Airlines, Facing Cost Pressure, Outsource Crucial Safety Tasks
Heavy Maintenance on Planes Entrusted to Contractors; A Busy Hub in El
Salvador
Ms. Biddle Is Laid Off Twice
By Susan Carey in Chicago and Alex Frangos in Comalapa, El Salvador
JetBlue Airways doesn't offer passenger service to El Salvador. But
this
year, the discount airline will fly at least 17 of its 68 Airbus A320
jets
to that country. There, over six days, local mechanics working for an
aircraft-overhaul shop under contract to JetBlue will inspect each
plane
nose to tail. They'll examine hydraulic and pneumatic systems,
lubricate
joints, service brakes and paint tray tables and toilet seats. Then the
jets
will fly back to the U.S.
America West Airlines also is sending some of its planes to El Salvador
for
checkups required by the U.S. Federal Aviation Administration.
Northwest
Airlines flies wide-body jets to Singapore and Hong Kong for service by
outside contractors.
As beleaguered U.S. airlines seek to cut costs, they are outsourcing a
job
that is crucial to passenger safety: long-term maintenance. While
airlines
continue to use their own mechanics for lighter maintenance between
flights
to ensure punctuality, half of U.S. carriers' heavy-overhaul work is
now
performed by outside vendors in the U.S. and overseas. That's up from
less
than a third in 1990, says consulting firm BACK Aviation Solutions in
New
Haven, Conn. The world-wide aircraft maintenance market is worth an
estimated $37 billion annually.
Although U.S. airlines have had a good safety record recently, with 34
deaths from crashes on scheduled commercial flights between 2002 and
2004,
some experts worry that the shift of work to third parties could result
in
weaker regulatory scrutiny. Only supervisors at the outside repair
stations
-- not individual mechanics -- must be licensed by the FAA. At some
shops,
workers tend to be more transient and less well-trained than those
employed
by the airlines. Meanwhile the major U.S. airlines have been
furloughing
veteran mechanics.
Last year, the National Transportation Safety Board found that
deficient
maintenance by an outside vendor and lack of regulatory oversight
contributed to a 2003 crash of a commuter flight in Charlotte, N.C.,
that
killed 21 people.
In a 2003 report, the federal Department of Transportation's
inspector-general faulted the FAA for inadequate oversight of outside
contractors. Despite the rise in outsourcing, the FAA "has continued to
concentrate its resources on oversight of air carriers' in-house
maintenance
operations," the report said. One airline outsourced 44% of its
maintenance
budget in 2002, the report said. The FAA did 400 inspections of that
airline's own maintenance facilities but only seven at the outside
shops.
The FAA concurred with the report's recommendations for tighter
scrutiny of
contractors. It is now phasing in rules requiring better record-keeping
and
training at contractors and raising the requirements for supervisors'
experience.
All U.S. and foreign repair services that work on U.S. planes and parts
must
be authorized by the FAA and adhere to the same safety standards. James
Ballough, the FAA's director of flight standards, says his branch
inspects
4,500 domestic and 650 foreign repair stations. Nearly 700 inspectors
are
assigned to these outside servicers, while 220 inspectors look after
U.S.
airlines' in-house overhaul activities. Mr. Ballough concedes the FAA
isn't
present "for the turning of every wrench," but says "there certainly is
no
degradation of safety due to outsourcing."
Decades ago, airlines hired unionized employee mechanics to do most
maintenance work. The jobs usually required each employee to have an
FAA
"airframe and power plant" license, and they paid well. Top airline
technicians today can command as much as $37 an hour plus benefits. In
the
1980s, U.S. airlines began sending engines for overhauls to the
companies
that built them, such as General Electric Co. and Rolls-Royce. Then
they
began seeking specialists to repair specific equipment such as landing
gear
and cockpit avionics.
The latest push involves outsourcing heavy inspections including those
that
take a few days and others, lasting as long as a month, in which planes
are
torn apart, inspected for cracks and wear, and then rebuilt. JetBlue's
A320s
go through checks every 15 months or 5,000 flight hours; the fourth
check in
this regimen, after 60 months, is a partial teardown and the eighth
check is
a big teardown. In these procedures, 65% to 80% of the total cost is
labor,
according to airlines and overhaul specialists.
