The document discusses the logistics programs, successes, and challenges facing logistics in the Italian Navy. It outlines the Navy's logistics organization and how it regulates maintenance, materials acquisition and management, ammunition preparation, and infrastructure upkeep. It also discusses international cooperation programs. Key challenges include budget reductions, outdated laws and regulations, personnel issues, and the need for information system modernization to improve materials management and maintenance processes.
Jennifer Hall has over 15 years of experience in quality assurance and aircraft maintenance. She currently works as a Quality Assurance Specialist for the Department of Army, where she performs quality inspections and ensures contractor maintenance procedures meet standards. Previously, she held several roles at Bell Helicopter including Quality Assurance Supervisor and FAA Repair Station Chief Inspector, where she managed quality programs and completed aircraft certifications. She also has experience as an Army maintenance supervisor, managing engine and structural repairs.
This white paper discusses the challenges of retrofitting Airbus A320s with sharklet wingtip devices. It describes the multi-phase retrofit process which is challenging due to the level of intrusion and impact on the aircraft's structural integrity. TAP Airlines has developed efficient procedures and strategies to optimize the retrofit's turnaround time and manage constraints. Through continuous improvement, TAP reduced the retrofit time between the first and fourth aircraft by 42%, building an efficient assembly line process.
Elements Of Aircraft Maintenance Reserve Development Iata Mccspackert
The document summarizes elements of developing maintenance reserves for aircraft leasing. It discusses significant maintenance events like heavy structural inspections and engine overhauls. Factors that influence maintenance reserve parameters and rates are outlined, such as aircraft age, flight cycles, and engine thrust rating. Methods for establishing reserve rates and examples of calculations are provided.
The document provides a summary of Ethan Williams' career experience in aviation maintenance and management. It outlines his 20 years of experience in the US Navy, including roles as an aircraft mechanic, production control supervisor, program manager, and CPI/Lean Six Sigma instructor. It details responsibilities like managing maintenance programs, implementing process improvement strategies, and instructing naval personnel. The document demonstrates Williams' extensive expertise in areas such as aircraft maintenance, quality assurance, and logistics management.
The digital revolution comes to Aircraft Maintenance, Repair and Overhaul (MRO)PMI-Montréal
A commercial transport aircraft has been described as a million parts flying in close formation. Maintaining detailed records on all of these parts and components is both a regulatory and a “good business” requirement-- a massive, hugely paper-intensive activity
Now however, the digital revolution offers the opportunity to transform maintenance by removing paper in favor of electronic record-keeping. The ultimate goal is to simplify maintenance operations using paperless technologies, thereby facilitating regulatory compliance and enabling new processes that will drive down costs.
Join us for a special breakfast meeting on Tuesday 12 May at IATA’s offices for a presentation by IATA Senior Vice President, Safety and Flight Operations, Capt. Kevin Hiatt, and the project lead, Dr. Chris Markou, as they provide first-hand insights into how this immense project will impact the future of aviation.
Speakers
In February 2014, Kevin Hiatt joined the International Air Transport Association (IATA) as Senior Vice President of Safety and Flight operations. In that position, he is responsible for five divisions and over 100 team members providing safety, operational, audit, quality, air traffic, and data support and information.
Kevin joins IATA from the Flight Safety Foundation (FSF) where he was appointed President and CEO in 2013, having joined FSF in 2010 as Executive Vice President. Kevin previously served as Vice President for Corporate Safety and Security for World Airways, and was with Delta Air Lines for 26 years in various positions, including Chief Pilot at the Hartsfield-Jackson Atlanta International Airport Pilot Crew Base from 2002 to late 2005.
Chris Markou is working on Airline Operations Cost Management and Efficiency Improvement, exploring various cost reduction opportunities, efficiencies and synergies between the different airline functions. Chris has initiated the “Paperless Aircraft Operations” industry Think Tank to innovate the Airline Maintenance Operations through acceptance of new technologies and electronic acceptance of current paper functions. He is the Secretary to IATA’s Maintenance Cost Task Force (MCTF), the Airline Cost Management Group (ACMG) and the Aircraft Leasing Advisory Group (ALAG).
Before joining IATA, Chris worked at Delta Air Lines in the Technical Operations (TechOps) Division. He developed the strategic framework in expanding TechOps into one of the leading airline MROs. Throughout his tenure at Delta he held various positions including Manager for Business Development and General Manager for Technical Sales – Marketing – Customer Service.
Before joining Delta, he was an Assistant Professor at Emory University and Research Professor at Georgia Tech. Chris holds graduate degrees from Georgia Tech (MS and Ph.D. in Aerospace Engineering) and from Emory University’s Business School (Executive MBA). Chris has a Diploma from the Mechanical Engineering Department of the Aristotelian Univ. o
Abdulaziz RizQ Qasim Mohamed is a 46-year-old mechanical engineer seeking a position as an equipment and plant manager with over 20 years of experience in oil and gas maintenance and operations. He has managed fleets of heavy equipment and cranes of up to 400 items. His experience includes developing budgets, schedules, and improving utilization. He is skilled in hydraulics, electronics, and diagnostics of various heavy equipment brands.
Scott Lockwood is an Air Force logistics professional with over 20 years of experience in air transportation and cargo management. He has held roles as an Air Terminal Manager, Logistics Advisor, and Supervisory Logistics Management Specialist. Lockwood has extensive experience in cargo and passenger operations, hazardous materials handling, and aircraft load planning. He is trained in various logistics and transportation systems and holds certifications in hazardous materials handling. Lockwood has demonstrated strong leadership and problem-solving skills while working in various international locations including Japan, Afghanistan, and across the United States.
This document provides an analysis and performance assessment of the Royal Jordanian Air Cargo Warehouse. It begins with an introduction to the project and overview of the air cargo supply chain and warehouse systems. It then analyzes the specific operations of the RJ warehouse, including import/export areas and key performance indicators. Data on operator productivity and utilization is collected and analyzed to assess performance over two weeks, identifying the "Preparation of other carriers' flights" operator as needing improvement. Recommendations are provided to enhance overall warehouse efficiency and operations.
