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AI/ML’s role in aviation maintenance software systems for maintenance tracking and predictive maintenance offers enhanced safety, cost savings, real-time insights and tailored maintenance strategies

According to Ottawa, Ontario, Canada-based research firm Precedence Research, the global artificial intelligence (AI) in aviation market size was estimated at $653.74 million in 2021 and it is expected to surpass $9 billion by 2030 with a registered CAGR of 35.38% from 2022 to 2030. This “super-smart” aviation software is changing operations and shaping the industry’s future, in addition to modernizing operations.

Artificial intelligence and machine learning (ML, a subset of AI) improves aviation services and smooths operations like maintenance tracking and predictive maintenance. An AI-powered system can inspect an aircraft for signs of wear and tear, such as cracks or corrosion, and then generate a report and schedule for necessary repairs. Generative AI can analyze data from sensors and other sources, comparing it to historical data to predict potential failures and optimize maintenance schedules. Because of its machine-learning algorithms, which can suggest optimal maintenance actions, such as repair, replacement, or adjustment, expensive delays can be minimized and passenger safety is guaranteed.

With real-time monitoring, Nicolas Decroix, product manager at Swiss Aviation Software, Basel, Switzerland, agrees that AI-powered systems can indeed continuously monitor the performance of various aircraft components, identifying deviations from normal operating parameters. With anomaly detection, “Machine-learning algorithms detect abnormal behavior or performance trends, alerting maintenance crews to potential issues before they escalate. [Also,] these technologies revolutionize traditional practices by providing data-driven, proactive and automated solutions. For maintenance scheduling and documentation, AI optimizes schedules based on historical data, reducing downtime and errors in documentation through automated logging.”

AI is really getting recognized for its ability to bring another level of aviation maintenance prediction. At the recent 2023 National Business Aviation Association’s NBAA Business Aviation Convention & Exhibition (NBAA-BACE) in Las Vegas, Elza Brunelle-Yeung, senior director, aftermarket products, digital and pricing, at Montreal, Canada-based Bombardier says, “AI can help analyze big data and predict when a part will fail. No human can really analyze that volume of data and that’s where AI comes in.” What follows is how that is being accomplished.

Maintenance Schedules, Documentation

AI can play multiple roles via constructing efficient and robust maintenance schedules. AI-powered MRO software can detect patterns and anomalies by analyzing performance data from various sources. “MROs also track supply chain issues and inventory to ensure aircraft parts are available when needed, significantly improving efficiency and reducing downtime for aircraft,” says Atal Bansal, founder and CEO of Bansi Aviation, Sunrise, Fla.

The power of AI/ML comes when large datasets are aggregated to derive patterns and behaviors. Hundreds and thousands of theoretical models can be combined to define a logic with the lowest absolute error. “AI/ML algorithms can analyze historical maintenance data to optimize scheduling for routine checks and repairs,” says Monica Badra, MRO expert and founder of Aero NextGen Inc., Montreal, Canada. “This predictive scheduling helps prevent maintenance overruns and reduce aircraft downtime. In the case of documentation, AI/ML models can write and automate the generation and retrieval of faults found, symptoms and corrective actions in the teardown report, before the technician even performs the repair due to commonalities in historical data. The models can decipher what condition the part must be repaired to (test, repair, overhaul) based on the cycle times, repair history contained in the MRO’s data infrastructure and the customer’s repair order. Instead of prescribing these data points, the technician will be in a position to validate and edit the model’s outputs after the completion of the inspection, reducing administrative burden exponentially, and increasing component touch-time, ultimately making MROs more efficient.”

Simon Miles, head of AI, Aerogility, London, U.K., says AI offers two primary predictive maintenance features: prediction from patterns in data and reasoning over complex constraints. “Machine-learning-driven prediction allows the inputs to scheduling to be more accurate than OEM guidance or simple averages, for example, with turnaround times or likely costs. By itself, prediction doesn’t meet the challenge of constructing optimized schedules that fit maintenance into the capacity constraints of the coming months and years and optimize against key KPIs, such as cost. For this, interactive reasoning using model-based AI is valuable, automatically planning and replanning from encoded knowledge of an organization’s specific constraints and allowing what-if analyses to ensure robustness to anticipated future issues.”

Artificial intelligence and machine learning take Miami-based Trax customers’ maintenance planning to the next level by offering advanced predictive insights. Analyzing historical data and external factors, ML foresees trends and outcomes, providing a foundation for informed decisions and intelligent MRO forecasting. This empowers prompt responses to shifting conditions, and gives the ability to adapt strategies and allocate resources optimally.

Most planning solutions utilize a fixed schedule for checks and maintenance due dates. But Justin Daugherty, senior director of sales and marketing at Trax says the Trax eMRO solution incorporates real-time data and advanced analytics to anticipate and optimize maintenance requirements. “The full system integration with all relevant modules (including web applications and iOS mobile apps) results in planning queries that considers variable factors like available manpower, site capacity, and availability of spares and tools. By analyzing real-time and historical maintenance data and usage patterns, the eMRO software can foresee a customer’s maintenance needs before they arise, allowing for proactive planning and reduced downtime. Since in aviation maintenance the unexpected is always to be expected, this data-driven capability — which manages variables — ensures our maintenance customers experience minimal disruption, reduced costs, and higher aircraft utilization.”

Mechanical Failure Prediction

In order to understand when a component onboard an aircraft will fail, Bobby Anderson, VP/GM, Aviation at Shift5, Rosslyn, Va., asserts that operators today too often rely on incomplete datasets to make maintenance decisions. “Mechanical failure predictions are informed by data from tools that take guesswork out of maintenance, but that don’t capture all data from all on board components. Machine learning is the lynchpin to making mechanical failure predictions possible. And, when we talk about what makes ML most powerful and accurate, it’s the data that’s fed into the model. Simply put, the more and better the data fed into ML models, the more precise the outcomes will be.”

Each onboard component and data bus on an aircraft generates its own set of data, at a consistently high volume, during a flight. For predictive maintenance to be effective, airlines need observability that includes data from the entire spectrum of onboard components, not just a selected few or at intervals that can’t provide a sufficient context of system operations. “Once maintainers and operators have observability from a complete and enriched dataset and apply ML to that data set, they can use it to understand the historical baseline of optimal system performance and identify anomalies that may signal a compromise from operational issue or a cybersecurity threat,” Anderson adds.

Maintenance-data Analysis

AI/ML’s ability to analyze massive datasets matches aviation maintenance needs because aircraft generate huge amounts of information like speed, altitude, fuel consumption, historical maintenance data, flight paths, engine parameters, manuals and much more. As aircraft become more technologically advanced and fleet sizes grow, the data generated by the components and data buses on board aircraft grow by orders of magnitude. For example, a Boeing 787 produces 0.5 terabytes of data per flight. That volume, paired with data flowing from other onboard avionics, can be fed into a solution designed to automate collection, analysis, and reporting.

“AI-driven aviation maintenance programs can evaluate all this data in real or near-real time,” Bansal says. “When trained on high-quality data, AI programs can find equipment operation anomalies and alert pilots and ground crews of potential problems.”

By analyzing large datasets, AI can uncover trends, predict part life cycles and recommend inventory stock levels. Not only streamlining maintenance tasks but also optimizing the supply chain. “There has been a huge transition toward digital solutions to proactively manage and forecast repairs on life-limited parts,” Badra says. “The development of predictive and preventative maintenance aggregates historical and real-time data, enabling just-in-time parts replenishment and manpower capacity planning for MROs. Also, predicting the condition of the part, based on historical behaviors driving efficiencies for MROs, as well as helping airlines provision for timely removals, reducing parked aircraft intervals and maintenance costs.”

Anderson contends, “Sifting through that kind of dataset to identify normal component performance and anomalous performance that could indicate failure — or impending failure — simply isn’t possible manually. However, many operators lack access to the complete set data generated by the onboard components and serial buses on aircraft, leaving them with an incomplete dataset to feed into machine-learning tools. Predictive maintenance is only truly predictive when maintainers have complete observability into aircraft — the ability to derive real-time, context-rich insights from refined onboard data. This enables operators with a more comprehensive understanding of their maintenance standing and needs, and also enables them to make smarter, faster decisions and actions. Simply put, access to onboard data in real time can provide operators and maintainers with a depth and completeness of insights about performance health that can assist in predicting and scheduling maintenance effectively.”

Trax has incorporated predictive analytics into its maintenance software. “Predictive maintenance enables airlines to plan maintenance schedules more accurately, minimizing downtime and reducing costs associated with unscheduled repairs,” Daugherty says. “Furthermore, AI-driven analytics can optimize the inventory management process, ensuring that airlines have the necessary parts and equipment available when needed. This level of efficiency not only saves resources but also ensures that aircraft are ready for service, thereby increasing overall operational performance.”

Rising Maintenance Costs

Rising maintenance costs are a significant concern for major airlines. In 2022, American Airlines, United, and Delta reported substantial increases in maintenance spending, with American Airlines spending $2.68 billion, a 35.6% increase from the previous year; United dedicating $2.15 billion, a 20% increase; and Delta reporting $1.98 billion, up from $1.40 billion in 2021.

