The aviation industry is facing a critical talent inflection point. Mass retirements are draining the maintenance workforce of experienced technicians and managers, leaving MROs struggling with high new-hire turnover and a knowledge gap that on-the-job coaching can no longer fill. CAE recently unveiled a set of ground-breaking programs designed to meet this crisis head-on.
David Bienvenu, CAE’s global leader for maintenance training and OEM relationships, sat down with Aviation Maintenance magazine to explain how his organization is pioneering solutions — from flexible hybrid classrooms to modular, fleet-specific coursework — to help MROs retain new hires, cultivate first-time managers, and ultimately, secure the future of aviation maintenance.
Aviation Maintenance: Let’s begin by talking about what CAE unveiled at NBAA-BACE.
Bienvenu: At NBAA, we had a couple of things going on. First and foremost, we were talking to some of our customers about our Talent Aviation Forecast. This is where CAE forecasts the needs for pilots and technicians across the industry.
AVM: So what did you find this year?
Bienvenu: A lot of our customers are coming to us talking about their tech shortage. There are a lot of challenges they’re seeing with their technicians, namely (a) retention and (b) training during their onboarding.
The reality of what we’re seeing is that the shop floor is changing for a lot of our customers. In the past, you’d have essentially nine experienced technicians for one new individual. Under that structure, you would have structured training for your new hires, but most of the coaching was done on the job.
Fast forward to today, where you have mass retirement of a lot of your core technicians. About 30% of the workforce is within 10 years of retirement. So you get to a place where you have a lot of experienced technicians leaving, a lot of new technicians coming in, and an increase in demand in business aviation. This results in less time for a lot of that on-the-job training.
Going back to the theme of experienced employees retiring, it’s not just veteran technicians who are approaching retirement — your experienced managers are leaving as well. As a result, a lot of technicians are now getting thrust into management positions. They too need the kind of structured training that CAE can provide, which is really important.
For people new to management, instead of just throwing ’em off the deep end, we take them through our Aviation Interpersonal Management Skills (AIM) class. We help them develop the skills they’ll need to be a solid leader on the floor — a lot of those emotional intelligence skills — and facilitate the transition from a strong technical worker to a strong manager.
AVM: What else did you launch at NBAA?
Bienvenu: We talked about our online booking tool where customers can now effectively book their maintenance training courses online at mxt.cae.com. It’s in beta mode for now, but we’re taking feedback as we go along.
Using this site, customers can now peruse course details and have a view of the curriculum. If they do have an account with us, they can book online very simply. If not, they can click a button to contact one of our sales representatives. We see online booking as a natural extension of working with our customers in the way they want to interact with us.
AVM: So let’s talk about the maintenance technician training. Let’s start with remote hybrid training. What is involved in that?
Bienvenu: At CAE, we deliver training in three fashions. First, we deliver them at our 70 locations around the globe. Second, for customers with enough technicians, we actually will fly out an instructor and give the training at their location. Third, there’s our hybrid training rooms and technology, which enable us to simultaneously have people in the classroom and at a distance. Our hybrid classrooms are designed and equipped with additional cameras, sensors, and TVs to really make sure that the person who’s remote is not a small square on Teams. It’s a proper portrait of the individual, with some additional tools to help the instructor keep the student engaged even though they’re at a distance. This enables that additional flexibility for our customers.
We now have hybrid rooms in Montreal and Dallas. We’ll be launching shortly in Savannah, Georgia soon, next to the Gulfstream facility, as well as shortly in Burgess Hills in the U.K.
AVM: Are AR/VR goggles going to be part of the training that’s offered?
Bienvenu: Great question. If you take, as an example, our Gulfstream G500/G600 program, we do have a full VR walk-around of a G500/G600 where some of our trainees are able to interact virtually with the aircraft and be in a common space with our instructors. We see that really as a tool to complement a lot of the learning that they’re having on our regular courses.
AVM: CAE is now offering modular training, where students can pick and choose the courses they take when they need to take them. Why have you come up with this approach and what are the benefits?
Bienvenu: We developed this approach for Bombardier. Our goal with modular training is to address their scheduling challenges. Having the ability to piecemeal the initial training across different weeks lets their staff take bite-sized pieces of what they’ve learned, practice it on the floor, come back to learn more at a later date, and so on.
This modular approach offers another advantage for Bombardier, and some of the other larger MROs who are supporting a multi-aircraft fleet. We teach their people the commonalities on some of the platforms where they’re common, and teach the differences where they’re different. For example, on the Challenger 350, 605, and 650, some key elements are similar, so we teach them together. But where the elements are completely different, we have a separate course for each aircraft. This enables Bombardier technicians to ramp up a little bit faster on a larger suite of aircraft. Our ambition is to look at other MROs that would be interested in the same format.
AVM: Tell me about CAE’s three tiers of professional development courses.
Bienvenu: My pleasure. Let’s start with High Potential Employees, aka new technicians. We talked about the tech challenge associated with a lot of new technicians coming on board. If you don’t want them to jump from one company’s hangar to the next, you have to invest in them. That’s because investing in their development is critical for employee retention. This is why CAE has classes really tailored to that first subset of the market, to help to get new technicians off the ground running quickly.
Then there’s First-Time Managers. This is our flagship Aviation Interpersonal Management (AIM) course. It’s a four-day course where we bring people together from different companies and work on developing their emotional intelligence and the skills that they’ll need in order to start leading a team. It really helps to develop those future leaders that we’re going to need.
Finally, there’s Executive Training (AIM 2.0). We’ve recently developed AIM 2.0, which is much more tailored to personnel moving into an executive role at a company. So it goes a lot more in depth in some of the key areas versus AIM 1.0.
AVM: How does CAE see the world of training changing in the aviation industry?
Bienvenu: Overall, there are a lot of elements changing. First, we have a real learning divide that we’ve noticed. The newer generation, who grew up with an iPad and a computer, do not learn the same way. So, to teach them, we use videos, visuals, and bite-sized content, which are key elements that our newer customers will appreciate. I can see we’ll expect a lot more of those interactive, visual bite-sized tools that’ll start developing.
In addition to some of our classroom settings, I think we’ll start pivoting towards more ongoing training, so more consistent training versus a quick sprint and then not doing it for the next two years. That consistent approach towards training is what we’ll see some of the top companies in employee satisfaction and in employee retention will start to do.
AVM: Finally, are there new programs that we should be expecting from CAE in 2026?
Bienvenu: Of course. Especially from our division, with respect to the aforementioned issues around new technicians that we’ve discussed, we’ll have a lot more to talk about in the first quarter next year. We have a lot more coming down the pipeline on some of these interactive elements too. So a lot of the trends we talked about today, we’ll have a lot more to share with you in 2026.
A good paint finish can give passengers confidence that the aircraft is well maintained but is also working hard at protecting the aircraft itself. Ian Harbison reports.
Aircraft paints and coatings are about much more than decoration. They have to look good, of course, but they must also protect the aircraft under harsh conditions and last as long as possible, ideally until the next heavy check where paint has to be removed anyway for structural inspections. Application is equally critical, with a need to ensure even coverage while taking care of environmental concerns.
Mankiewicz
René Lang, executive managing director aviation at Mankiewicz, says basecoat/clearcoat is definitely the standard system for painting commercial aircraft. This consists of a solid color layer that is oversprayed with a clear polyurethane protective coating. In addition to protecting the basecoat, the clearcoat provides strong UV protection to prevent fading and a high gloss finish (high Distinctness Of Image, a function of the sharpness of a reflected image from a surface when measured using a DOI meter). It is also used to carry special finishes like mica for a metallic look.
He says durability and longevity are key decision-making criteria for OEMs when choosing paint for new aircraft. The aim is to deliver an aircraft that requires as little refurbishment as possible. A Boeing 737-800 of Canadian carrier Westjet was given a Disney-themed special scheme using the company’s ALEXIT system, which lasted for 10 years before being repainted, although this was because the cooperation between WestJet and Disney ended.
Another advantage of ALEXIT is the combination of fast-drying and high-coverage, saving time in the application process. This is crucial nowadays, he says, as, looking at the order books of manufacturers around the globe, it is evident that production capacities will be fully utilized in the coming years. Every adjustment that helps to complete the painting process as quickly as possible is beneficial. The use of systems, such as ALEXIT BaseCoat/ClearCoat, is a real lever here in reducing the turnaround time of special liveries.
The ALEXIT BaseCoat/ClearCoat system features flexible application properties, including adjustable drying times, which accommodate large areas with good overspray uptake and fast drying properties for smaller areas. The most significant advantage is that the paint system enables the so-called wild spraying technique, reversing the classic painting process sequence. Instead of starting with the most frequent color, the lowest is applied first. In a standard procedure, you would begin by spraying the most frequently used color first (typically white), followed by the less frequently used colors in sequence. The original process requires an intensive workforce and materials are needed to mask the aircraft between paint applications.
Wild spraying also allows for spraying two colors at the same time, provided that they are not too close to each other, to avoid overspray. Mica and other special effect coatings are a design upgrade that airlines consistently choose to use. This is a great option, he comments, especially when it comes to giving brand reputation an additional boost in terms of high premium status. This works well with small mica accent areas, as well as in full-body mica variants. He says ALEXIT has been designed to give a uniform high-class finish even used on the complete fuselage, as Etihad Airways, and National Airlines have successfully demonstrated.
Mankiewicz recently worked on this special job, a version of the Condor Flugdienst striped livery in the colors of German soccer club Eintracht Frankfurt. Mankiewicz image.
Examining the business aviation sector, aircraft owners often have very special and unique design requirements. The mica effect is usually a good choice for these smaller aircraft to create a perfect, customized look.
Special liveries are always lighthouse projects for all parties involved — the airline, the paint crew, and the paint manufacturer — and needs close cooperation. There have been two recent projects of note. The first was for Brussels Airlines, with an Airbus A320neo used to promote the annual Tomorrowland music festival in Antwerp. This featured Augmented Reality, as the bird design comes to life when scanned with a smartphone. This was painted by Airbourne Colours (see below). The second was a special version of the Condor Flugdienst striped livery in the colors of German soccer club Eintracht Frankfurt.
Lang says re-thinking state-of-the-art processes and products is a valuable approach that has led to various innovations like the first basecoat/clearcoat system implemented by Mankiewicz many years ago. The latest innovation, ALEXIT WingFlex, allows the top and bottom surfaces of the wings to be coated with a single product — previously, two different coating systems were used.
This is because the upper side requires high flexibility and UV resistance to withstand the impact of considerable compression caused by movement and sunlight, while the lower surfaces must resist harsh chemicals like hydraulic fluids.
Combining these contrasting requirements speeds up application time but also allows for touch-up and repair in service which was not possible before, saving process time, downtime, money and, in the end, unscheduled maintenance or early refurbishment.
He says that, as a paint manufacturer, the market has completely recovered in the post-pandemic period. It is reaching new heights, considering the flight numbers of the current fleets and their growth potential, along with the full order books of the OEMs around the globe. The continuing rise in demand and high passenger volumes also make it clear that both the OEM market and the MRO market offer significant growth potential, while exerting a very high, positive pressure to innovate. This is because both markets need paint systems that shorten the painting process, continuously extend the durability and performance of the paint, and match the perfect colors for the airlines’ brands and special liveries.
Sherwin-Williams
Julie Voisin, aerospace market manager, explains that development is divided between four “buckets”:
• Productivity improvements focus on how OEMs and MROs work more efficiently and do their job faster.
• Environmental improvements include the reduction of VOCs, removal of harmful chemicals and the introduction of chrome free solutions.
• Durability ensures coatings maintain their appearance and performance throughout the entire paint cycle.