Jennifer Hall has over 15 years of experience in quality assurance and aircraft maintenance. She currently works as a Quality Assurance Specialist for the Department of Army, where she performs quality inspections and ensures contractor maintenance procedures meet standards. Previously, she held several roles at Bell Helicopter including Quality Assurance Supervisor and FAA Repair Station Chief Inspector, where she managed quality programs and completed aircraft certifications. She also has experience as an Army maintenance supervisor, managing engine and structural repairs.
This white paper discusses the challenges of retrofitting Airbus A320s with sharklet wingtip devices. It describes the multi-phase retrofit process which is challenging due to the level of intrusion and impact on the aircraft's structural integrity. TAP Airlines has developed efficient procedures and strategies to optimize the retrofit's turnaround time and manage constraints. Through continuous improvement, TAP reduced the retrofit time between the first and fourth aircraft by 42%, building an efficient assembly line process.
Elements Of Aircraft Maintenance Reserve Development Iata Mccspackert
The document summarizes elements of developing maintenance reserves for aircraft leasing. It discusses significant maintenance events like heavy structural inspections and engine overhauls. Factors that influence maintenance reserve parameters and rates are outlined, such as aircraft age, flight cycles, and engine thrust rating. Methods for establishing reserve rates and examples of calculations are provided.
The document provides a summary of Ethan Williams' career experience in aviation maintenance and management. It outlines his 20 years of experience in the US Navy, including roles as an aircraft mechanic, production control supervisor, program manager, and CPI/Lean Six Sigma instructor. It details responsibilities like managing maintenance programs, implementing process improvement strategies, and instructing naval personnel. The document demonstrates Williams' extensive expertise in areas such as aircraft maintenance, quality assurance, and logistics management.
The digital revolution comes to Aircraft Maintenance, Repair and Overhaul (MRO)PMI-Montréal
A commercial transport aircraft has been described as a million parts flying in close formation. Maintaining detailed records on all of these parts and components is both a regulatory and a “good business” requirement-- a massive, hugely paper-intensive activity
Now however, the digital revolution offers the opportunity to transform maintenance by removing paper in favor of electronic record-keeping. The ultimate goal is to simplify maintenance operations using paperless technologies, thereby facilitating regulatory compliance and enabling new processes that will drive down costs.
Join us for a special breakfast meeting on Tuesday 12 May at IATA’s offices for a presentation by IATA Senior Vice President, Safety and Flight Operations, Capt. Kevin Hiatt, and the project lead, Dr. Chris Markou, as they provide first-hand insights into how this immense project will impact the future of aviation.
Speakers
In February 2014, Kevin Hiatt joined the International Air Transport Association (IATA) as Senior Vice President of Safety and Flight operations. In that position, he is responsible for five divisions and over 100 team members providing safety, operational, audit, quality, air traffic, and data support and information.
Kevin joins IATA from the Flight Safety Foundation (FSF) where he was appointed President and CEO in 2013, having joined FSF in 2010 as Executive Vice President. Kevin previously served as Vice President for Corporate Safety and Security for World Airways, and was with Delta Air Lines for 26 years in various positions, including Chief Pilot at the Hartsfield-Jackson Atlanta International Airport Pilot Crew Base from 2002 to late 2005.
Chris Markou is working on Airline Operations Cost Management and Efficiency Improvement, exploring various cost reduction opportunities, efficiencies and synergies between the different airline functions. Chris has initiated the “Paperless Aircraft Operations” industry Think Tank to innovate the Airline Maintenance Operations through acceptance of new technologies and electronic acceptance of current paper functions. He is the Secretary to IATA’s Maintenance Cost Task Force (MCTF), the Airline Cost Management Group (ACMG) and the Aircraft Leasing Advisory Group (ALAG).
Before joining IATA, Chris worked at Delta Air Lines in the Technical Operations (TechOps) Division. He developed the strategic framework in expanding TechOps into one of the leading airline MROs. Throughout his tenure at Delta he held various positions including Manager for Business Development and General Manager for Technical Sales – Marketing – Customer Service.
Before joining Delta, he was an Assistant Professor at Emory University and Research Professor at Georgia Tech. Chris holds graduate degrees from Georgia Tech (MS and Ph.D. in Aerospace Engineering) and from Emory University’s Business School (Executive MBA). Chris has a Diploma from the Mechanical Engineering Department of the Aristotelian Univ. o
Abdulaziz RizQ Qasim Mohamed is a 46-year-old mechanical engineer seeking a position as an equipment and plant manager with over 20 years of experience in oil and gas maintenance and operations. He has managed fleets of heavy equipment and cranes of up to 400 items. His experience includes developing budgets, schedules, and improving utilization. He is skilled in hydraulics, electronics, and diagnostics of various heavy equipment brands.
Scott Lockwood is an Air Force logistics professional with over 20 years of experience in air transportation and cargo management. He has held roles as an Air Terminal Manager, Logistics Advisor, and Supervisory Logistics Management Specialist. Lockwood has extensive experience in cargo and passenger operations, hazardous materials handling, and aircraft load planning. He is trained in various logistics and transportation systems and holds certifications in hazardous materials handling. Lockwood has demonstrated strong leadership and problem-solving skills while working in various international locations including Japan, Afghanistan, and across the United States.
This document provides an analysis and performance assessment of the Royal Jordanian Air Cargo Warehouse. It begins with an introduction to the project and overview of the air cargo supply chain and warehouse systems. It then analyzes the specific operations of the RJ warehouse, including import/export areas and key performance indicators. Data on operator productivity and utilization is collected and analyzed to assess performance over two weeks, identifying the "Preparation of other carriers' flights" operator as needing improvement. Recommendations are provided to enhance overall warehouse efficiency and operations.
This document outlines the requirements for certifying staff authorisation for aircraft maintenance organisations according to CAR 145. Key points include:
- Initial training and assessment of certifying staff including human factors, procedures, technology and experience requirements.
- Certification authorisations must be issued by the organisation once certifying staff meet competence and experience criteria. Authorisations clearly define the certifier's privileges and limitations.
- Certifying staff must complete continuation training every two years covering technology, procedures, human factors and quality findings to maintain authorisation.