AI/ML can help lower these costs. “Powered by AI and ML, predictive maintenance technology allows airlines to identify maintenance needs in real time, and locate potential failures before they happen,” Anderson says. [AI’s observability] allows leaders, pilots and maintainers to make informed decisions that can help ensure safety, protect valuable assets, reduce costs, and increase on-time flights. Getting ahead of failures can help reduce unscheduled downtime and work order cycle times, lowering costs, reducing delays and cancelations, and improving customer satisfaction. Done correctly, predictive maintenance can be a boon to airlines; commercial air leaders expect predictive maintenance to lower maintenance costs by 22%. However, less than half of airlines are benefitting or leading the charge when it comes to predictive maintenance deployments.”

A Learning Curve

Just like other software programs, there will be a learning AI/ML curve. However, software developers understand that the programs must have intuitive interfaces so that many people can learn how to use the programs. Bansal explains that steeper learning curves may be required for highly specialized AI tools. “These programs are designed for ground-crew aircraft maintenance workers, not just data scientists or developers. The more advanced programs can be highly automated, while others require customization and manual adjustments. Data collection, which will always be ongoing, may be the most important part of setting up and maintaining a reliable AI platform. This task could be quite an undertaking, but if the data is reliable and bias- free, and the program is properly integrated into your existing systems, it can promote higher reliability of the output.”

Daugherty says Trax believes the industry has just begun to tap into the AI and ML possibilities. “While AI and ML technology is relatively easy to learn and apply, we also believe that knowledge of aviation maintenance processes, terminology, datasets, and regulations is crucial for effectively applying these techniques in the aviation context. Ensuring compliance with safety standards and regulations adds complexity to the development and deployment process.”

Bridging a Gap

Miles explains an interesting consideration of AI in aviation maintenance is how it may help bridge the understanding of maintenance needs and constraints between otherwise disparate departments of large organizations. “AI technologies of diverse kinds are helpful in managing a complexity of data and knowledge in augmenting both long-term strategic and immediate tactical decisions. This means that well-engineered AI software should be able to accommodate more and larger varieties of perspectives because it can model and reason things not just in isolation. For example, planning to maximize aircraft availability or maintenance yield, but including factors relevant to a variety of viewpoints, such as supply chains, budgeting constraints, staff availability and management. Ultimately, AI-driven software should provide an enterprise digital twin allowing diverse stakeholders to see different views on the same virtual model and make strategic decisions that are complementary and well-coordinated.”

Decroix believes AI/ML’s role in aviation maintenance software systems for maintenance tracking and predictive maintenance is transformative, offering enhanced safety, cost savings, real-time insights, and tailored maintenance strategies. “As these technologies continue to evolve, they represent a fundamental shift towards proactive, data-driven maintenance practices that are shaping the future of aviation maintenance and ensuring safer skies for all.”

Who’s Afraid of AI/ML?

There’s some fear around using AI/ML in maintenance tracking and inspection processes, according to Nicole Tibbetts, chief engineer for MRO at GE Aerospace, Cincinnati. “In response to those concerns, we’re sponsoring an industry advisory board to make recommendations about how you provide safeguards to ensure AI, automation and new robotics solutions are applied responsibly in ways that don’t enhance but rather reduce risks,” Tibbetts said. “Equally important is the overall strategy and approach for how you integrate AI into your maintenance and inspection processes. At GE Aerospace, we have a service engineer centric viewpoint when it comes to MRO. For us, the focus is on how technologies like AI, robotics and automation can enhance the quality and productivity of our service engineers. The Advanced Blade Inspection Tool (BIT) we deployed is a great example of this approach, where the AI is complementing and providing new insights for the service engineer to utilize beyond what they’re already doing to enhance inspections.”

As the aerospace industry heads into a decade of unprecedented growth, Tibbetts stresses, “It’s critically important that we support the growing installed base globally with technology advancements which allow additional maintenance providers to readily scale and accelerate the training of the next generation of aircraft maintenance engineers with safety and quality at the forefront. AI and machine learning can play a crucial role in the repair and overhaul industry, when governed appropriately and drive consistency across intrinsically variable inspection modalities where human judgement can be augmented with advanced image analytics to drive insights into a single maintenance event captured across a full fleet’s worth of data.”

While the premier aviation maintenance skills competition shows who is best in their field, the sense of camaraderie and networking take center stage.

One of the things U.S. Air Force Master Sgt. Robert Paradis likes about fielding a team to compete in The Competition presented by Snap-on is offering an opportunity for his airmen to broaden proficiencies beyond their specific area of expertise.

“It’s a huge training opportunity for us because in the Air Force, we’re very focused on our Air Force Specialty Code. For example, an engine troop will always work on engines,” Paradis said. “But this is a chance for our multi-capable Airmen to try their hand at sheet metal work and other areas of maintenance that they normally would not see on the day-to-day mission. That’s a great benefit The Competition gives to military teams.”

This will be the third year in a row Paradis and his team from the 86th Maintenance Group, based at Ramstein AB, Germany, are participating in The Competition, an aviation maintenance skills event that attracts more than 80 teams from around the world.

The Olympics of Aircraft Maintenance

Entering its 11th year, The Competition has been described as the Olympics for the aviation maintenance industry as it provides a venue for professional aviation mechanics and students to come together in friendly competition, test their skills against each other and give a loud shout-out to their presence in the industry.

“The Competition tests the multiple skills required for both basic and very detailed performance-based tasks,” said John Goglia, president of the Aerospace Maintenance Council and a former National Transportation Safety Board member. “There are also events that require techs to use their minds. In aviation, it’s not just mechanical dexterity that gets you through the day, you must use your head and think. That’s what aviation maintenance is all about, using your hands and head to come to a solution.”

The Competition kicks off April 9 at the MRO Americas convention at McCormick Place in Chicago. This year’s field includes 90 maintenance teams from around the world competing in six divisions: Commercial Aviation, General Aviation, Space, Military, MRO/OEM and School, which attracts teams from the country’s top A&P schools. Events include a wide range of skills that technicians face every day on the job, including airframe damage inspection, composite repair, engine fan blade removal, fuel tank entry precautions, and others. Each event has a 15-minute time limit, resulting in exciting, fast-paced action and great drama for spectators to watch.

Expanding Aircraft Maintenance in Colombia

One of the teams fans will see in action is Avianca. A relative newcomer to The Competition, Avianca, the flag carrier of Colombia, is hoping its presence in Chicago will serve as an inspiration to people back home, showing them that aviation maintenance is a great career option to pursue.

“We are starting to see a shortage of technicians. Colombia is a country of 51 million people, and we’re trying to show to people in Columbia what they can achieve working at Avianca,” said Gustavo Aristizabal, production director, Avianca. “Going to The Competition allows our technicians to see and learn new things that they can bring back to Avianca, which will make all of us stronger.”

This is the second consecutive year Avianca, which flies a mix of both Airbus and Boeing aircraft to more than 70 destinations in North America, South America and Europe, has fielded a team in The Competition.

Aristizabal credits strong support from Avianca leadership in being able to field a team. Avianca, which has a staff of more than 1,000 technicians stationed at bases throughout its system, held internal competitions with the top performers selected to represent the airline in Chicago. Aristizabal believes Avianca will continue supporting The Competition and will soon become one of the top teams vying for the O’Brien Award.

All teams in Chicago are chasing the top prize in aviation maintenance: The William F “Bill” O’Brien Award for Excellence in Aircraft Maintenance. Presented by Snap-on, the O’Brien Award is a traveling 5-foot-tall trophy bestowed to the team with the best overall winning score. In addition to the trophy, teams will also be vying for tooling and equipment prizes. Last year, FedEx Express captured the O’Brien Award for a second straight year.

The Competition / Snap-on Partnership

Contributing to the continued success of The Competition is its long-standing partnership with Snap-on, a company that strongly believes in encouraging professional development of aircraft mechanics and student technicians.

“The Competition and Snap-on share the values of teamwork, dedication and professionalism embodied by all aircraft technicians,” said Bill Willetts, vice president of Snap-on Industrial and AMC board member. “Together with The Competition we have helped shine a spotlight on the critical role technicians perform every day, while also advocating career paths in aviation and all skilled trades.

“We are looking forward to making the 2024 Competition the best yet for both participating teams and the aviation maintenance industry as a whole.”

A Two-Day Job Interview

The Competition is a great proving ground for the nation’s top A&P schools, including Salt Lake Community College. For students preparing to graduate, there is no better venue to demonstrate their skills and work ethic than competing alongside airlines and MROs, all of which are looking to hire.

“The Competition really acts as a two-day job interview for students,” said Dee Thornton, associate professor/aviation maintenance at Salt Lake Community College. “Participating in The Competition is certainly a reward for students’ hard work throughout the year, but the added bonus is many walk away with job offers. It’s a fantastic opportunity for students that certainly gives them a leg up in starting their career.”

