REPORTPIA

Internship Report On

Prepared By: Omar Tariq Farooq

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LETTER OF ACKNOWLEDGEMENT

July,2010

Miss Maheen FatimaChief Engineer HRTPIAKarachi, 74400

Dear Reader:It has been a great honor for me to prepare a report on Human Resource and two departments of engineer division Engineering Business Development and Bay II (BASE MAINTENNCE) man hour calculation which was assigned to me by Miss Maheen Fatima without her guidance and support the compilation of this report would not have been possible.I also, want to express gratitude to PIA employees who has benefitted me in providing relevant information to compile the report.

Thanking you.

Sincerely,

Omar Tariq Farooq

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EXECUTIVE SUMMARY

PIA is the flag carrier airline of Pakistan. Since 1955, PIA is serving the community at large. There are several achievements under its belt. It is the 31 st

airline amongst the world best airlines and also has the best engineering set up in the subcontinent. Era of 1960s is considered as the “Golden Period” of the airline as under the visionary leadership of Mr. Noor Khan, the airline flourished and they turned the airline around.

This corporation has decades of experience and thousands of world class knowledgeable, competent, qualified employees. So it was an opportunity for me to learn and observe the practical knowledge of airlines systems and the pros and cons of the management of large organization.

I feel lucky to be part of this organization as internee. During my internship, I was assigned project on Man hour, Human resource management and two engineering departments Engineering Business Development (EBD) and Base maintenance under the supervision of Miss Fatima Maheen Ali (CE-HRT).

I thank Miss Fatima Maheen Ali (CE-HRT) for her moral support and motivation towards me to complete my project in a positive working environment on time. Also the staff including both departments had been very keen and informative towards my project.

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TABLE OF CONTENT

Serial Number *PARTICULARS* #

1 Human Resource Management Pg 5

2 Human Resource Planning Pg 6 – 7

3 Human Resource Budget Pg 8 – 9

4 Human Resource Audit Pg 10 – 16

5 Man Power Planning Pg 17 – 19

6 Man Hour Pg 20

7 Engineering Business Development Pg 21 – 25

8 Engineering Division Pg 26 – 30

9 Task Analysis Pg 31 – 32

10 Time Motion Study PG 33

11General Morning and Evening Shift Working Pg 34 – 38

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HUMAN RESOURCE MANAGEMENT

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers.Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

Human resources is a term used to describe the individuals who comprise the workforce of an organization, although it is also applied in labor economics to, for example, business sectors or even whole nations. Human resources is also the name of the function within an organization charged with the overall responsibility for implementing strategies and policies relating to the management of individuals (i.e. the human resources). This function title is often abbreviated to the initials 'HR'.

Human resources is a relatively modern management term, coined in the 1960s. origins of the function arose in organizations that introduced 'welfare management' practices and also in those that adopted the principles of 'scientific management'. From these terms emerged a largely administrative management activity, coordinating a range of worker related processes and becoming known, in time as the 'personnel function'. Human resources progressively became the more usual name for this function, in the first instance in the United States as well as multinational corporations, reflecting the adoption of a more quantitative as well as strategic approach to workforce management, demanded by corporate management and the greater competitiveness for limited and highly skilled workers.

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HUMAN RESOURCE PLANNING:

A process which anticipates and maps out the consequences of business strategy on an organization's human resources. This is reflected in planning of skill and competence needs as well as total headcounts.

For resourcing strategies to be implemented they must be translated into practical action. The strategic process can be organized logically .For these decisions to be taken, information must be obtained, consequences gauged, political soundings taken and preferences assessed.

It is clear that many of these decisions are fundamental to an organization. If the implications are major, strategic decisions are taken at the centre of the business. The role of the human resource function is two-fold:

1. To participate in the decision process by providing information and opinion on each option, including:

Redundancy or recruitment costs Consequences on morale Redeployment/outplacement opportunities Availability of skilled staff within the organization Availability of suitable people in the job market Time constraints Development/training needs/schedules Management requirements.

This forms part of the information collated from the organization as a whole

2. To support line managers dealing with the people consequences of implementing the decision. Information already gathered provides the basis for a human resource plan.