- Certifying staff are required to have six months maintenance experience in relevant aircraft systems over a two-year period.
This document summarizes the efforts of the Marine Aviation Logistics Squadron 24 (MALS-24) to implement continuous process improvement methodologies like Lean Six Sigma and Theory of Constraints. Some key results include reducing customer wait times by 26-67%, improving aircraft phase maintenance turnaround times by 15-30%, and identifying over $975,000 in savings from improving the repair and return of aviation components. MALS-24 has involved both maintenance and supply departments in process improvement efforts through techniques like rapid improvement events and value stream analyses.
Akka Technologies is a consulting and engineering service provider, leader in the mobility segment covering Aerospace, Automotive and Railway.
Its subsidiary Aeroconseil supports airplane and helicopter lessors and operators with operational and technical services including modification, CAMO, inspections, transition management and flight operations. We operate from Toulouse – Dubai – Singapore – Montreal – San Jose dos Campos to ensure competitiveness and reactivity.
This document provides an overview of light sport aircraft regulations, categories, classes, markings, operating limitations, inspections, maintenance, and repairman certification requirements. It defines special light sport aircraft and experimental light sport aircraft, and outlines training requirements to obtain different ratings as a light sport aircraft repairman to perform inspections and maintenance. The summary highlights key rules regarding who can perform annual condition inspections, 100-hour inspections, repairs, and alterations on these aircraft.
This document provides a summary of Leonard Wright's qualifications and work history as a logistics and supply specialist. He has over 10 years of experience managing warehouses and inventory. Currently he supervises 27 personnel and ensures the accurate processing of supply transactions for an MRSP satellite support contract in Qatar. Previously he held supervisory roles overseeing aircraft parts and MRSP kits while serving in the U.S. Air Force.
This document outlines the 5-phase process for approval of organizations seeking to provide basic aircraft maintenance training under CAR 147 (Basic) in India. It details the pre-application, application, documentation evaluation, inspection & demonstration, and certification phases. Key requirements addressed include minimum number of instructors, classrooms and training facilities, library resources, and contracts with CAR 145 organizations for practical training. Overall the process aims to ensure applicant organizations meet regulatory requirements for personnel, facilities, training materials and oversight before granting initial or renewed approval to conduct basic aircraft maintenance courses.
This document contains a summary of an aviation professional's experience. It includes over 25 years of experience with Qatar Airways and Pakistan Air Force in roles such as line stores operations, quality control, training, and aircraft maintenance. The professional holds a Bachelor's degree in aeromechanics and has completed over 30 safety, management and technical courses. Current responsibilities involve overseeing line stores operations and stock management for Qatar Airways' large aircraft fleet. Previous experience includes 21 years in Pakistan Air Force managing material and technical stores, aviation maintenance, safety and quality roles, as well as instructor roles.
The document provides an overview of requirements for airworthiness management as per Part M, including:
1) The scope and extent of approval for a Continuing Airworthiness Management Organisation (CAMO), which includes developing maintenance programs and managing approvals.
2) Requirements for the Continuing Airworthiness Management Exposition (CAME) that specifies the CAMO's procedures and scope.
3) Requirements for facilities, personnel, and contracting maintenance to approved organisations.
4) Requirements for the CAMO's quality system to monitor compliance and ensure airworthy aircraft.
This document analyzes the preparedness of Australian helicopter rescue crews for winch operations, specifically those exceeding typical training heights. It verifies the process for qualifications on rescue helicopters involves CASA approval of operator training programs. However, training program scope and recurrent requirements vary between operators. While minimum recurrent winch practice may seem low, additional criteria and operational shifts likely increase experience. The author aims to determine if crew preparedness is sufficient for high-risk winch rescues, and identifies weaknesses not addressed in previous investigations.
This unofficial transcript for Alex Dustin Boschma provides the following information in 3 sentences:
It lists Alex's personal information including name, SSN, rank, and military courses completed between 2003 and 2015 related to his occupation as an Aviation Support Equipment Technician. The courses covered topics such as aircraft towing tractor maintenance, electrical systems, hydraulics, and cryogenic equipment operation. The transcript does not provide any information about courses Alex did not complete.
The PROuD project - Flying into the future with the PBN flight procedures PROuD Project
Collection of all the Consortium presentations at the Final Communication Event of the PROuD project, one of the SESAR JU Large Scale Demonstration Activity
Retired USAF in Production Management with a BBA from University of Management and Technology (with honors; GPA 3.56). Energetic and eager to learn, assess, and apply to processes for goal accomplishment.
CAR-145 was introduced in 2005 and revised in 2008 and 2013 to align with EASA regulations. It applies to maintenance of large aircraft and aircraft used for commercial air transport. Practical training for flight crew was enhanced to include de-icing activities. Personnel conducting non-destructive testing must be qualified according to DGCA standards. Line maintenance includes troubleshooting, defect rectification, component replacement and scheduled maintenance while base maintenance involves larger tasks. A CAR-145 approved organization must have its management located in the certifying country. Guidance material provides alternatives for small single person organizations to be approved for limited maintenance classes.
This document is a resume for James W. Desrosiers Jr. that summarizes his 30 years of experience in military service and logistics support. He has experience managing budgets over $6.7 million and overseeing maintenance for aircraft, equipment, and personnel. Currently he works as the Maintenance Manager for the VTUAV MQ-8B program at Point Mugu, California, where he established the maintenance contractor logistics support operation.
The document provides information on the occupations of Machinist's Mate (Nuclear) and Machinist's Mate from January 1999 to April 2016. It describes the duties of operating, maintaining, and repairing ship propulsion machinery and auxiliary equipment. It also lists qualifications and responsibilities up to pay grade E-8, including inspecting components, troubleshooting systems, and supervising personnel. The document recommends college credits based on the experience and training of these military occupations.
This document outlines the requirements for basic maintenance training organizations in India seeking approval under CAR 147. It addresses the applicability, scope, general organizational requirements, facility requirements, and personnel requirements. Key points include:
- Organizations must be a registered legal entity to receive approval.
- Facilities must provide protection from weather and allow for proper training/exams, with separate accommodation for theory/exams.
- Practical training workshops may be provided via arrangement with another approved maintenance organization if needed.
