Both information. Supervisors can play an important role by

Both the individual engineer and the organisation have a
shared responsibility to keep abreast of new information. Good dissemination of
information within an organisation forms part of its safety culture. Typically,
the maintenance organisation will be the sender and the individual engineer
will be the recipient. An aircraft maintenance engineer or team of engineers
need to plan the way work will be performed. Part of this process should be
checking that all information relating to the task has been gathered and
understood. This includes checking to see if there is any information
highlighting a change associated with the task (e.g. the way something should
be done, the tools to be used, the components or parts involved)


 It is imperative that
engineers working remotely from the engineering base (e.g. on the line)
familiarise themselves with new information (on notice boards, in maintenance
manuals, etc.) on a regular basis

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There should normally be someone within the maintenance
organisation with the responsibility for disseminating information. Supervisors
can play an important role by ensuring that the engineers within their team
have seen and understood any communicated information.


I feel that good communication is important in every
industry. In aircraft maintenance engineering, it is vital. It is the
responsibility of every aviation organization to proactively create safety nets
that would prevent employees from becoming a contributing link to the chain of
communication problems that could lead into accidents, and it is the
responsibility for the engineers to repair the planes. In order to maintain a
good relationship between the organization and the engineers, I feel that
organisations have to encourage their employees (both financially and with
career incentives), and take notice of problems that their engineers encounter,
attempting to learn from these and make changes where necessary or possible.
However, there is a negative side, the organisation may exert pressure on its
engineers to get work done within certain timescales and within certain
budgets. At times, individuals may feel that these conflict with their ability
to sustain the quality of their work. These organisational stresses may lead to
problems of poor industrial relations, high turnover of staff, increased
absenteeism, and most importantly for the aviation industry, more incidents and
accidents due to human error.


Motivation is not the only thing that an organization have
to take into consideration as there are also some other aspects such as what
the engineer is good at, his or her limitations and also their safety.

Just as certain mechanical components used in aircraft
maintenance engineering have limitations, engineers themselves have certain
capabilities and limitations that must be considered when looking at the
maintenance engineering ‘system’. For instance, rivets used to attach aluminium
skin to a fuselage can withstand forces that act to pull them apart. It is
clear that that these rivets will eventually fail if enough force is applied to
them. While the precise range of human capabilities and limitations might not
be as well-defined as the performance range of mechanical or electrical
components, the same principles apply in that human performance is likely to
degrade and eventually ‘fail’ under certain conditions (e.g. stress).

Mechanical components in aircraft can, on occasion, suffer
catastrophic failures. Man, can also fail to function properly in certain
situations. Physically, humans become fatigued, are affected by the cold, can
break bones in workplace accidents, etc. Mentally, humans can make errors, have
limited perceptual powers, can exhibit poor judgement due to lack of skills and
knowledge, etc. In addition, unlike mechanical components, human performance is
also affected by social and emotional factors. Therefore failure by aircraft
maintenance engineers can also be to the detriment of aircraft safety.

The aircraft engineer is the central part of the aircraft
maintenance system. It is therefore very useful to have an understanding of how
various parts of his body and mental processes function and how performance
limitations can influence his effectiveness at work.


A company should establish a “safety and quality
policy” This

should be part of the Maintenance Organisation Exposition.
The safety policy should

define the senior management’s intentions in terms of
commitment to ensuring that

aircraft are returned to service after maintenance in a safe


An organisation should list (ideally in the MOE) the
processes which contribute

towards safety, including (i) quality processes, (ii)
reporting scheme(s) for defects,

hazards, safety concerns, occurrences, quality
discrepancies, quality feedback,

maintenance errors, poor maintenance data, poor procedures,
poor work instructions,

(iii) appropriate training (including human factors
training), (iv) shift/task handover

procedures (see Table 2). The organisation should state how
it addresses, or plans to

address, these issues.