RELIABILITY

ENGINEERING
CHAPTER VII – THE MAINTENANCE ENGINEERING
ORGANIZATION

A Presentation By
Engr. Adrian Anthony M. Aquino
 NOTICE
Unless otherwise indicated,
distribution, reproduction, and other
forms of sharing of any part or the
whole of this material outside of the
CLASS are STRICTLY PROHIBITED.

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 OUTLINE
Organization of M&E
Organizational Structure
Typical M&E Organizational Structure
Variations from Typical Organization
Full vs Partial Organization

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 LEARNING OUTCOMES
At the end of the module the students should
be able to:
• identify the best fit based on organization's size, needs, and
resources
• identify dedicated staff responsible for data collection,
analysis, and reporting across various projects within the
organization
• have a knowledge about small and larger airline organization

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 ORGANIZATION OF M&E
• The ideal structure depends on the organization's size,
industry (like airlines), and even management style.
• Regardless of structure, the team must be equipped to achieve
the company's goals.
• Each part of the team needs enough people and authority to
do their jobs effectively.
• The structure needs adjustments for larger or smaller airlines.
• All the key functions must still be covered, even if combined
or handled differently.

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 ORGANIZATIONAL STRUCTURE
Traditional Management Concepts
Span of Control - this refers to the number of people a
manager can effectively supervise. The structure likely
considers how many employees each manager can oversee to
ensure efficient operations.
Grouping Similar Functions - this means putting similar tasks
together, like grouping all maintenance tasks under one
department. This principle helps improve efficiency by
allowing employees to specialize and collaborate with
colleagues who have similar expertise.

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 ORGANIZATIONAL STRUCTURE
Separation of Duties
This principle separates production activities (maintenance
and engineering) from oversight functions (quality assurance,
safety). For example, the mechanics who perform
maintenance wouldn't be the same ones who inspect the
quality of their own work. This helps to prevent conflicts of
interest and ensures quality control. In aviation, safety is
paramount, so having separate teams for production and
oversight is crucial.

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ORGANIZATIONAL STRUCTURE

Typical maintenance and engineering organization

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 M&E ORGANIZATIONAL CHART
Vice President of Maintenance and Engineering
• The head of M&E (VP of M&E) should be a high-ranking
official, reporting directly to the CEO, COO, or similar top
leader.
• The VP of M&E should be at the same level as the head of
Flight Operations (VP Flight Ops). This shows the equal
importance of both departments in airline operations.
• Flight Operations handles the flying aspects (air
transportation), while M&E ensures safe and operational
aircraft for them.

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 M&E ORGANIZATIONAL CHART
Vice President of Maintenance and Engineering
• M&E performs scheduled maintenance and modifications
within the flight schedule constraints.
• Flight Operations can't function without M&E-maintained
aircraft.
• M&E wouldn't have much purpose without flights requiring
maintenance.
• They rely on each other, and the airline relies on both for
successful operations.

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M&E ORGANIZATIONAL CHART

Typical maintenance and engineering organization

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 M&E ORGANIZATIONAL CHART
Managers and Supervisors
• Each department has several managers, each overseeing a
specific area within the department's overall function.
• Each manager's area requires staff specialists – employees
with specific technical expertise in their area.
• These specialists are supervised by knowledgeable people,
likely more experienced technicians or engineers.
• A manager might have too many specialists to effectively
supervise (large span of control).

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Managers and Supervisors
• In such cases, the manager can create additional supervisory
positions like "leads" or "straw bosses" to reduce their span of
control to a manageable level.
• For most airlines (presumably smaller or mid-sized), the
number of specialists per manager (span of control) can be
wider – one manager can effectively supervise a larger group
compared to very large organizations.