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Human resources are the people that work for an organization, and Human Resource Management is concerned with how these people are managed. However, the term Human Resource Management (HRM) has come to mean more than this because people are different from the other resources that work for an organization. People have thoughts and feelings, aspirations and needs. The term HRM has thus come to refer to an approach, which takes into account both:

Different individuals have their own needs and aspirations. HRM therefore involves finding out about the needs and aspirations of individual employees, for example through the appraisal process and then creating the opportunities within the organization (e.g. through job enlargement) and outside the organization (e.g. through taking up educational opportunities at local colleges/universities) for employees to improve themselves. HRM therefore relates to every aspect of the way in which the organization interacts with its people, e.g. by providing training and development opportunities, appraisal to find out about individual needs, training and development needs analysis, etc.

Training

Opportunities and courses for individuals to develop skills, knowledge and attitudes that help the organization to achieve its objectives. Development - the provision of opportunities and courses for individuals to develop skills, knowledge and attitudes that help themselves to achieve personal objectives. Training and development needs analysis - an analysis of the opportunities and experiences that are required for individuals to train and develop in order to meet organizational and personal objectives. A training and development plan can then be created to set out how these needs can be addressed in practical steps.

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HUMAN RESOURCE BUDGET:

The HR Budget is the operational budget within human resources. The investment in Human Resources of company’s income requires absolute necessary attention when creating the budget. Considering all the components of labor costs: salaries, social security fee other components (fringe benefits and reimbursement of expenses, allowances for travel and transfers) and other costs (training, kindergartens for children of employees, cafeterias, etc.…).

Steps in Budget Planning & Execution

1.

Budget planning and execution requires precision for your human resources department.

Managing a human resources department involves budget planning and execution like any other company department. Steps include preparing a forecast, developing your personnel, analyzing jobs, and preparing a short- and long-term plan to execute your vision. By accurately assessing what work needs to be done and who can do it most efficiently, managers can ensure an organization's success.

Preparing a Forecast

2. Depending on the current size of a business and its strategic goals, hiring plans may be minimal or global in nature. Anticipating how to staff the operation with accuracy improves the longer a company has been in business. Using previous results or by comparing a business with similar companies to

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get the needed data, a manager can predict the growth pattern and the type of personnel needed to maintain or expand the business.

Developing Employees

3. In addition to interviewing and hiring new employees, developing career plans for existing employees (including executive leadership) requires budget planning and execution. Workshops, seminars, self-paced courses and formal education degrees typically cost money, so assessing company needs carefully requires thought. Ensuring the return on investment---in the form of improved skills in professional development or technical expertise---typically warrants the expenditure. Companies should be prepared for any employee turnover and have applications and resumes on file, ready to act upon should the company need to replace or expand the workforce.

Analyzing Work Flow

4. By examining tasks, managers can document the best policies and procedures to utilize in order to complete the work in a timely and cost effective manner. By accurately defining each job's scope, responsibilities, required experience, skills and knowledge, managers can plan to develop, retrain or hire personnel to accomplish each task. Providing training for professional or technical development motivates employees to utilize their skills on the job to execute the company's strategic goals. Gaps in company expertise should result in recruitment activities as quickly as possible.

Creating a Comprehensive Plan

5. Using industry standard tools, managers can create comprehensive plans including budgets for wages, training and recruitment programs for current and future fiscal years. Tracking and monitoring actual expenditures should influence future planning strategies. Any issues encountered during execution should be examined during post-project review sessions, and any lessons learned should be incorporated into future Human Resources budget planning and execution activities. Typically, three to six months planning results in successful execution of advertising, interviewing, hiring, assessing and training company personnel.

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HRA-(HUMAN RESOURCE AUDIT)

The Human Resources (HR) Audit is a process of examining policies, procedures, documentation, systems, and practices with respect to an organization’s HR functions. The purpose of the audit is to reveal the strengths and weaknesses in the nonprofit’s human resources system, and any issues needing resolution. The audit works best when the focus is on analyzing and improving the HR function in the organization.

The audit itself is a diagnostic tool, not a prescriptive instrument. It will help you identify what you are missing or need to improve, but it can’t tell you what you need to do to address these issues. It is most useful when an organization is ready to act on the findings, and to evolve its HR function to a level where its full potential to support the organization’s mission and objectives can be realized.