In addition to competing, Thornton said walking through the MRO Americas convention gives students a greater view and appreciation of just how vast the aircraft maintenance industry is and all the opportunities that are available to them.

Admission to The Competition is free with your MRO Americas convention credentials. If you cannot be in Chicago, you can still catch the action through the AMC live stream at http://www.mroamc.live.

Steve Staedler is a senior account executive at LePoidevin Marketing, a Brookfield, Wisconsin-based business-to-business marketing firm that specializes in the tooling and aerospace industries. Steve has been covering aeronautical maintenance for nearly 15 years. He can be reached at steve@lepoidevinmarketing.com.

As the world of business aviation continues to change, leveraging digital technology is becoming more and more important.

And, let’s face it — evolution in our world is nothing new. Think about it. The analog multimeter was replaced by the digital version (and quickly became the standard). Communicating with your team via letters and post-its became cellphone. And even clocking in to start the workday went from paper to a computer.

In-kind, the NBAA’s Management Guide recently underwent an evolution itself — adding new sections to help business aviation teams take the leap toward electronic recordkeeping.

As is the case with other organizations, the NBAA is made up of committees and subcommittees with volunteer industry experts (full disclosure here: I’m lucky enough to be one of them). Even cooler? Cumulatively, these subcommittees have hundreds of years of collective industry experience.

The subcommittee responsible for the digitization updates, the Regulatory and Operational Control Subcommittee, definitely took their job seriously. We spent countless hours surveying operators, talking, debating, weighing, and editing to land on some solid recommendations moving forward.

The end product? The newly revised NBAA Management Guide now contains information about how to utilize electronic recordkeeping in your operation. This update is timely, and will definitely help direct operators to transition from paper-based aircraft maintenance records to modern, digitized records (aka the future).

Details include the many benefits and advantages electronic recordkeeping provides for all types of operators, and more, how operators can obtain FAA approval if required. So, what are the changes to the NBAA Management Guide that you need to look out for? What’s next?

Section 3.8.4.1

This section highlights new information and details of the regulatory guidance, including the benefits, FAA approval for operators, methods to digitize your records, and implementation processes to guide you forward.

Why should you care?

The trend to digitization is accelerating in aviation. While change is a bit slower than in other industries, there is steady progress. There are many benefits to utilizing electronic recordkeeping for your aircraft maintenance records including security, searchability, and shareability. All of this reduces the risk of loss or damage to these vital records and ensures the value of your managed asset. Plus, the compliance status alone is of the utmost importance.

Additionally, if you’re using a vendor that provides aviation-specific software, integrations with other software that you use can make the process simpler. Searching for a word or a part number manually can be a painstaking exercise, and software offers quick searching of all records to locate that “needle in the haystack” record.

What actions should you take?

• Obtain buy-in from all departments and groups involved within your operation to go digital.
• Make a plan. Determine if you will take this on internally or hire a vendor.
• When starting, have routine check-ins with all individuals and groups involved (and vendors if used) to keep on track.

Best practices

The new “Best Practices” section of the guidelines summarizes the entire project to ensure repeated success when adding additional aircraft or team members. This sets the standard within your organization and ensures continuity and peace of mind.

Why should you care?

Having a documented process to follow, whether included in your manual system or as a stand-alone SOP, will ensure continued success as your fleet and team grows and/or changes.

What actions should you take?

• Document your processes and procedures so that they’re easily repeatable.
• Perform a retrospective after completing your digitization efforts.
• Learn what worked (and change what didn’t).

Expanded Section 3.8.1.8

This revised section gives added information around when and how to use electronic signatures. This also details the benefits, regulatory guidance, info on FAA approval for operators, and methods to implement an electronic signature process.

Why should you care?

As with electronic recordkeeping, using electronic signatures for both approval for return to service records (logbook entries) and additional workflow documentation (work orders, task cards, etc.) can greatly increase efficiencies within your maintenance department.

What actions should you take?

• Much like electronic recordkeeping, obtain buy-in from all departments and groups involved within your operation.

• Check with your current, and possibly other, maintenance tracking programs for their availability and useability of an electronic signature function.

• Document your processes and procedures to ensure future success.

The NBAA is recognizing the technological shift in our industry. And with the updated guidelines and processes, it’s never been easier to go digital. Even better? When it comes to taking the leap to electronic recordkeeping, there are definitely options out there that offer minimal disruptions to you and your business while things are moving full speed ahead.

So, if you were ever thinking of going digital (and hint, hint: you should be!), there is no time like the present to make it happen.

Roy Gioconda is currently the vice president, solutions at Bluetail, where he helps to shape the current and future state of Bluetail’s SaaS platform. With more than 40 years of experience in the aviation industry, he has done everything from directing quality assurance and leading customer success, to roles as a director of maintenance. Gioconda is an Embry-Riddle Aeronautical University graduate, and holds an FAA Airframe & Powerplant certificate.

With conflicts arising across the world, defense companies are being pressed to meet greater demand increases than have been seen in many years. The defense industrial base (DIB) has struggled to increase throughput, keep their supply chains moving, and still keep their costs under control. Missed deliveries, rising lead times, quality issues, and contract penalties are common.

This increased demand is underlined by the nearly unprecedented increases in defense funding, from about $775 billion in 2022 to over $830 billion in 2024. Although the immediate opportunities and benefits of meeting demand are clear (higher revenue, stronger margins, stock growth), higher demand also comes with certain long-term risks: what if the budget suddenly contracts, what if shifting technologies and market dynamics make a product obsolete or even more desirable, what if the supply chain is disrupted? Any changes that increase throughput must be cost effective and also allow for flexibility as the company ramps up and down along with the ebb and flow of business conditions.

In a typical case, an innovator in developing and producing composite parts for the aerospace and defense industry struggled with a major ramp up in production across three different production programs in the defense and business aviation sectors. They needed to more than triple their manufacturing capabilities over the next two to three years and switch their manufacturing mindset from engineering/prototype to a much higher production process. They suffered from high overrun costs, excessive rework/waste, bottlenecks, poor work instructions, inefficient use of space, and nonconformance of parts. By working closely with senior management, engineering and production, more than 100 identified improvements were categorized into 19 value creation initiatives, allowing them to focus on the most critical issues and begin transforming the business to meet strategic objectives.

The initiatives they implemented increased both the capacity and the capability of existing facilities. In doing so, the C-suite controlled capital expenditure, strengthened and de-risked the supply chain, identified opportunities for further improvement, expedited implementation, and drove sustainable change. The initiatives that delivered those results included:

• Data analytics to identify process issues and constraints.

• Asset utilization and footprint rationalization.

• Production readiness.

• Cultural change and leadership and organizational improvement.

For companies manufacturing highly engineered products as in aerospace and defense, these and other Operational Excellence initiatives drive greater productivity within the same footprint without compromising EBITDA, quality, and on-time, in-full (OTIF) delivery, the essentials of customer satisfaction.

Data Analytics

The lack of information about and visibility into production processes and metrics creates a roadblock to increased throughput. Data is often managed through multiple disparate systems and manual spreadsheets, not standardized and not supportive of company goals. Creating a single source of truth from a collection of data sources brings multiple elements into a cohesive approach to process change, including:

• Hands-on, “day-in-the life of” observations and studies.

• Value-stream (process) mapping

• Standardization of company-wide KPIs and metrics in alignment with goals

• Alignment of strategic and operational goals with processes, tools, and systems.

• Cross-functional collaboration, accountability, and continual feedback loops.

Once the data is available and clean, in-depth data analytics reveal any roadblocks in equipment utilization, gaps in planning, and issues with manufacturing quality, waste and rework, and supplier quality.

That data can also be used to build a digital twin of the supply chain that accesses current information to drive accurate decision making. With greater visibility, companies can control spend while continuing to find areas to improve production and increase throughput even while production needs escalate.

Asset Utilization

Asset utilization and overall equipment effectiveness (OEE) are key components of throughput. By tracing the critical path of equipment and people, a company keeps everyone operating to plan, reduces downtime, and avoids shortages. That strategy requires a company to:

• Track uptime and utilization of tools and equipment

• Use preventive and predictive processes to establish maintenance, repair and overhaul (MRO) schedules

• Use predictive analytics to maintain adequate inventory for MRO.

• Drive a standard OEE program to monitor how assets operate based on demand and production schedules.

Footprint rationalization enhances a company’s facilities in order to reduce redundant or inefficient operations and potentially delay or avoid the cost of building or adding on to existing facilities during high demand.

A global provider of high-tech systems for the transportation and defense industry needed to drive revenue recognition in the final quarter of their fiscal year. A footprint rationalization analysis combined with a labor productivity and cost analysis showed that the company would benefit from moving entire product lines from their U.S. plant to their Mexico plant. Because they also moved equipment no longer needed in the U.S., they created more space in the U.S. plant to focus on newly contracted product lines.