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Manager Level Functions—Technical Services Directorate
• The Technical Services department focuses on activities and
services that support the core functions of maintenance and
inspection performed by other departments.
• Each activity within Technical Services has a dedicated
manager overseeing it.
• Depending on the size and complexity of the airline, there
might be additional management levels below the manager,
such as supervisors and leads. These additional levels would
further divide the workload and provide closer supervision to
specialists within each activity.
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Engineering
• Engineering managers oversee all engineering functions
within M&E, which include:
✓ Developing the Initial Maintenance Program - this involves
defining the tasks that need to be done on aircraft, how often
they need to be done (intervals), scheduling them, and
potentially grouping them together for efficiency (blocking).
✓ Evaluating Service Bulletins (SBs) and Service Letters (SLs) -
these are recommendations or mandatory updates from
aircraft manufacturers or regulatory bodies. The Engineering
Manager decides if the airline should incorporate these updates
into their maintenance procedures.
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Engineering
✓ Overseeing Incorporation of Beneficial SBs/SLs - if the
Engineering Manager deems an SB or SL beneficial, they ensure
it's included in the airline's maintenance program.
✓ Overseeing Airworthiness Directives (ADs) - these are mandatory
modifications required by aviation authorities to address safety
concerns. The Engineering Manager ensures these are
incorporated into the maintenance program.
✓ Evaluating Maintenance Problems - they analyze issues identified
by the airline's reliability program or during maintenance checks.
✓ Establishing M&E Policies and Procedures - they define the rules
and processes that govern how the M&E department operates.
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Engineering Department Staff
• The department has a team of engineering specialists, each
with a high level of expertise in specific areas of the aircraft:
✓ Powerplant (engines)
✓ Structures (airframe)
✓ Avionics (electronic systems)
✓ Aircraft performance
✓ Systems (hydraulic, pneumatic, etc.)
• These specialists are likely supervisors, leading teams of
engineers with even more specialized knowledge within their
areas.
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Engineering and Facilities Planning
• The Engineering department also participates in planning
new facilities for the M&E organization, such as hangars,
shops, and storage buildings.
• While they might not directly design these facilities, they work
with engineering consultants or contractors to ensure the
final design meets the airline's needs for maintaining aircraft.

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Production Planning and Control
• They plan maintenance and engineering activities in the short
term (daily/weekly), medium term (upcoming months), and
long term (future years). This includes things like major
overhauls.
• They define how long certain maintenance tasks should take
(man-hours), how many materials and tools are needed, and
what facilities or equipment are required.
• They create a schedule for all maintenance and modifications,
ensuring the right people, parts, and tools are available at the
right time.
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Production Planning and Control
• They oversee the efficient use of hangars, which are like
workshops for airplanes.
• They plan and manage maintenance performed directly on the
airplanes, not in a hangar.
• They keep an eye on how work progresses in the repair shops
that support the main maintenance activities.

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Training
• The manager of technical training is basically the head teacher
for the mechanics and other M&E staff in the airline. what
they do:
✓ Creating the Curriculum - they design the learning
programs for all the official training courses that M&E
employees take.
✓ Developing Courses - they take the curriculum and turn it
into actual courses, including materials, lessons, and tests.
✓ Keeping Track – they manage all the records of who took
what training and when.
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Training
✓ Finding Outside Training - if there's specific training not
offered internally, they find qualified vendors to provide it
for the M&E staff.
✓ Working with Mechanics - they collaborate with hangar
and regular maintenance staff to develop training they can
do on the job for specific tasks or when someone needs
extra help.

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Training
✓ Adapting to Change - They create new or special training
courses whenever needed. This could be because of:
▪ Investigating problems identified by the reliability
program (e.g., how to fix a recurring issue).
▪ Needing to train on new equipment or modifications to
existing aircraft.
▪ Adding new types of airplanes to the airline's fleet.

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Technical Publications
• The manager of technical publications is basically the librarian for
the M&E (Maintenance and Engineering) department of the
airline. Their job is to ensure everyone has the right manuals and
instructions to keep the airplanes safe and operational.
• They oversee all technical publications (Tech Pubs) used by M&E
staff.
• This includes manuals, instructions, and other documents from:
✓ Aircraft manufacturers
✓ Parts vendors
✓ The airline itself (in-house documents)
✓ Keeping Track:
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Technical Publications
• They maintain a detailed list of all these documents,
including:
✓ The type of document (manual, procedure, etc.)
✓ The format (paper, microfilm, CD)
✓ How many copies each work area (hangar, specific
maintenance section) needs
• They ensure the right documents and any updates
(revisions) are delivered to the appropriate work centers
within the M&E department.

