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Reevaluating Maintenance Strategies: A Comprehensive View on Defense Dynamics

This article presents a critical exploration of maintenance strategies within the defense sector from a maintainer’s perspective. It discusses the impact of initiative pressures, cultural shifts, and the integration of MEMS (Maintenance Event Management Systems). It highlights the challenges of maintaining momentum during new introductions while addressing the need for clarity of purpose in small to medium organizations. Additionally, it underscores the importance of adapting to changing expectations and societal shifts in the engineering field, providing insights for enhancing human factors programs in maintenance.

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Reevaluating Maintenance Strategies: A Comprehensive View on Defense Dynamics

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  1. FR Aviation GroupMarc Bailey

  2. FRA – A Maintainer’s Perspective • An alternative model of defence

  3. FRA – A Maintainer’s Perspective • An alternative model • Impact of initiative pressures

  4. FRA – A Maintainer’s Perspective • An alternative model • Impact of initiative pressures • Culture shift

  5. FRA – A Maintainer’s Perspective • An alternative model • Impact of initiative pressures • Culture shift • A reckless act

  6. FRA – A Maintainer’s Perspective • An alternative model • Impact of initiative pressures • Culture shift • A reckless act • Integration of MEMS

  7. FRA – A Maintainer’s Perspective • An alternative model • Impact of initiative pressures • Culture shift • A reckless act • Integration of MEMS • Maintaining momentum during introduction

  8. FRA – A Maintainer’s Perspective • An alternative model • Impact of initiative pressures • Culture shift • A reckless act • Integration of MEMS • Maintaining momentum during introduction • What can encourage participants?

  9. An alternative model

  10. An alternative model • Classic defence barriers

  11. Classic Model of Defences Defensive Strategies Against Contributing Factors Prevent Event Error

  12. An alternative model • Classic defence barriers • Is the model more dynamic in reality

  13. Dynamic Environment Error Defensive strategies against contributory factors Events Error External Forces Culture Regulator Competing Initiatives

  14. External Forces

  15. External Forces • A programme snapshot • Health & Safety 5-star award • New integrated IT development • Environmental accreditation

  16. External Forces • A programme snapshot • Health & Safety 5-star award • New integrated IT development • Environmental accreditation • Part 21 subpart G & J • Part 147 • Part 145

  17. External Forces • A programme snapshot • Health & Safety 5-star award • New integrated IT development • Environmental accreditation • Part 21 subpart G & J • Part 147 • Part 145 • Life Cycle Management • Shift to E-Documents • Proline 4 modification Programme

  18. External Forces • Evidence of pressure, key metrics in QMSR (NCR- volume) Target 40

  19. External Forces • Evidence of pressure, key metrics in QMSR (Audit- Tailback)

  20. Culture Shift

  21. Culture Shift • Time to change culture 5 – 7 years

  22. Culture Shift • Time to change culture 5 – 7 years • Clarity of purpose and maintaining that clarity in small to medium organisations

  23. Culture Shift • Time to change culture 5 – 7 years • Clarity of purpose and maintaining that clarity in small to medium organisations • Where are we starting from? • OLD EXPECTATIONS • Apprenticed engineers • Clear trade understanding • Company loyalty • Airmanship and professional pride

  24. Culture Shift • Time to change culture 5 – 7 years • Clarity of purpose and maintaining that clarity in small to medium organisations • Where are we starting from? • OLD EXPECTATIONS • Apprenticed engineers • Clear trade understanding • Company loyalty • Airmanship and professional pride • NEW EXPECTATIONS • Significant reduction in full apprenticeships • Full licence – difficult to phase in • Expectation of several employers through life • Open learning, less structure, and reduced discipline • Shift in Society's values

  25. A Reckless Act

  26. A Reckless Act • What everyone needs in a human factors programme

  27. A Reckless Act • During re-build phase of LH wing tank inboard area, Tank Devils Supervisor noted a hacksaw cut in clamp. • It is understood a Tank Devils mechanic installed a structural stanchion without passing the clamp over the stanchion first, subsequently the clamp was cut to install it.  A check on the RH wing revealed the stanchion to bein place without either upper or lower clamp.

  28. A Reckless Act

  29. A Reckless Act • What everyone needs in a human factors programme • Interesting on many levels • Why do it , no real pressure on the task , not AOG • Running away! • Response from executives • NAA response

  30. Integration of MEMS • We are trying to emphasise today “Human Factors in maintenance” but MEMS is only part of an existing system

  31. Integrated Reporting System

  32. Forward

  33. Integration of MEMS • We are trying to emphasise today “Human Factors in maintenance” but MEMS is only part of an existing system • We need for it to become integrated into the fabric of the system

  34. Integration of MEMS • We are trying to emphasise today “Human Factors in maintenance” but MEMS is only part of an existing system • We need for it to become integrated into the fabric of the system • Accelerating our learning by sharing - UKMEMS

  35. Integration of MEMS

  36. Integration of MEMS

  37. Integration of MEMS

  38. Integration of MEMS • We are trying to emphasise today “Human Factors in maintenance” but MEMS is only part of an existing system • We need for it to become integrated into the fabric of the system • Accelerating our learning by sharing - UK MEMS • Integration of initiatives • Not competing with tools • Closer liaison between all initiatives

  39. Momentum During Introduction

  40. Momentum During Introduction • Initiative resistance – prevent overload

  41. Momentum During Introduction • Initiative resistance – prevent overload • TNA split and support staff buy in

  42. Momentum During Introduction • Initiative resistance – prevent overload • TNA split and support staff buy in • Feedback and quick wins (car park)

  43. Momentum During Introduction • Initiative resistance – prevent overload • TNA split and support staff buy in • Feedback and quick wins (car park) • Dealing with Just Culture slips

  44. Momentum During Introduction • Initiative resistance – prevent overload • TNA split and support staff buy in • Feedback and quick wins (car park) • Dealing with Just Culture slips • Time versus operational limitations

  45. Momentum During Introduction • Initiative resistance – prevent overload • TNA split and support staff buy in • Feedback and quick wins (car park) • Dealing with Just Culture slips • Time versus operational limitations • Quality of facilitation is key

  46. Momentum During Introduction • Initiative resistance – prevent overload • TNA split and support staff buy in • Feedback and quick wins (car park) • Dealing with Just Culture slips • Time versus operational limitations • Quality of facilitation is key • Overcome reporting reluctance

  47. What Can Encourage Participants ? • Undertake MEDA investigations at every opportunity

  48. What Can Encourage Participants ? • Undertake MEDA investigations at every opportunity • Good examples needed to feed continuation training

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