Low-cost carriers such as Southwest Airlines and freight carriers such
as
FedEx Corp. have always outsourced most maintenance, but now older
carriers
are feeling pressure to follow suit. Even after extracting concessions
from
unions, the largest old-line U.S. carriers still have labor costs of
$65 to
$70 per employee-hour including supervisors and counting wages and
benefits,
according to Team SAI, a consulting firm in Lakewood, Colo. Outside
shops in
North America, Europe and Asia command only $40 to $50 an hour, while
Latin
American shops charge as little as $20 to $26.
One recent day in San Salvador, 29-year-old Oswaldo Colorado was
underneath
the wing of a JetBlue plane, lubricating parts for his employer,
Aeroman.
Aeroman is the maintenance subsidiary of Grupo Taca, a consortium of
Central
American carriers based in San Salvador. JetBlue started sending some
of its
planes to El Salvador last year. Mr. Colorado, a 10-year veteran of
Aeroman,
calls it "a beautiful place to work."
Aeroman was founded in 1983 and started performing third-party work in
the
mid-1990s. It has about 1,200 workers. Mechanics come from local
technical
colleges and the military, submit to lie-detector, drug and alcohol
tests,
and spend five to six months doing classroom work, then an equal amount
of
time as apprentices.
The individual mechanics have licenses from the Salvadoran aviation
authority. They aren't required to have an FAA license, but Aeroman
pays for
airfare and hotels for employees who choose to go to Miami to take the
FAA
exam, which is given only in English. They get a raise if they pass,
and
Aeroman says 30% to 40% of its technicians have these licenses.
The Aeroman hangar was inspected 12 times last year by the FAA's Miami
office, four times in 2003 and twice in 2002, the FAA says. Mr.
Ballough
says the facility also is scrutinized by other FAA inspectors assigned
to
JetBlue, the airline's own quality-assurance people, and the local
aviation
authority. Tom Anderson, JetBlue's senior vice president of technical
operations and aircraft maintenance, says the facility also is examined
by
European regulators because it services European planes. "One could
argue
that the level of regulatory oversight they're getting is vastly
superior to
what they'd get on U.S. soil," he says.
Andres F. Garcia, Aeroman's commercial director, says the FAA checks
are
rigorous. "They say, 'What's that piece of paper doing there?' " he
says,
pointing to a candy wrapper on the shop floor that he jogs over to pick
up.
Mechanics at Aeroman start at $300 a month and earn as much as $1,000 a
month -- a good salary in a country where per capita income is around
$2,200
a year. Workers also receive pensions, private health insurance, and
free
airline tickets.
Aeroman recently won a contract from America West, which has overhauled
its
maintenance practices after being cited by the FAA for deficiencies in
the
late 1990s and 2000. The airline thinks outsourcing makes sense. "It's
very
difficult for a small airline to get the volume to do [all maintenance]
in-house," says Hal Heule, America West's senior vice president for
technical operations. Outsourcing, he says, gives "a great deal of
flexibility, particularly when you're growing. And it works when you're
downsizing, too, because you don't have to have layoffs."
In the late 1980s, General Electric, which produces about 35% of the
world's
large commercial jet engines, had just three domestic shops that did
engine-overhaul work for airlines. Today it has 17 facilities, half of
them
overseas in places like Brazil, Malaysia and Hungary. Revenues from
spare
engines, parts and maintenance, which stood at $3 billion a year in
1997,
hit $5 billion in 2001 and, after an industry slump, are rising again,
says
Bill Fitzgerald, vice president of global operations for GE Aircraft
Engine
Services.
UAL Corp.'s United Airlines, parked in bankruptcy-court protection for
more
than two years, won union assent to close two heavy-maintenance bases
and
outsource as much work as it wants to outside vendors. Currently,
planes
needing heavy checkups go to Timco Aviation Services Inc., Greensboro,
N.C.,
and ST Mobile Aerospace Engineering Inc., Mobile, Ala. In a new
contract
being voted on by its shrinking mechanics union, United is seeking
permission to send some already-outsourced work overseas.
Greg Hall, senior vice president of the carrier's maintenance division,
says
United has found the outsiders' workmanship to be good. "We give them a
lot
of oversight," he says. "We give them training on our maintenance
program
and our tooling. We do frequent audits."
Northwest Airlines, also mired in losses, is bumping up against the
maximum
amount of work it can outsource under its contract with its mechanics.
Northwest has been getting some DC-10s and 747s overhauled in
Singapore,
while farming out other 747 checkups to a Hong Kong servicer.
Some airlines admit to concern about turnover at contractors.