- Maximum students per knowledge course is 30 and organizations can induct two batches per category annually.
Matthew Toyoda is a highly motivated United States Marine Corps Veteran seeking a leadership role in safety and quality assurance. He has extensive experience performing quality inspections and ensuring equipment is properly maintained. He possesses various certifications in areas such as hazardous materials handling, crane operation, and commercial driving. Toyoda has a proven track record of improving maintenance programs and standards through his work as a Quality Assurance Representative and Hazardous Materials Technician in the Marine Corps.
The document provides a summary of Douglas Droback's professional experience including over 20 years working in management roles focused on supply chain, logistics, and program management. It details his current role as an Integrated Logistics Certification Manager and highlights his extensive skills and qualifications in areas such as life cycle logistics, facility management, and expertise with various Navy and DoD databases and systems. The document also includes his educational background and references.
This document provides an overview of airworthiness directives, service bulletins, and maintenance requirements for aircraft. It defines airworthiness directives as legally enforceable regulations issued by the FAA to correct an unsafe condition. Service bulletins are notices from manufacturers about product improvements. The document outlines required inspections, owner responsibilities, and record keeping duties. It also explains how to find current airworthiness directives and service bulletins on the FAA and manufacturer websites.
Deepening cost analysis for Onshore Wind TechnologyIEA-ETSAP
This document discusses methods for analyzing cost reductions in wind turbine technology. It finds that current bottom-up cost modeling and learning curve approaches have limitations in addressing all relevant cost drivers, especially macro-level drivers like industry learning and knowledge spillovers. Most technology cost components are still not fully explained, particularly overhead costs. Further analysis is needed to better understand the dynamics of overhead cost reductions and whether they depend more on local or global conditions. Considering project-level data and the pre-deployment stage could provide more insights.
This document outlines the requirements for certifying staff authorisation for aircraft maintenance organisations according to CAR 145. Key points include:
- Initial training and assessment of certifying staff including human factors, procedures, technology and experience requirements.
- Certification authorisations must be issued by the organisation once certifying staff meet competence and experience criteria. Authorisations clearly define the certifier's privileges and limitations.
- Certifying staff must complete continuation training every two years covering technology, procedures, human factors and quality findings to maintain authorisation.
- Certifying staff are required to have six months maintenance experience in relevant aircraft systems over a two-year period.
This document summarizes the efforts of the Marine Aviation Logistics Squadron 24 (MALS-24) to implement continuous process improvement methodologies like Lean Six Sigma and Theory of Constraints. Some key results include reducing customer wait times by 26-67%, improving aircraft phase maintenance turnaround times by 15-30%, and identifying over $975,000 in savings from improving the repair and return of aviation components. MALS-24 has involved both maintenance and supply departments in process improvement efforts through techniques like rapid improvement events and value stream analyses.
Akka Technologies is a consulting and engineering service provider, leader in the mobility segment covering Aerospace, Automotive and Railway.
Its subsidiary Aeroconseil supports airplane and helicopter lessors and operators with operational and technical services including modification, CAMO, inspections, transition management and flight operations. We operate from Toulouse – Dubai – Singapore – Montreal – San Jose dos Campos to ensure competitiveness and reactivity.
This document provides an overview of light sport aircraft regulations, categories, classes, markings, operating limitations, inspections, maintenance, and repairman certification requirements. It defines special light sport aircraft and experimental light sport aircraft, and outlines training requirements to obtain different ratings as a light sport aircraft repairman to perform inspections and maintenance. The summary highlights key rules regarding who can perform annual condition inspections, 100-hour inspections, repairs, and alterations on these aircraft.
This document provides a summary of Leonard Wright's qualifications and work history as a logistics and supply specialist. He has over 10 years of experience managing warehouses and inventory. Currently he supervises 27 personnel and ensures the accurate processing of supply transactions for an MRSP satellite support contract in Qatar. Previously he held supervisory roles overseeing aircraft parts and MRSP kits while serving in the U.S. Air Force.
This document outlines the 5-phase process for approval of organizations seeking to provide basic aircraft maintenance training under CAR 147 (Basic) in India. It details the pre-application, application, documentation evaluation, inspection & demonstration, and certification phases. Key requirements addressed include minimum number of instructors, classrooms and training facilities, library resources, and contracts with CAR 145 organizations for practical training. Overall the process aims to ensure applicant organizations meet regulatory requirements for personnel, facilities, training materials and oversight before granting initial or renewed approval to conduct basic aircraft maintenance courses.
This document contains a summary of an aviation professional's experience. It includes over 25 years of experience with Qatar Airways and Pakistan Air Force in roles such as line stores operations, quality control, training, and aircraft maintenance. The professional holds a Bachelor's degree in aeromechanics and has completed over 30 safety, management and technical courses. Current responsibilities involve overseeing line stores operations and stock management for Qatar Airways' large aircraft fleet. Previous experience includes 21 years in Pakistan Air Force managing material and technical stores, aviation maintenance, safety and quality roles, as well as instructor roles.
The document provides an overview of requirements for airworthiness management as per Part M, including:
1) The scope and extent of approval for a Continuing Airworthiness Management Organisation (CAMO), which includes developing maintenance programs and managing approvals.
2) Requirements for the Continuing Airworthiness Management Exposition (CAME) that specifies the CAMO's procedures and scope.
3) Requirements for facilities, personnel, and contracting maintenance to approved organisations.
4) Requirements for the CAMO's quality system to monitor compliance and ensure airworthy aircraft.
This document analyzes the preparedness of Australian helicopter rescue crews for winch operations, specifically those exceeding typical training heights. It verifies the process for qualifications on rescue helicopters involves CASA approval of operator training programs. However, training program scope and recurrent requirements vary between operators. While minimum recurrent winch practice may seem low, additional criteria and operational shifts likely increase experience. The author aims to determine if crew preparedness is sufficient for high-risk winch rescues, and identifies weaknesses not addressed in previous investigations.
This unofficial transcript for Alex Dustin Boschma provides the following information in 3 sentences:
It lists Alex's personal information including name, SSN, rank, and military courses completed between 2003 and 2015 related to his occupation as an Aviation Support Equipment Technician. The courses covered topics such as aircraft towing tractor maintenance, electrical systems, hydraulics, and cryogenic equipment operation. The transcript does not provide any information about courses Alex did not complete.