The shift lowered overall labor costs by about $2.7 million in just six months; brought some manufacturing in-house for a 35% cost reduction; enabled more cohesive systems for managing production; and accelerated delivery of billable product. As the CEO stated, these strategies not only reduced costs in operations and increased throughput, but also allowed them to increase revenue recognition by 70% in under 80 days.

Eliminate Bottlenecks, Increase First Pass Yield and Quality

Increasing throughput begins with the key fundamentals of eliminating bottlenecks, increasing first pass yield and quality, and reducing downtime on the production floor. Bottlenecks have many underlying causes but are made apparent by the low production of a machine or cell, usually on a continual basis. Bottlenecks can be traced to poor maintenance, lack of clear work instructions (too many “red lines”), poor technician training, and lack of direct engineering support on the floor, among other causes. The key to eliminating bottlenecks lies in proper process mapping, accurate data, and reduction of gaps.

One of the best KPIs for understanding throughput comes from tracking first pass yield and quality (rework, waste, COPQ). Often, first pass yield percentage is the first early warning indicator for poor throughput and quality and shows up quickly as a cost when tracked properly. Sometimes, there may be design or engineering changes that create a problem for production resources; however, it is very common for bottlenecks and waste/rework to result from tooling issues, training, and even a poor supplier quality process that allows sub-par parts and materials into production.

Downtime can come from many sources, including:

• Excessive engineering change orders (ECOs).
• Lack of predictive maintenance and scheduled MRO.
• Inconsistent or poor root cause corrective action (RCCA) and material review board (MRB) processes.
• Lack of cross-training of technicians which limits the ability to shift resources and optimize uptime.
• Front-line supervisors spending too much time on non-value added activities as opposed to being hands-on and available to workers on the floor

LOI to Motivate the Workforce

A specialist in advanced component manufacture for DOD prime contractors was driven to achieve a significant increase in labor productivity and throughput. Although the company was already profitable with greater than 20% margins, its new owners needed to achieve threefold growth over the next five years. To achieve this goal, they needed to dramatically lower costs in operations and procurement while maintaining high quality and accelerating delivery standards. This would allow them to be more competitive and innovative in existing and new commercial markets. A boots-on-the-ground analysis revealed that the company could reduce its workforce by more than 30%, while improving quality and delivery to customers. They achieved a 31% productivity improvement, improved direct labor productivity by 25% to 53% at each client site, improved quality, and drove leadership and organizational improvement (LOI) to support workforce commitment to change.

The bottom-line benefits were enabled by cultural change and LOI strategies that engaged all levels of the company to eliminate silos and create cross-enterprise collaboration. Among other effects, the new management operating system and workforce communication led to a reduction in engineering changes, a company-wide commitment to saving costs, and a continuous improvement mindset.

Cultural change and LOI strategies include:

• Management operating systems.
• Owner, responsible, consult, and inform (ORCI) accountability.
• Formal training.
• On-the-floor coaching of supervisors and managers.
• Clear work instructions.
• Sales, inventory, and operations planning (SIOP).
• Root cause corrective action (RCCA).

Stabilize, Enhance and Accelerate Change

Aerospace and defense companies are being challenged every day to meet escalating demand. By deploying a three-stage approach — stabilize, enhance, accelerate — they have the opportunity to move on from being reactive to external demand forces and begin driving the business through strong processes and accurate data, increasing throughput, and improving quality, delivery and customer mindshare. Using a total value optimization process at each stage, aerospace and defense companies can keep planning, procurement, operations and logistics aligned, so that the entire supply chain is focused on initiatives that meet demand and create long-term value.

Beyond meeting current increased demand, the approach of focusing on process analytics, asset utilization, footprint rationalization, production readiness, cultural change, and leadership and organizational improvement prepare aerospace and defense companies for future growth and fast adaptation to a changing world.

Chris Brumitt serves as the managing director of aerospace & defense at SGS Maine Pointe, bringing over 36 years of experience in supply chain and operations consulting. Specializing in guiding CEOs and senior management, he helps clients drive measurable and sustainable EBITDA, cash and growth improvements across the end-to-end supply chain. With a background collaborating with Fortune 500 companies, Brumitt’s experience spans aerospace-defense, aviation, industrial manufacturing, electronics, high tech/computer systems, energy, airlines, and financial services. Contact him at cbrumitt@mainepointe.com.

There are some surprising developments in the world of aircraft paints and coatings, and not necessarily to do with materials. Ian Harbison spoke to some of the leading players.

René Lang, executive managing director aviation at Mankiewicz Coating Solutions, says base coat/clear coat paint systems predominate on airliners these days, perhaps as high as 95% of the total fleet. Using this method, the color scheme is applied first and then given a protective layer that also provides a high gloss finish. The two coats are optimized for UV resistance as well as having some flexibility to cope with movement of the aircraft structure.

However, this combination cannot be used on all wing surfaces. Currently, these usually have different topcoats for the upper and lower wing boxes. On top, maximum flexibility is required as the wing continuously moves in flight. Underneath, high resistance to chemicals is paramount, as it is subject to being splashed with fuel and hydraulic fluid. This necessity to have two products leads to extended process times, inefficient procurement and storage of products, and reduced longevity with a deterioration in appearance.

Mankiewicz has developed a new product — ALEXIT WingFlex — that has the necessary flexibility and chemical resistance to allow it to be used over the entire wing with no intermediate masking and drying. It is easy to repair and touch up in case of “ramp rash” and also produces a high gloss finish that matches that of the clear coat on the fuselage. This improved appearance can be important in reassuring nervous passengers that they are flying with a safe and professional airline. The new product can be used on the production line and during maintenance. For MROs, the faster turnaround time is a particular benefit, she says, as they do not like putting an aircraft into a paint shop for minor wing work.

Julie Voisin, Sherwin-Williams Aerospace Coatings segment market manager, says the company has just introduced Jet Prep Pretreatment, a chrome-free, water-based, translucent, sol-gel metal pretreatment solution. It can be sprayed, brushed or wiped onto the aircraft. A slight blue pigment tint provides a visual cue to where it has been applied and a flat appearance when dry confirms that it has been successfully applied. It has also introduced a chrome-free primer as well, meaning it can provide a chrome-free paint system from substrate to topcoat.

Michael Green, segment business services manager at AkzoNobel Aerospace, concurs that the majority of aircraft these days are painted with a combination of base coat/clear coat. Such a combination will have a service life of around eight to ten years. One market advantage for AkzoNobel Aerospace is that, at present, it is the only base coat/clear coat paint system qualified for new Boeing aircraft — the SAE AMS 3095 specification gives airlines more choices for refurbishment.

Of course, structures of composite aircraft have a primer applied and then an intermediate coat to protect the material from attack by paint strippers. A side benefit of this is that milder strippers can be used. Composite parts also have a rougher surface, requiring a range of fillers to be used to produce a smooth finish suitable for painting — even slight unevenness will show up with a high gloss finish. The problem is even greater with 3D printed parts but Mankiewicz have developed Primefill, which acts as a primer and filler. Lang says the development challenge was to produce a material that also met fire, smoke, toxicity and heat release requirements (FST) and not adding much weight.

David Patterson, executive vice president and head of sales, North America, at International Aerospace Coatings (IAC), says there is a definite move away from mica paint because of the difficulty in application. Green adds that American Airlines have dropped it, replacing it with Silver Eagle, a solid grey. Lang explains that overlapping passes of the spray gun can cause areas of darker color, or “tiger stripes” and requiring experienced painters and a forgiving and robust paint system. Having said that, Mankiewicz and IAC recently collaborated on a Boeing 747-400F of National Airlines featuring a striking grey mica paint scheme.

Voisin says that special finishes have maintained a steady demand. There are two camps when it comes to design in this market: classic understatement or eye-catching. Of course, the pandemic increased demand for private aviation, while the overall airline fleet has declined. She comments that some special finishes are difficult to repair, which is perhaps why airlines could be less likely to adopt them.

Obviously, the best way to resolve application problems is proper training. Méabh Tobin, global marketing manager at IAC, says new hires at the company’s global facilities undergo a 26-week training course that equips them with the skills required to strip aircraft of existing finishes, prepare aircraft for refinishing, and apply aircraft paint by hand and by spray gun in a safe and professional manner, moving from test panels to real aircraft. She says that, on average, 90% of apprentices successfully complete the program and begin work as full-time employees with IAC. Even new recruits who have experience still have to do familiarization training.

The company has recently set up a facility at Teruel, the location of Tarmac Aerosave, sending trainers to Spain while trainees have been coming to Shannon. This is one of Eleven IAC paint facilities (the others are Ostrava in the Czech Republic, Dublin and Shannon in Ireland and Amarillo, Everett, Fort Worth, Greenville, Portland, Spokane and Victorville in the U.S.). Patterson says there is regular communication across the network to exchange ideas and process improvements.

This is particularly important for new facilities — the company was recently awarded a long-term contract to operate both of the Boeing widebody paint facilities in Portland from January 2024. Capable of accommodating up to a Boeing 777, they will be primarily used to paint new production aircraft. IAC has partnered with Boeing since 2012, with Victorville and Spokane both supporting the OEM alongside airline customers.