Continental
Airlines, which farms out about 60% of its maintenance work excluding
line
maintenance at airports, says it pulled out of some third-party sites
in the
1990s because of high turnover. Southwest, which has an excellent
safety
record, has done the same on occasion. "We don't want transient labor
on our
aircraft," says Jim Sokel, Southwest's vice president of maintenance
and
engineering.
AMR Corp.'s American Airlines outsources only 20% of its maintenance.
It
keeps all of its heavy airframe checks in-house, says spokesman John
Hotard,
because it has "much more control over the whole repair process" and "a
well-trained, seasoned work force." Still, to vie with competitors
getting
the work done for less, he says, American is working with its mechanics
union to reduce costs.
Given that many vendors don't require FAA licenses and don't pay as
much as
the airlines, they are getting "warm bodies coming in off the street,"
says
Brian Finnegan, president of the Professional Aviation Maintenance
Association, a trade group that gets some support from mechanics'
unions. "I
don't take exception with the idea of outsourcing. I just want those
people
to be well-trained and supervised," says Mr. Finnegan.
Philip Anson Jr., president of STS Services, a Jensen Beach, Fla.,
company
that places mechanics in maintenance jobs around the country, says
outside
vendors with which he is familiar generally pay up to $20 an hour.
Laid-off airline technicians are showing little appetite for the new
jobs
being created in their field. "We've lost a lot of guys to building
maintenance and the police department," says Richard Turk, a United
mechanic
and union spokesman in San Francisco. "Most are smart enough to stay
out of
the airline business."
"The industry is losing its skills," says John Goglia, a former
mechanic who
recently stepped down after nine years as a member of the National
Transportation Safety Board.
Jennifer Biddle, a mechanic at United's sprawling San Francisco
maintenance
base, was laid off in 2003 after eight years. She found a similar job
in
Oakland, Calif., for Alaska Airlines, only to lose that last September
when
Alaska shuttered its facility. Ms. Biddle, 39 years old, was a
relatively
junior mechanic although she held an FAA license gained after two years
of
schooling. She earned $63,000 a year at United before she was laid off.
She now works for a company that repairs laboratory equipment for the
pharmaceutical and biotechnology industries, earning 30% less than she
did
at United. "I love airplanes," she says. "I wish I was still working on
airplanes."
---
Melanie Trottman and Evan Perez contributed to this article.
Heavy Maintenance on Planes Entrusted to Contractors; A Busy Hub in El
Salvador
Ms. Biddle Is Laid Off Twice
By Susan Carey in Chicago and Alex Frangos in Comalapa, El Salvador
JetBlue Airways doesn't offer passenger service to El Salvador. But
this
year, the discount airline will fly at least 17 of its 68 Airbus A320
jets
to that country. There, over six days, local mechanics working for an
aircraft-overhaul shop under contract to JetBlue will inspect each
plane
nose to tail. They'll examine hydraulic and pneumatic systems,
lubricate
joints, service brakes and paint tray tables and toilet seats. Then the
jets
will fly back to the U.S.
America West Airlines also is sending some of its planes to El Salvador
for
checkups required by the U.S. Federal Aviation Administration.
Northwest
Airlines flies wide-body jets to Singapore and Hong Kong for service by
outside contractors.
As beleaguered U.S. airlines seek to cut costs, they are outsourcing a
job
that is crucial to passenger safety: long-term maintenance. While
airlines
continue to use their own mechanics for lighter maintenance between
flights
to ensure punctuality, half of U.S. carriers' heavy-overhaul work is
now
performed by outside vendors in the U.S. and overseas. That's up from
less
than a third in 1990, says consulting firm BACK Aviation Solutions in
New
Haven, Conn. The world-wide aircraft maintenance market is worth an
estimated $37 billion annually.
Although U.S. airlines have had a good safety record recently, with 34
deaths from crashes on scheduled commercial flights between 2002 and
2004,
some experts worry that the shift of work to third parties could result
in
weaker regulatory scrutiny. Only supervisors at the outside repair
stations
-- not individual mechanics -- must be licensed by the FAA. At some
shops,
workers tend to be more transient and less well-trained than those
employed
by the airlines. Meanwhile the major U.S. airlines have been
furloughing
veteran mechanics.
Last year, the National Transportation Safety Board found that
deficient
maintenance by an outside vendor and lack of regulatory oversight
contributed to a 2003 crash of a commuter flight in Charlotte, N.C.,
that
killed 21 people.