The PROuD project - Flying into the future with the PBN flight procedures PROuD Project
Collection of all the Consortium presentations at the Final Communication Event of the PROuD project, one of the SESAR JU Large Scale Demonstration Activity
Retired USAF in Production Management with a BBA from University of Management and Technology (with honors; GPA 3.56). Energetic and eager to learn, assess, and apply to processes for goal accomplishment.
CAR-145 was introduced in 2005 and revised in 2008 and 2013 to align with EASA regulations. It applies to maintenance of large aircraft and aircraft used for commercial air transport. Practical training for flight crew was enhanced to include de-icing activities. Personnel conducting non-destructive testing must be qualified according to DGCA standards. Line maintenance includes troubleshooting, defect rectification, component replacement and scheduled maintenance while base maintenance involves larger tasks. A CAR-145 approved organization must have its management located in the certifying country. Guidance material provides alternatives for small single person organizations to be approved for limited maintenance classes.
This document is a resume for James W. Desrosiers Jr. that summarizes his 30 years of experience in military service and logistics support. He has experience managing budgets over $6.7 million and overseeing maintenance for aircraft, equipment, and personnel. Currently he works as the Maintenance Manager for the VTUAV MQ-8B program at Point Mugu, California, where he established the maintenance contractor logistics support operation.
The document provides information on the occupations of Machinist's Mate (Nuclear) and Machinist's Mate from January 1999 to April 2016. It describes the duties of operating, maintaining, and repairing ship propulsion machinery and auxiliary equipment. It also lists qualifications and responsibilities up to pay grade E-8, including inspecting components, troubleshooting systems, and supervising personnel. The document recommends college credits based on the experience and training of these military occupations.
This document outlines the requirements for basic maintenance training organizations in India seeking approval under CAR 147. It addresses the applicability, scope, general organizational requirements, facility requirements, and personnel requirements. Key points include:
- Organizations must be a registered legal entity to receive approval.
- Facilities must provide protection from weather and allow for proper training/exams, with separate accommodation for theory/exams.
- Practical training workshops may be provided via arrangement with another approved maintenance organization if needed.
- Maximum students per knowledge course is 30 and organizations can induct two batches per category annually.
Matthew Toyoda is a highly motivated United States Marine Corps Veteran seeking a leadership role in safety and quality assurance. He has extensive experience performing quality inspections and ensuring equipment is properly maintained. He possesses various certifications in areas such as hazardous materials handling, crane operation, and commercial driving. Toyoda has a proven track record of improving maintenance programs and standards through his work as a Quality Assurance Representative and Hazardous Materials Technician in the Marine Corps.
The document provides a summary of Douglas Droback's professional experience including over 20 years working in management roles focused on supply chain, logistics, and program management. It details his current role as an Integrated Logistics Certification Manager and highlights his extensive skills and qualifications in areas such as life cycle logistics, facility management, and expertise with various Navy and DoD databases and systems. The document also includes his educational background and references.
This document provides an overview of airworthiness directives, service bulletins, and maintenance requirements for aircraft. It defines airworthiness directives as legally enforceable regulations issued by the FAA to correct an unsafe condition. Service bulletins are notices from manufacturers about product improvements. The document outlines required inspections, owner responsibilities, and record keeping duties. It also explains how to find current airworthiness directives and service bulletins on the FAA and manufacturer websites.
Deepening cost analysis for Onshore Wind TechnologyIEA-ETSAP
This document discusses methods for analyzing cost reductions in wind turbine technology. It finds that current bottom-up cost modeling and learning curve approaches have limitations in addressing all relevant cost drivers, especially macro-level drivers like industry learning and knowledge spillovers. Most technology cost components are still not fully explained, particularly overhead costs. Further analysis is needed to better understand the dynamics of overhead cost reductions and whether they depend more on local or global conditions. Considering project-level data and the pre-deployment stage could provide more insights.
The document discusses new philosophies for aircraft maintenance including reliability-centered maintenance and condition-based maintenance. It emphasizes using data from enhanced sensors and diagnostics to enable predictive and proactive maintenance to improve aircraft availability and reduce costs over the life cycle. Emerging technologies like prognostics and health management will be integrated across all aircraft subsystems.
This document discusses how the LEANWIND project aims to reduce costs across the offshore wind farm lifecycle through innovative approaches. It summarizes that reducing offshore wind costs benefits Europeans by lowering energy prices and promoting clean energy. The project is developing new technologies, tools, and optimization models related to construction, vessels, operations and maintenance, logistics, and more. Key outputs include models, simulator tools, and technologies to test. The project expects its innovations could potentially reduce the levelized cost of energy for offshore wind by up to 13.8% over the next decade, thus benefitting European consumers and society.
This document summarizes a presentation on the development of safety management systems (SMS) for aircraft maintenance. It discusses how maintenance errors contribute to accidents, and how an SMS can help address this. The presentation covers regulatory developments requiring SMS for maintenance organizations, including an upcoming EASA rulemaking task. Examples of maintenance-related accidents are provided, demonstrating how SMS could have helped. Statistics on maintenance contributions to accidents are also presented. The discussion emphasizes the importance of safety culture and following procedures.
The document outlines the roles and responsibilities of an individual serving as the General Manager of the technical department at an airport since December 16, 2005. They oversee 152 staff across engineering, operations, and maintenance teams responsible for assets valued at over 500 million Euro. Key responsibilities include overseeing operations, managing contracts and budgets, developing safety and environmental standards, and continuous improvement initiatives. Achievements include decreasing electricity consumption by 30%, implementing world-class maintenance systems, and cost savings through procurement and contracting changes.
The document discusses the Naval Aviation Enterprise AIR Speed initiative which aims to improve readiness and reduce costs across the naval aviation maintenance and supply system. It does this using a combination of Lean, Six Sigma and Theory of Constraints process improvement methods. The initiative is led by a single office and involves training personnel in process improvement techniques to identify and implement changes at the fleet, depot and corporate levels to optimize operations and inventory management across the entire system.