• Color improvements include delivering unique finishes and special effects to meet aesthetic demands.
However, she adds, during the development process it sometimes happens that a new product will have applications beyond just one category. For example, Jet Prep pre-treatment, a chrome-free product developed for environmental improvements, turned out to improve productivity by being faster to apply, reducing the time to the start of primer application. The same happened with two new chrome-free primers that reduced the time to start painting.
The drying time for the CM0ACC201 Aerospace Clearcoat for general aviation aircraft is an example of productivity as the drying time can be modified by blending activators in different ways. Dan Szczepanik, global marketing director automotive division, points out that in automotive, speed is of the essence, in application and drying. This is also important for aviation repairs, but the much larger surface areas involved with aircraft, especially widebodies, means that smooth paint flow and longer drying times are more important. Voisin adds that the blending of activators is again a key factor in establishing the correct drying time for a given area.
Szczepanik points out that aircraft owners want to express themselves through their paint scheme, so color is extremely important. The company offers a web-based Aircraft Color Visualizer. In March 2025, it added four more generic aircraft types — high wing piston, light twin, high wing turboprop and low wing turboprop — to the existing models of a kit plane, single piston, twin turboprop, light business jet, heavy business jet and helicopter.
It allows users to customize the selected model with any color in the Sherwin-Williams aircraft color library and instantly view the combination on screen. The pre-designed schemes can integrate one base color and up to three accents, in both solids and metallics. The Aircraft Color Visualizer allows users to print, save and share their finished designs and they also can be referred to a professional aircraft designer to fulfil their vision on their specific aircraft.
Voisin says for business aviation, there is a clear divide between those who want to remain anonymous and those who want to show off their brand. She also feels that, generally, European customers are more adventurous with colors than those in North America.
Regarding special effects and unique finishes, Sherwin-Williams’ latest 850 Series SKYscapes Effect Finishes is a high-performance polyurethane basecoat available as mica, metallic and hybrid finishes. This is specially designed for productivity and can be used from striping and accents to overall paint completion of commercial aircraft.
AkzoNobel
AkzoNobel is committing €50 million ($58.6 million) to modernize its Waukegan, Illinois, site — the company’s largest aerospace coatings manufacturing facility worldwide.
Airbourne Colours has seen a major trend for airlines to outsource work rather than operate their own paint facilities. Airbourne Colours image.
The two-phase investment will expand production capacity through new equipment and higher levels of automation, while also adding a new warehouse facility just over the state line in Wisconsin. Together, the company says these upgrades are designed to strengthen its North American supply network and support future growth.
China Southern Airlines features vibrant special liveries, most recently a striking 48-color Airbus A350 scheme using Akzo Nobel coatings. Akzo Nobel image.
“This investment enhances our end-to-end supply capabilities across North America and reinforces our leadership in aerospace coatings,” says Patrick Bourguignon, director of automotive and specialty coatings. “With air travel demand set to rise significantly in the coming years, we want to ensure our customers can meet that growth with aircraft finished to the highest standards.”
AkzoNobel is modernizing its Waukegan, Illinois site, investing in new automated equipment and adding a new warehouse in Wisconsin.
The 11-acre Waukegan site employs around 200 people and manufactures a broad portfolio of aerospace coatings, including primers, basecoats, clearcoats and pre-treatment products. The facility also houses its own dedicated color center.
Planned enhancements include the introduction of a liquid pre-batch area, the installation of high-speed dissolvers, and the creation of a rapid service unit aimed at shortening turnaround times for customers in the MRO market.
AkzoNobel says relocating warehousing operations to Pleasant Prairie, Wisconsin, will free up additional space at its Waukegan site, allowing for increased production of customized coatings and faster responses to customer requirements.
“Our customers expect — and deserve — best-in-class coatings,” adds Martijn Arkesteijn, global operations director for aerospace coatings. “These investments will give us greater flexibility, enabling larger batch deliveries, improved responsiveness to market needs, and shorter lead times for color development.”
Airbourne Colours
A frequent customer for products from both companies (as well as AkzoNobel and PPG) is U.K.-based Airbourne Colours, which celebrated 15 years of operation in November with the opening of a second facility at Teeside Airport. The 27,000-sq-ft unit brings up to 40 jobs and will be capable of accommodating narrowbody aircraft, including the Airbus A321 and Boeing 737 MAX 10.
Remarkably, the first facility, the same size, only opened for business in October 2024. This is due to a resurgent airline market, says Simon Cracknell, sales and marketing director, giving the company an annual turnover of more than £12 million (approx. $16 million) with a customer base that includes Brussels Airlines, easyJet, Jet2, Loganair, Lufthansa, Smartlynx, SAS and TAP Portugal. He adds that, in the last five years, there has a been trend for major airlines to outsource work rather than operate their own paint facilities.
One of Airbourne Colours’ latest triumphs is shown here on a Brussels Airlines A320 that features the Atomium, a 102-m high representation of an iron crystal that was built for the 1958 Brussels World Fair. Airbourne Colours image.
Teeside complements the original paint shop at Bournemouth. This was followed by an A321-sized bay at East Midlands Airport in 2014 with a second bay commissioned a year later. In March 2016, the business expanded its capabilities with the creation of Airbourne Graphics & Signs, supporting both aviation clients and a variety of other industries.
In March 2023, another facility came online at Exeter Airport, capable of handling business and regional aircraft up to the size of an ATR 72. This was followed in October by the launch of Airbourne Executive at London Biggin Hill Airport, to provide painting for components such as control surfaces and landing gear. Customers include Bombardier, Gulfstream, Harrods Aviation and Inflite Engineering. In addition, the company deploys self-sufficient teams to customer sites for small jobs such as repairs. Business aviation now accounts for about 20% of the workload.
Cracknell says the post-pandemic rush of airline work is mainly over and demand is now transitioning to its traditional seasonal busy time of October to May. In contrast, the business aviation side tends to see a fairly even flow throughout the year.
No widebody painting is available at the moment but could be considered in the future as there is currently a huge backlog of work with extended waiting times.
With so many aircraft types involved, the company outsources Part 145 support to generate Certificates of Release to Service. This is provided by Willis Aerospace at Teesside, BCT at East Midlands and Exeter Aerospace.
He says technology developments are always slow in aviation, but environmental challenges are having an effect, with chrome-free primer in widespread use and UV-cured sealants making an appearance, but use is driven by cost and availability.
As the latest facilities, Teeside reflects some of these challenges, with recirculating heating systems, improved air filtration, LED lighting (which is also better for inspection), and a dust extraction system used during sanding which directs the dust into a hopper. Unfortunately, solar panels could not be fitted due to a conflict with air traffic control.
In June 2025, the Airbourne Colours Aircraft Painting Trainee Programme was launched through a partnership with Hartlepool College and funded by the Tees Valley Mayor and Combined Authority through its Adult Skills Fund. An initial intake of 24 undertook six weeks of foundational training at Hartlepool College, to be followed by a further 19 months of training, combining paid practical and educational phases, in the Airbourne Colours facility at Teesside International Airport and Hartlepool College. Successful trainees will earn internationally recognized SAE AS7489 certification.
The company has also acquired an ATR 42 fuselage for hands-on training in the Teeside hangar, as well as lot of components.
Thanks to Brussels Airlines being a customer for ten years, the company has considerable experience of special schemes. The latest, on an A320 in March 2025, featured the Atomium, the 102-m high representation of an iron crystal that was built for the 1958 Brussels World Fair. In addition, there is an annual Tomorrowland scheme promoting the festival.
He notes that, if it takes nine days to strip and paint a 737-800, a special scheme can take twice as long, as well as being much more expensive.
By the time you read this, it will be 2026 and the EASA SMS requirement that applies to U.S.-based repair stations with EASA 145 privileges should be fully implemented. Congratulations, you’ve got an SMS!
The EASA SMS regulation applies indirectly to U.S.-based repair stations through the FAA-EASA Bilateral Aviation Safety Agreement and its implementing guidance. This means that U.S.-based repair stations do not have to comply directly with the EASA SMS regulations. Instead, the SMS provision is declared as a “special condition” and the current implementation mode is for the U.S.-based repair station to establish a “voluntary” SMS that meets the requirements of 14 CFR Part 5. FAA acknowledgement of the repair station’s participation in the voluntary program is (currently) sufficient to meet the requirements. But that is not the end of your SMS adventure. It is only the beginning.
You need to operate your SMS effectively in order to extract safety value from the system. You also need to manage the care and feeding of your SMS. Care comes in the form of working in accordance with the processes defined within your SMS: Safety Policy, Safety Risk Management, Safety Assurance and Safety Promotion. Feeding reflects the data that you feed into your system in order to assess risk, assess the success of mitigations, and generally assess the safety performance of your organization (including through the recording of the SMS elements like hazards, risks, and mitigations).
Ideally, you should be continuously receiving data on your safety performance. This data might show that your system is working well or it may reveal safety hazards that should be considered in a risk assessment. This is one of the things that makes SMS different (and that potentially makes it superior to other programs): the program should have mechanisms for obtaining data on a consistent basis and analyzing that data.
Record Your Data
It is important that you have a way to record the safety data generated by, and provided to, your SMS. A hazard that might not seem to need mitigation today might be subject to mitigation in the future if (a) your original risk assessment is shown to be incorrect (e.g., the safety hazard occurs more often or with greater safety effect than previously calculated), (b) your safety assurance mechanism suggests that the mitigations targeting this hazard are not effective in reducing the risk to an acceptable level, or (c) your safety goals change in a way that requires the safety mitigation (or further mitigation) of the identified hazard.
For many years I have promoted the creation of a relational database that lists all recognized hazards and their risk assessment metrics. This should include both initial risk assessments and post-mitigation risk assessments.
For example, obtaining parts that do not meet correct specifications is a hazard. The related unmitigated risk is typically unacceptable. Because the risk is unacceptable, a number of related mitigations are required by law. For example, receiving inspections are typically a required part of the quality system under Part 145. Related mitigations may include receiving inspector training, supplier audits, or special measurement equipment, to support the inspections.
In addition, though, the relational database should identify the mitigations, and connect each one of those mitigations to one or more hazards. The mitigations are the procedures and processes used to reduce the risk (of a hazard) to an acceptable level. Each of these mitigations should be identified in the relational database, and they should also be connected to the hazards that they mitigate. Recognize that one mitigation may actually respond to more than one hazard, and each hazard may have more than one mitigating process that collectively reduce the risk of that hazard to an acceptable level. This is the first reason for the relational database, so that you can record these often complex relationships.
Starting the SMS Database
If you are just starting out, and want a good way to start, then I recommend that you populate your company’s hazard database with your company’s existing processes. Each process is meant to accomplish a goal. Those goals can be recharacterized as avoided hazards. The example, above, of the receiving inspection processes being tied to the hazard of improperly received goods is a good specimen of the sort of thing that can be identified as a pre-existing hazard-mitigation pair. By identifying your pre-existing hazard-mitigation relationships, you start to better understand how your system works, you may identify processes that don’t appear to have a function (and thus will need further review), and most importantly you are creating a useful tool for using SMS to help guide future change management (we will return to this change management idea in a few paragraphs).
You will also want to have a mechanism for reviewing the SMS data in order to support continuous improvement. Part of this is using your database to feed data into your safety assurance program. You should be scheduling safety audits (or other safety assurance activities) for your mitigation processes to assess (1) whether the process is correctly implemented, and (2) whether the process is achieving the intended results.
Another important relationship to record is data generated by your safety assurance processes, which may include (but not be limited to) audits assessing the success of your implemented safety mitigations. One way to record this might be to provide an anticipated risk assessment when a mitigation process is developed, and a corrected risk assessment once the process has been audited. Another mechanism could be to simply record the findings associated with the process, to use those findings to help drive future process improvements and innovations.