Sherwin-Williams runs several training courses a year at its Wichita site while, for major MROs and OEMs, it supplies on-site training. Voisin comments that the Wichita courses allow people to get away from their normal working environment, allowing them to focus on the training and to interact with other people. For the on-site training, they are using familiar tools and processes but the Sherwin-Williams trainers can also provide advice based on their experience of multiple paint shops.

Green says AkzoNobel has started using virtual reality for training. As well as reducing the length of the course, it also reduces the amount of paint used, making it more sustainable. The system can measure speed of application, any overlap, calculate the thickness of paint being laid down, and the cost. As well as new trainees, it can be used by more experienced personnel to analyze their techniques and improve.

Lang adds that Mankiewicz always works closely with customers, with training for them at its training centers as well as being in the hangar with them for the first aircraft.

That close connection with the customer has been strengthened by AkzoNobel with the launch in March of Aerofleet Coatings Management, a digital management system that uses data gathered over several years to help ensure that aircraft are only repainted when needed, not to a fixed time schedule. Green says this is part of a strategy to become more of a partner than just a paint supplier, particularly for airlines with fleets in excess of 100 aircraft. He adds that two of the biggest advantages of base coat/clear coat for these huge airlines are its longevity (eight to ten years) and the reduced turnaround time to repaint the aircraft. This reduces the annual repainting requirements to manageable proportions. However, aircraft can still be stripped and repainted even with useful life remaining.

The new system, which is part of AkzoNobel Aerospace Business Solutions, a new entity combining many of the services already provided by the technical support teams, uses an app that stores all the information collected, such as dry film thickness, color variation, gloss and general appearance, as well as flight path data — such as weather conditions — which can affect the longevity of the coating. This is fed back to a database, which tracks the fleet’s performance over time. By analyzing this information and mapping it over several years, it becomes easier and more accurate to determine when an aircraft needs to be repainted, rather than simply using time or flight hours. Over time, the frequency with which aircraft need to be repainted will fall, reducing costs, material use and waste.

Manual inspections can be further enhanced by automated inspections conducted by drones. These are already being used for general visual inspections (GVI), lightning strike inspections, paintwork and regulatory marking inspections. Here, AkzoNobel has taken a further step by investing in French drone company, Donecle. The drone flies in a set grid over the plane’s surface — taking up to 1,000 high-definition photos — and the built-in software analyzes the images to flag any issues or wear of the coatings. This standardizes the inspection and is less subjective. It’s also faster and more in-depth than a manual inspection — an automated drone can scan an entire narrowbody aircraft in less than an hour. The Donecle drone is also used to check for surface damage using the DentCHECK software from 8tree.

While there have been advances in paints and coatings technology to make it more environmentally friendly, Green says there is still a tendency for airlines and MROs to be led by regulatory requirements and local health and safety rules, rather than pushing ahead with innovations. This is partly because the returns are limited. In fact, the rules can sometimes seem to work against the industry. Matz points out that chromates are only dangerous to personnel during the application process, which can be mitigated by personal protection equipment, extractors with filters and proper disposal of any waste. The biggest advantage of those materials, she says, is that if the chromate layer is damaged, it will leach out of the surrounding material and self-restore the surface. Voisin cautions that the apparent lack of progress in improving environmental standards might be misleading. There needs to be a lot of development and then testing, including in the real world, to ensure that any new product will not damage an aircraft skin. That requires a lot of time (and money) so there is a careful balance to be struck.

While there is still a problem with VOCs, this has been significantly reduced by a shift to water-based paints for interiors and structural parts. Mankiewicz has developed a metallic paint for interiors that is not only water-based but can be applied in a single layer, rather than the usual three. Another way of reducing emissions is to allow airlines and MROs to mix their own paints on site. The company supplies mixing benches that are computer controlled to produce the precise brand colors in small quantities, rather than shipping from its various facilities.

In response to the pandemic, Mankiewicz also carried out a large survey of cleaning and disinfecting materials to see how well their paints stood up them, since they were being worked on more often. There were no adverse findings, which also means that gentler and greener cleaners can be used successfully.

In recent years, cloud-based MRO IT software systems have made significant inroads into the aviation maintenance industry, and for good reason. These systems have brought enterprise-wide integration of corporate operations to their users, by providing real-time access to critical data. As well, one of the big advantages of cloud-based MRO IT systems is that customers “do not have to purchase, staff, and maintain their own physical server facilities,” said John Stone, vice president of product management for ULTRAMAIN, the provider of the cloud-based MRO IT system under the same name. “We do all that for them through our cloud offering.”

A Range of Choices

There are currently several cloud-based MRO IT systems available to the aviation maintenance industry. In general, these systems “are tailored for the aviation industry, helping to streamline maintenance and airworthiness management for airline operators, CAMOs (continuous airworthiness management organizations) and MROs across the world,” said Faraz Khalid. He is head of product for OASES, another same-named maker of a cloud-based MRO IT system.

Another MRO IT systems contender is the Ramco Aviation Solution. Made by Ramco Solutions, “it is a fully web-centric application developed from the ground up, specifically for the aviation industry,” said Saravanan Rajarajan, Ramco Systems’ director of solution consulting. “This solution offers an integrated platform for airline, MRO, defense, and helicopter customers to manage functions like maintenance and engineering, supply chain, safety, compliance, quality, planning, and financial control.”

A fourth MRO IT system called ENVISION is made by Rusada (now part of Veryon).

“Rusada has developed a multi-discipline maintenance platform hosted in the cloud,” said Richard Landsbury, the company’s sales director. Like many of its competitors, “ENVISION specializes in the areas of airworthiness, maintenance, and flight operations, allowing aircraft operators and maintainers to maximize their operational efficiency.”

Constantly Evolving

Customer and operational demands are ever evolving in the MRO industry, and MRO IT systems are constantly evolving to keep up with them.

A case in point: ULTRAMAIN is regularly updated “to ensure it remains current with the latest technology trends and needs of the industry,” said Stone. Such upgrades include “built-in help in the form of Just-in-Time (JiT) training videos to reduce training overheads and help users better understand areas of the software they use less frequently.” After all, good help is hard to find anywhere. If an ULTRAMAIN user has extensive help through JiT training videos at the touch of a mouse, it prevents downtime due to staff struggling to find the right answer.

That’s not all: ULTRAMAIN now has a mobile inventory-based stocktaking feature to “reduce the overheads and improve the accuracy of stocktaking,” Stone said. Meanwhile, the ‘Sales Management Application’ found in ULTRAMAIN “better serves the needs of our customers that provide third party services and reduces the costs associated with maintaining a separate Sales Management system.”

Over at OASES, the company has spent the last two years enhancing its MRO IT system with the launch of OASES Mobile and OASES Cloud and adding two-factor authorization to their platform. As well, “we’re excited to announce the upcoming deployment of OASES Release 11.0.0,” said Khalid. “This update not only offers quality of life enhancements but also introduces significant new features to our entire software suite.”

These new features include the OASES Gateway, which supports seamless integration with other third-party systems and workflows. “Furthermore, we’re unveiling OASES Insights, an advanced business analytics tool specifically for the aviation industry,” Khalid said. “With OASES Insights, customers can effectively analyze, visualize, and interpret data from their daily operations. This empowers teams to anticipate and mitigate challenges, boost efficiency, and achieve substantial time and cost savings.”

Over the years, Ramco’s aviation software has enhanced its MRO capabilities covering all MRO subsegments such as Engines, Airframe, Hangar, and Components. The latest version includes advanced functionalities and brings new product capabilities to the market.

For instance, “Our MRO Contract Management solution enables customers to model over 150 variants of contracts across various MRO business segments with micro-level management of out-of-scope, capping terms, and conditions,” said Rajarajan. “Our new Enhancements in Work order scheduling leverages our optimization tools to enable organizations to optimize their existing labor, capacity, and material resources. We also have added functionalities to simplify complex assembly maintenance with comprehensive improvements in work planning, execution, closure, and invoicing functions — enabling the complete end-to-end management of contract-to-cash processes within the system.”

Next, ENVISION is supporting digitalization through two new methods for paperless maintenance planning and execution. Landsbury said, “Our digital task card functionality allows users to upload aircraft maintenance programs and manuals directly into ENVISION, which can then automatically extract and create digital versions of the maintenance tasks. Users can then add additional content, book time, and sign-off, all within the system, removing the need for paper records.”

The professionals at Rusada have “put a much greater focus on mobility and digitization in the last two years,” Landsbury said. “On the mobility side, we have released two new apps to streamline the functions of stock management and flights, opening up ENVISION to more users on more devices and allowing for data capture at the source.”

In October 2023, Rusada introduced ENVISION’s PDF Task Integrator to the MRO market. It adds the ability to upload, augment, and execute task cards provided in PDF format to the system, simplifying what was traditionally a very manual and paper-based process.