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Technical Publications
• While each work center is responsible for keeping their
documents current, Tech Pubs also performs periodic
checks to make sure outdated manuals aren't being used
accidentally.
• They maintain the main technical library where all the core
manuals and documents are stored.

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 M&E ORGANIZATIONAL CHART
Computing Services
• The manager of computing services acts like the IT director
for the M&E (Maintenance and Engineering) department of
the airline.
• They define the M&E department's computing needs. This
involves:
✓ Selecting the software programs the department will use
(e.g., maintenance scheduling software, parts inventory
software).
✓ Choosing the hardware (computers, servers) that will run
those programs effectively.
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Computing Services
• They gather input from the individual units within M&E to
understand their specific needs and how they'll use the
software and hardware.
• Once the tech tools are chosen, they ensure the M&E staff –
mechanics, inspectors, and even management – get proper
training on how to use the new computer systems effectively.
This ensures everyone can utilize the technology to its full
potential.

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Computing Services
• They provide continuous support to the M&E department.
This could involve:
✓ Troubleshooting technical issues with the software or
hardware.
✓ Answering questions and providing guidance to M&E staff
as they use the computer systems in their daily tasks.
✓ Staying updated on new technologies that might benefit
the M&E department and recommending upgrades or
changes when necessary.

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 M&E ORGANIZATIONAL CHART
Manager Level Functions—Aircraft Maintenance Directorate
Aircraft Maintenance Directorate - this department is responsible
for all major maintenance activities performed on the airplanes.

Main Activities
Flight Line Maintenance - this involves routine checks and minor
repairs performed directly on the airplanes, often before or after
a flight.
Hangar Maintenance - this covers more complex repairs and
inspections that require the airplane to be brought into a
dedicated building (hangar) for work.
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Manager Level Functions—Aircraft Maintenance Directorate
The director of airplane maintenance oversees three managers:
• Flight Line Maintenance Manager - supervises the mechanics
and other personnel who perform flight line maintenance
tasks.
• Hangar Maintenance Manager - supervises the mechanics and
other personnel who perform hangar maintenance tasks.
• Maintenance Control Center (MCC) Manager - this manager
oversees the central unit that coordinates all maintenance
activities, assigning tasks, tracking aircraft status, and
ensuring smooth workflow throughout the department.

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 M&E ORGANIZATIONAL CHART
Hangar Maintenance

• The main responsibility of the manager of the hangar is to

make sure all maintenance, modifications, and repairs
performed in the hangar comply with the airline's established
policies and procedures. This ensures consistent quality and
adherence to safety regulations.
• They oversee a wide range of activities in the hangar,
including:
✓ Modifications - changing or adding components to the
airplane for various reasons.
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Hangar Maintenance
✓ Engine Changes - replacing an airplane engine with a new
or overhauled one.
✓ "C" Checks (and higher) - these are major inspections and
maintenance events performed on airplanes at specific
intervals (C checks are typically more extensive than
routine checks).
✓ Corrosion Control - identifying and preventing rust or
damage from corrosion on the airplane's body.
✓ Painting - keeping the airplane looking sharp and
protected with a fresh coat of paint.
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 M&E ORGANIZATIONAL CHART
Hangar Maintenance
• The hangar maintenance function does not operate in
isolation. They collaborate with various support shops that
specialize in specific tasks:
✓ Welding - for repairs that involve metal structures on the
airplane.
✓ Seat and Interior Fabric - maintaining and repairing the
airplane's seats and upholstery.
✓ Composites - working with composite materials used in
various parts of the airplane.

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Hangar Maintenance
• The manager's responsibility also extends to the ground
support equipment (GSE) used to service and maintain
airplanes on the ground. This might include things like tow
trucks, boarding stairs, and refueling vehicles.

