;
Modifications to current aircraft and systems he works on;
Revised maintenance procedures and practices.

Engineers are likely to keep up-to-date by:

Undertaking update courses;
Reading briefing material, memos and bulletins;
Studying maintenance manual amendments
Responsibility for maintaining currency lies with both the individual engineer and the
maintenance organization for which he works. The engineer should make it his business to
keep up-to-date with changes in his profession (remembering that making assumptions can be
dangerous). 141
The Dirty Dozen
1. Lack of communication

Use logbooks, worksheets, etc. to communicate and remove

doubt.

Discuss work to be done or what has been completed.

Never assume anything.

142
The Dirty Dozen
2. Complacency
Train yourself to expect to find a fault.
Never sign for anything you didn't do [or see done].

3. Lack of knowledge
Get training on type aircraft.
Use up-to-date manuals.
Ask a technical representative or someone who knows

143
The Dirty Dozen
4. Distraction
Always finish the job or unfasten the connection, Mark the uncompleted
work.
Lock wire where possible.
Double inspect by another or self.
When you return to the job, always go back three steps.
Use a detailed check sheet.

5. Lack of teamwork
Discuss what, who and how a job is to be done.
Be sure that everyone understands and agrees

144
The Dirty Dozen
6. Fatigue
Be aware of the symptoms and look for them in yourself and others.
Plan to avoid complex tasks at the bottom of your circadian rhythm.
Sleep and exercise regularly.
Ask others to check your work.

7. Lack of Resources
Check suspect are as at the beginning of the inspection and AOG the required
parts.
Order and stock anticipated parts before they are required.
Know all available parts sources and arrange for pooling or loaning.

Maintain a standard and if in doubt ground the aircraft.

145
The Dirty Dozen
8. Pressure
Be sure the pressure isn't self-induced.
Communicate your concerns.
Ask for extra help.
Just say 'No'.

9. Lack of assertiveness
If it's not critical, record it in the journey log book and only sign for what
is serviceable.
Refuse to compromise your standards.

146
The Dirty Dozen
10. Stress

Be aware of how stress can affect your work.

Stop and look rationally at the problem.

Determine a rational course of action and follow it.

Take time off or at least have a short break.

Discuss it with someone.

Ask fellow workers to monitor your work.

147
The Dirty Dozen
11. Lack of awareness
Think of what may occur in event of an accident.
Check to see if your work will conflict with an existing modification
or repair.
Ask others if they can see any problem with the work done.

12. Norms
Always work as per the instructions of have the instruction changed.
Be aware the "norms" don't make it right

148
Managing Errors
Good Communication:

Good communication is important in every industry. In aircraft

maintenance engineering, it is vital. Communication, or more
often a breakdown in communication, is often cited as a
contributor to aviation incidents-and accidents

149
Managing Errors
Team Work

Working as part of a team has a number of potential benefits which

include:
Individuals can share resources (knowledge, tools, etc.);
They can discuss problems and arrive at shared solutions;
They can check each others work (either "officially"or"unofficially").
Teams can be encouraged to take ownership of tasks at the working level.
This gives a team greater responsibility over a package of work, rather
than having to keep referring to other management for authorization,
support or direction. However, groups left to their own devices need
proper leadership

150
Managing Errors
The Best Practice to avoid the Human Errors

Operators can replace a negative "blame and train"

pattern with a positive "blame the process not the
person" practice.

151
M.T. 5 AWI Continuous Airworthiness
Management Procedures

152
 New Procedure for AWI CAMO
Evolve system to receive regular data from all stations.
Provide quick response to customers on their queries. (Not
more than 4 Hours)
Provide regular feedback to Customers on status of their
aircraft.
Provide timely data inputs to 145 organization.(All India
Bases)
Evolve system & procedures to provide constant & regular
feedback. (All India Bases)
Implement systems & procedures to improve performance.
Provide online connectivity to all bases & to the customers.
Feedback to Customer should be with ZERO error.
153
New Procedures for AWI CAMO

Aircraft daily status to be communicated by all stations

to Mumbai in the morning.

Decision on compliance of AD, SB, modifications etc. to

be taken through a committee & customer to be kept in
the loop.