HR Functions:

Roles, head count, and HR information systems (HRIS)

Recruitment Documentation Training, development, and career management Compensation and benefits Performance measurement and evaluation Termination and transition Legal issues and personnel policies

The team works to collect information to answer the HR audit questions in each of these categories. The focus is on how these activities and tasks are actually performed in the organization. The first step is to collect all the pertinent information. The process of getting information, in and of itself, can be quite informative.

Once information is gathered, the audit team reviews each major section and notes disparities between paper (what we think or say we do) and practice (what we actually do, as revealed by the answers to the audit questions). This can then be compared to best practice (what we should do to best support our organization’s mission).

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A cautionary note: Finding out what is insufficient and inadequate is the first step toward improvement. If deficiencies are identified, it is important to take steps to correct those deficiencies. Organizations should take that first step only when they are ready to act on the findings, and to make necessary improvements in their HR skills, processes, and systems.

Improving the HR system takes some time. A workplan — with a timeline, accountability, and deliverables — should be created after the team reviews the completed audit and identifies areas where improvement is needed. Follow-up and review should be a regular management function, performed on an ongoing basis.

Roles, Head Count, & Human Resource Information Systems (HRIS)

How many employees are currently on staff?

How many employees are: o Regular o Probationary o Temporary o Full Time o Part Time o Exempt o Non-Exempt

What is the definition of a part-time employee? (i.e., What is the maximum number of hours an employee can work to be considered part-time?)

What is the minimum number of hours an employee has to work to be considered full-time?

How long is the probationary period?

Are employees aware of their status?

How long can an employee be temporary?

How many employees have supervisory responsibility?

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Are there currently up-to-date job descriptions for all employees? If not, which ones don’t have descriptions?

Are independent contractors used? If so, how many are being used? And, for what functions?

Is the 21 point test for Independent Consultants being used for classification?

Have issues related to classification of employees been raised?

Recruitment

How did the work force get to be the current size? What are some of your organization’s future needs for personnel? What are the procedures for hiring in your organization? What recruitment sources are used? (e.g., advertisements, referrals from

other agencies, personal contacts) Are current employees given appropriate consideration for promotion or

lateral position changes? Who does the preliminary screening of candidates? Who selects candidates for interviews? Is training provided for those who conduct interviews? How is the recruitment, screening, and selection process documented? What is the interview process that is used (e.g., individual, sequential,

panel)? Who holds final authority to hire? Who checks references? How are the reference checks documented? Who makes the offer of employment? Where is the hiring paperwork generated? Who negotiates compensation packages? List the practices you believe are unique to your organization. What is the turnover rate (percent of employees leaving each year) in your

organization? Has this changed over time? Who gives references for former employees?

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Documentation

Where and with whom are the personnel files currently held? What documents are held in personnel files? How are the following documented by your organization?

o Hiring: Application, Interviewing, and Reference Checks o Compensation and Benefits o Transitions o Paid Time Off o Training o Discipline o Work History o Work Assignments o Significant accomplishments o Emergency contact information o Performance evaluation and performance management o Termination

How long are files held and where are they stored after employees leave? What is the interface between HR and Finance? Is a payroll service used, and if so, which one? Does the payroll service provide all governmental employment filings? Is there training of managers and employees about personnel files, and

policies and procedures for accessing them? How is Paid Time Off documented? When requests for information are made to your organization, who fills the

request? Is an HRIS system being used, and if so, which one?

Training, Development and Career Management

Who is responsible for new employee orientation? What are the elements of the new employee orientation program? Where and to whom do new employees go when they have questions about

your organization or their jobs? Is there a formal training program for employees and managers? If so, please

describe it. What training and development initiatives have occurred in your

organization?

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How are managers and supervisors trained and prepared for their roles? What is the average length of time an employee stays with your

organization? Does this vary by position type? How much does your organization spend annually (in total and per

employee) on employee training and development? Does this vary by position type?