Crunching Data, Delivering Benefits

With its ability to collect, integrate, and analyze information across an MRO’s entire operation, cloud-based MRO IT systems are adept at ‘crunching the data’ for their users. This allows these users to better manage projects, identify trends in equipment failures, and generally improve the efficiency and cost-effectiveness of their processes — and their turnaround time for clients.

But is it all worth it? Does cloud-based software actually save money for the MROs that invest in it? According to Stone, the answer to this question is “absolutely.” And all the other software suppliers interviewed for this article echo his belief.

The reason? “Fully connected all digital solutions such as ULTRAMAIN provide more clarity in all aspects of the maintenance process, from planning to execution to post execution analysis to eliminating inefficiencies and reducing costs such as those associated incurred using paper,” explained Stone. “Improvement in all areas improves the bottom line.”

Streamlining operations is also key to savings. For example, “OASES provides MROs with cost savings by fine-tuning maintenance schedules, reducing unexpected downtime, and boosting overall operational efficiency,” said Khalid. “This streamlines maintenance procedures, prevents superfluous maintenance, and ensures that aircraft and equipment remain operational, thereby decreasing costly disruptions.”

As for the cost of occurring and running an MRO IT system? “While initial investments in IT infrastructure can be substantial, embracing cloud solutions like OASES Cloud allows MROs to convert these capital expenditures into operational costs,” Khalid replied. “This can lead to savings on IT staffing and maintenance. Furthermore, cloud solutions grant MROs the flexibility to easily scale based on their needs. As fleets expand or contract, the cloud infrastructure can adapt without requiring significant new hardware investments. Utilizing a cloud-based MRO solution like OASES ensures aircraft spend more time in the air transporting passengers and less time grounded in hangars for repairs and maintenance.”

Efficiencies also come from integrating systems that previously hadn’t been well aligned. In this regard, “Ramco’s MRO solution helps in digitally transforming complex MRO processes,” said Rajarajan. “The integrated solution helps in improving efficiencies and productivity. This is primarily achieved through digitization and eliminating paper, automation of processes either through the workflow rule or intelligent decision assistants, mobile operations of positions such as mechanics and warehouse persons to increase productivity.”

Another form of savings occurs when MROs effectively manage their time. “By having the ability to plan and schedule maintenance more effectively, MROs can reduce downtime between jobs, and ensure they are utilizing their staff in the most efficient manner,” Landsbury said. “For parts and tools, the data that our system collects allows you to refine your min/max stock levels in a much more scientific way and therefore reduce the amount you over or understock. The system’s management of tools works in a similar fashion, and also allows you to keep on top of maintenance jobs, ensuring tools are more readily available. This reduces the time that mechanics or technicians spend waiting around for parts and tools when they could be working on an aircraft. Finally, by having the ability to plan, assign, and execute maintenance digitally, without numerous paper records circulating round, you can save significant amounts of time across multiple employees.”

Keeping Data Safe

Data security is an issue for every business. Cloud-based applications tend to elicit an “Oh, is it safe?” reaction from potential customers: Is the data secure when you’re working with an application that is housed in the cloud?

Fortunately, the answer is yes. This is because this data is protected by encryption and firewalls. It’s a myth that cloud-based applications are “easy to hack”. They’re not.

A case in point: ULTRAMAIN’s data protection has been hardened by “blocking paths and methods for malware,” said Stone. “Data is encrypted at rest and in transit. Our cloud offering keeps ULTRAMAIN running on a well-performing hardware stack that includes state-of-the-art cybersecurity protections that client devices can connect to via the internet. Our offering includes a redundant failover environment in a separate facility to reduce the risk associated with server failures or localized internet outages. We also provide managed services to monitor and update the solution as required, including health monitoring for ULTRAMAIN on behalf of our customers. Finally, ULTRAMAIN provides comprehensive access controls and management tools based on user roles that are easy to manage but yet powerful.”

OASES has the same dedication to data security. “We have robust encryption, regular security updates, and stringent access controls,” Khalid said. “Furthermore, our collaboration with Amazon Web Services (AWS) leverages their significant investments in security infrastructure. This provides our users with advanced features such as network security, configuration management, access control, and data encryption. AWS’ infrastructure is consistently audited and holds certifications from various accrediting bodies, ensuring that its security measures are always current and robust. Moreover, we actively guide and assist our clients in adopting the best practices for data protection and cybersecurity within OASES.”

Ramco takes it a step further. “We sign data protection agreements with our customers detailing our measures to protect their data,” said Rajarajan. “Data in transit is encrypted using TLS1.2 protocol, and data at rest stored in storage is encrypted using the AES-256 algorithm. Transparent Data Encryption (TDE) is utilized to encrypt data at the database level. We also have ‘Security for Privacy’ measures to protect customer information through role-based access controls, segregation of duties, and privileged access management for authorized administrators with multi-factor authentication. As well, we don’t engage subcontractors/sub-processors in delivering services to our customers, thereby reducing the risk due to re-entrustment.”

At Rusada, “ENVISION provides several robust features to ensure the security of data and information,” said Landsbury. “Within the solution itself, access to information is heavily controlled by a role management system, where users are only allowed to access the areas assigned to their roles. This can drill down all the way to field level, to provide a highly customizable set of access rules and protect sensitive data. ENVISION also implements measures such as encryption, authentication, authorization, auditing, backup, and recovery, to ensure the confidentiality, integrity, and availability of data and the system. There is multifactor authentication provided through single sign-on via the Microsoft active directory server. ENVISION also supports Microsoft’s Active Directory Federation Services and SSO concepts to provide a more robust and secure experience.”

The Power of the Cloud

We have already demonstrated the security of cloud-based MRO IT systems. But there are other reasons why MROs are moving to the cloud to better manage their operations.

“Cloud-based systems are becoming increasingly popular with MROs, thanks to their scalability, cost-effective infrastructure, and the ability to access real-time data from any location, greatly improving operational efficiency,” said Khalid. “We are definitely seeing more and more MROs acknowledging the lasting benefits of adopting cloud-based solutions which makes them an attractive option for their operations.

“The majority of Ramco’s customers are using cloud-based deployments,” Rajarajan said. “This is because hosting on the cloud is proven to have a better value proposition than on-premises, due to a reduction in both CAPEX and OPEX expenditures. In the cloud, no capital expenses are required for setting up an infrastructure. We take end-to-end ownership to monitor and manage cloud infrastructure, databases, and applications on a 24/7 basis for our clients, enabling MROs to focus on their core operations. Hosting on the cloud also enables quick and more accessible infrastructure upgrades as their businesses grow.”

Landsbury agrees. “The current trend we’re seeing is a move to more modern, web-based solutions that can be hosted in the cloud,” he said.”The benefits of cloud hosting are primarily that you, as a business, don’t then need to worry about maintaining and updating systems and servers yourself. By choosing a cloud-hosted solution you can also guarantee a fixed monthly hosting cost and avoid any large one-off costs that on-premises hosting can incur. Additionally, hosting can provide faster and simpler access to additional data points needed for predictive analytics.”

The bottom line: “The sooner an organization goes to the cloud, the sooner it opens the door to these benefits,” said Stone.

What’s to Come

Looking ahead to the future of cloud-based MRO IT software systems, one can expect advances in areas such as predictive maintenance algorithms, remote asset monitoring, and enhanced integration with other enterprise systems. The ability to leverage real-time data from connected devices will also help MROs and their clients to proactively address maintenance issues before they escalate into costly Aircraft on Ground situations.

“Upcoming advances in cloud-based MRO/CAMO IT software systems are set to integrate more sophisticated AI and machine learning (ML) applications, vastly enhancing predictive maintenance capabilities,” said Khalid. “Moreover, we think there will be much deeper integration with IoT (Internet of Things) devices in the future. These forthcoming improvements promise heightened efficiency and precision in aviation maintenance and airworthiness management. The use of more potent computing resources for AI applications seems a natural evolution for cloud-based MRO software.”

The confluence of AI/ML, mobile, and 5G technologies will be game changers and enable MROs to achieve higher operational efficiencies. In the MRO industry, “this may involve integrating ERP systems, EFBs, mobile and wearable technologies, and embedded IoT and external systems seamlessly interlinked,” Rajarajan said. “As an MRO organization accumulates a wealth of such data, AI/ML technologies will be able to mine deep insights and be trained to make intelligent decisions. We expect the intersection of these technologies to unlock some interesting capabilities in MRO software, thereby delivering better value to aviation organizations.”

“We at Rusada believe the infusion of AI with MRO IT software systems has the potential to bring countless benefits to users,” said Landsbury. “Our ENVISION solution already captures vast amounts of data from across the operational spectrum, and the quickest and simplest way to take advantage of that information would be to let AI analyze it and assist with some of the more analysis-based tasks. This could include everything from maintenance forecasting, to inventory planning, to staffing requirements where AI makes suggestions based on the information it is receiving from across the company, plus any historical trends. This would dramatically increase the efficiency of many MRO operations.”