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 M&E ORGANIZATIONAL CHART
Line Maintenance
• The manager of line maintenance ensures mechanics follow
the airline's instructions (policies and procedures) when
working on airplanes at the gate (flight line). This keeps
things safe and consistent.
• They oversee tasks done on the airplanes while they're not
flying, such as:
✓ Turnaround Maintenance and Servicing - this is like a quick
oil change and cleaning for the airplane before the next
flight.

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 M&E ORGANIZATIONAL CHART
Line Maintenance
✓ Daily Checks - mechanics do basic inspections every day to
make sure everything looks good.
✓ Short Interval Checks - these are more detailed inspections
than daily checks, but not as extensive as major ones.
✓ "A" Checks - these are more thorough inspections that
happen at regular intervals.
• Sometimes, the line maintenance crew can fix minor issues
right there at the gate, instead of taking the airplane to the
bigger repair shop (hangar). This saves time and keeps things
moving.
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 M&E ORGANIZATIONAL CHART
Line Maintenance
• In some cases, the line maintenance crew might even be
qualified to do basic work on airplanes from other airlines, if
there's a contract in place.

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Maintenance Control Center
• The Maintenance Control Center (MCC) keeps tabs on where
all the airplanes are, whether they're flying or parked at other
airports (outstations).
• When an airplane needs maintenance, big or small, the MCC
coordinates everything. They figure out what parts are
needed, who will fix it, and when.
• They work with the flight department to make sure any
maintenance delays are minimized and don't mess up the
flight schedule.

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Maintenance Control Center
• Some airlines have a supervisor at each outstation to oversee
maintenance there. But often, this supervisor is still
connected to and gets help from the main MCC at the airline's
home base.

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Manager Level Functions—Overhaul Shops Directorate
• They don't fix entire airplanes, but rather individual
components that are taken off the airplanes for repairs.
• This directorate oversees several specialized shops, each
focusing on a specific type of airplane part:
✓ Engine Shop - fixes and maintains airplane engines.
✓ Electrical Shop - repairs electrical components and wiring.
✓ Electronics (or Avionics) Shop - deals with the airplane's
electronic systems and instruments.
✓ Mechanical Shops - handles various mechanical parts from
the landing gear to the doors.
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Manager Level Functions—Overhaul Shops Directorate
• Depending on the airline's size and needs, these shops might
be separate or combined. For example, a smaller airline might
have a single shop for both electronics and avionics.
• In some cases, these specialized shops might even be qualified
to fix parts for airplanes from other airlines, like taking on
outside jobs.

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Engine Shops
• Manager of the engine overhaul shops oversees everything
related to fixing and maintaining the airplane's main engines
and the APUs (Auxiliary Power Units).
• If the airline uses different engine models, there might be a
separate repair shop for each type of engine.
• Even with separate shops, there's usually one senior manager
in charge of all the engine overhaul shops. They're like the
head coach, with individual shop supervisors like team
captains for each engine type.

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Engine Shops
• The engine build-up activities, which involve reassembling the
engine after repairs or maintenance, typically fall under the
responsibility of the engine shop manager. They make sure
everything gets put back together correctly.

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Electrical and Electronics (Avionics) Shops
• The manager of electrical/electronics shops is the lead
mechanic for all the airplane's electrical stuff, like wires,
lights, and even the fancy computers and radios.
• This manager oversees fixing and maintaining all the
electrical and electronic parts of the airplane, once they're
taken out for repairs (off-aircraft).
• Airplanes have many electrical and electronic parts, from
radios for communication to navigation systems to even the
motors that open and close doors.

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Electrical and Electronics (Avionics) Shops
• Fixing these different parts requires different skills.
• Depending on the airline's size, they might have separate
repair shops for each type of electrical/electronic system
(radio shop, navigation shop, etc.).
• Sometimes, these shops are combined into one bigger shop,
especially if the airline is smaller. This saves space and avoids
having to buy too many different tools for each type of system.

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Mechanical Component Shops
• The manager of mechanical component shops is basically the
other half of the electrical/avionics manager. They are both in
charge of fixing airplane parts once they're taken out for
repairs.
• The electrical/avionics manager deals with electrical stuff,
while the mechanical component manager focuses on the
airplane's moving parts and the systems that use air or
pressure.

