Pre Input Planning

Plan Creation

  • -7 Day - has the plan been created, completed and ready to review in required timescales?

  • -1 Day - has the plan been updated with agreed changes?

  • Have all critical issues /risks to the plan been highlighted, recorded and cascaded to all stakeholders?

  • Has any work that had been identified as non-compatible on the input check?

  • Did the plan optimise the downtime available by the de-scheduling?

    (Did the aircraft arrive and depart the area on time. If they were over the agreed de-scheduled slot, how was this funded).

  • Have all changes to the plan been communicated up to the committal meeting and agreed?

  • Post committal, had the plan been updated with agreed changes?

ADD Management

  • Taking a sample of ADD's, is there a fault history showing any previous actions taken?

    (details of investigations carried out with their results).

  • For a sample of ADD open in the logs, of each type (performance, non-performance, inspection, significant cabin and cabin), is there for each ADD an:

  • An open D2 notification (status ADD)

  • An open D3 notification with an open order

  • An open maintenance plan

  • Does the order contain details of (if required):

  • Material requirements against D3 order

  • Resource requirements

  • Tooling and equipment

  • Time the task should take to complete

  • The appropriate and correct facility where it should be completed

Balanced Schedule Load

  • Has the correct resource with the right skills been assigned to three sample inputs?

  • Has the correct facility with the right tooling and equipment been assigned to the three sample inputs?

  • Has the correct length of time been assigned to the three sample inputs?

    (LabCap vs Manpower, A0 plan)

  • What is the current capacity utilisation (productivity) for the business area?

    (LabCap or the A0 plan)

Pre Input Meeting

  • MMU - Thursday 10.00 hours - Committal Meeting

  • Has the plan been locked down?

  • Is the plan agreed?

  • Has there been a formal agenda that has been distributed or is mentioned at the start of all planning and committal meetings to clarify the nature and context of discussions to be taking place?

  • Have the key stakeholders been represented in the planning and committal meetings?

  • Have all actions been recorded?

  • Is there evidence of current or outstanding actions being worked?

Materials

  • Have scheduled maintenance materials been sourced and delivery dates acceptable to all stakeholders?

    (For materials that are not available -1 day out, there should be agreed time of delivery during the check)

  • Have all pre-load materials been repositioned to the maintenance area in preparation for the check input?

  • Did the Planner (FSDE/ FPE / FLC) follow up and escalate any spares issues?

    (Recorded on plan/ meeting minutes / email to senior management)

  • Any tasks removed from the check due to materials were re-planned accordingly?

    (If re-planned or check extended then green)

Resource

  • Are B1's to target of establishment?

  • Are B2's to target of establishment?

  • Are Techs to target of establishment?

  • Are Mechs to target of establishment?

  • Are Maintenance Operatives to target of establishment?

  • Are there the correct numbers of Core planners to meet the establishment requirements?

Check Management

Compliance

  • Has a compliance check been completed prior to the input

  • Has a config report been run after each input?

    (looking for structure gaps e.g. do a config check and SAP shows components removed but not fitted. All items should be resolved or an AER (W2) covering it).

  • Has the pack been reviewed?

    (All documents accounted for, filled in correctly, looking at job cards and stamped, Doc Control Log)

Variations

  • Have any avoidable variations been submitted / approved in this quarter?

    (Record any avoidable variations and the reason why it could have been avoided)

  • Test a sample number of variations to ensure they have been carried out in accordance with the variation process.

  • Has the reason for the application of a variation been provided and clearly recorded?

  • Has approval been given and communicated by the relevant Planning and Materials Manager?

  • Has approval been given by a BA Quality Manager / Maintrol?

  • Has a Variation ITI document been created?

  • Have ADG been notified of the variation in order to apply it to the relevant maintenance plan?

Robberies

  • Test a sample number of robberies to ensure they have been carried out in accordance with the robberies process? (Review SAP entries, EMM robbery database and / or view robbery process currently being undertaken).

  • Has a justification for the robbery been given by the Satellite team?

  • Has the FSM (or EMM if FSM not available) on shift given their approval for the robbery?

    If it is a Focus Casualty, approval must be given by the Focus Casualty owner.

  • Has the robbery been designated correctly (R1) in SAP?

  • Has a QL been raised by the FLC and input into SAP?

Deferred Work

  • Test a sample number of DWA's to ensure they have been carried out in accordance with the DWA process?

  • Has the Satellite staff (for example the FSDE), requested a DWA number for the notification / any scheduled maintenance work that is due to be removed from the revision?

    (Scheduled maintenance work includes weekly / monthly / A check regardless of start date)

  • Has the request been directed to and granted by the appropriate EOCC FPE / CPC

  • Was the request made as soon as the production area were made aware that they may not be able to meet the plan and prior to the aircraft being released for service?

  • Has the EOCC FPE / CPC determined that sufficient life (days / cycles / hours / turns) remain against each notification?