In a 2003 report, the federal Department of Transportation's
inspector-general faulted the FAA for inadequate oversight of outside
contractors. Despite the rise in outsourcing, the FAA "has continued to
concentrate its resources on oversight of air carriers' in-house
maintenance
operations," the report said. One airline outsourced 44% of its
maintenance
budget in 2002, the report said. The FAA did 400 inspections of that
airline's own maintenance facilities but only seven at the outside
shops.
The FAA concurred with the report's recommendations for tighter
scrutiny of
contractors. It is now phasing in rules requiring better record-keeping
and
training at contractors and raising the requirements for supervisors'
experience.
All U.S. and foreign repair services that work on U.S. planes and parts
must
be authorized by the FAA and adhere to the same safety standards. James
Ballough, the FAA's director of flight standards, says his branch
inspects
4,500 domestic and 650 foreign repair stations. Nearly 700 inspectors
are
assigned to these outside servicers, while 220 inspectors look after
U.S.
airlines' in-house overhaul activities. Mr. Ballough concedes the FAA
isn't
present "for the turning of every wrench," but says "there certainly is
no
degradation of safety due to outsourcing."
Decades ago, airlines hired unionized employee mechanics to do most
maintenance work. The jobs usually required each employee to have an
FAA
"airframe and power plant" license, and they paid well. Top airline
technicians today can command as much as $37 an hour plus benefits. In
the
1980s, U.S. airlines began sending engines for overhauls to the
companies
that built them, such as General Electric Co. and Rolls-Royce. Then
they
began seeking specialists to repair specific equipment such as landing
gear
and cockpit avionics.
The latest push involves outsourcing heavy inspections including those
that
take a few days and others, lasting as long as a month, in which planes
are
torn apart, inspected for cracks and wear, and then rebuilt. JetBlue's
A320s
go through checks every 15 months or 5,000 flight hours; the fourth
check in
this regimen, after 60 months, is a partial teardown and the eighth
check is
a big teardown. In these procedures, 65% to 80% of the total cost is
labor,
according to airlines and overhaul specialists.
Low-cost carriers such as Southwest Airlines and freight carriers such
as
FedEx Corp. have always outsourced most maintenance, but now older
carriers
are feeling pressure to follow suit. Even after extracting concessions
from
unions, the largest old-line U.S. carriers still have labor costs of
$65 to
$70 per employee-hour including supervisors and counting wages and
benefits,
according to Team SAI, a consulting firm in Lakewood, Colo. Outside
shops in
North America, Europe and Asia command only $40 to $50 an hour, while
Latin
American shops charge as little as $20 to $26.
One recent day in San Salvador, 29-year-old Oswaldo Colorado was
underneath
the wing of a JetBlue plane, lubricating parts for his employer,
Aeroman.
Aeroman is the maintenance subsidiary of Grupo Taca, a consortium of
Central
American carriers based in San Salvador. JetBlue started sending some
of its
planes to El Salvador last year. Mr. Colorado, a 10-year veteran of
Aeroman,
calls it "a beautiful place to work."
Aeroman was founded in 1983 and started performing third-party work in
the
mid-1990s. It has about 1,200 workers. Mechanics come from local
technical
colleges and the military, submit to lie-detector, drug and alcohol
tests,
and spend five to six months doing classroom work, then an equal amount
of
time as apprentices.
The individual mechanics have licenses from the Salvadoran aviation
authority. They aren't required to have an FAA license, but Aeroman
pays for
airfare and hotels for employees who choose to go to Miami to take the
FAA
exam, which is given only in English. They get a raise if they pass,
and
Aeroman says 30% to 40% of its technicians have these licenses.
The Aeroman hangar was inspected 12 times last year by the FAA's Miami
office, four times in 2003 and twice in 2002, the FAA says. Mr.
Ballough
says the facility also is scrutinized by other FAA inspectors assigned
to
JetBlue, the airline's own quality-assurance people, and the local
aviation
authority. Tom Anderson, JetBlue's senior vice president of technical
operations and aircraft maintenance, says the facility also is examined
by
European regulators because it services European planes. "One could
argue
that the level of regulatory oversight they're getting is vastly
superior to
what they'd get on U.S. soil," he says.
Andres F. Garcia, Aeroman's commercial director, says the FAA checks
are
rigorous. "They say, 'What's that piece of paper doing there?' " he
says,
pointing to a candy wrapper on the shop floor that he jogs over to pick
up.