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Mechanical Component Shops
• The mechanical components this manager oversees include
things like:
✓ Actuators - these are like tiny motors that move things like flaps
and landing gear.
✓ Hydraulics - this system uses a special kind of liquid to move
parts with a lot of force.
✓ Aircraft surfaces - flaps, slats, and spoilers are all parts of the
wings that help the airplane control its flight.
✓ Fuel systems - this system delivers fuel to the engines to keep
them running.

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Mechanical Component Shops
✓ Oxygen - this system provides pilots and passengers with
breathable air at high altitudes.
✓ Pneumatics - this system uses compressed air to power things
like brakes and doors.

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Structures
• The structures shop is the body shop for the airplane, they fix
any damage to the airplane's main structure.
• This shop is responsible for maintaining and repairing all the
parts that make up the main body (structure) of the airplane.
• They can fix damage to various materials used in the
airplane's body, including:
✓ Composite material - this is a strong but lightweight
material used in many parts of modern airplanes.
✓ Sheet metal - this is a thin metal used for some parts of the
airplane's body.
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Structures
✓ Other structural elements - this could include things like
beams, frames, and other components that give the
airplane its shape and strength.

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Manager Level Functions—Material Directorate
• The material directorate is the supply center for the airplane
maintenance and engineering (M&E) department. They make
sure the M&E department has everything it needs to keep the
airplanes in top shape and running smoothly.
• They're responsible for buying all the parts and supplies the
M&E department needs, like airplane parts, tools, and
cleaning materials.
• Once they have the parts, they store them in a safe and
organized way and then deliver them to the mechanics and
other M&E staff who need them.
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Manager Level Functions—Material Directorate
• They keep a close eye on how many parts are in stock and
make sure there are enough of everything to avoid delays.
• They handle getting parts and supplies to the M&E
department (receiving) and also sending any parts that need
to be repaired or returned to suppliers (shipping).
• They take care of not just airplane parts, but also office
supplies, uniforms, and other things the M&E department
uses to run their day-to-day operations.

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Purchasing
• When the airline gets a new airplane, the purchasing manager
buys all the parts and supplies needed to keep it running
smoothly.
• Airplanes need parts replaced regularly. The purchasing
manager tracks how many parts are being used and orders
more before they run out.
• Sometimes, parts break under warranty (a guarantee from the
manufacturer to fix things for free). The purchasing manager
handles these warranty claims and makes sure the airline gets
new parts without paying extra.
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Purchasing
• In some cases, the airline might hire outside companies to fix
certain airplane parts. The purchasing manager helps handle
these contracts and makes sure the airline gets good deals on
repairs.

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Stores
• The manager of stores oversee where all the parts are kept
and how they get to the mechanics who need them.
• This manager is responsible for storing, handling, and giving
out all the parts and supplies the mechanics need to fix
airplanes, whether they're working at the gate (line
maintenance), in the hangar, or in a specialized repair shop.
• To save mechanics time searching for parts, the manager sets
up "stores areas" or "parts issue points" near the places where
mechanics work.

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Stores
• By keeping the parts close by and having a good system for
giving them out, the manager minimizes the time mechanics
spend looking for parts. This keeps things running smoothly
and avoids delays.

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Inventory Control
• They need to make sure there are enough parts and supplies
on hand to meet the normal demand. If they run out of stock
too often, it can slow down production or prevent them from
fulfilling orders for customers. This can lead to lost sales and
unhappy customers.
• Not too much stuff: Keeping too much inventory lying around
is a waste of money. It ties up cash that could be used for other
things, and some items might expire or become obsolete
before they are used.