Health and Welfare Benefits

Describe the health insurance program provided by your organization. Are dependents covered, and if so, in part or in full? Are domestic partners covered? What are the eligibility requirements for health insurance and other benefits? Which of the following health and wellness benefits are offered, and what

are the limits and requirements for coverage? o Dental o Vision o Disability o Employee Assistance Program o Life Insurance o Other wellness benefits o Flex benefit plan o Other benefits

Pension and Retirement

What is the pension or retirement plan? What is the vesting period? Can employees contribute? Can pretax dollars be put into some form of deferment plan? Paid Time Off What holidays are paid and who is eligible for them? Is there a PTO system, or is it split between vacation and sick leave? If it is

straight PTO, what are the rates of accrual and caps? What is the vacation schedule, and how is it earned? What is the eligibility requirement for vacation? Is there a cap to limit the amount of vacation accrued? Are employees permitted to substitute sick leave for vacation? How is unused accrued vacation treated?

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Can employees contribute sick leave to other employees, and if so, what are the limits?

Performance Management And Evaluation

Describe the past and current performance appraisal system in your organization.

If a performance appraisal instrument is used, please attach a copy. (If the instrument differs by position, please attach all instruments.)

What type of process is used (360o–supervisor only–peer evaluation–outcome)?

What type of training is used in relationship to performance evaluation? What is the role of the supervisor/manager in performance appraisal? What is the focus of performance management in your organization? How often and consistently is the process used?

Termination And Transition

Is your organization an “at-will” employer? What other causes or conditions of termination of employment exists? What procedures are used for

o Termination for Cause o Job Closure o Resignation

What level of approval is needed before a termination can occur? Is there any formal checklist or legal review prior to termination? Are exit interviews performed for all employees who leave? What documentation is required for all employee transitions? How are references handled in your organization? Who is responsible for internal communications regarding difficult Terminations? (i.e., communicating the termination to other employees.)

Legal Issues / Personnel Policies

To your knowledge, are all employees appropriately classified? What personnel policies are currently being used? (Please attach a copy) When was the last time these policies were reviewed and updated? Is there a disparity between policies and practices?

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Who has organizational responsibility for legal or employment questions? Is harassment training regularly provided? How are employee grievances dealt with?

Immediate Audit Benefits:

Create an HR business plan

Streamline HR work processes

Monitor compliance with established regulations and procedures

Develop user-friendly HR systems

MAN POWER PLANNING

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Personnel management is productive exploitation of manpower resources. This is also termed as ‘Manpower Management’. Manpower Management is choosing the proper type of people as and when required. It also takes into account the upgrading in existing people. Manpower Management starts with manpower planning. Every manager in an organization is a personnel man, dealing with people.

Staffing Need Assessment (Man Power Planning), is a process initiated by the HR Department with the Top Management. It is indeed a complex and a challenging process.A staffing needs assessment determines the numbers and types of jobs needed to successfully achieve business goals

Definition and importance of manpower Planning:

Planning is nothing but using the available assets for the effective implementation of the production plans. After the preparing the plans, people are grouped together to achieve organizational objectives. Planning is concerned with coordinating, motivating and controlling of the various activities within the organization. Time required for acquiring the material, capital and machinery should be taken into account. Manager has to reasonably predict future events and plan out the production. The basic purpose of the management is to increase the production, so that the profit margin can be increased. Manager has to guess the future business and to take timely and correct decisions in respect of company objectives, policies and cost performances. The plans need to be supported by all the members of the organization. Planning is making a decision in advance what is to be done. It is the willpower of course of action to achieve the desired results. It is a kind of future picture where events are sketched. It can be defined as a mental process requiring the use of intellectual faculty, imagination, foresight and sound judgment.It involves problem solving and decision making. Management has to prepare for short term strategy and measure the achievements, while the long term plans are prepared to develop the better and new products, services, expansion to keep the interest of the owners.

Advantages of manpower planning:

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Manpower planning ensures optimum use of available human resources. It is useful both for organization and nation. It generates facilities to educate people in the organization. It brings about fast economic developments. It boosts the geographical mobility of labor. It provides smooth working even after expansion of the organization It opens possibility for workers for future promotions, thus providing

incentive. It creates healthy atmosphere of encouragement and motivation in the

organization. Training becomes effective It provides help for career development of the employees

Steps in Manpower planning

Predict manpower plans Design job description and the job requirements Find adequate sources of recruitment. Give boost to youngsters by appointment to higher posts. Best motivation for internal promotion. Look after the expected losses due to retirement, transfer and other issues. See for replacement due to accident, death, dismissals and promotion.