It is a good idea to use your safety promotion mechanisms to communicate the new processes, and to train on them, to improve the chance that they will be successful in driving the behavior that you want to drive. By providing a brief summary of your safety assurance data (what is working and what is not), you can help your employees and business partners understand how your system is changing and why those changes are important to the business’ safety improvement efforts.
Change Management
Remember the relationships that we described earlier in the article: hazards, related to risks, which are in turn related to mitigations? Part of the value of a robust database is that it becomes a useful tool for change management. If you plan to change a procedure and it is identified in your relationship database, then you can see which hazards are mitigated by this procedure.
This allows you to assess whether your proposed change will affect the way that the related hazard(s) are mitigated by the process change. This helps to avoid unintended consequences that undermine past safety mitigations.
By using your SMS as a change management tool, you now have data to drive your change management analysis, instead of relying on mere conjectures about the likely effects of a change. The SMS database should not be your only tool in analyzing changes, but it can be an important one.
The 1980s’ hit show “Moonlighting” brought mystery and charm to the small screen while propelling Hollywood icon Bruce Willis to the big one and cementing Cybil Shepherd’s performance legacy. Much like Willis and Shepherd’s private investigators, modern aerospace technicians can work a different job every day. An in-demand certificated mechanic produces great personal value and fills personnel gaps by using that certificate on behalf of multiple employers.
“Maintenance moonlighting” may make for a compelling hour of television, which would of course include sexy regulatory compliance issues. Aviation takes guts and brains, without any glory. Not only must each technician be aware of the certificate under which work is being performed (and/or approved for return to service), but the individual must also understand the business contracts involved to ensure proper coverage by drug testing programs when work is performed for air carriers. Obtaining the knowledge will take some detective work.
The drug and alcohol testing program requirements in 14 CFR part 120 apply whenever a safety-sensitive function is performed in the United States for a part 121 or 135 air carrier or a § 91.147 sightseeing operator. Note that a 2024 rulemaking expanded applicability worldwide for FAA-certificated repair stations effective Dec. 2027.
Importantly, §§ 120.105 and 120.215 mandate that individuals performing safety-sensitive functions be covered by an anti-drug and alcohol program when performing such work directly or by contract including subcontracting at any tier. Any individual performing, ready to perform, or immediately available to perform maintenance or preventive maintenance on an aircraft or component of that aircraft subject to part 120 must comply with the drug and alcohol testing program requirements for each employer.
“An employer may use a contract employee who is not included under that employer’s FAA-mandated drug and alcohol testing program to perform a safety-sensitive function only if that contract employee is included under the contractor’s FAA-mandated drug and alcohol testing program and is performing a safety-sensitive function on behalf of the contractor (i.e., within the scope of employment of that contractor),” the definition of “employer” in § 120.7 states. Any contractor — even an individual certificate holder contracted to perform covered work on a “moonlighting” basis — must participate in an FAA-mandated testing program.
Maintenance functions subject to part 120 include inspection, overhaul, repair, preservation, and the replacement of parts. The FAA has opined that any step or series of steps in the disassembly, cleaning, inspection, repair, replacement of parts, reassembly, and testing process is maintenance. Repair functions include specialized services as well as methods, techniques, and practices acceptable to the FAA under § 43.13(a): work steps included in a CMM, traveler, router, task card, etc. There are also many activities performed in repair stations and other facilities that are not subject to D&A requirements, including receiving inspections, tool/equipment restoration, calibration, and engineering functions. Fabrication for maintenance, which is performed as allowed by § 21.9(a)(6), is not a safety-sensitive function.
Determining coverage, when in doubt, depends on whether the activity is required to be documented on a §§ 43.9 or 43.11 record. If yes, it is safety-sensitive and the individual’s performance of the task will be obvious to an FAA inspector when reviewing maintenance or inspection releases … like shooting fish in a barrel.
This applicability along with the expansive definition of “performing” to include those ready and immediately available provides flexibility while demanding compliance attention of maintenance providers. The expectation that an individual will be called upon to “perform” must be included in planning, clear to human resources and contracting personnel, and stipulated by any individual accepting safety-sensitive work.
The skills of an aviation technician, regardless of certificate, are extremely valuable. As with all aviation safety rules, part 120 demands careful planning and attention to details, such as the definitions. Failure to do so during “maintenance moonlighting” can result in an outcome more painful than the cancelation of a television show.
Sarah MacLeod is managing member of Obadal, Filler, MacLeod & Klein, P.L.C. and a founder and executive director of the Aeronautical Repair Station Association. She has advocated for individuals and companies on international aviation safety law, policy, and compliance issues since the 1980s.
Brett Levanto is vice president of operations of Obadal, Filler, MacLeod & Klein, P.L.C. managing firm and client communications in conjunction with regulatory and legislative policy initiatives. He provides strategic and logistical support for the Aeronautical Repair Station Association.
Aviation maintenance professionals rarely see the spotlight, but your work is the foundation of every safe flight. You are the quiet constant behind the success of global aviation. As we close our final issue of the year, here at Aviation Maintenance magazine we want to pause and recognize you — the professionals who make every safe departure possible. Aviation mechanics and technicians work long hours in environments that are often uncomfortable — under the blazing sun, in freezing winds, in pouring rain and during driving snowstorms. And, more often than not, while the rest of the world is asleep.
Let me touch on a couple of key moments from this year. Our industry experienced amazingly strong post-pandemic recovery which has propelled the aviation industry into what some have called a supercycle — full recovery beyond pre-pandemic revenues, with revenues well above 2019 and continued expansion expected through the decade, according to experts like the Aeronautical Repair Station Association (ARSA) and consultancy Oliver Wyman.
There are some challenges, nevertheless. Persistent supply chain challenges have cost the airline industry billions this year. These costs stem from a mix of delayed aircraft and parts deliveries, older aircraft staying in service longer (increasing maintenance needs), rising leasing costs for engines and the need to stockpile spares due to unpredictability.
IATA says aircraft deliveries remain slower than airline demand — and production backlogs are extremely high — causing carriers to keep older jets flying longer. This directly increases maintenance workloads, parts demand and overall operational complexity.
Another key development is the acceleration of the adoption of technology. I have always pushed back when some have said our industry is not progressive in terms of technology. I believe the industry not only embraces technology, you are hungry for it and even create it whenever you see the need. According to Oliver Wyman’s report, “The MRO Demand Challenge,” predictive maintenance powered by data analytics, AI and IoT is transforming how maintenance is planned and executed, helping reduce downtime, improve safety and lengthen component life cycles.
Cutting-edge tech like AI-assisted inspection systems and advanced digital tool-tracking solutions are being deployed to help maintainers work more efficiently and safely, especially in traditionally challenging tasks. AI and video systems are helping reduce inspection times and improving remote support for difficult tasks like fuel-tank and other inspections.
Hopefully, this wholehearted embrace of technology will help because this year, our industry continued to grapple with a structural workforce challenge: the supply of qualified maintenance professionals. Reports from the Aviation Technician Education Council (ATEC) and Oliver Wyman show that new certifications and training program enrollment are increasing; however, demand is still outpacing supply. At current trends, the aviation maintenance industry is facing about a 10% shortage of certificated mechanics in 2025, meaning there are thousands fewer qualified technicians than needed just to support commercial aviation alone.
Retirements and attrition will further tighten staffing, the experts say. The industry will need to continue to try to fill seats at training schools, as well as hire for new instructors and examiners. ARSA predicts by 2028, there will be roughly 25,000 fewer certificated mechanics than required, if current trends continue. We must stay vigilant about strengthening the pipeline — through education, mentorship, outreach and broader recognition of the value of aviation maintenance careers. This will continue to be an industry priority. We thank the schools, employers and professionals working to build that future.
I want to remind everyone who flies that the reliability of our aviation world is built one inspection, one repair, one meticulously thought-out decision at a time. It is the resilience, skills and professionalism of the aviation maintenance community that makes that possible. Even with technological advances, it is still the human touch that makes the difference and gives the flying public the certainty that it is safe to fly.
This final issue of the year gives us an opportunity to reflect — not only on the challenges faced by the aviation maintenance industry, but on the professionalism and resolve shown in meeting them. Whether working in extreme conditions, under impossibly tight timelines or in complex technical environments, you continue to demonstrate what excellence looks like in aviation maintenance.
The dedication, precision and commitment to safety of all who work in our community are the invisible forces that keep aircraft flying safely and passengers confident. To each and every one of you who turn wrenches, inspect systems, troubleshoot faults and sign your name in the logbooks: thank you for the work you do and the standards you uphold every day.
As we look ahead to the coming year, we do so with appreciation for you, the people who make this industry strong. Together, we are part of an industry built on safety, reliability and continuous improvement.
We also extend sincere thanks to our advertisers and industry partners. The support of these folks allows us to tell the stories, share the knowledge and highlight the innovations that help move aviation maintenance forward.
Thank you for being part of the aviation maintenance community. We extend our sincere gratitude to all of the professionals like you, who keep aircraft flying safely in every condition imaginable. Wishing you all the best in 2026!
“If it ain’t broke, don’t fix it” is a timeworn expression of maintenance common sense. However, this phrase was created before the concept of predictive engine maintenance was introduced. Now that predictive engine maintenance exists, aviation technicians can fix parts before they’re broke.
What is Predictive Maintenance?
Let’s start with a definition to set the context for this story. “Predictive maintenance is a modern strategy that uses real-time data, historical trends, machine learning and advanced analytics to predict when a component or system on an aircraft is likely to fail or require servicing,” said Karine Lavoie-Tremblay, director of commercial engines digital transformation at Pratt & Whitney, an RTX business. “This allows airlines and operators to perform maintenance ‘just in time’, improving safety, reducing unscheduled downtime, minimizing costs and extending the life of parts.”
Karine Lavoie-Tremblay, Pratt & Whitney
“Predictive maintenance is the proactive approach to get ahead of the point of failure of an engine component, and to either repair or replace it so that an operator can keep flying their engines with minimal interruptions,” added Dr. Christian Keller. (He oversees the engine trend monitoring program at MTU Maintenance.) “It can be broken down further into on-wing and in-shop predictive maintenance, depending on the workscope.”
The Evolution of Predictive Maintenance
The history of predictive engine maintenance began more than five decades ago. This was the time that airlines and manufacturers began collecting more structured maintenance data through early aircraft level health monitoring systems. Still, the insights provided by this data were pretty basic in nature, which is why MROs continued to focus on scheduled preventive maintenance.
“It wasn’t until the digital age in the 2000s that engine health monitoring was introduced and engine OEMs began to offer these services,” said Lavoie-Tremblay. “With the introduction and widespread adoption of big data, cloud computing and the Internet of Things, it has evolved to a more advanced state to enable real-time predictive capabilities. Today, we are using machine learning and cutting-edge analytics to bring predictive maintenance to the next level.”
By moving from a preventive to a predictive maintenance model, MROs are now able to service aircraft engines on an individual basis based on their actual needs, rather than bringing them into the shop for scheduled appointments whether they need it or not. This is why “predictive maintenance has grown steadily over the years with increasing demand for proactive maintenance planning in order to keep engines on-wing for as long as possible,” Dr. Keller said. However, “while the focus was initially on-wing predictive maintenance, recent market challenges, such as the drop in demand due to the pandemic, have increased the demand for maintenance planning optimization. Because of that, there is now an increased emphasis on the prediction and optimization in the scheduling of shop visit events to make them as cost effective as possible.”
AI’s Impact on Predictive Maintenance
Artificial intelligence (AI) is the game-changer of the current digital age, and it is having a big impact on predictive maintenance.