    (Interrogating Planning Workbench or MEB)

  • Is there a clear description of the circumstances and a clear reason for the DWA request?

AER process

  • Can the FSDE / FLC demonstrate the Aircraft Exception Report process?

Operational Meetings

  • MMU - Daily 08.00 hours

  • Has an update been given to the current status of the operation?

    (Look at current status of aircraft in work, if there were any issues on aircraft that had been worked on - were the reasons for this explained to all stakeholders and any concerns on work for incoming aircraft)

  • Has an update been given as to any events / issues / reasons for delays that had occurred from the last review meeting for the aircraft in work?

  • Has an update been given to the current status / risks / concerns of aircraft due to come in?

  • Have the key stakeholders been represented in the meeting?

    (Ops manager, FSM, FSDE, Materials, Core Planning)

  • EOCC - 04.00 hours - has an update been cascaded to the current status of the aircraft in work?

  • EOCC - 07.20 hours - has the Callover update been cascaded to the current status of the aircraft in work?

  • EOCC - 16.00 hours - has an update been cascaded to the current status of the aircraft in work?

  • In the meetings, is the attitudes of all attendees from various departments positive to get things done, take learnings and improve the current processes within BA Engineering?

Communication and control

  • Has the aircraft been suitably prepared before the input? (De-catering, cleaning, fuelling etc.)

  • When an aircraft is in work, has the plan (A0 / MCU plan) been updated at least every 4 hours?

  • Has an Airworthiness handover been completed by all zone controllers (FSDE) and accepted by the incoming zone controller (FSDE)?

  • Are there regular communications between the relevant business areas / stakeholders on:

  • Shift Handovers

  • Zone Control / AMS / LAE Briefings

  • Mech / Tech Allocations or Briefings

  • Updates through the day

  • If applicable, has an aircraft status been on a re-warn and has it been in accordance with the SLA?

    (Focus Casualty SOP is the SLA guidance - and AIM report which shows the results)

  • ATS vs STS achieved?

    (EOCC report published weekly and EOCC Info Centre)

Task Management

  • Were tasks planned in the correct order during the check?

  • In order to ensure aircraft remain in legal compliance with mandatory requirements the following procedure should be followed when deferring work:

  • Re-scheduling action of a task is to be considered an unusual event that is only to be used in extreme cases and must be supported by a justification.

    Is this evidenced clearly?

    Do colleagues understand what they need to do?

  • Have all critical issues been highlighted and recorded?

  • Has the critical path been identified and planned within the agreed downtime of the check:

  • Task defined

  • Certification resource

    (Has an engineer been allocated to complete the critical path, is someone accountable, and certifying the work, providing oversight)

  • Elapsed task time agreed

    (Is the task a one shift task, is it documented on the handover - shows there is control over the check)

  • Materials and tooling identified and available

  • Any repetitive tasks not actioned when planned are controlled and re-planned within the required completion period. Is there evidence to support this?

    (MEL / ADD removed from check process - observations to check it was moved from check process, agreed and recorded)

Materials

  • Was appropriate action taken to resolve the shortages during the check?

  • Have all the known required materials been identified and available for unscheduled tasks?

    (Derived from the plan - visible evidence, discussion from committal meeting, stakeholder assessment).

Resource management

  • Did the production area meet the on-dock number for the last three days? If no, we're the EOCC planners and Core planners notified?

  • Did the Production staff have the necessary skills and qualifications to support the check

Post Check Review

Meeting

  • Has the post-input review process been minuted?

  • Do the MMU actively manage any issues found and discuss methods to mitigate these issues in future?

  • Have the key stakeholders been represented in the meetings?

    (Ops manager, FSM, FSDE, Materials, Core Planning)

  • In the meetings, is the attitudes of all attendees from various departments positive to get things done, take learnings and improve the current processes within BA Engineering?

Materials

  • Were there any materials that should have identified and made available, but were not?

    (Discussion with FSDE and FSM with a written record on the post check review or reviewing SAP on the day and looking at SAP stating a spare is available whereas BADC / stores stating it is not available).

  • Were there any materials detailed in the plan, that were not required?

    (Discussion with FSDE and FSM with supporting documented evidence if possible for the number of return to stores).

Resource

  • Taking a sample of three completed plans, were the resource requirements met?

    (Sample three A0 plans and post check reviews to ascertain whether resources were available and adequate i.e. right people with the correct qualifications to do the tasks).

Plan Delivery

  • Were there any tasks (discovered during the check) that could have been contained within the input but were not?

General

Fully Defined Tasks

  • Repeatable defects - have standard plans and task lists been created to address known repeatable defects?

  • Sampling three defect cards, are standard task lists being used?

  • Are EQF's being raised for incorrect task cards?

  • Were tasks / task cards sequenced in the correct / optimal order to eliminate waste?

Kitting

Summary / Notes / Recommendations:

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  • Operations Manager

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  • Planning Manager

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  • Audit Manager

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