Factors which affect the efficiency of labor:

Inheritance: Persons from good collection are bound to work professionally. The quality and rate of physical as well as mental development, which is

dissimilar in case of different individuals is the result of genetic differences. Climate: Climatic location has a definite effect on the efficiency of the

workers. Health of worker: worker’s physical condition plays a very important part in

performing the work. Good health means the sound mind, in the sound body. General and technical education: education provides a definite impact n the

working ability and efficiency of the worker. Personal qualities: persons with dissimilar personal qualities bound to have

definite differences in their behavior and methods of working. The personal qualities influence the quality of work.

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Wages: proper wages guarantees certain reasons in standard of living, such as cheerfulness, discipline etc. and keep workers satisfy. This provides incentive to work.

Hours of work: long and tiring hours of work exercise have bad effect on the competence of the workers.

Downsizing of manpower:

Downsizing of manpower gives the correct picture about the number of people to be employed to complete given task in the predetermined period. It is used for achieving fundamental growth in the concern. It can work out the correct price by the resource building or capacity building. It aims at correct place, correct man on a correct job. Thus manpower planning is must to make the optimum utilization of the greatest resource available i.e. manpower for the success of any organization.

A very important process where management determines how an organization should move from its current manpower position to a desired manpower.

Defining the present needs and estimating the future needs of manpower in an organization. Particular useful to all big organization to able to meet and manage changes in terms of technical know-how, products, markets, etc

With proper Manpower Planning, management is able to ensure the right number of people and the right kind of people at the right place and at the right time for which they are best suited. It is therefore a strategy for procurement, development, allocation, utilization and maintenances of human resources of an enterprise.

MAN HOUR:

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A man-hour is the amount of work performed by an average worker in one hour. It is used in written "estimates" for estimation of the total amount of uninterrupted labor required to perform a task. For example, researching and writing a college paper might require twenty man-hours. Preparing a family banquet from scratch might require ten man-hours.

Man-hours do not take account of the breaks that people generally require from work, e.g. for rest, eating and other bodily functions. They only count pure labor. Managers count the man-hours and add break time to estimate the amount of time a task will actually take to complete. Thus, while one college course's written paper might require twenty man-hours to carry out, it almost certainly will not get done in twenty consecutive hours. Its progress will be interrupted by work for other courses, meals, sleep and other distractions.

Real-world applications

The advantage of the man-hour concept is that it can be used to estimate the impact of staff changes on the amount of time required for a task. This is done by dividing the number of man-hours by the number of workers available.

This is, of course, a simple c appropriate to certain types of activities. It is of most use when considering 'piece-work', where the activity being managed consists of discrete activities having simple dependencies, and where other factors can be neglected. So, adding another man to a packaging team will increase the output of that team in a predictable manner. In transport industry, this concept is superseded by passenger-mile and tone-mile for better costing accuracy.

In reality, other factors intervene to reduce the simplicity of this model. If some elements of the task have a natural time span, adding more staff will have a reduced effect: although having two chefs will double the speed of some elements of food preparation, they roast a chicken no faster than one chef. Some tasks also have a natural number of staff associated with them: the time to chop the vegetables will be halved with the addition of the second chef, but the time to carve the chicken will remain the same.

ENGINEERING BUSINESS DEVELOPMENT:

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PIA Engineering & Maintenance

PIA Engineering is an established Aircraft Maintenance and Repair organization that provides world-class solutions to the aviation industry. PIA's Engineering Base, head-quartered at Jinnah International Airport, Karachi, is acclaimed as one of Asia's best. Strategically located for the convenience of airlines whose operations extend to Asia, it is equipped with the most advanced, modern aircraft maintenance and overhaul facilities and is manned by a team of highly trained personnel.

Airframes

As a full-service MRO provider, we are involved in the day-to-day maintenance operations of many airlines. On-time delivery, frequent progress reporting and flexibility are key factors in number of hundreds of C- and D-checks we carry out. Our experienced and skilled specialist teams are happy to review your airframe maintenance requirements and propose customized packages ranging from Total Airframe Care support to individual checks and modifications.