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Shipping and Receiving
• The manager of shipping and receiving oversees the entire
journey of these materials, from the moment they leave a
supplier to the moment they land on a shelf or get installed in
a plane.
• Outgoing Materials (Parts the airline is sending out):

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Shipping and Receiving
• The manager of shipping and receiving oversees the entire
journey of these materials, from the moment they leave a
supplier to the moment they land on a shelf or get installed in
a plane.
• Outgoing Materials (Parts the airline is sending out):
✓ Packing - they ensure parts are packaged securely to avoid
damage during transport.
✓ Waybill preparation - the manager makes sure it has all the
necessary details like item description, weight, destination,
etc.
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Shipping and Receiving
✓ Insurance - they might arrange for insurance to protect the
shipment in case of loss or damage.
✓ Customs - if the parts are going internationally, they handle
the customs paperwork to ensure smooth border crossing.

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Shipping and Receiving
• Incoming Materials (Parts arriving at the airline):
✓ Customs clearance - they navigate the customs process to
get the incoming parts released from customs.
✓ Unpacking - they oversee the safe unpacking of the
materials.
✓ Receiving inspection - they ensure the received parts
match the order and are in good condition.
✓ Tagging - they might assign labels or tags to the parts for
tracking and inventory purposes.

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Manager Level Functions—Maintenance Program Evaluation
Directorate
• The Maintenance Program Evaluation (MPE) directorate are
like internal auditors, ensuring everything is done correctly,
safely, and efficiently.
• The MPE directorate keeps a close eye on how the M&E
department operates. They review procedures, analyze data,
and conduct inspections to identify any potential problems or
areas for improvement.
• The MPE unit is responsible for implementing and overseeing
CASS activities within the airline.
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Quality Assurance
• The manager of quality assurance (QA) makes sure everyone
in the airplane maintenance and engineering (M&E)
department follows the rules.
• The QA manager figures out how things should be done in the
M&E department. This involves following the airline's own
policies, following the rules set by the Federal Aviation
Administration (FAA), which keeps airplanes safe, and making
sure everything is efficient.

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Quality Assurance
• The QA manager goes around the M&E department once a
year to make sure everyone is following the rules the QA
manager set. They also check on any companies outside the
airline that work on the airplanes (suppliers and contractors)
to ensure they're following the same safety and quality
guidelines.

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Quality Control
• The manager of quality control (QC) is the quality inspector on
the airplane maintenance and engineering (M&E) team. Their
job is to make sure all the repair and maintenance work is
done correctly and up to standard.
• QC inspectors regularly check the work done by mechanics to
ensure it meets the required quality standards. They are
basically double-checking everything to make sure nothing is
missed.
• The QC manager is responsible for making sure mechanics and
inspectors are properly trained and qualified to do their jobs.
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Quality Control
• QC also ensures the tools and equipment the mechanics use
are accurate and reliable. Imagine they're the ones who make
sure the measuring tapes and rulers used by the mechanics
are working properly.
Other Responsibilities:
• Required Inspection Items (RIIs) - these are specific parts or
areas of the airplane that need to be inspected regularly
according to regulations. The QC manager figures out which
parts these are and makes sure only properly trained
inspectors can check them.
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Quality Control
• Calibrating Tools - the QC team ensures the mechanic's tools
are calibrated regularly.
• Non-Destructive Testing (NDT/NDI) - these are special
techniques to inspect parts of the airplane without damaging
them. The QC team might perform these tests themselves or
oversee someone else doing them.

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Reliability
• The reliability manager ensures that the organization's
machinery, systems, or processes function reliably and avoid
breakdowns.
• Running the Reliability Program – this program likely involves
setting up procedures and practices to keep things running
smoothly.
• Data Collection and Analysis – the manager gathers
information on how well things are functioning. This might
involve equipment performance data, error rates, or
downtime statistics.
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Reliability
• Identifying Problem Areas – by analyzing the data, the
manager finds weaknesses or areas prone to issues.
• Promptly Addressing Problems – once problem areas are
identified, they are escalated for detailed engineering analysis
most likely to determine solutions.
• Monthly Reliability Reporting – the manager communicates
the program's findings and performance metrics in a regular
report, likely to keep stakeholders informed.

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 M&E ORGANIZATIONAL CHART
Safety
• The safety organization creates plans and programs to keep
people safe from accidents or health hazards at work.
• They make sure these safety plans are actually followed by
everyone in the M&E department.
• They oversee the day-to-day activities of the safety program,
ensuring everything is working well.
• If there is an accident or safety concern in the M&E
department, they are responsible for investigating and making
sure it gets resolved properly.