A case in point: “Pratt & Whitney is already utilizing artificial intelligence and machine learning to improve the design, development and testing of products, making our systems smarter, easier to use and more capable than ever, with enhanced safety,” said Lavoie-Tremblay. The company is currently developing and deploying advanced AI-enabled MRO capabilities via its Singapore and North America technology accelerators.
Here are three ways Pratt & Whitney (P&W) is using AI to enhance predictive maintenance. First, “engineers at our Singapore engine center, Eagle Services Asia, have developed a collaborative robot (cobot) to assist technicians to capture photo documentation of the engine’s external components, showing the pre- and post-overhaul condition of an engine,” Lavoie-Tremblay said. “This system replaces the routine photo-documentation task previously performed by technicians and elevates the skillset of the technicians to operate the system.”
Next, in collaboration with the Indian start-up Awiros, P&W has launched “Percept,” an AI-based tool for real-time aircraft engine inspections. This tool leverages computer vision and AI to speed up the inspection process, reducing the time taken by nearly 90% compared to traditional methods. It can be used in both pre- and post-lease inspections of aircraft engines.
MTU’s Dr. Christian Keller says myEFM requires artificial intelligence to drive its algorithms. AI can be used to support the diagnosis of engine faults or knowledge management supported by large language models. MTU Aero Engines image.
Finally, P&W is using digital twins to visualize, animate and simulate the current and future operational state of a product cell or factory. “The software creates a digital model of the shop and sets important baseline targets for metrics such as TAT and throughput, enabling equipment and manpower optimization,” said Lavoie-Tremblay.
MTU is also deeply involved in AI-enhanced engine maintenance. “As in other industries, artificial intelligence promises a revolution in how work is conducted and this is no different in predictive maintenance,” Dr. Keller said. “Some of the recent prediction and optimization capabilities have only been made efficient enough by the use of AI. Where conventional methods sometimes struggle with long compute times or high compute resource requirements, AI and specifically machine learning help speed these up so they become manageable. MTU’s myEFM requires artificial intelligence to drive its algorithms. Furthermore, AI can be used to support the work of experts, for instance, in the diagnosis of engine faults or knowledge management supported by large language models.”
Anca Mihalache, AERO CARE
Anca Mihalache is the managing director of AERO CARE, a Romanian company focused on aircraft engines. She said that AERO CARE has yet to take the AI plunge. “I believe the future will show a greater reliance on AI for predictive maintenance, and maintenance in general,” Mihalache observed. “But we are not quite there yet.”
Predictive Maintenance Solutions
Now that we have considered the general evolution of predictive maintenance — and AI’s increasing role in this approach — it is time to get specific about actual available solutions.
Pratt & Whitney has been evolving and enhancing its predictive engine maintenance programs for some time now. “Over the years as wireless technology and data storage technology improved, the ability for airlines to get full-flight data from the aircraft automatically has changed,” explained Lavoie-Tremblay. “With the ease and convenience of newer technologies, we as the OEM are able to access this data much sooner and more regularly. This includes actual flight performance data and expected physics-based performance, along with some artificial intelligence and machine learning which provides trends, alerts and inspection recommendations.”
As a company, (P&W) has put considerable effort into capturing operational data from their entire portfolio of engines, from the day each engine is made to its last day of service. This comprehensive database has allowed this firm to substantially advance the quality of its engine health management analysis. Moreover, P&W’s ongoing investments in Industry 4.0 technologies has made it possible to capture, consolidate and automate the flow of product-related data from the design phase through manufacturing, delivery, maintenance, repair and overhaul.
GE Aerospace says it is providing MROs with advanced AI-enhanced predictive maintenance tools that allow the MROs to forecast final work scopes and parts required for a repair months before an engine’s induction date. GE Aerospace image.
As well, “Pratt & Whitney is running several key initiatives related to product-specific digital twins and the digital thread for the flow of connected data from Enterprise resource planning (ERP), product lifecycle management (PLM) and manufacturing execution system (MES) platforms,” Lavoie-Tremblay told Aviation Maintenance magazine. “For our clients, Pratt & Whitney offers a range of solutions from data services to expert analysis of engine operational data. With the data digitally connected and centralized, engineers can have significantly better visibility into performance and wear of parts, potentially increasing engine availability and optimization of maintenance operations.”
MTU’s progress into predictive engine maintenance has been incorporated into the MRO’s Engine Fleet Management (myEFM) and Engine Trend Monitoring (myETM) proprietary maintenance platforms. “Both of these services are available via our customer portal myMTU, which offers a range of additional applications supporting our customers’ operations and engine maintenance,” said Dr. Keller. “myEFM calculates optimal maintenance scenarios using a series of factors such as fleet composition, the engine’s health and operational environment, cost structures of the operator, parts availability, and others. With the help of AI-powered algorithms, we calculate the optimal timing and workscope for a shop visit, which thus reduces overall operating cost and maximizes on-wing time. Meanwhile, myETM is geared towards on-wing performance monitoring and predictive maintenance. Triggered maintenance actions can typically be performed by line maintenance crews, with help from MTU’s ON-SITEPlus service experts whenever our customers need specialized equipment or support.”
Pictured here is the tip of a borescope that is part of an AI-enabled Blade Inspection Tool (BIT). GE Aerospace technicians use this to inspect critical jet engine parts. The AI guides the selection of part images to help technicians perform faster, more accurate inspections. BIT can be anchored into position to capture images of items like the high-pressure turbine blades during an on-wing inspection. The BIT counts and indexes each blade as it rotates into view, enabling technicians to compare and measure what they’re seeing, determine whether a blade is serviceable or not, and troubleshoot potential issues. BIT has helped reduce processing time from 3 to 1.5 hours vs. a standard Borescope Inspection (BSI), the company says. GE Aeropace image.
GE Aerospace’s fleet support teams are currently moving from condition-based to predictive-based maintenance. According to the company, this shift is enabling faster turnaround times (TATs) and enhanced time-on-wing (TOW) for its fleet of 49K+ commercial engines currently in service.
“For the past ten-plus years, we have been developing and applying AI technologies with great impact to support this revolutionary shift,” said a GE Aerospace spokesperson. “Today, we’re seeing 60% earlier lead times for identifying predictive maintenance measures, a 45% increase in detection rates, and a reduction in the number of false alerts in half over the past decade. Additionally, we have been able to expand the number of conditions that can be monitored 24/7 on our engines with greater accuracy and consistency.”
GE Aerospace is providing MROs with advanced AI-enhanced predictive maintenance tools. These tools allow the MROs to forecast final work scopes and parts required for a repair months before an engine’s induction date. “It’s not unusual to see an escalation in the scope of work and what an engine ends up needing,” the spokesperson said. “Using AI, we’re able to foresee and plan for it so that our MRO shops are not caught off guard and don’t incur any undue delays in repairing and returning an engine to service.”
Long term, GE Aerospace is looking to enable the next big leap from predictive to more personalized maintenance, so that its MRO services can be tailored specifically to each airline customer’s fleet. “With the rapid advancements we’re seeing in AI and the development of a robust digital thread of data and analytics happening across our MRO value chain, we’re developing the fundamental building blocks required to set up this next shift,” said the spokesperson.
As for AERO CARE? According to Mihalache, her company supports predictive maintenance “by having in-stock parts ready to go, in my opinion, the biggest current problem is that the BER [beyond economical repair] rates are higher than ever and the risk of selling a unit to meet a TAT and then discovering it to be non-repairable is very high. As such, the shop visit of the engine gets delayed. Our approach to this problem is having an agreement with the repair shops for a shorter TAT which allows us to have a constant flow of parts. We are also trying, as much as possible, to keep modules in stock that we prefer to use as exchanges. It might end up a bit more expensive for the customer but the shorter turnaround time to have the engine back flying helps recoup the extra cost.”
Predictive Maintenance That Stands Out
Aviation maintenance is a multi-billion-dollar business, with many vendors competing for clients. This is why we asked the companies interviewed for this story what makes their predictive maintenance platforms stand out.
We started with the engine manufacturer P&W. “Using Pratt & Whitney EngineWise Data by ADEM (advanced diagnostics and engine monitoring), we manage our customers’ engine health and maintenance planning requirements, helping them achieve world-class reliability and controlled maintenance costs over the life of their engines,” said Lavoie-Tremblay. “Through these services, we deliver greater insights on maintenance planning requirements, superior reliability and controlled maintenance costs over the life of more than 11,000 in-service engines for more than 140 customers. We have invested significantly in upgrades to ADEM to improve our ability to efficiently capture, store and analyze data from multiple sources.”
Pratt & Whitney uses the Agile project development approach to collaborate, adapt and modify its service quickly to meet its customers’ needs and support their fleets. As a result, “customers now have instant, global access to state-of-the-art visualization and analytics, including full-flight data capabilities, from any desktop or mobile device,” Lavoie-Tremblay said. “With access to millions of data points per engine flight cycle, coupled with investments in data and analytical capabilities, we have improved our ability to get better insights into our engines’ as-flown behaviors and communicate recommended actions to our customers from a turnaround of weeks to hours, with access to near real-time flight data and state-of-the-art analytics. This plays a critical role in the optimization of engine removal forecasts and the customer’s fleet operational availability.”
As for MTU Maintenance? “What sets MTU Maintenance apart is its more than 45 years of MRO experience on all types of engines, which, thanks to increasing digitalization, we can feed into our optimization algorithms,” said Dr. Keller. “MTU Maintenance also draws upon technical knowledge and reinforces its MRO activities from OEM experience via our parent company MTU Aero Engines. The result is an unrivaled ability to tailor maintenance services to individual customer needs. Our tools and services are used by a wide range of customers. From small airlines that may need our specialized engineering support through myETM to large operators with hundreds of aircraft, which profit significantly from our holistic fleet management approach through myEFM.”
MTU’s engine trend monitoring (myETM) is an intelligent tool for predictive maintenance planning and condition-based engine maintenance. It measures and monitors important engine parameters during flight. The insights it gains, coupled with empirical data, allow MTU to identify and resolve the first signs of engine wear early on, the company says. MTU Aero Engines image.
From AERO CARE’s perspective, what sets them apart from the competition is this company’s focus on personalized customer service. “If we are talking about an airline, for example, we probably know details about the engine fleet and we expect a shop visit to happen in a certain quarter,” Mihalache said. “As such, we will have stock, ready to go, of the units we know are most impacted for that particular type of engine and area of operations. If we are talking about an MRO customer, we know the number of shop visits expected for a type of engine and we either hold stock or we propose consignment agreements, with preapproved prices, to make the process as seamless as possible. We are highly specialized in certain types of engines (CFM56 and CF6), and our experience helps to reduce TATs for our customers’ shop visits. For the lessors, we do our best to have in stock, ready to go, the so-called ‘hot parts’ to help them save time and get their assets back in the air as quickly as possible.”
What’s Next in Predictive Maintenance
What will be the “Next Big Things” in predictive engine maintenance, and when will they arrive? That’s a question we put to our experts. Here’s what they told us.
“Since predictive maintenance is not a new topic, there will likely be a steady evolution with increased capabilities, possibly accompanied by regulation that allows more flexible maintenance intervals on more and more parts,” said Dr. Keller. “AI will continue to be a useful tool and facilitate integration of diverse data sources to improve capabilities overall. We already have most of the tools and technologies ready, so I expect many future improvements to come from increased data availability and data sharing between operators and service providers.”
“Increasing the connectivity of our digital thread across the entire product life cycle will enable real-time visibility into our products, optimizing our speed to respond to, and even predict our customer needs,” Lavoie-Tremblay said. “We continue to build upon lessons learned, expand use cases and scale across the business to accelerate predictability and operational efficiency for our customers. As data quality is further refined and AI continues to advance, predictive maintenance models will move into the next phase to prescriptive and autonomous maintenance.”
