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86 NAVY ENGINEERING BULLETIN AUGUST 2002 of effort (ROE) across the fleet, with the result that R9 servicings are coming due in about 14 - 18 months. The service includes the R1 to R7 inclusive (and the R8 every fourth R9) with an additional 10 servicings. It is generally aligned with the Programmed Aircraft Survey (PAS - see below) and as a result the aircraft is significantly stripped to allow for PAS inspections. Numerous components, including the MRH spindles, are subjected to an extensive bay service or overhaul during the R9, and a number of fatigue critical components are replaced during the service. Emergent work, the shortage of some critical Maintenance Managed Items (MMIs), and corrosion rectification following the PAS inspection usually results in the service taking in excess of three to four months. If extensive rework is required, an aircraft could be out of operational service for six months or longer. Programmed Aircraft Survey Programmed Aircraft Survey (PAS) inspections are carried out every two years. Their intention is to establish the material state of an aircraft following a period of service and then return that aircraft to an ‘as new’ condition prior to further service. PAS rectification work often involves the replacement of ‘working rivets’ and rectification of corrosion in difficult to access areas. As mentioned above, the PAS usually aligns with an R9 although the current ROE is causing the 600- airframe hour mark to become misaligned with the 2 year PAS requirement. Factors Affecting Service Timeframes Although I have tried to give an indication here of how long it takes to complete each block servicing operation, there are a number of factors that will influence how long a particular ship’s flight or Squadron servicing unit takes to complete the operation. Critical to any servicing is the provision of spares to replace any components found unserviceable during the service. Although the organisation is getting much better at predicting spares usage, it is possible that an aircraft could be delayed out of a service due to the unavailability of an O ring, bolt or other ‘minor’ component. The timely conduct of any service requires the appropriate spares to be available when required. The second critical factor is the skill level and experience of personnel. A future article in this magazine will cover Aviation Technician qualifications and authorisations, but suffice to say that all personnel posted to a Ship’s flight are fully trained and authorised. 816 Squadron on the other hand has a mixture of experienced maintainers responsible for training those who have recently joined. Obviously the experience levels of any team of maintainers will directly influence the progress of a servicing. Finally, emergent work. It is not uncommon remove a component for its bay service only to find airframe corrosion that needs to be rectified prior to returning the aircraft to a serviceable state. Emergent work during a servicing can have a detrimental affect on the progress of a servicing but the continued airworthiness of an aircraft relies on all maintainers to conduct their job professionally and rectify any faults they discover. Hopefully this article has broadened your understanding of how we keep these aircraft in the air. Should you desire any further information about the Seahawk helicopter or the maintenance practices employed, please forward an email to the author at scott.lockey@defence.gov.au. About the Author - Lieutenant Commander Scott Lockey is the Aviation Engineering Officer at 816 Squadron. He posted to the Squadron in January of this year following completion of the inaugural Australian Command and Staff Course. Previous postings have included the Aircraft Maintenance and Flight Trials Unit (AMAFTU), Workshops’ Officer at RNAS Portland (HMS Osprey), 816 Squadron as the Deputy Aviation Engineering Officer and the Fleet Aviation Engineering Unit as the CAMM Engineer. He holds an Honours degree in Aeronautical Engineering and recently attained Chartered Professional Engineer status through the Institution of Engineers, Australia.
NAVY ENGINEERING BULLETIN AUGUST 2002 87 LCDR Derek Buxton Surfaces from his MBA BY APESMA CLIENT CARE CENTRE One of the highlights of Lieutenant Commander Derek Buxton’s career with the Canadian Navy is the four years he spent in Perth on exchange with the RAN working on the Collins Submarine Project. A Marine Engineering Officer and a qualified submariner with four years operational experience on the HMCS Onondaga, Derek’s job on the Collins Class Project was to establish business processes for in-service support, as the submarines were transitioned into service. Now back in Canada, Derek is putting the Australian experience to good use; he is working in the position of In-Service Class Manager for Canada’s new Victoria Class submarine acquisition program. One of the other things Derek took back to Canada from Australia was a MBA (Technology Management) from distance specialist, APESMA. “Two things appealed to me about the APESMA program,” Derek said. “The curriculum, specifically the applied learning approach and the way it covered management issues in a technical environment. And I particularly liked the flexible and portable study methods.” “The Collins Class Logistics Office was a new organisation and we had to cover a lot of ground quickly,” Derek said. “I found myself immersed in a raft of business issues – managing consultancies, negotiating support contracts, establishing quality systems, implementing IT systems, through to major capital acquisition programs – all ‘bread and butter’ areas in the APESMA MBA.” “The APESMA MBA allows you to design a study program around professional interests and personal aspirations, but against an excellent framework of classical management concepts. Well-constructed study materials, superb administrative support and subject matter relevant to the modern work place are the hallmarks of the APESMA MBA,” he said. APESMA Management Education The leading provider of postgraduate programs in Australia is not a traditional university, it’s a professional society, the Association of Professional Engineers, Scientists and Managers, Australia (APESMA). Together with their academic partner LaTrobe University, APESMA run the largest MBA program in Australia, now accounting for one in four MBAs conferred each year in Australia. With 9,000 graduates spanning 1,500 organisations and 50 countries, an APESMA award also means joining a significant professional network. Students can choose a technology rich program and exit with a technology linked qualification — eg, MBA/Technology Management — or they can select a traditional management studies program and exit with a general MBA. Both MBA study streams include a Graduate Certificate in Management and a Graduate Diploma in Management as award milestones. A new Graduate Certificate in e- Business is also available. Typically, three years part-time study is required to achieve an MBA, two years for a Diploma, and a Certificate can be completed in one year. However, with the flexible delivery format, students can choose to accelerate or defer their progress, depending on their circumstances. For further information call the APESMA Client Care Centre on 1300 85 3377 or visit www.apesma-ed.com
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