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Aircraft Engines Types of Checks

    A

C QBC  MBC/Inter D

D/Base Check

Boeing 747-300

RR RB211

Yes

Yes - - Yes

Boeing 747-200

CF6 / JT9D

Yes

Yes - Yes  

Boeing 777-200/300 GE90

  Yes

Yes - - -

Boeing 737-300

CFM56 Yes

Yes - - Yes

Airbus A300B4/B2 GE CF6

  Yes

Yes Yes Yes Yes

Airbus A310-300

GE CF6 PW4152

Yes

Yes - Yes Yes

ATR 42-500 PW127 Yes

Yes - -

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ENGINE:

PIA Engineering's Engine Overhaul Workshop is acclaimed as one of the most modern and best equipped engine repair and overhaul facilities in the region. Spread over an area of 9,072 square meters, the workshop offers high-class plating facilities; both manual, as well as robotic plasma flame spray. The Engine Overhaul Workshop also includes a heat treatment shop with a vacuum heat treatment facility.

An independent machine shop, attached to the Engine Overhaul Workshop, is equipped with several precision machines used for the repair and modification of engine components during the overhaul process.

A key feature of the Engine Overhaul Workshop is the jet engine test facility, designed to test aero engines up to a maximum capacity of 100,000 lbs thrust, airflow of 3,000 lbs/sec and an engine weight of 15,000 lbs.

The test cell has recently been upgraded with a cutting-edge test cell data acquisition system, the ASE2000. The ASE2000 can be used to accommodate all FADEC/EEC powered engines.

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Aircraft Engines-GE CF6-50C2/ E2, GE CF6-80C2, CFM56-3B.

Engine Capabilities      

CF6-50C2/E2 Full Refurbish MC MO OH

CFM-563B Full Refurbish MC MO OH

RB211-524 Fan Blade Replacement - - -

CF6-80C2A8 BSI / Fan Blade Replacement MC OH -

PW4152 BSI - - -

Dart MK532 HSI MC MO OH

GE90-94/GE90-115B

BSI / Fan & Propulsion Separation - - -

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Components:

Being involved in the daily operations of many airlines, we continuously focus on careful component management, a precondition for efficient and punctual aircraft operations.

Short turnaround times, correct documentation and punctual delivery are key factors in our successful component maintenance programs. PIA E&M is a fully accredited JAR/FAR145 organization, holding certificates from many countries throughout the world

Engineering Capabilities

Our large scope of maintenance includes;

Aircraft-Boeing 747-300 Boeing 747-200 Boeing 777-200 Boeing 737-300 Airbus A300B4 Airbus A300B2

Airbus A310-300 Aircraft Engines-GE CF6-

50C2/ E2, GE CF6-80C2, CFM56-3B

Auxiliary Power Units- from Honeywell GTCP 660-4, GTCP 700-5, GTCP 85-129K/H.

We also provide in-house maintenance on Hydraulic, Pneumatic, Avionics and Radio components for above listed Aircraft.

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PIA Engineering Divisions

Line Maintenance Base Maintenance Power Plant Overhaul Avionics Airworthiness Management Quality Assurance Cabin Assurance Component Overhaul Support Shops / Capabilities Special Facilities

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Line Maintenance

Our highly skilled Line Maintenance team in Karachi undertakes and releases the full range of cabin tasks and In Flight Entertainment (IFE) checks during transit, along with regular transit tasks for Boeing 777, 747, 737 and Airbus A310, A300 B4, Fokker F-27, and ATR-42, under EASA Part-145 and CAA Pakistan.

PIA Engineering LM has sufficient aircraft support dock installations in four hangers with the requisite trained manpower and tooling to undertake simultaneous work on various types of aircraft in your fleet, around the clock

PIA Engineering offers excellent Line Maintenance at all International / Commercial airports in Pakistan and large numbers of line stations around the globe.

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Base Maintenance

Entrust PIA Engineering, an EASA Part-145 approved MRO with the most extensive maintenance capabilities, with your engineering and maintenance requirements. Our clientele comprises of large numbers of international operators and our experience of over 50 years enables us to find the right solutions for all your operational and maintenance needs. Our services are tailored to your airline's needs. Our highly qualified engineering personnel offer comprehensive engineering services, backed up by excellent equipment and systems. We have sufficient aircraft support dock installations in the hangars, as well as trained manpower and tooling, to undertake simultaneous work on various types of aircraft in your fleet, around the clock.