“I think once all the records of aircraft engines are digital (not scanned) we will see a big change in how we interpret the data — and for sure AI will be the one helping us with the results,” said Mihalache. “For example, I think, just like in the medical field, results will be interpreted by the AI and tell us at part-out what non-repairable rate we can expect.”
All told, the impressive results delivered by predictive maintenance today will likely be significantly more exceptional and far-reaching as digital technology advances. Granted, we may never see the day where unexpected engine failures cease entirely, but we will be much, much closer to achieving that goal in the years to come.
With OEM supply chains strained, airlines and MROs are embracing FAA-approved PMA parts for cost, speed, and reliability — and the market is growing fast.
In 2023 and 2024, Aviation Maintenance’s annual report on PMA (Parts Manufacturer Approval) sales reported solid growth. This brings us to 2025: Is the PMA production industry — which provides FAA-approved third-party parts for Original Equipment Manufacturer (OEM) aircraft made by Airbus, Boeing, and others — still doing well? The answer is an unequivocal “Yes!”
Market Health
“The PMA market remains strong and continues to grow,” said John Benscheidt, president of Jet Parts Engineering. “Airlines globally recognize the value PMA brings in not just in cost savings, but in strengthening the supply chain with part availability. Over the past year, we’ve seen steady expansion from long-time PMA users and adoption from first-time customers who are turning to PMA out of necessity due to the challenges they’re having with the OEMs.”
John Benscheidt, Jet Parts Engineering
“We continue to see tailwinds in this market as more and more operators and MROs adopt PMA to shorten lead times, improve supply chain parts availability metrics, and reduce costs,” said Dennis Santare, Aviation Technical Services’ (ATS) senior vice president of component & engineering solutions. “This market is specifically driven by adoption and approvals — more of that will drive more consumption, along with the usual drivers like aircraft utilization and age, which are also favorable fundamentals for the market right now.”
Dennis Santare, Aviation Technical Services
More Than Just Price
Historically, airlines and other aircraft operators have purchased FAA-approved PMA parts because they offer the same quality as OEM parts, but usually at a lower price. This remains a factor in PMA sales today. “However, post-Covid, FAA-PMA parts development and usage has increased due to supply chain challenges for airlines, MROs and even OEMs looking for part availability solutions,” said Patrick Markham, vice president of HEICO Parts Group Technical Services. “Market conditions have increased demand for providing PMA solutions to our customers.”
Pat Markham, HEICO
How serious is the shortage of OEM parts? “Parts availability has been a key issue over the past three years,” replied Paul Bolton, president/COO of First Aviation Services. “As a result, we have seen customers who were historically OEM-centric change their perspective and open up to alternative solutions.” Rod Martinez, president of Aviation Component Solutions (ACS), added that “supply chain constraints continue to challenge the industry, but they’ve also created opportunities for companies like ours that can respond quickly and effectively.”
Paul Bolton, First Aviation Services
The bottom line: “Established PMA companies are aggressively developing new parts to help airlines and MROs strengthen the supply chain — particularly where OEMs cannot meet demand,” said Stewart Pope, owner of Fulcrum360. “Airlines that historically avoided PMA adoption are now being forced by supply chain shortages to explore it, often finding great success. So, while cost savings remain the primary reason for airlines to approve PMA use, parts availability is currently the biggest driver.”
Based on what the experts tell us, the “need for parts now!” is the dominant trend in the PMA market today. “Part availability is still the biggest driver of PMA adoption,” Benscheidt said. “While cost is always important, MROs and operators are increasingly prioritizing who can deliver a quality part now.”
Rod Martinez, Aviation Component Solutions
Rod Martinez agrees with Benscheidt’s assessment, but takes a bigger picture view. “The primary trend driving PMA parts adoption remains specific customer needs,” he explained. Yes, availability counts, but so does “the demand for faster lead times, consistent quality and competitive value.”
Meeting customer needs is the top trend at HEICO Parts Group Technical Services. In their case, “PMA development is mainly driven by our customers’ needs for fleet maintenance,” Markham said. “Our use of newer technologies, such as 3D printing, is lagging somewhat behind the OEMs, as we are providing solutions for parts that were designed and developed with older technology and manufacturing processes. Nevertheless, we continually investigate ways to adopt new technologies in design and development to improve our manufacturing lead times and reduce costs.”
Aviation Technical Services is certainly interested in the new technology trend, even if modern digital equipment is being employed to make legacy parts. “This is why our ATS engineering team recently invested in an Artec Leo wireless and AI-driven 3D scanners to enhance the processes surrounding both PMA development and our repair engineering offerings,” said Santare. “Using these scanners allows our engineers to travel to the customer’s facility and scan parts in real time that they are having issues with, in terms of affordability, reliability, and/or availability. Our engineering team also utilizes 3D FDM printing to validate our test and computation designs. We compare the 3D printed models of our PMA design to the OEM parts to ensure all details and dimensions are comparable.”
Jason Dickstein, MARPA
Materials research and application is a further trend driving the PMA industry. “I’m seeing a lot of older OEM parts that have corrosion issues being materially reengineered by PMA manufacturers,” noted Jason Dickstein, president of the Modification and Replacement Parts Association (MARPA). “Where it makes sense, PMA companies are developing new materials for these parts, even though these replacements obviously require test and computation approval by the FAA. That’s why these PMA companies are bringing in material science engineers to support those test and computation approval applications.”
Dickstein is seeing yet another trend in the PMA market, namely “cooperation between the OEM type certificate holders and PMA companies in the development of new PMAs,” he said. “It’s quietly always happened in the past, but now this OEM/PMA cooperation is becoming a little bit more public. Today, even engine OEMs are buying PMA parts to relieve their supply chain issues.”
The Tariff Factor
Given that the United States is charging tariffs on imported OEM parts, one would think that these charges are a boon for U.S. PMA manufacturers. And one would be right — and wrong as well.
On the “right” side of the equation, “tariffs on certain imported OEM parts have given U.S.-based PMA providers a relative pricing advantage in the domestic market,” said Benscheidt. “That said, PMA growth is still primarily driven by performance, reliability, cost, and lead-time advantages; tariffs are just an additional nudge for U.S. customers.”
“Imported Airbus OEM parts are getting hit with tariffs,” Dickstein told Aviation Maintenance magazine. “But even before tariffs, OEM Airbus parts were already more expensive than PMAs. So, for domestic U.S. purchasers, the tariffs just make these OEM parts even more expensive.”
On the “wrong” side of the equation, tariffs are affecting PMA providers who have a foot in the U.S. MRO sector. “First Aviation’s Piedmont Propulsion Systems propeller MRO facility has been most affected by tariffs as it services both GE Dowty (U.K.) and Collins-Ratier Figeac (France) propeller components,” Bolton said. “But as we also offer USA-produced alternative parts, we have been able to realize cost savings.”
Jason Dickstein, who leads MARPA, says cooperation between the OEM type certificate holders and PMA companies in the development of new PMAs has quietly always happened, but now this OEM/PMA cooperation is becoming a little bit more public. ACS image.
“Like every industry, the situation with tariffs has been very dynamic and we are working through it,” said Markham. “Fortunately for HEICO, a majority of our suppliers are U.S.-based; however, a small percentage of the raw materials and components used in the manufacturing of our parts may be affected by tariffs. Equally fortunately, our sales have been robust throughout the market both domestically and internationally, and maintaining a price advantage over OEMs has always been a key factor in PMA growth.”
As for ATS? The company has not experienced any tariff impacts related to its PMA business. “This is because the majority of our current customers are U.S. airlines and most of our supply chain sits inside of the U.S. as well,” Santare said. “However, we are increasing the number of exports we do as foreign carriers adopt more and more PMA parts, so tariffs in other countries will become an inevitable challenge for us.”
Finally, tariffs have had a general impact on sales in the aviation maintenance space, and not necessarily for the better. “The most notable impact has been a shift in buying behavior — driven less by the direct cost of tariffs and more by the uncertainty they create,” said Martinez. “We believe the aerospace industry is resilient and global enough that the long-term impact of tariffs will remain limited. That said, we are continuing to monitor the situation closely and are always ready to support customers who need stable, cost-effective alternatives.”
Poised for Growth
Tariffs notwithstanding, the global PMA market seems poised for continued growth. This is because the combination of PMA parts’ lower prices and better availability make them irresistible to a growing number of aviation customers.
“ATS has continued to invest in its PMA business since its 2015 inception and has seen growth from all the U.S. airline majors,” said Santare. “We have also seen consistent growth internationally with PMA approvals from airlines in Asia, Europe, the U.K., and Latin America. As well, we see a lot of growth coming from non-critical parts that are under-supported by others in the supply chain. For example, brackets, wear surfaces, hinges, and other hardware receive very little attention, yet those parts could keep an aircraft waiting in the same way it might wait for an engine or landing gear. We also see a lot of demand for doors and panels that are difficult to obtain from other sources.”
“ACS continues to see strong growth potential in North and South America, as well as in China, where demand for alternative solutions is rising in response to both cost and supply chain challenges,” Martinez said. “From our vantage point, the PMA market is evolving and growing — not shrinking. Many regions/customers are at the beginning of the PMA adoption cycle, motivated by the great examples of PMA parts usage by the large U.S./EU carriers and MROs.”
As for where the PMA parts makers will be selling to? “I believe we’ll see continued growth in legacy fleets and their critical parts, as OEMs move forward to next-generation support,” replied Bolton. “As well, since the deliveries of new aircraft have slowed, older aircraft have to fly longer — and that’s good news for us.”
HEICO’s Pat Markham says new aircraft delivery delays have forced airlines to keep older fleets in service longer. These delays have given some of the mid-life fleets an extra maintenance cycle. HEICO image.
“In the normal evolution of airline fleets, the PMA market tends to focus on the mid-life to mature aircraft,” Markham agreed. “However, new aircraft delivery delays have forced airlines to keep older fleets in service longer. These delays have given some of the mid-life fleets an extra maintenance cycle. These extra cycles are creating an overlap of the current fleet with the newer aircraft, allowing the PMA community a smoother transition into the newer fleets.”
John Benscheidt is optimistic about PMA sales opportunities on both sides of the airlines’ fleets. “Growth potential exists in both older and newer aircraft platforms,” he declared. “OEM production backlogs are extending the operational life of older fleets, and durability issues on some newer platforms are accelerating PMA opportunities there as well. Commonality between generations (such as A320ceo and A320neo) extends the market window even further.
Contraction will likely occur where aircraft are being retired in large numbers with limited interchangeability, but most of these larger fleet shifts already occurred during Covid. Overall, we expect growth to outpace any losses.”
The Future Looks Promising
Taken as a whole, the market forces that are boosting the PMA industry today seem likely to keep bolstering its fortunes into the future.
Beyond factors such as price and availability, the industry’s improved customer research has made a positive difference. “There was a point in time when PMA companies would design a part and then go out and find customers for it,” mused Dickstein. “That still happens, but the PMA business model has since shifted to asking customers about which parts they want to see developed, and then doing it.”
This approach is certainly endorsed by HEICO. “By working closely with our diverse customer base, new product lines are being identified based upon their fleet-specific wants and needs,” Markham said. “This has been a decades-long, proven process of developing new parts and expanding our product portfolio.”
PMA manufacturers truly work together to provide alternative solutions to customers’ problems. To achieve this goal, “we come together multiple times a year through conferences hosted by MARPA to discuss idea generation and process change to give customers options when the OEM solution is not available to them due to availability, cost, and lead time,” said Santare. “We see an opportunity for PMA providers to collaborate on bringing a wider array of technologies to market for the airlines, rather than just operating inside individual ‘sweet spots’.”