All told, the quality and power of cloud-based MRO IT systems have made great strides in recent years — and they are likely to become even more useful and powerful in the years to come.

The engine leasing market is in some turmoil at the moment, caused by the high demand for air travel, supply chain issues, staff shortages and Pratt & Whitney’s GTF problems.

Starting with GTF, an initial announcement in July by Pratt & Whitney was that a new GTF inspection program would start in September on PW1100G-JM engines on Airbus A320neo Family aircraft. This followed the finding of a rare condition in powder metal used to manufacture certain engine parts and would require accelerated removals and inspections within the next nine to twelve months, including approximately 200 accelerated removals by mid-September of this year.

On September 11, the OEM made another announcement. The inspection program would now result in 600 to 700 additional shop visits for PW1100G-JM engines in the coming years and an average of 350 aircraft being grounded in the period 2024 to 2026. A majority of the extra engine removals will occur in 2023 and early 2024.

The company is adding maintenance capacity, increasing part output and taking other action to mitigate the impact. Somewhat ominously, it is analyzing powder metal components on other engine models within its portfolio, although it expects to see far less impact.

As a result, demand has skyrocketed in the last few months for mid-life and older aircraft. There was already reasonable demand but, now, even Airbus A319s that would have been assumed to be heading for part out at end of lease, are being put back into service.

In addition, ACMI operators, who provide additional seasonal lift to larger carriers, especially in Europe, tend to be more agile and move faster than their customers. In the last couple of years, they have experienced rapid and healthy growth, as they anticipated post-pandemic growth. They tend to look at mid-life aircraft that are 15 years old or younger, but are now starting to look at 20-year-old models again. That is a driver for the engine market.

Some engine leasing companies are able to take advantage of price rises as part of the juggling act with the portfolio but are running out of inventory and struggling to replenish their portfolios. That means they are now looking for older engines with less remaining life. There are still plenty of potential acquisition candidates but they are now more expensive and some have better pedigrees than others, requiring a lot of due diligence. However, many engine shops are putting together similarly timed modules to make a complete engine. Overall, there is a growing interest in continued time engines, as previous generation aircraft enter the mature phase of their life cycle.

Up until six months ago, many operators using IAE V2500 engines would insist on SelectOne or SelectTwo models, due to the fuel economy savings. Now, the older engines are back in demand as the availability of Select engines has diminished and the demand has increased. This means airlines have to lower their expectations as it relates to what may be available to meet their capacity requirements, whether it is how old the engine is, whether it is Select or pre-Select, or even the aircraft type, an A319 against an A320. Of course, if SelectTwo is scarce, the price rises, which pulls SelectOne and pre-Select values upwards with it.

There are end-of-lease returns occurring where the expectation six to twelve months ago would have been to send the aircraft for part out; these aircraft are now staying in service with the existing operator, or in certain instances moving on to a new operator for an additional lease term. While there are aircraft that have been parked for a considerable time, there are no signs at present that these are being reactivated, although it is possible if GTF problems persist or are delayed, with 737NGs and A320s being the most likely candidates. These are likely to have been parked because a heavy check was imminent and the level of lease rates at around $150,000/month did not make the significant investment worthwhile. If lease rates remain at $200,000/month plus, the cost might be justified.

With production rates yet to reach pre-pandemic levels, supply chain issues and rising engine parts costs, there are global capacity constraints on narrowbody lift. Throw in problems with new-generation powerplants and it creates favorable conditions for long-term values on used aircraft and engines. At least the pilot shortage seems to have abated.

Of course, it is still unclear whether this is a near-term issue or will it persist? Fixing the supply chain and reaching previous aircraft production rates will be the greatest help.

The MRO and parts businesses have had a couple of strong years and this is predicted to continue for a couple more because there is so much work around. Many lease contracts are tied to return when a heavy check is due. If the leases are being extended, that heavy check must be carried out.

As for sourcing new engines, leasing companies tend to acquire an aircraft that might provide one serviceable engine for the lease pool and another for part out along with the airframe. Any minor repair work that might be necessary could be contracted out for repair, reducing costs.

The airlines have to afford the maintenance costs but engine leasing companies are often more about private investment. As the overall costs become more and more expensive due to increased OEM list prices on material and a shortage of used serviceable material being available at reasonable prices, they are being forced to rely on acquiring engines with useful remaining life. The market will eventually have to accept higher lease rates reflecting higher overhaul costs and the increasing costs of continued time engines.

Also reflective of this private investment attitude, it has always been difficult for a mid-life lessor to carry out an overhaul and have a zero-time engine with a large book value. The speciality has been half-life engines and, in some ways, there has been no change. However, the price point of that engine has gone up, presenting a challenge, although lease rates have gone up a bit to help offset the increase.

The companies tend to have a wide customer base, especially with ACMI and cargo airlines, as they also prefer mid-life engines. Major airlines tend to rely more on their own overhaul capabilities, although there are occasional ad hoc requirements. There has also been increased interest of late, with several majors checking the market for the availability of mid-life engines, which can be seen as a response to the various problem situations at the moment.

A typical lease term is between 12 and 36 months — shorter terms of three to six months can lead to greater exposure to finding technical problems during installation/removal. Major airlines tend to prefer shorter leases when they use an outside source as this is usually in response to an emergency but they are likely to accept the typical term in the current situation.

The biggest problem for the leasing companies now is inventory, levels having dropped due to demand. As a result, they will have to be a bit more creative in replenishing stock. Higher purchase prices will be inevitable.

Despite GTF, it is the delays to deliveries of new aircraft that are causing the crisis in the mid-life engine leasing market. One engine leasing company is AerFin, where Oliver James, VP Trading, says the ongoing GTF issue will likely have a considerable impact across the supply chain. Lease rates for V2500 engines have started to rise in the last few weeks in line with demand. Going into next year this will lead to healthy competition for quality V2500 engines to support operators affected by the GTF.

He says AerFin is active in the V2500 market, including green time leasing for that engine and the CFM56. However, he predicts that next year will probably see a shortage of quality feedstock to meet the demand. That may also have an impact on the CFM56-5B market as airlines may look to onboard additional A320ceo aircraft with the alternate 5B engine variant.

He confirms that lessors have witnessed unprecedented levels of lease extensions on older generation aircraft that would otherwise have been parted out. That, again, causes supply shortages of aftermarket components as fewer aircraft are being parted out. Of course, many aircraft were parked during the pandemic and, of those still on the ground, he says the number of them dismantled has been lower than expected. he notes that the decision to reactivate those aircraft is on a case-by-case basis and highly dependent on the maintenance spend required to make them airworthy again.

Another trend during the pandemic was that airlines rotated engines from parked aircraft within their fleets to avoid engine shop visits and preserve cash.

Several freighter conversions have been completed but cannot be delivered because of engine shortages. Freighter aircraft typically operate at lower utilization rates and can therefore use engines with fewer cycles remaining. However, this has become a sweet spot for passenger operators seeking temporary short-term engine leasing solutions to overcome the GTF challenges and delays with new aircraft deliveries.

Whilst AerFin has a strong aftermarket focus on the narrowbody fleets such as the Airbus A320 Family and Boeing 737NG series, they also specialize in the Embraer E-Jet Family and the associated GE CF34-8E engine. The regional market has also been affected by the GTF but only where operators have been looking to transition from E175-E1 to the newer generation E175-E2 or A220. This has been particularly evident in Europe. In this scenario, those operators may be forced to retain the E175-E1 for several more years. This has presented AerFin with a unique opportunity to continue supporting customers with various flexible solutions to help navigate this challenging period.

The company has an EASA Part-145 MRO facility in the U.K., which is being used to directly support airlines, lessors and asset owners, seeking engine MRO Lite solutions, whether that is lease transitions, top case repairs, module swaps or QEC/LRU changes whilst also working closely with the major engine MRO shops in supporting overflow work to alleviate engine turn time pressures.

AerFin remains well positioned in the market, having successfully sourced a significant volume of quality aircraft and engines which will allow the business to further enhance its service offerings which will act as a springboard to supporting its next phase of growth.

Former NTSB and FAA investigator Jeff Guzzetti explains how a maintenance error committed months earlier led to the left engine separating from the wing of a DC-10 during takeoff from Chicago.

It happened over four decades ago, but its infamy remains unmatched. On May 25, 1979, American Airlines Flight 191, a McDonnell-Douglas DC-10 aircraft crashed shortly after takeoff from Chicago O’Hare Airport. All 271 persons aboard were killed, along with two more souls on the ground. It remains to this day the deadliest aircraft accident on U.S. soil.

The crash occurred a dozen years before I began my career as an investigator. I was a rising senior in high school at the time, and the horrific event ignited my interest in aviation safety. Time magazine published an article after the accident which coined a phrase about my future alma mater. The article discussed how and where people learn to fly and fix airplanes, and it cited Embry-Riddle Aeronautical University as the “Harvard of the Skies.”

Aside from its record death toll, readers of AVM should note that the root cause of the tragedy was “improper maintenance procedures” during an engine removal two months before the doomed Los Angeles-bound flight.