- The document discusses ICAO's work on developing Aviation System Block Upgrades (ASBUs) and a Global Air Navigation Plan (GANP) to harmonize NextGen and SESAR and provide guidance for CNS investments globally.
- The technical team is populating templates for ASBU blocks 0-3 to identify performance improvements, procedures, technology, standards, and trials needed. Roadmaps will outline timelines for CNS/AIM implementations.
- The outcomes aim to provide consensus on global interoperability requirements and investment certainty for states and operators in infrastructure and avionics. The GANIS symposium in September will provide industry input on the draft ASBUs and roadmaps.
The document summarizes the ERICA tiltrotor project. It discusses ERICA's innovative design features, including its small rotor diameter and tiltable wing. It also outlines the critical technology programs supporting ERICA's development, including programs focused on aerodynamics, acoustics, control systems, rotors, and integration. The document addresses challenges around public acceptance, regulations, and airport operations for tiltrotor aircraft.
This document discusses improving hydraulic excavator performance through in-line hydraulic oil contamination moni-
toring. It focuses on using a mobile in-line particle contamination sensor to assess suitability for condition-based mainte-
nance of hydraulic systems. A 1900-hour oil contamination monitoring study was conducted on a 22-tonne hydraulic ex-
cavator. The study aims to identify ways to improve maintenance regimes through effective metallic wear particle detec-
tion in hydraulic oil.
FAQCIL provides engineering design, research and development, and logistics services. It has experience in aerospace, naval, railway, and other fields. FAQCIL has a team with over 20 years of experience in industrial and research activities and works with young talents.
The document discusses challenges facing the aerospace industry and education. It notes that industry must introduce new technologies and optimize supply chains while achieving process control. This requires exploring new areas and deploying innovations carefully. It also calls for aerospace education to develop integrators with both technical and organizational skills across design, production, and business management globally. Education must cover both core aerospace topics and new issues like integrated project management.
The document outlines the strategy for implementing the A+ program from 2013-2014. It focuses on building capacity for industrial research and expertise in complex engineering systems, particularly in aeronautics but also potentially in oil & gas and urban systems. The program includes several research projects focused on areas like additive manufacturing, noise reduction, crash safety, and materials selection. It also involves short courses and workshops to disseminate findings and build collaboration between researchers, industry partners, and students. The goal is to help develop Portugal's role in key industries and train the next generation of engineering leaders.
Oil and gas tank farm management may, dubaiPetro Nomics
This document provides information about an oil and gas tank farm management course taking place from May 18-22, 2015 in Dubai, UAE. The course will provide participants with the latest technical and managerial knowledge for handling and controlling product logistics. It will cover topics like measurement and calibration, product quality control, loading and receipts, inventory management, terminal operations, logistics planning, and health and safety. The goal is to help participants improve operational efficiency. The course fee is $3,500 per participant and in-house training can also be provided. Interested individuals should contact the organization for registration details.
Oil and gas tank farm management may, dubaiPetro Nomics
This document provides information about an oil and gas tank farm management course taking place from May 18-22, 2015 in Dubai, UAE. The course will provide participants with the latest technical and managerial knowledge for handling and controlling product logistics. It will cover topics like measurement and calibration, product quality control, loading and receipts, inventory management, terminal operations, logistics planning, and health and safety. The goal is to help participants improve operational efficiency. The course fee is $3,500 per participant and in-house training can also be arranged. Interested individuals should contact the organization for registration details.
The second speaker for our session on Business Intelligence dashboards was Andy Evans, Enterprise Asset Management Systems, who explained how performance reporting has improved reliability and reduced costs at Tube Lines
Presentation also available on YouTube https://www.youtube.com/watch?v=JwVfjVp5t9k
FAQCIL provides engineering design, research and development, and logistics services. It has experience in fields like aerospace, naval, and railway design. The company utilizes modern tools and has a skilled team with over 20 years of experience in industrial and research projects.
The technical feasibility study assesses how a product or service will be delivered by examining materials, labor, transportation, location, and technology needs. It answers questions about availability and costs of raw materials, equipment, distribution, facilities, utilities, and labor. The chapter outlines preparing a technical feasibility study, including sections on materials and supplies, location, engineering and technology, and human resources. It provides examples of assessing raw material sources and costs, site selection, technology description and costs, equipment specifications, and estimating labor requirements and costs.