As well, ATS has enhanced its internal IDEA program that encourages ATS team members (“mainly our wonderful mechanics and technicians”) to suggest parts for PMA manufacture to our engineering team. “If the part is approved by the FAA, the employee receives a bonus check from our company,” Santare said. “Next year, we are rolling out a program enhancement where employees would get an additional bonus if the part becomes an important part of the supply chain for our customers.”
Over at ACS, “we’re focused on building upon our current product catalog by expanding into part numbers that align with current fleet mix, ATA chapters and Next Higher Assemblies already in our portfolio,” said Martinez. “We’re also continuing to strengthen our customer relationships. Being the first to understand their stock requirements, upcoming contracts and day-to-day problems gives us a competitive edge in an increasingly complex environment. Finally, as supply chain disruptions persist, we’ve found that parts availability drives the customer’s buying decision-making. We’re leaning into this need by optimizing our inventory planning and expanding our eCommerce capabilities to get parts into customers’ hands faster.”
Clearly, PMA parts are becoming more and more common in OEM aircraft. So just how far can this trend go? “While it is unlikely that an entire aircraft will be built using 100% PMA parts, HEICO parts are used in almost every ATA chapter,” Markham said. “There are many LRUs where every or almost every replaceable part has a HEICO PMA approved label on it.”
“ATS believes that there are areas of the aircraft where, like automobiles, you could theoretically see 30-50% penetration by PMA,” said Santare. “There are also areas of the aircraft that are not likely PMA targets within the life cycle of that aircraft type. Many parts of a typical aircraft either remain available for long portions of the life cycle, generate little demand, or are so low cost that PMA does not make sense.
“As for an all-PMA aircraft? It’s unlikely from a regulatory and economic sense,” concluded Benscheidt. “PMA works best as a complementary strategy, targeting parts where we can deliver clear advantages in cost, lead time, and performance. That’s where the industry will continue to be focused.”
Jet Parts Engineering’s John Benscheidt says growth potential for PMA parts exists in both older and newer aircraft platforms and expects growth to outpace any losses to fleet retirements. Jet Parts Engineering image.
A conversation with Gilles Mercier, CEO of Barfield.
Barfield is celebrating its 80th anniversary as a company. Acquired in 2014 by Air France KLM Engineering & Maintenance, the company has grown into a now world-leading multi-product aviation maintenance provider with over 500 customers and supporting nearly 250 aircraft globally. Its services include MRO (maintenance, repair, and overhaul), ground support test equipment (GSTE), distribution, rotable and trading, and drones.
Gilles Mercier, Barfield CEO
We sat down with Gilles Mercier, CEO of Barfield, to discuss the company’s legacy, current challenges in the aviation industry, and his outlook on the future of aviation maintenance.
Aviation Maintenance: It’s my understanding that Barfield is celebrating their 80th anniversary. Can you provide an overview of the company, its history, and where it’s at today in the aviation industry?
Gilles Mercier: Barfield has been a trusted name in aviation for 80 years now. Mr. James Barfield founded the company as an electronic shop in 1945 with a group of fellow veterans. Remarkably, we still operate in the same building where it all began, near the airport.
Over the decades, Barfield evolved into a key player in the MRO sector, distribution, and ground support test equipment. Today, as part of the Air France KLM Group, we serve airlines, MROs, original equipment manufacturers (OEMs), and military customers together with helicopter and general aviation operators.
We operate from four locations: Miami where we also have our headquarters; Precision Electronics in Atlanta; Phoenix, Arizona; and Louisville, Kentucky.
Aviation Maintenance: From your perspective, what are some of the challenges that you see in the aviation industry and specifically with your customers and prospects who seek out your services?
Mercier: The industry is constantly evolving. Right now, our customers are facing significant supply chain disruptions and are looking to reduce operating costs.
There is also a shortage of skilled labor. Many technicians retired after Covid and more retirement looms in the next years, and the demand for qualified technicians is growing. This labor gap is a major concern for the overall industry.
In addition, airlines are integrating newer aircraft while still operating older models, which creates complexity in maintenance strategies.
Aviation Maintenance: Looking forward, how stable do you feel the supply chain is for aviation maintenance in general and what are some of the risks you see on the horizon? How has Barfield approached this facet of the aviation industry?
Mercier: The supply chain remains fragile, though it’s improving year over year. Lead times are unpredictable, and parts availability can be affected by obsolescence or shifts in demand.
At Barfield we have built strong relationships with our suppliers and OEMs. We provide them with clear visibility into our needs, which helps with inventory planning and reduces disruptions. Since Covid, we’ve invested heavily in this approach. Our team of talented engineers also plays a critical role in developing solutions for our airlines and partners when challenges arise.
Aviation Maintenance: Looking forward 3-5 years, what will the aviation maintenance industry look like and be challenged with?
Mercier: Training and retention are critical not only for Barfield, but for the entire industry. Aviation demands high standards and strict processes, and you can’t train someone overnight.
We focus on knowledge transfer at Barfield. We pair younger team members with more experienced employees to ensure continuity and prepare for the future.
Aviation Maintenance: What do you feel is key to success in the aviation industry and are there any stories you can tell that demonstrate such success?
Mercier: I can only speak from my 17 years in the industry. I’ve learned that success hinges on reliability and relationships. You must do what you say and say what you do. Aviation is global, but it’s also a tight-knit community of highly skilled professionals.
One story that stands out to me is from the Covid period. With travel restrictions in place, we wanted to maintain our connection with customers. So, our team created a cookbook featuring recipes from Barfield team members. Each recipe was prefaced by a personal story explaining its special meaning and connection to their families. We sent the cookbooks to our customers as a gift, and it was so well received that we now publish one annually. One customer even asked if they could replicate the idea for their own company and we happily agreed.
I’m proud to be part of Barfield’s journey. The company wouldn’t exist without our team members, some of whom worked directly with Mr. Barfield many years ago. As we welcome new talent into the company, we remain committed to our values and legacy. We maintain our strong relationships with our customers and partners, and our team is looking forward to serving the aviation community for the next 80 years.
Barfield headquarters is located in Miami, Florida. Barfield images.
The aviation maintenance industry stands at a particular juncture where traditional hands-on expertise meets ever-evolving digital technology. As aircraft systems become increasingly sophisticated and maintenance operations integrate artificial intelligence, predictive analytics, and automated monitoring systems, the human element remains both the most important asset and ultimate decision maker.
Human factors in aviation maintenance have evolved far beyond the foundational concerns of tool management and procedural compliance. Today’s maintenance technicians must navigate a hybrid cognitive landscape where physical dexterity intersects with data interpretation, where experience-based intuition must coexist with algorithm-generated recommendations, and where fatigue management requires both technological sophistication and fundamental human awareness.
The integration of fatigue risk management systems (FRMS) within safety management systems (SMS) represents a paradigm shift towards a predictive safety culture. Simultaneously, the emergence of AI-powered predictive maintenance systems challenges technicians to become interpreters of probabilistic data while maintaining their critical role as decision makers in complex, high-stakes environments.
This convergence of human capability and technological advancement creates new opportunities for safety and efficiency, yet it also introduces cognitive challenges that can have profound implications for aviation safety. Understanding how cognitive biases influence the adoption of AI systems, how shifting workloads affect mental processing, and how automated tools can either support or undermine human judgment is becoming essential for maintenance organizations.
In this feature, we examine these critical intersections, drawing insights from industry experts to illustrate both the promise and the pitfalls of current technological evolutions.
FRMS, SMS, and Technology-Based Fatigue Monitoring
Automated FRMSs are designed to integrate with an organization’s SMS, according to Michael Parrish, president of Elliott Aviation. “They can provide information that helps make better planning and staffing decisions within a safety framework. They use data and science to help predict and manage fatigue risk, but they do not replace human judgment,” he says. “Fatigue management is ultimately aimed at ensuring the safety and effectiveness of teams. If automated tools can help achieve this goal without adding unnecessary burden, they are worth exploring as part of an overall safety strategy.”
Michael Parrish, Elliott Aviation
Dr. Antonio Cortés of GMR Human Performance affirms that FRMS seek to prevent one of the most basic factors and causes of human error, i.e., the significant impairment of human performance once a certain level of fatigue has been exceeded. “We know that fatigue directly impacts many of our personal actions, such as increasing the risk of cognitive fixation, sometimes referred to as channelled attention or tunnelling, or distraction. It is no surprise, then, that FRMS are promoted by EASA, FAA, and ICAO, among other agencies. A good FRMS will address the main causes of fatigue, which are sleep loss, circadian misalignment and workload. By integrating fatigue monitoring as a key component of hazard identification and risk assessment into the SMS’ systematic safety processes, better performance is achieved,” he says. “It is like enhancing our efforts. Furthermore, such anti-fatigue interventions should not be performed only at the technician or inspector level. They require teamwork, close collaboration, and a coordinated approach, many of which should already be present with a good SMS. By integrating this commitment into an SMS, one should aim to also benefit from the established identity protection measures that help foster a Just Culture and encourage voluntary reporting of fatigue-related safety issues.”
Dr. Antonio Cortés, GMR Human Performance
An FRMS integrated into existing SMS hazard reporting and corrective action processes, rather than being treated as a standalone initiative, fosters overall safety improvements by learning from fatigue alerts, according to Dr. Cortés. “A technician once told me about his wife, a software engineer, who was working herself to the bone and found herself with five days of extra work due to a single typo. In her exhaustion, she had typed the letter ‘O’ instead of the number ‘0.’ This is exactly the kind of error an FRMS should help us avoid — small oversights that become major headaches when fatigue is left unchecked,” he points out. “How would FRMS handle such a situation, if it were self-reported by the individual, if it were managed autonomously, outside of an SMS? Would the system find a Just Culture solution?”
More sophisticated FRMSs can leverage machine learning algorithms to monitor work cycles, circadian rhythms, weather impacts, and even data from wearable sensors to estimate fatigue levels, observes Dr. Cortés. “Such a system can even predict a high fatigue window, recommend postponing non-critical inspections, and assign a second technician in such cases. This growing sophistication and use of technology in FRMSs is also occurring in SMS,” he says. “However, low-tech approaches guided by human factors principles should not be overlooked. These approaches can include developing policies for work-rest scheduling practices and promoting healthy habits that become almost automatic, such as listing and verifying steps on a checklist to avoid overlooking an indication or condition, maintaining hydration, double-checking work, or learning to detect mutual fatigue symptoms using a ‘buddy’ system.”
Jonathan Huff, TeamViewer
Automated fatigue risk management belongs inside the SMS as an enabler, not as a parallel system, according to Jonathan Huff, senior solutions engineer at TeamViewer. “When paired with TeamViewer Frontline’s augmented reality (AR)-enabled workflows, fatigue-related signals become contextual, actionable inputs that strengthen the SMS’ core pillars: hazard identification, risk assessment, mitigation, assurance and promotion of a just safety culture,” he says. “When fatigue monitoring is implemented through an AR-native platform like TeamViewer Frontline, it becomes a practical safety layer: earlier detection, clearer mitigations, and objective records that support continuous improvement — provided design respects human factors, preserves worker control and avoids creating new cognitive or administrative burdens.”
TeamViewer says it connects people and technology through AR-powered workflows that transform maintenance, training and aviation operations into a more efficient digital workplace. TeamViewer image.