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ORGANIZATIONAL STRUCTURE & TPPM
• Old Way (Chain of Command) - M&E department is like a
pyramid where people at the top give orders to those below,
all the way down.
• New Way (Cross-Functional Coordination) - this is more like a
team effort. People with different skills work together directly
to solve problems, instead of waiting for orders.
• This system is described as a machine with many parts
(structural and procedural components) that need to work
well together (efficiently perform maintenance). Like any
machine, it might not be perfect in practice (there can be
problems).
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ORGANIZATIONAL STRUCTURE & TPPM
Management's Role
• Setting up the system (organizing the department) so people
can work together effectively.
• Fixing any issues that come up and making sure things don't
get worse over time (like wear and tear on a machine).
Example
• Old Way of Flying - the pilot has to control everything
themselves, like using their whole body to fly the plane.
• New Way of Flying - the pilot has instruments and helpers to
make flying easier. They can focus on managing the flight
instead of doing everything themselves.
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VARIATIONS FROM TYPICAL ORGANIZATION
• This teamwork-based maintenance department structure is
not perfect for every company. It might not work well for
airlines that are much smaller or much bigger than a typical
airline.
• For example, an airline with only a few planes. A whole team
for maintenance might be too much. It might be more efficient
for one or two people to handle everything themselves, like
the old-fashioned way.

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VARIATIONS FROM TYPICAL ORGANIZATION
• On the other hand, a big airline with hundreds of planes
would have a huge maintenance team. This teamwork
structure might become too complicated to manage everyone
effectively. They might need a more traditional structure with
different levels of managers.

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VARIATIONS FROM TYPICAL ORGANIZATION
Small Airlines
• The organizational chart has many different jobs and
positions. Small airlines might not have enough people to fill
all the roles and enough work to keep everyone busy all the
time.
• To fix this, small airlines can combine some of the jobs. For
example, the inspectors who check the work (quality control)
can be the same people who do the maintenance (mechanics
and technicians). They would still have someone overseeing
their inspection work (QA person).

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VARIATIONS FROM TYPICAL ORGANIZATION
Small Airlines
• The people who design things (engineering) and the people
who make sure things work well (reliability) can be the same
team in a small airline.
• Similar combining can be done for things like training and
technical documents (publications) with engineering.
• The teams that work on planes when they are parked
(hangar) and the teams that do quick checks before flights
(line) might use the same people. In some cases, they might
even be completely merged into one maintenance team.

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VARIATIONS FROM TYPICAL ORGANIZATION
Large Airlines
• The organizational chart might not have enough teams to
handle all the work in each location.
• For big airlines, they will need separate hangar maintenance
teams (teams that work on parked planes) at each location
(base). For example, a team in Denver might work on different
airplanes than a team in Kansas City.
• Even though the teams are separate, they might still have
someone overseeing them all or a corporate-level manager.
Each location would also likely have its own manager.

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VARIATIONS FROM TYPICAL ORGANIZATION
Large Airlines
• This idea of having separate teams at different locations can
also apply to other departments, like production planning and
control or support shops.
• No matter how the airline is organized (one big team or
separate teams), they still need all the jobs listed in the
"typical" structure (like quality control, engineering) to be
done.

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FULL VS PARTIAL ORGANIZATION
• The "typical" teamwork structure in the organizational chart
is not perfect for every airline, especially those that outsource
some maintenance tasks.
• Some airlines, both small and large, do not do all their
maintenance themselves. For example, they might send planes
to special shops for hangar work or outsource specific repairs
like avionics or hydraulics.
• Even if they outsource tasks, the airline is still responsible for
making sure those planes get maintained properly.

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FULL VS PARTIAL ORGANIZATION
• The airline needs someone in their maintenance and
engineering department (M&E) to handle these outsourced
tasks. This person would make sure the outsourced
maintenance gets done and ensure the outsourced work fits
smoothly with the airline's overall maintenance plan.

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