Similar to PROGRAMMES, SUCCESSES AND CHALLENGES FACING LOGISTICS IN THE ITALIAN NAVY (20)
PROGRAMMES, SUCCESSES AND CHALLENGES FACING LOGISTICS IN THE ITALIAN NAVY
1. NAVAL LOGISTICS INSPECTORATE LATEST PROGRAMMES, SUCCESSES AND CHALLENGES FACING LOGISTICS IN THE ITALIAN NAVY Captain Alessio CARTA Chief of Internal General Business Office and Technical Assistant of the Inspector of the Logistic Support and Lighthouses Inspectorate
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3. TARANTO AUGUSTA LA SPEZIA 2^ LINE SHIPS 1^ LINE SHIPS 100% 0% 50% AUXILIARY SHIPS BRINDISI Other bases 63 38 34 13 7 EVOLUTION OF LOGISTICS SUPPORT SYSTEM OUR CUSTOMERS THE FLEET 155 SHIPS 275 kTons 1^ LINE SHIPS and SUBMARINES 2^ LINE SHIPS 19 45 91 AUXILIARY SHIPS
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5. LA SPEZIA CIMA AULLA MARINARSEN SP MARIPERMAN MARIMISSILI MARICEGESCO MARINALLES MARITECNOFARI DIREMAG SP LIVORNO MARITELERADAR ROMA NAVISPELOG • BRINDISI MARINARSEN BR (Marinarsen Taranto Section) TARANTO AUGUSTA MARINARSEN AUGUSTA MARIPERMAN UDG DIREMAG AUGUSTA (OFF. MSL. CAVA SORCIARO) MARINARSEN TA DIREMAG TA (MARIMUNI TA) CISAM S.PIERO A GRADO OVERVIEW OF THE LOGISTIC ORGANIZATION
16. INITIATIVES SEPTEMBER 2007: APPOINTMENT OF C.A.I.D. (DEFENCE INDUSTRIES AREA COMMITTEE) REPORT DELIVERED ON 30 JUNE 2008 DECEMBER 2006: PROBLEM RAISED TO DEFENCE MINISTRY LEVEL APPOINTMENT OF JOINT WORKING GROUP COORDINATED BY NAVY 2005: INSPECTORATE STUDY ABOUT REGULATION CHANGES ADMINISTRATIVE CHANGES NEW ORGANIZATION INSPECTORATE AND ARSENALS EVOLUTION STUDIES APRIL 2009: APPOINTMENT OF C.R.A.M.M. (NAVY ARSENALS RESTRUCTURING COMMITTEE) PROPOSAL FINALIZED ON JULY 2009 EVOLUTION OF LOGISTICS SUPPORT SYSTEM
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27. AECMA 1000 D NEW DATA MODEL FOR LOGISTIC SUPPORT ANALYSIS = NATO Product Data Model NH – 90 PROGRAMME DATA BASE MIL - STD 1388 - 2 B AECMA 2000 M CHALLENGES AREAS TO IMPROVE: STANDARDIZATION NIILS: Joint Regulation for ILS Data Model
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35. MAINTENANCE CORE BUSINESS EFFECTIVE INSPECTORATE IMPROVEMENT EFFECTIVE DEPENDING BODIES IMPROVEMENT GREATER INVOLVEMENT IN SUPPORT DEFINITION INTEGRATED INDUSTRY INVOLVEMENT OPTIMIZING SYNERGIES WITH LOGISTC ORGANIZATIONS CONCLUSIONS CONSOLIDATED STRATEGY FOR NAVAL SUPPORT NATIONAL LOCAL JOINT INTERNATIONAL
36. CONCLUSIONS We seek interoperability by means of high technology and integrated logistics support.
Editor's Notes
Ladies and Gentlemen good morning. I am Captain Alessio CARTA , currently in charge as Chief of Internal General Business Office and Technical Assistant of the Inspector of the Logistic Support and Lighthouses Inspectorate at the Italian Navy Staff. In my previous job, I was in charge of the warship department in the Horizon Program Office in Paris. Indeed, I am particularly honoured for being here today, in this prestigious conference, to address such a distinguished audience about an overview of the Italian Navy’s effort focused on logistic support.
The Navy Chief of Staff is responsible of ALL activities related to logistics, by means of Inspectorates: Navispelog is for logistic support.
The slide shows the order of magnitude of THE CUSTOMERS of our Logistic Support System.
Depending Bodies are deployed on the national territory, mainly in three areas: La Spezia, Taranto and Augusta.
I would like to mention that almost all of our programs and projects are developed in the frame of bilateral and multinational cooperation: ships, submarines, aircrafts, helicopters, guns, missiles and torpedoes.
In particular, the main programs whose logistic support will be managed in cooperation are:
The slide shows, synthetically, the actual picture of reference, in other terms “the waters we are actually navigating”, and therefore the reasons why we need to improve our Logistic Support System. The main points of weakness , that can be considered as “ structural limits ” typical of a governmental organization that has to carry out an operational activity in a framework of industrial nature are: the legislation context, the reduction of available budget, the shortage of personnel. Such structural limits affect mainly our arsenals, where we have the core business of Naval Instrument maintenance. We aim to overcome this weakness in order to face the increase in operational activity requested to our ships, implementing an industrial-like organization to perform maintenance, management of materials and logistic disciplines.
With regard to the regulation RAD , recently introduced, we have prepared the Operational Instructions for arsenals. Such activities should be further developed and optimized by pursuing the goal of maximum possible simplification of procedures: a special working group has been set up. Administrative tools , in accordance with the criteria of transparency and fairness, are paramount to have an autonomous industrial support, truly effective, real accountability of its activities and its achievements. For this reason we are implementing: an improvement in the computerized logistics system; a serious "change management“; a computerized interface for acquisition and payment.
All this is to be accomplished in a frame of reduction of available budget that affects combat readiness, replenishment of stocks, training of personnel. Furthermore expenses distribution is unbalanced at present. We aim at re-balance the resources distribution in order to assign: 50% to personnel, 25% to in-service support and 25% to acquisition.
This slide shows the reduction, in time, of financial resources allocated to the in-service sector: at present stable around 300 million euros per year.
Such reduction revealed itself as critical in the last financial year, in which the Navy was funded a total of 2.648 M€ divided as shown in this slide.
For what concerns personnel, the trend is to recover in the fields of turn-over, professionalism, training, incentives and career profile.
But Governmental courses and competitions that have taken place up to now and extraordinary employments are not enough to fulfil the turn-over of retired civilian personnel so that effective organic force is decreasing.
This way there is a need to reconsider our logistic support system. It is worth to mention that a few years ago, in the period between ‘96 and ‘98, the Ministry of Defence Andreatta started up a reform, because arsenals situation displayed a progressive and serious degradation, in spite of efforts and activities done in the past. Such reform was the first real and consistent attempt to create a Defence Industrial Area based on arsenals, following economy and effectiveness criterions and focused, from the organizational point of view, on the core business: the in-service maintenance of ships and their systems and equipment. Moreover, it envisaged restructuring human resources professional profiles, always focusing on the maintenance core business. Finally, the incomplete application of the reforma and insufficiency of funds leaded the arsenal system to a crisis situation that has now reached the political level. SIGA IS BASED ON THE BUSINESS SOFTWARE SAP (GERMANY) SAP: “SYSTEMS, APPLICATIONS and PRODUCTS in data processing”
For this reason a number of initiatives have been started aiming to restructure the whole sector. Improving Depending Bodies efficiency is an issue that has been studied by the Inspectorate: results and recommendations have been brought to the Navy Top Level. For the importance and political relevance of the issues, such recommendations have been forwarded also to the political responsible for defence. The Ministry of Defence decided that the problem should be studied jointly and first appointed a Joint Working Group; then he appointed a special committee (Industries Defence Area Committee - CAID ) for the identification and development of possible solutions. Finally, in april 2009, the new Ministry appointed the Navy Arsenals Restructuring Committee (CRAMM). The CRAMM proposals are under evaluation. In the mean time, a series of activities have been started to increase Inspectorate and Depending Bodies efficiency, oriented to an industrial improvement which is only possible with a substantial change of the current organizational and legal-related model; such model is linked to the areas of infrastructures , personnel and, in general, related functioning rules .