Inspections– Ageing Aircraft Corrosion Prevention and Control Program

(CPCP) – Supplemental Structural Inspection (SSI)

Structural Modifications– The Base Maintenance team is backed up with a state-of-the art

Structure Repair Shop which can perform repairs on individual structural components of aircraft and also has the capability to develop repair schemes.

Our highly skilled Line Maintenance team in Karachi undertakes and releases the full range of cabin tasks and In Flight Entertainment (IFE) checks during transit, along with regular transit tasks for Boeing 777, 747, 737 and Airbus A310, A300 B4, Fokker F-27, and ATR-42, under EASA Part-145 and CAA Pakistan. Our Line Maintenance division is backed by extensive shop support and substantial stocks of spare parts inventory and is amongst the region's most experienced facilities.

As part of our Line Maintenance services, PIA Engineering also maintains the appearance and quality of your aircraft's cabin and exterior. Our Line Maintenance facilities cover the complete range of an aircraft's routine maintenance and inspection requirements. We have sufficient aircraft support dock installations in 4 hangars with the

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requisite trained manpower and tooling to undertake simultaneous work on various types of aircraft in your fleet, around the clock.

PIA Engineering offers excellent Line Maintenance at all International / Commercial airports in Pakistan and large numbers of line stations around the globe.

Avionics Modifications – PIA Engineering has been involved in all the recent aircraft

retrofit programs, based on new requirements; such as TCAS-II, SUPERAHARS, GPS, EGPWS 8,33 kHz VHF, RVSM, and B-RNAV. With a group of avionics modification specialists, no installation job or STC implementation is too large or too complex for us. We have successfully completed a full installation of the MAS -2000E and also have in-house expertise in MAS-3000E installations and other In Flight Entertainment solutions.

Painting – Our Base Maintenance team offers comprehensive aircraft

painting services, including but not limited to:– Sign Painting – Decals – Placards – Drawing of Logos – Engraving of Cockpit Instrument Panels

Special Facilities:

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• NDT– Penetrate Testing – Magnetic Particle testing – Eddy Current Testing – Ultrasonic Testing – Radiography– Bore-scope Inspections – Hardness Testing

• Calibration – Standard Labs

• Structure Repair

• Welding – TIG welding – Spot Welding – Gas Welding

• Heat Treatment – Vacuum – Furnaces

• Plasma Spray

• Plating Shop– Chrome – Nickel – Cadmium– Copper – Silver – Degreasers – Cleaning

• Machining

• Painting

Task Analysis

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Task analysis is the analysis of how a task is accomplished, including a detailed description of both manual and mental activities, task and element durations, task frequency, task allocation, task complexity, environmental conditions, necessary clothing and equipment, and any other unique factors involved in or required for one or more people to perform a given task. Task analysis emerged from research in applied behavior analysis and still has considerable research in that area.

The term "task" is often used interchangeably with activity or process. Task analysis often results in a hierarchical representation of what steps it takes to perform a task for which there is a goal and for which there is some lowest-level "action" that is performed. Task analysis is often performed by human factors professionals.

Task analysis may be of manual tasks, such as bricklaying, and be analyzed as time and motion studies using concepts from industrial engineering. Cognitive task analysis is applied to modern work environments such as supervisory control where little physical work occurs, but the tasks are more related to situation assessment, decision making, and response planning and execution.

Task analysis is also used in education. It is a model that is applied to classroom tasks to discover which curriculum components are well matched to the capabilities of students with learning disabilities and which task modification might be necessary. It discovers which tasks a person hasn't mastered, and the information processing demands of tasks that are easy or problematic. In behavior modification, it is a breakdown of a complex behavioral sequence into steps. This often serves as the basis for Chaining.

The task analysis process consists of five distinct functions:

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Classifying tasks according to learning outcomes – Inventorying tasks – identifying tasks or generating a list of

tasks Selecting tasks – prioritizing tasks and choosing those that are

more feasible and appropriate if there is an abundance of tasks to train.