Maintenance schedules will be prepared & processed by

Tech. Services for approval by DGCA.
154
 CAMOs Vision

Zero Error

Zero Customer complaints

155
 Work Flow Process
for
Base Maintenance Checks

156
 Procedures for base Maintenance checks
(AMC Customers)
1st
Step
CAMO Planning
Preparation Division

Prepares Maintenance Advice 6

Months in Advance

Maintenance PPC (Planning

Informs Operator / Owner
Chasers)

BMM for Ground Time and

Spares Requirement
157
 Procedures for base Maintenance checks
(AMC Customers)
2nd Step
BMM in consultation with AME
Collecting decides on ground time & spares
Information requirement & raises an Indent.

Maintenance PPC receives Provides Spares Quotations

Sends Indent Information & the indent.

Informs Customer / Owner about

Informs CAMO planning Division Ground time & Spares Informs STORES for Spares
on ground time requirement for approval after the Quotations
spares Quotations are received

158
 3rd Step Procedures for base Maintenance checks
Finalizing Plans (AMC Customers)
04 months before the
Due Date
1. CAMO rechecks the Maint. Advice &
revises if required. Incase of Revision Follow up Action
Follow up Action
steps 1 & 2 are repeated.
02 Months prior to the Due Date 2. Schedules meeting between 02 Months prior to the Due Date
Issues Work Order Customer, BMM & CAMO. Freezes Sends P.O.
the work scope, grounding time &
date of Grounding & on other
actions required to be taken.

Follows up STORES to procure

Maintenance PPC
spares

Sends Work Order Execution by

BMM
AME
159
 4th Step Procedures for base Maintenance checks
Execution (AMC Customers)
Maintenance PPC :-
1) Monitors Work Progress of Aircraft.
2) Provides constant feedback to the customer.
3) Co-ordinates constantly with BMM / AME for CAMO Planning for Final
progress of work Scrutiny
4) Keeps record on Man Hours ( Total Man hours &
Billable Man Hours) Feeds the data
in the Share Point
Accounting Software.

Stores provides spares AME closes the Work Order & Finance for final billing
& its cost sends the details

Maintenance PPC checks for Man

hours, Billable man hours, spares
cost & calculates
final costing
160
 Procedures for Un-Scheduled work / additional
findings
AME informs of Additional
Informs Stores for work & Ground Time
Spares quotations through BMM

Informs Customer for

Provides Spares Quotations written approval for
Maintenance PPC
extension of ground time &
spares requirement
Sends details for
Final Scrutiny Sends Approval
Issues W/O
CAMO Planning Division AME closes the work
order after completion
Sends Closed W/O of work
Feeds the data
in the Share Point
Maintenance PPC checks for Man
Accounting Software.
hours, Billable man hours, spares
cost & calculates
Finance for final billing final costing
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 Procedures for base Maintenance checks
(NON AMC Customers)

Discussion on Work Scope CAMO Planning

Division

Non AMC Customers Maintenance PPC (Planning

Provides Feedback Chasers)

Provides Spares Quotations

Informs STORES for Spares BMM for Ground Time and Gives Ground Time &
Quotations Spares Requirement Spares requirement

162
 Procedures for base Maintenance checks
(NON AMC Customers)

Issues Work Order Sends P.O.

CAMO Planning

Follows up
Maintenance PPC STORES to procure spares

Sends Work Order

BMM Execution by AME
163
 Procedures for base Maintenance checks
(NON AMC Customers)
Maintenance PPC :-
1) Monitors Work Progress of Aircraft.
2) Provides constant feedback to the customer.
3) Co-ordinates constantly with BMM / AME for CAMO Planning for Final
progress of work Scrutiny
4) Keeps record on Man Hours ( Total Man hours &
Feeds the data
Billable Man Hours)
in the Share Point
Accounting Software.