Here are the final results of CAID analisys
the main action items to implement CAID recommendations are:
A comprehensive plan of reorganization and infrastructure improvement has been prepared to preserve in the future working capability of arsenals, highly compromised in recent years by the decay of infrastructure assets, both for its obsolescence, and for lack of funding. The current plan, also, involves a streamlining of working that are focused and aimed at maintenance of Naval Units, through the creation / revision of the structures in modern multifunctional workshops With great effort, through a global monitoring coordinated by Inspectorate, the smooth flow of activity is proceeding, although in large part under responsibility of other services of Defence.
Activities have been carried out in order to improve the Inspectorate effectiveness “ to do better, at a lower price and effort ”. A study has been performed for a better internal organization, based on “processes analysis”, different from the traditional “per function” vision, in order to define a new structure of NAVISPELOG. The main output of the study are: a uniform and comprehensive approach to all issues of the arsenals (infrastructures, equipments / facilities, personnel, internal organization, etc.); the creation of a process of "engineering maintenance", deemed essential in view of the complexity of new systems and equipments; the creation of a process of “Planning and Control" of working carried out by the arsenals, both on Ships not operational for maintenance and on combat ready Ships; the creation of the processes of “Measurement and Analysis” and “Quality of Product and Process”, as " everything that is measurable could be improved” .
For what concerns the core business, it was highlighted that preventative maintenance were too expensive and did not take into account feedbacks from the field. In practice, it is necessary to seek suitable solutions to minimize, as much as possible, recurring costs associated with the Logistic Support System.
Spare parts management has been focused on:
Logistic disciplines are used to improve configuration management and feedback form the field.
There are also real possibilities for rationalization and enhancement of Technical Centres. There are initiatives aimed to exploit industrial capabilities of these Centres even beyond the military context, in the commercial field . One example, among many, is the Advanced ammunition joint centre, but areas of excellence could be identified within each Centre in the aim of treasuring internal resources.
Italian Navy is facing several challenges concerning the logistic support. In particular, further improvement will be focused on the three main areas shown on the slide. Leggere
The Inspectorate has been Leader for the continuation and development of the info-logistic system, that is considered essential for optimal functioning of arsenals. Related projects are: SIGAM, dedicated to naval maintenance, and SI_Maricegesco / Diremag for materials management. It is also in progress the design of a new system for our Centre for Configuration Control (CSSN), named SIGA_CSSN. This is the first time that an ERP (Enterprise Resource Planning), based on SAP software solutions, is used to manage, according to "best practice“, activities of an industrial public administration of the Navy.
Maximum standardization is necessary for integration and interoperability in multinational and national Defence. It includes the study, experimentation and the simplification of technical and administrative functions and procurement, inserted in a context of innovative projects, to consent optimization of Life Cycle Cost, or " produce once, use many times ", instead of “trivial” acquisition of out-sourcing at the lowest cost. In this slide you can see the evolution of standard merge. In Italy, it has been recently approved the new regulation “NIILS (Joint Regulation for ILS)”.
Inspectorate will continue to pursue greater participation in the definition and design of logistical support, in the phase of entry into service and in the warranty period. All this represents a concrete process of homogenization among various logistic programmes (Horizon Program, Submarine U212, Carriers Cavour, NUMC / NUPA, FSAF / PAAMS, MU90).
A " Joint Logistics School " has been recently established in order to ensure a common knowledge and professional experiences in the logistic field.
The improvement of logistical support is also pursuable by following a policy of involving the National Defence Industry. The industrial component, itself, is represented mainly by clusters, producing and supplying systems / equipments, but also by the local Industry close to the naval bases. The presence of Industry in managing the support, however, should not result in a total activity out-sourcing, because it can not be put in a dual capacity as " controlled and controller ." Contracts are always “opportunity for business”, in industry point of view, and therefore the Navy must keep in house capabilities of analysis and assessment of the processes.
The technological evolution leads to the concept of an innovative project. This project aims to shift “ from production and development organization to life cycle management ”. In particular, it is intended to acquire from Private Industry not only hardware but also “performances” through new models of contracts (Temporary Global Support, Service Level Agreement, Operational Availability): this requires a significant change in technical and commercial relations with the Private Industry. The problem that we already experienced in this kind of approach is that there are “high risks”, that must be mitigated.
Temporary in-service support is an improvement of ILS within development-production phase and in-service phase. During the Temporary phase Navy and Industry are working together, respecting a collaboration model to: Supportability assessment (Ship, System, Equipment); Logistics Support System assessment (processes/procedure, organization, equipments, technical publications, materials, infrastructures, etc.); Treasuring feedback into Logistics Support System; Fleet availability. In synthesis, Temporary Global Support activities aim to maintain operational conditions, by a Logistics Support System “field proven”, where costs and results are balanced.
In order to optimize the resources, collaboration within the armed forces is mandatory, in accordance with the last “Joint Logistic Directive” of Chief of Staff of Defence. (PADLI: Piano Attuativo della Direttiva Logistica Interforze)
As already illustrated, IT Navy is involved in many international collaboration for the procurement and In Service Support of systems. It must be said that for a full international collaboration, by a technical point of view, many problems have to be considered: working internationally is often time consuming, national practices and rules are not easy to change and national industry interests have to be considered. However, the experiences made up to now, confirm that this is the way to proceed, in order to achieve the highest level of efficiency in carrying out our duty, always more international and cooperative by operational point of view.
In summary, a strategy has been consolidated for the Naval Support. Much work has been carried out but it is not completed. The problems to overcome and the constrains to be considered are: funds availability; qualifications and number of the personnel employed; persistency of “rules of game" substantially unfit to manage industrial activities. Therefore, the Inspectorate strategy is focused on : the concentration on core business-maintenance; the launch of a new organization; strong industrial involvement; synergies, nationally and internationally.