Mechanics at Aeroman start at $300 a month and earn as much as $1,000 a
month -- a good salary in a country where per capita income is around
$2,200
a year. Workers also receive pensions, private health insurance, and
free
airline tickets.
Aeroman recently won a contract from America West, which has overhauled
its
maintenance practices after being cited by the FAA for deficiencies in
the
late 1990s and 2000. The airline thinks outsourcing makes sense. "It's
very
difficult for a small airline to get the volume to do [all maintenance]
in-house," says Hal Heule, America West's senior vice president for
technical operations. Outsourcing, he says, gives "a great deal of
flexibility, particularly when you're growing. And it works when you're
downsizing, too, because you don't have to have layoffs."
In the late 1980s, General Electric, which produces about 35% of the
world's
large commercial jet engines, had just three domestic shops that did
engine-overhaul work for airlines. Today it has 17 facilities, half of
them
overseas in places like Brazil, Malaysia and Hungary. Revenues from
spare
engines, parts and maintenance, which stood at $3 billion a year in
1997,
hit $5 billion in 2001 and, after an industry slump, are rising again,
says
Bill Fitzgerald, vice president of global operations for GE Aircraft
Engine
Services.
UAL Corp.'s United Airlines, parked in bankruptcy-court protection for
more
than two years, won union assent to close two heavy-maintenance bases
and
outsource as much work as it wants to outside vendors. Currently,
planes
needing heavy checkups go to Timco Aviation Services Inc., Greensboro,
N.C.,
and ST Mobile Aerospace Engineering Inc., Mobile, Ala. In a new
contract
being voted on by its shrinking mechanics union, United is seeking
permission to send some already-outsourced work overseas.
Greg Hall, senior vice president of the carrier's maintenance division,
says
United has found the outsiders' workmanship to be good. "We give them a
lot
of oversight," he says. "We give them training on our maintenance
program
and our tooling. We do frequent audits."
Northwest Airlines, also mired in losses, is bumping up against the
maximum
amount of work it can outsource under its contract with its mechanics.
Northwest has been getting some DC-10s and 747s overhauled in
Singapore,
while farming out other 747 checkups to a Hong Kong servicer.
Some airlines admit to concern about turnover at contractors.
Continental
Airlines, which farms out about 60% of its maintenance work excluding
line
maintenance at airports, says it pulled out of some third-party sites
in the
1990s because of high turnover. Southwest, which has an excellent
safety
record, has done the same on occasion. "We don't want transient labor
on our
aircraft," says Jim Sokel, Southwest's vice president of maintenance
and
engineering.
AMR Corp.'s American Airlines outsources only 20% of its maintenance.
It
keeps all of its heavy airframe checks in-house, says spokesman John
Hotard,
because it has "much more control over the whole repair process" and "a
well-trained, seasoned work force." Still, to vie with competitors
getting
the work done for less, he says, American is working with its mechanics
union to reduce costs.
Given that many vendors don't require FAA licenses and don't pay as
much as
the airlines, they are getting "warm bodies coming in off the street,"
says
Brian Finnegan, president of the Professional Aviation Maintenance
Association, a trade group that gets some support from mechanics'
unions. "I
don't take exception with the idea of outsourcing. I just want those
people
to be well-trained and supervised," says Mr. Finnegan.
Philip Anson Jr., president of STS Services, a Jensen Beach, Fla.,
company
that places mechanics in maintenance jobs around the country, says
outside
vendors with which he is familiar generally pay up to $20 an hour.
Laid-off airline technicians are showing little appetite for the new
jobs
being created in their field. "We've lost a lot of guys to building
maintenance and the police department," says Richard Turk, a United
mechanic
and union spokesman in San Francisco. "Most are smart enough to stay
out of
the airline business."
"The industry is losing its skills," says John Goglia, a former
mechanic who
recently stepped down after nine years as a member of the National
Transportation Safety Board.
Jennifer Biddle, a mechanic at United's sprawling San Francisco
maintenance
base, was laid off in 2003 after eight years. She found a similar job
in
Oakland, Calif., for Alaska Airlines, only to lose that last September
when
Alaska shuttered its facility. Ms. Biddle, 39 years old, was a
relatively
junior mechanic although she held an FAA license gained after two years
of
schooling. She earned $63,000 a year at United before she was laid off.
She now works for a company that repairs laboratory equipment for the
pharmaceutical and biotechnology industries, earning 30% less than she
did
at United. "I love airplanes," she says. "I wish I was still working on
airplanes."
---
Melanie Trottman and Evan Perez contributed to this article.