Stores provides spares AME closes the Work Order &

& its cost sends the details Finance for final billing

Maintenance PPC checks for Man

hours, Billable man hours, spares
cost & calculates
final costing
164
Planning and Technical Services
Monitoring of Daily Aircraft Status:-

1. Daily reporting form is being filled after the last flight of the
day.
2. It should be E-mailed everyday by 10.00 AM to Mumbai
from all stations along with the scanned copies of FRB
Pages. (Attach the Daily Reporting Form).
3. In case of no flight, the form should be filled marked as
N/A signed by the sender and e-mailed.
4. Technical Records will cross-check the details from FRB.
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166
Planning and Technical Services
Reviewing and Tracking of Work Order:
1. The work order is being issued by Planning department to carry out the specified
tasks.
2. The details of information in an work order:-
3. After carrying out the tasks, same should be reflected on the work order in Action
taken Column.
4. Tech service will review the workorder for completeness (Signatures of AME and
Technicians / Recording of Off/ On P/N and S/N, Recording of any Mod No.
according to which the work has been done) and subsequently log book entry will
be made for the same.
5. Updation in computerized programme related to mandatory Mod, Component
removal / replacement, scheduled inspection.
6. Subsequently the workorder will be sent to Finance for billing to customer.
7. Closing of workorder to be done by planning
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168
Planning and Technical Services
Components history cards
Life limited components replacement will be updated in history
cards

Updation of the oil consumption register

(ETOPS implications to be covered)
Based on FRB Pages the oil consumption register is to be updated
for each sector of the flight.

Updating the MEL register

MEL Register will be updated after invoking / revoking of any
items covered under MEL. The status will be taken from FRB Pages
169
Planning and Technical Services
Updating the PDR register.
1. Based on FRB Pages the PDR pages is to be updated for
each sector of the flight.

Updating the Accident/Incident File.

1. Whenever there is any accident / incident occurs, the same
will be intimated to Regional DAW and DAS by QM / CAM
immediately and the in-house file will be updated
accordingly.
2. Subsequent rectification of the same will be informed.

170
Planning and Technical Services
Completing the warranty claims forms.
Any component removed should be sent by an AME to the store without any delay.
The components should be sent along with the serviceable / unserviceable tag to
store and the work order should be sent to planning along with the copy of tag.
Subsequently the warranty claim form will be completed and submitted to customer at
the earliest.
Also, If there is any man-hours / modification kit warranty reflected in the SB, which is
under warranty, the warranty form attached with the SB, will be completed and sent to
customer.

FDR Data dumps schedules and process.

Work order will be issued to carry out for FDR data dumping. As per FDR Model, data
dump will be carried out by either M/S Nest Avionics or AME. If data dump is carried
out by an AME then the same will sent to M/S nest Avionics for read-out.
Subsequently FDR reports received from MS/S Nest Avionics will be reviewed by Tech
Services for any defects and one copy of the same will be sent to DGCA, New Delhi.

171
Planning and Technical Services
Preparing the FRB
The format will be prepared as per CAR and operators requirement.

Special Operations Approvals such as ETOPS

1. On the basis of customer request, Tech services prepare ETOPS, RNP,
RVSM, RNAV, MNPS manuals prepared.
2. It requires, operation implications, type of items/ equipment installed,
manufacturer recommendations/ any special requirement specified in
CAR.
3. The same is being reviewed by CAM / QM and will be approved by
DGCA.

172
173
174
Planning and Technical Services

Auditing the weight schedule function.

1. Computation and preparation of the weight schedule based on the
last weighing report for the new aircraft being inducted in to the
company.
2. Periodic weighing will be done of the aircraft as per CAR
Requirements and weight schedule will be prepared subsequently and
the same will be approved by DGCA.
3. If there is any weight change (Not more than 0.5%) the entry will be
made into weight growth register.
4. After carrying out any Major Mod / repair (More than 0.5%), weighing
is to be done and accordingly weight schedule will be computed by
Tech Services and approved by DGCA.
5. The new operating weight will be painted on the rear of the fuselage
and accordingly weight schedule will be amended.
175
AWI CAMO capability
AWI CAMO can Manage following aircraft:

176
AWI CAMO capability
AWI CAMO can Manage following aircraft:

177
M.T. 6 On Job Training

178
1. Preparation of Maintenance Program
2. Preparation of MEL
3. Preparation of FRB
4. Preparation of Maintenance Schedule
5. Preparation of Forecasting of Maintenance event (Due List)
6. Actioning of ADs
7. Issuance of Work Order
8. Preparation of Work Package
9. Scrutiny of Work package
10. Log Book updation including hours / cycles.
11. Updation of History Cards.
12. Defect Monitoring procedure.
13. Oil Consumption Records.
14. Airworthiness Review Procedures( Presently ARA/Cof A
renewal)
179
 Thank You

Hope all of you enjoyed

the brief journey of CAR M

180