Human factors principles should guide the implementation of technology-based fatigue monitoring to avoid creating additional stressors, including prioritizing situational fit and minimal interruption, affirms Huff. “AR prompts and fatigue alerts should be designed so they appear only when relevant to the task phase, and present concise, actionable guidance rather than lengthy diagnostics. Head-mounted displays and voice control should be used to keep technicians focused on the physical task and reduce the cognitive cost of shifting attention,” he says. “Technicians should be allowed to acknowledge an alert, request a remote expert, or follow a defined mitigative workflow rather than enforcing a one-size-fits-all lockout. Using TeamViewer Frontline’s guided workflows in training, workers experience the fatigue-mitigation workflows in low-risk settings before relying on them in service. Lastly, routine follow-ups and reporting should be automated to avoid increasing administrative workload, and TeamViewer Frontline dashboards should be used to make organizational risk visible without manual collation.”
Human factors considerations must evolve alongside technological capabilities. The goal is not to eliminate human judgment but to enhance it through structured verification processes, collaborative interfaces and escalation protocols that honor both algorithmic insights and experiential wisdom.
Human factors initiatives not directly related to fatigue prevention also help prevent fatigue-related errors, such as automatic toolboxes that alert about tool shortages at the end of the shift, according to Dr. Cortés. “The more one invests in raising awareness of how it is not possible to simply ‘tackle fatigue’ with force, and the more one learns about maintenance resource management (MRM) procedures and habits to fatigue-proof tasks, the fewer unwanted maintenance events one will experience,” he says. “The current SMS framework can be leveraged for FRMS purposes by defining policies, identifying and managing fatigue-related risks, measuring these factors as part of safety assurance and promoting awareness that fatigue can be lethal.”
Cognitive Workload Changing and Digital System Interaction
Parrish points out that with the rise of technology in maintenance processes, the cognitive workload for technicians is changing. “Traditional maintenance relied largely on manual skills and experience, while today’s work often involves interacting with digital systems, troubleshooting software and interpreting data, in addition to hands-on tasks. This requires technicians to span different types of thinking. They must move from physical, task-based work to analyzing information and making decisions based on technology reports. To adapt, we focus on training, soft skills, and providing teams with the tools they need to gain confidence in using new systems,” he says. “The goal is to ensure that technology supports our technicians rather than creating unnecessary complexity. By providing clear procedures, ongoing training, and access to resources, we help our teams manage these transitions effectively while maintaining the high standards of safety and quality our customers expect.”
Dr. Phillip Jasper, J.S. Held
According to Dr. Phillip Jasper, principal on the Human Factors and User Research team at J.S. Held, the current transformation in cognitive workload introduces dual task demands, requiring technicians to seamlessly transition from hands-on, mechanical work to interacting with digital interfaces. “This cognitive switching can lead to increased task fragmentation, increased mental workload, and workflow disruptions. That said, not all impacts are cause for concern, as well-designed automated systems can significantly increase efficiency and ease technicians’ workload by taking responsibility for routine tasks, allowing them to focus exclusively on those that truly require their attention. Conversely, poorly designed systems often require constant input or supervision, further increasing technicians’ workload rather than alleviating it,” he says. “Adapting to these changes requires thoughtful interface design; for example, minimizing cognitive load through intuitive layouts, as well as training that reflects real-world task transitions. Simulation-based training or hands-on scenario exercises that include both digital and manual transitions can help crews develop the mental models needed to operate confidently in hybrid workflows.”
AR-assisted maintenance does not eliminate cognitive work, but it redistributes and refines it, according to Huff. “A TeamViewer Frontline’s peculiarity is that it shifts routine information handling away from fragile human memory while preserving the technician’s role as the critical decision maker. With thoughtful training, interface design, and governance, teams can reduce unnecessary cognitive switching, improve throughput, and raise safety and quality simultaneously,” he says.
AI-Powered Predictive Maintenance
AI-based predictive maintenance has the potential to improve efficiency by predicting and reporting problems before they occur, Dr. Jasper affirms. “However, these systems shift the technician’s role from problem solver to interpreter of probabilistic data, a cognitively different task. One of the primary challenges of human factors in this context is understanding uncertainty,” he says. “AI systems often provide probabilities or confidence levels, which technicians must translate into actionable decisions. Another challenge is overconfidence and under confidence. If AI predictions are accepted without thorough analysis, critical issues may go undetected or, conversely, ignored due to scepticism. Finally, alert fatigue, a well-known challenge that human factors scientists have been discussing for decades, can desensitize users to frequent and ineffective alerts, similar to the problems observed in cockpit warning systems.”
AI-powered predictive maintenance systems reduce the mental burden on users by automating data analysis, detecting faults early, simplifying interfaces, and offloading routine decisions, affirms Huff. “However, risks include overreliance on AI, diminished user skills, reduced trust under cognitive overload, and increased mental strain from poorly designed interfaces,” he says.
Dr. Cortés believes that too often, when referring to human factors, there is a tendency to discuss obvious and complex topics, like distractions and communication breakdowns, without realizing that there are many smaller, subtle effects that impact human performance in unexpected but significant ways. “For example, the thinking biases all humans have influence the adoption and use of AI-based predictive maintenance systems for decision making. Biases are sometimes difficult to understand, but they can influence human thinking in ways that silently have a significant impact, especially if one’s own biases begin to feed back into oneself,” he says. “Many people find it flashy to talk about artificial intelligence, the incredible practical insights AI can generate in maintenance, or about how it helps anticipate problems while simultaneously improving safety, reliability, and operational efficiency. But AI proponents themselves often shy away from discussing data, as such conversations lack the brilliance of AI.”
If the goal is to have reliable AI, whether for predictive maintenance or other processes, there must first be a discussion on data quality and completeness, affirms Dr. Cortés. “For AI-based systems, data is essentially the fuel of the system. Poor data quality or an incomplete amount of data can produce inaccurate AI output. This explains the growing emphasis, rightfully so, with the ‘certified data’ that fuels AI systems. Predictive excellence depends on data quality,” he says. “There is a tendency to overlook the quality and completeness of data when talking about AI. Humans are naturally drawn to new and exciting ideas, a tendency some call ‘novelty bias’. There is a predisposition to be captivated by the new and shiny, to the detriment of familiar fundamentals. Furthermore, humans fall prey to the availability heuristic, judging importance based on what comes to mind first. Because AI success stories are everywhere, one can overestimate the true effectiveness of AI and pay less attention to hidden factors. Humans may also fall victim to an overconfidence bias, which leads to overestimate the reliability of data and AI systems.”
To address current challenges, AI system design should promote transparency, while maintenance organizations may consider investing in training that teaches not only how to use AI but also how to think in concert with it, according to Dr. Jasper. “This builds appropriate trust and preserves the technician’s critical thinking role. However, caution is needed, as AI is not yet sufficiently advanced to serve as a completely reliable tool for detecting fatigue or other cognitive states,” he says. “More research is needed before we can accurately measure the complex processes of the human brain, let alone rely on AI to interpret that information or generate recommendations based solely on its inputs.”
Cognitive Bias and Over-Reliance Issues
When working with AI-generated recommendations, one of the challenges is the potential risk of cognitive bias, observes Parrish. “Technicians may become overly reliant on the system, assuming its recommendations are always correct, or they may underestimate valuable information if it conflicts with their own experience. Confirmation bias and automation bias are common examples that can influence the decision-making process. Balancing human expertise with system recommendations requires a structured approach,” he says. “Technicians should be trained to critically evaluate data and use AI insights as one input among many. Clear procedures, cross-checks, and open communication help ensure that human judgment remains central, especially when recommendations conflict with practical experience. The key is to view technology as a tool to enhance the decision-making process, not replace it, so that safety and quality remain the top priorities.”
Huff illustrates some other cognitive biases which may be observed when working with AI systems. “The anchoring bias occurs when AI recommendations ‘anchor’ a user’s thinking, making it harder to consider alternative options. The authority bias is when users treat AI systems as authoritative, leading to blind trust in outputs. The framing effect is when the way AI presents information influences decisions, even if the underlying data is the same,” he says. “By fostering collaboration rather than competition between AI and human expertise, organizations can unlock the full potential of predictive maintenance while minimizing errors and maximizing trust. AI excels at pattern recognition and data crunching, but it lacks contextual intelligence, i.e., the ability to understand why a machine might behave differently in a specific environment or under unusual conditions. Human experts bring intuition, experience and adaptability that AI simply cannot replicate.”
According to Dr. Jasper, organizations should design collaboratively. “Interfaces should present AI data in a way that supports human reasoning; for example, highlighting the reason why a particular prediction was made. Organizations may also consider establishing escalation protocols so that, when AI recommendations conflict with expert judgment, there is a clear and structured way to resolve the discrepancies without fear of repercussions,” he says. “Ultimately, the goal is to create human-AI teams, where each supports the other’s strengths, so that AI provides speed and scalability, while humans contribute context, experience and judgment.”
Summing Up
The future of aviation maintenance lies not in choosing between human expertise and technological capability, but in converging towards their optimal integration. The most significant advances in maintenance safety and efficiency emerge when sophisticated systems enhance rather than replace human judgment, when fatigue management combines scientific rigor with practical awareness, and when cognitive biases are acknowledged and addressed rather than ignored.
The implementation of comprehensive FRMS within existing SMS frameworks demonstrates that effective safety management requires both systematic processes and cultural commitment. Technology can predict fatigue windows and recommend staffing adjustments, but the cultivation of Just Culture principles and voluntary reporting mechanisms depends fundamentally on human leadership and organizational values. The most advanced monitoring systems remain ineffective without the human factors foundation that encourages open communication about safety concerns.
Similarly, the promise of AI-powered predictive maintenance systems will only be realized when organizations invest equally in data quality and the training of human operators. The cognitive shift from problem solver to data interpreter represents a fundamental transformation in the maintenance technician’s role, one that requires thoughtful interface design, comprehensive training programs and the development of new models for hybrid workflows. The recognition that data quality has cornerstone importance underscores that technological advancement must be grounded in meticulous attention to foundational elements.
Perhaps most critically, the challenge of cognitive biases, from automation bias to confirmation bias, reveals that human factors considerations must evolve alongside technological capabilities. The goal is not to eliminate human judgment but to enhance it through structured verification processes, collaborative interfaces and escalation protocols that honor both algorithmic insights and experiential wisdom.
Moving forward, maintenance organizations that embrace this integrated approach will find themselves better positioned to navigate the increasing complexity of modern systems. By fostering human-AI teams where each element supports the other’s strengths, these organizations can achieve the dual objectives of enhanced safety and efficiency while maintaining the human-centred focus that has always been the main asset of aviation safety.
The path ahead demands investment in the more challenging but ultimately more rewarding work of optimizing human-technology partnerships. In this endeavor, the maintenance technician remains what they have always been: a guardian of flight safety, now equipped with predictive tools to fulfill this critical role.
A critical enabler of aviation, composite repair ensures continued airworthiness and aircraft reliability.
Composite materials offer the aerospace industry many benefits because they are stronger, lighter and more durable than metals like aluminum for many components and applications. These materials’ repair is a vital part of maintaining today’s aircraft. With their increasing use in airframes, control surfaces, nacelles and interiors, the ability to repair rather than replace them helps operators reduce costs, minimize downtime and extend the service life of critical structures, while ensuring safety and regulatory compliance.
Nick McDonald, Evans Composites
“Composite repair is the unsung backbone of the aviation industry,” says Nick McDonald, vice president and general manager of Evans Composites, Mansfield, Texas. “As fleets age and shift increasingly toward composite materials, its role has become indispensable. At its core, composite repair ensures that the external components of every aircraft remain safe, reliable and airworthy.”