Flight 191 began its takeoff roll at 3:03 pm from runway 32R. As the nose rotated upward during lift-off, the left engine and pylon assembly, along with a chunk of the leading edge of the left wing, separated from the aircraft, rolled over the top of the wing, and fell to the runway. Hydraulic lines ruptured and caused the leading-edge slats on the left wing to retract, degrading the lift capability of the wing. The wounded DC-10 continued to climb but immediately began to roll to the left until the wings were perpendicular to the horizon. The Time magazine article that caught my attention included a haunting photographic that captured the DC-10’s final pose (see graphic 1).

Flight 191 was airborne for only 31 seconds. After achieving its highest altitude of 325 feet, the airliner pitched down and its left wing struck the ground. The aircraft exploded and was scattered onto an open field and trailer park. An aircraft hangar, several cars, and a mobile home were also destroyed (see graphics 2 and 3). The NTSB noted that “the disintegration of the aircraft structure was so extensive that little useful data was obtained from post-impact examination of the wreckage. …” with the exception of the no. 1 (left) pylon and engine, which were found off the side of runway 32R (see graphic 4).

The Investigation

The NTSB “go-team” arrived at the crash site later that evening while first responders continued to put out fires and remove bodies. Elwood “Woody” Driver, a former WWII Tuskegee Airman, was the Vice Chairman of the NTSB at the time. He led the go-team launch and was its spokesperson. During one of his initial press conferences, Driver held up a broken engine pylon bolt (see graphic 5) that had been found on the runway where the engine had separated, implying a structural deficiency of the DC-10’s design.

That assumption was proven false, and Driver’s faux pas was etched into the lexicon of accident investigation training of what not to do when briefing the public early in an investigation

What Driver should have done was hold back on presenting that sole piece of evidence until investigators had a chance to learn the full context and meaning of the bolt’s existence. Patiently following the evidentiary trail without making assumptions preserves the integrity of the investigation and prevents unfounded speculation and distraction.

The NTSB’s first order of business was to locate and download the “black boxes”. The cockpit voice recorder (CVR) indicated an uneventful takeoff roll, with 53-year-old Captain Walter Lux verbalizing the proper “V-speed” callouts to First Officer James Dillard, age 49, who was the pilot flying. Just as the airplane began to lift off, Dillard uttered one word – the final word on the CVR – which was “damn.” The flight data recorder (FDR) ended with the aircraft in a 112° left roll and a 21° nose-down pitch attitude with full counter aileron and rudder controls and nearly full up elevator being applied.

The DC-10 was powered by three GE engines: one on each wing and one on the tail. The engines on the wings were mounted onto pylons, and these pylons were attached to the wings via forward and aft bearings (see graphics 6 and 7). The left engine weighed 11,612 pounds. and its pylon weighed 1,865 pounds., for a total engine-pylon assembly weight of 13,477 pounds.

Investigators discovered that the pylon forward bulkhead and portions of the flange from the pylon aft bulkhead either remained with the separated no. 1 pylon or were scattered along the runway. The no. 1 pylon’s aft wing clevis fitting and portions of the pylon aft bulkhead, thrust link, and pylon forward bulkhead attach assembly remained with the wing (see graphic 8). The thrust link bushing bolt had broken in two parts – the parts that Woody Drive held up to the world – and were found in the grass adjacent to the runway.

Investigators found a 10-inch fracture on the flange of the rear bulkhead of the pylon. The fracture contained a crescent-shaped deformation which matched the shape of the lower end of the wing clevis (see graphics 9 and 10). The gouge appeared to be produced by a fastener head, hitting the clevis with a sliding movement, and the resulting damage weakened the pylon’s structure. But how, and when, did this damage occur?

A 200-Hour Shortcut

About a year before the accident, McDonnell-Douglas issued a service bulletin calling for replacement of the spherical bearings on the forward and aft bulkheads of the pylon clevis (see graphics 8) to “correct service-related unsatisfactory conditions.“ The bulletin specified that the engine should be disconnected from the pylon before the pylon was removed from the wing. Compliance was recommended at the “operator’s convenience” and American opted to perform the work during a “C” check.

However, in an effort to save about 200 hours of maintenance work to accomplish the modification, American wrote an “Engineering Change Order” (ECO) that called for disconnecting the engine and pylon as a single unit and then lowering the unit with a forklift. They based this ECO shortcut on previous experience with older DC-10s for a similar modification. At that time, McDonnell-Douglas reviewed the procedure and advised against it, but American went ahead anyway, with no knowledge by the FAA.

Engineers at American did not conduct a fault analysis regarding the effect a forklift would have on the engine-pylon assembly in the event of a forklift malfunction or a human error. Forklift placement anywhere other than directly beneath the center of gravity would result in a torque that could overstress the joints, resulting in a crack on the pylon bulkhead (see graphic 11).

In the days following the crash, investigators inspected the maintenance procedures of all U.S. airlines that were flying the DC-10. They discovered that Continental and United Airlines copied the 200-hour shortcut devised by American, and they also incorrectly removed the engine and pylon as a single assembly. United used an overhead hoist to lower and raise the assembly, while Continental used the forklift method.

Review of the entire domestic DC-10 fleet revealed the removal and installation of 175 pylon/engine assemblies, of which 88 involved the incorrect method of removing the engine and pylon as a single unit. Of these 88, 12 were lowered and raised with an overhead crane. The remaining 76 were lowered and raised with a forklift.

The fleet inspections revealed six DC-10s with fractured upper flanges on the pylon aft bulkheads: four from American and two from Continental. All six cases involved the use of a forklift. NTSB metallurgists found that the failure modes on the Continental aircraft were similar to those found on American’s DC-10 fleet.

The Midnight Shift and a Forklift

Investigators attempted to reconstruct exactly what happened to the DC-10 that crashed in Chicago. They discovered that the pylon was likely damaged during maintenance performed about two months prior to the accident, on March 30, 1979. American’s maintenance personnel not only removed the pylon and engine as a single unit, they also removed the bearings in the opposite order specified in the ECO. Instead of removing the pylon’s forward bearings first, they removed the aft bearings. This permitted the forward bulkhead to act as a pivot.

The midnight shift started the work and removed the aft bolt before going off duty. The forklift they used to support the assembly remained in place for hours, and investigators suspected that some hydraulic pressure may have bled off overnight and caused the forks to move. Any advertent or inadvertent loss of support to the engine and pylon assembly would produce an upward movement at the aft bulkhead’s upper flange and bring it into contact with the wing clevis.

Sure enough, when the day shift reported for duty, two of the mechanics saw the upper lug of the aft bulkhead come into contact with the bolts attaching the clevis to the wing. Manipulations of the forklift allowed the assembly to rotate, resulting in the pylon’s rear flange contacting the wing clevis. The force from this contact resulted in an undetected crack in the aft bulkhead that grew slightly longer each subsequent flight until it failed during Flight 191.

The Probable Cause

After holding a 10-day public hearing in July 1979, and just before Christmas of that same year, the NTSB issued a very long and involved probable cause. There was plenty of culpability to spread around. The Board ruled that the left wing aerodynamically stalled during takeoff, resulting from “… maintenance-induced damage leading to the separation of the no. 1 engine and pylon assembly at a critical point during takeoff.” The cause also cited, “The separation resulted from damage by improper maintenance procedures which led to failure of the pylon structure.”

The Board also listed numerous “contributing factors” such as the vulnerability of the pylon design to maintenance damage, deficiencies in FAA surveillance and reporting systems, and inadequate practices and communications among the airlines, McDonnell Douglas, and the FAA. The only entity spared of any fault was the flight crew, who had “no reasonable opportunity” to save the aircraft.

The Legacy of Flight 191

Flight 191 became a call to action for the industry and its regulators. The NTSB issued several recommendations that added clarity to quality control processes and reporting requirements. The FAA slapped American and Continental with fines of $500,000 and $100,000, respectively, for improper maintenance.

The DC-10’s reputation had already been tarnished by two previous fatal accidents that had differing circumstances and causes. Two weeks after the Flight 191 tragedy, the FAA grounded the entire DC-10 fleet. The grounding was lifted a few weeks later when the design was exonerated, but the damage was done. The DC-10’s use in passenger service began to plummet, and the McDonnell-Douglas shut down the line a few years later.

The personal toll of the accident was also immense. For example, two years after the accident, a 47-year-old mechanic who served as a crew chief at American’s maintenance facility committed suicide one day before he was to give a deposition in a civil lawsuit regarding his role in the crash. His wife told investigators that he “suffered from guilt” over the tragedy, even though he was not directly involved in the engine/pylon work.

As it echoes throughout the aviation industry 44 years later, the Flight 191 tragedy warns that attempts to streamline maintenance processes may reduce costs, but great care must be taken to ensure that additional safety risks are not introduced. Additionally, the reporting and cross-communication among all industry players regarding critical damage or failure incidents are vital to timely implementation of risk controls by all operators of similar aircraft.