Decomposing tasks – identifying and describing the components of the tasks, goals, or objectives.

Sequencing tasks and sub-tasks – defining the sequence in which instruction should occur that will best facilitate learning.

Time And Motion Study

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A time and motion study (or time-motion study) is a business efficiency technique combining the Time Study work of Frederick Winslow Taylor with the Motion Study work of Frank and Lillian Gilbreth (not to be confused with their son, best known through the biographical 1950 film and book Cheaper by the Dozen). It is a major part of scientific management (Taylorism).

A time and motion study would be used to reduce the number of motions in performing a task in order to increase productivity. The best known experiment involved bricklaying. Through carefully scrutinizing a bricklayer's job, Frank Gilbreth reduced the number of motions in laying a brick from 18 to about 5. Hence the bricklayer both increased productivity and decreased fatigue.

Method for establishing employee productivity standards in which (1) a complex task is broken into small, simple steps, (2) the sequence of movements taken by the employee in performing those steps is carefully observed to detect and eliminate redundant or wasteful motion, and (3) precise time

taken for each correct movement is measured. From these measurements production and delivery times and prices can be computed and incentive schemes can be devised. Generally appropriate only for repetitive tasks, time and motion studies were pioneered by the US industrial

engineer Frederick Winslow Taylor (1856-1915) and developed by the husband and wife team of Frank Gilbreth (1868-1924) and Dr. Lillian Gilbreth (1878-1972). See alsoTaylorism.

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MORNING SHIFT

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Time Slot Observation Hours

07:00 - 7:30 PrepationS 0.5

07:30 - 09:00 Work 1.5

09:00 - 09:30 First Break 0.5

09:30 - 12:30 Work 3

12:30 - 13:45 Lunch 1.25

13:45 - 15:00 Work 1.25

15:00 - 15:30 Pack Up 0.5

TOTAL 8.5

EVENING SHIFT

Time Slot Observation Hours

15:00 -15:300 Prepations 0.5

15:30 - 17:00 Work 1.5

17:00 - 17:30 Tea 0.5

17:30 - 18:00 Namaz 0.5

18:00 - 19:15 Work 1.25

19:15 - 20:30 Dinner + Namaz 1.25

20:30 - 23:00 Work 2.5

23:00 - 23:30 Pack Up 0.5

TOTAL 8.5

MORNING SHIFT

Working HOURS

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07:30 - 09:00 Work 1.5

09:30 - 12:30 Work 3

13:45 - 15:00 Work 1.25

TOTAL 5.75

WorkWork

Work07:30 - 09:00

09:30 - 12:3013:45 - 15:00

0

0.5

1

1.5

2

2.5

3

Total working hours x Total Working days a month x Total Years = Man Hours

5.75 x 22 x 12 = 1518

Calculating IDLE working Hours

Total Hours – Working Hours = IDLE Hours

8.5 – 5.75 = 2.75

Total Idle Working hours x Total Working days a month x Total Years = Man Hours2.75 x 22 x 12 = 726

EVENING SHIFT

Working HOURS

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15:30 - 17:00 Work 1.5

18:00 - 19:15 Work 1.25

20:30 - 23:00 Work 2.5

TOTAL 5.25

WorkWork

Work15:30 - 17:00

18:00 - 19:1520:30 - 23:00

0

0.5

1

1.5

2

2.5

Total working hours x Total Working days a month x Total Years = Man Hours

5.25 x 22 x 12 = 1386

Calculating IDLE working Hours

Total Hours – Working Hours = IDLE Hours

8.5 – 5.25 = 3.25

Total Idle Working hours x Total Working days a month x Total Years = Man Hours

3.25 x 22 x 12 = 858

TOTAL WORKING HOURS:

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Morning Shift + Evening Shift = 5.75 + 5.25 = 11

65%

35%

Working HOURSIDLE WORKING HOURS

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Total Working in both shifts 8.5 + 8.5 = 1711/17 = 0.65 x 100 = 65%

65%

35%

Working in Both Shifts

Working HOURS IDLE WORKING HOURS

1 man working hour /day 11 / 2 = 5.5

% = 5.5 / 8.5 x 100 = 64.70 %

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