Sunny Mirchandani, HAECO
Sunny Mirchandani, general manager at HAECO Composite Services, Greensboro, North Carolina, explains that, “Composite materials now account for more than half of the structure in advanced aircraft such as the Boeing 787 and Airbus A350 …making it a critical enabler of modern aviation. Effective repair solutions are essential not only to restore structural integrity after damage but also to ensure the continued airworthiness and reliability of these aircraft throughout their life cycle. By maintaining safety standards while minimizing downtime and cost, composite repair supports both operational efficiency and the long-term sustainability of the aerospace industry.”
Repair Techniques
While there are different composite repair procedures, each has the basic function of restoring a part’s structural performance, aerodynamic smoothness and safety certification.
Nick Weber, EXECUJET MRO Services
Composite cosmetic repairs are used when the integrity of a part is not affected by the damage. “Cosmetic repairs address surface scratches, paint or erosion without affecting structural integrity,” says Nick Weber, regional vice president of Middle East, EXECUJET MRO Services, Johannesburg, South Africa.
Kyle Shoemaker, Coltala Aerospace
Scarf repairs remove damaged material and tapers the edges to bond in new composite layers. “[This] provides structural integrity and restores aerodynamic shape,” says Kyle Shoemaker, director of marketing at Coltala Aerospace, Mansfield, Texas. “Bolted/bonded patch repairs add a composite or metallic patch over the damaged area using fasteners or adhesive. [This] provides strength quickly but may not be as aerodynamic.”
François Fermaut, Vallair
Wet layup repair is a practical solution for less structurally demanding applications or field-level repairs. “Resin injections fill damaged areas with resin under pressure, or a flush plug patch by removing the damaged section and filling the hole with adhesive material,” says François Fermaut, aerostructures operations director at Vallair. “This also includes some temporary wet layup repairs performed on the aircraft through the installation of composite layers impregnated with resin and cured under a vacuum bag with a hot bonding system.”
Patrick Meyer, STS Aviation Services
“Wet layup involves saturating dry fiber material, typically fiberglass or carbon fiber, with resin, layering it to restore strength and then curing it under controlled conditions,” adds Patrick Meyer, senior vice president and general manager at STS Aviation Services, Shannon, Ireland.
The taper scarf repair technique for composite structures is where a tapered cavity is machined into the damaged area, replacing the damaged material and providing a large, gradual surface area for bonding a new patch. This technique creates a joint with uniform shear properties, restoring the damaged composite structure to its designed strength and avoiding the need for external, bolted patches. Abaris image.
In contrast to wet layup repair, pre-preg repairs use fabric pre-impregnated with resin, requiring controlled temperature and pressure — typically through an autoclave or heat blanket — to cure. “This method offers greater consistency and strength, making it the preferred choice for load-bearing or primary structures,” Mirchandani says. “While both techniques aim to restore structural performance and airworthiness, the selection depends on the criticality of the component, repair environment and operational requirements.”
“Core replacement focuses on damaged honeycomb or foam structures, which is crushed or moisture-contaminated,” Meyer says. “The damaged core is removed and replaced before being sealed with new plies. Vacuum bagging is often used with wet layup and core replacement techniques to eliminate air pockets and excess resin, while controlled heat application ensures uniform curing and a stronger bond. The end goal is always the same: restore the original strength, rigidity and aerodynamic profile of the component.”
Difficult to Repair
Some composites are more difficult to repair than others. And, any structures with complex geometries or limited access will be a challenging repair. This includes, “Structures that have integrated (molded) stiffeners such as stringers in composite wing skin and fuselage designs,” says Louis C. Dorworth, direct services manager at Abaris Training Resources Inc., Sparks, Nevada. “These are susceptible to high energy, wide area, blunt impact (HEWABI) damage from ground vehicles and other overloading situations, and are hard to detect, inspect and repair. On a smaller scale, parts and structures with compound contoured, aerodynamic requirements can be challenging and often require localized tooling to maintain surfaces.”
Meyer explains that large structural components such as fuselage sections, wing skins or internal load-bearing members are particularly challenging because they cannot always be removed from the aircraft. “In those cases, repairs must be performed in situ, often in less-than-ideal environments compared to a clean workshop. This creates added challenges for quality control, health and safety, and environmental conditions like dust, temperature and humidity, all of which directly affect repair outcomes.”
At Vallair, Fermaut has witnessed three problematic composite repair scenarios:
• The position of the damage. When Vallair technicians need to repair the lower skin of the fly control, it’s not always evident how to properly install the repair patch and the vacuum bag due to gravity.
• The shape of the part to be repaired. If the surface is not flat, the part needs to be removed and Vallair needs to perform some local tooling to support the material during curing process mainly for the belly fairing and radomes.
• The nacelle parts — the composite is exposed to lots of stress, environmental or heat damage. For those units Vallair teams normally need to remove them from the aircraft and send to the shop to perform the defect analyses and repair to the correct condition.
Weber agrees that composite repairs are more challenging on curved or complex geometries like winglets, nacelles and radomes because achieving correct ply orientation, surface preparation and vacuum bagging can be technically demanding. “Large, bonded structures, such as fuselage skins, can also be difficult due to access, repair size and the need for precise curing conditions.”
Bag (a vacuum bag) and bonder (a hot bonder device) are components of a hot bonding process, where the vacuum bag seals the repair area, and the hot bonder applies precise heat and vacuum to cure adhesive or resin, ensuring proper compaction, bond strength and restoration of structural integrity to the composite structure. Abaris image.
Composite Repair Evolution
In the last five years, Fermaut says Vallair has increased non-destructive testing (NDT) during composite repairs, at different stages including initial inspection and/or final check. Even if they still use visual and TAP test methods to find disbanding in a sandwich structure, the use of thermographic or ultrasonic inspection is now a key factor. “This process gives us a clear understanding of the condition of the part and we can perform a clear mapping of the damage. In the MRO repair environment, Vallair can see improvements at all stages of a repair. During inspection, advanced NDT methods produce a correct mapping of the damage. During the repair itself new scarfing tools ensure repeatable and accurate repair geometries. During the curing system portable hot bonding systems [have improved]. And there has been improvement of the repair material itself: adhesive and resin.”
Composite repair sophistication has advanced significantly via artificial intelligence, machine learning and advanced software tools. Collectively, these technologies are slowly transforming composite repair from a highly manual craft into a more data-driven, precise and predictive discipline, ultimately improving safety, efficiency and sustainability in aviation maintenance.
“At its core, AI involves creating algorithms and models that can analyze data, identify patterns and make decisions based on that analysis,” Mirchandani says. “Without quality data, AI models are ineffective. AI adoption for composite repairs would require an AI database of repairs. For this to happen, many MROs, operators and OEMs would need to foster collaboration and promote transparency to contribute repair-data as a source for AI database. Composite repairs are a special skill and require process, materials and tools that are often of competitive advantage and an IP of the organization. There has been adoption of AI and machine learning (ML) and NDT where AI can identify and characterize damage (e.g., delamination, impact cracks) far more consistently than the human eye, thus reducing inspection time and eliminating technician subjectivity.”
ML algorithms can analyze large datasets from previous repairs and inspections, helping refine repair strategies and forecast material behavior. It supports continuous improvement by studying thousands of repair outcomes, refining processes and recommending more efficient repair schemes.
McDonald has witnessed the development of complex composite 3-D printing of aircraft components. He says it allows for the production of hard-to-find components at cheaper prices and in some cases higher durability. Also, “A major improvement in our shop is the use of a new cloud-based ERP allowing our technicians to have their data with them when they need it and not having to waste time returning to a workstation.”
“Advances in NDI methods and equipment continue to make inspection easier and more precise,” Dorworth says. “A technician can do the inspection on the part, on the aircraft, and consult in real time virtually with an offsite ASNT Level III engineer to best understand the damage assessment prior to and after damage removal and repair.”
Advanced NDT methods produce more accurate mapping of the damage, new scarfing tools ensure repeatable and accurate repair geometries and portable hot bonding systems have improved, according to Vallair’s Francois Fermaut. Abaris image.
New technologies such as Smart Susceptor heat systems are finding their way into procedures. This equipment plays an active role in heat distribution over the repair area by reducing heat to hotter areas while continuing to heat cooler areas. Dorworth says it helps compensate for underlying heatsinks such as frames and stringers. “Other innovations such as using double vacuum debulk (DVD) processing for near autoclave quality patches to embedded heat sensors, surface-tolerant repair resins and other emerging technologies continue to enhance aviation composite repairs moving forward.”
Into the Cloud
Cloud-based and internal digital platforms, along with hand-held tablets or cell phones allow the technician/mechanic direct access to instructions, drawings, specifications and serialized record-keeping programs where step-by-step photo documentation can be stored. Weber explains that because of cloud testing, remote monitoring, and sharing of repair and curing data allows OEMs and operators to verify repair compliance in real time, enhancing traceability and quality assurance.
Digital transformation is indeed reshaping aviation repair and testing by making maintenance more predictive, data-driven and connected. Cloud-based platforms now store repair records, inspection results and historical data, enabling maintenance teams to access information globally in real time. “Combined with digital twin technology, operators can simulate the performance of components under various conditions, track degradation and anticipate failures before they occur,” Mirchandani says. “This supports predictive maintenance, where algorithms analyze fleet-wide trends to forecast repair needs, reduce unscheduled downtime and optimize maintenance planning. Ultimately, digital transformation enhances reliability, efficiency and safety while lowering lifecycle costs.”
“Composite repairs are not ‘difficult’ but they require the technician to follow all the processes without deviation, precise layering, bonding, curing and inspection,” Fermaut says. “A single mistake can compromise the entire structure. If the process is properly followed the repair can meet or exceed the strength of the original structure. Most composite repairs are invisible when completed and covered by the paint scheme of the aircraft. A proper follow-up of those repairs and a complete record needs to be kept by the CAMO to warranty the airworthiness of the aircraft.”
A Core Competency
Composite structure repair has moved to the forefront of aviation safety and reliability. It is not simply a maintenance task — it is a highly specialized discipline that combines materials science, precision engineering and advanced technologies to ensure structural integrity. It requires a unique combination of technical knowledge, precision and environmental control. Meyer believes that unlike traditional metalwork, mistakes in composite repair can compromise the structure in ways that are difficult to detect until much later. “That is why investment in training, tools and procedures is so critical. As more aircraft move to composite structures, the industry must continue to raise awareness that composite repair is a core competency, not an afterthought.”
Acknowledging that composite repair is indeed an essential core competency for modern MROs and no longer a niche capability, Weber stresses that with composite content in new-generation aircraft continuing to rise, “Operators should ensure they partner with MROs that have the facilities, OEM approvals and skilled technicians to handle both minor and complex composite repairs efficiently and safely.”
We use cookies on our website to give you the most relevant experience by remembering your preferences and repeat visits. By clicking “Accept”, you consent to the use of ALL the cookies.
This website uses cookies to improve your experience while you navigate through the website. Out of these, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. We also use third-party cookies that help us analyze and understand how you use this website. These cookies will be stored in your browser only with your consent. You also have the option to opt-out of these cookies. But opting out of some of these cookies may affect your browsing experience.
Necessary cookies are absolutely essential for the website to function properly. This category only includes cookies that ensures basic functionalities and security features of the website. These cookies do not store any personal information.
Functional cookies help to perform certain functionalities like sharing the content of the website on social media platforms, collect feedbacks, and other third-party features.
Performance cookies are used to understand and analyze the key performance indexes of the website which helps in delivering a better user experience for the visitors.
Analytical cookies are used to understand how visitors interact with the website. These cookies help provide information on metrics the number of visitors, bounce rate, traffic source, etc.
Advertisement cookies are used to provide visitors with relevant ads and marketing campaigns. These cookies track visitors across websites and collect information to provide customized ads.
