Checking it Out said:
Amfaman what are you smoking?
So those airplanes SWA owns that are sitting in 3rd party facilities are fake?
If you are aware of parts being outsourced that we have done before what are you doing to stop the practice? Or, are you one of the Amfa wannabes that stand around the tool box and blame everyone else for your shortcomings?
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Since doomsday FLASH GORE MAN refuses to answer questions and lies about SWA with his 100% farmout, zero overhaul BS, I figured I would post Sep 2004 Overhaul and Maintenance article.
http://www.aviationnow.com/avnow/news/chan...ws/om904cvr.xml
"Like most airlines, we use a scorecard to measure productivity," said Jim Sokol, vice president of maintenance at Southwest Airlines. The scorecard for internal work includes cost per available seat mile (ASM), span time, overtime hours, time required versus plan, and maintenance headcount per aircraft. Sokol reviews these measures in monthly meetings with his managers.
For outsourced work, Southwest first counts the cost of each assigned work package. To measure quality, the carrier looks at scheduled turntime, the vendor's ability to stay on schedule, missed inspection items and dispatch reliability.
In recent years, Southwest has reduced span times for the quarter- and half-D checks it does in-house, and for outsourced full Ds. Sokol attributes some gains to refined work programs, which have eliminated duplicate efforts. "But the biggest gains have come from the shift from MSG-2 to MSG-3, next-generation maintenance for next-generation aircraft." The MSG-3 program for new Boeing 737s aims for the right work at just the right intervals, exploiting improved reliability and better data on past performance. Sokol is looking at applying similar methods to Southwest's 737s-300s and -500s, but the required analysis of historical data on older jets makes the shift a major task.
Better data, better analysis of the data through better software and better communication tools also offer hope for the future. "Every airline is looking for the same thing," Sokol emphasized. "An adequate IT solution that can be successfully integrated."
In February, Southwest began converting its production control system from spreadsheets to software supplied by Sinex. The new system allows Southwest to match more closely employee shifts with scheduled workloads and to monitor progress against goals. Better control should reduce span time further and help Southwest gain perhaps 10% in efficiency.
Sokol wants to completely automate work-content programs for his mechanics, so they can stay close to the aircraft.
Southwest now uses wireless devices in the hangar on its quarter- and half-D lines. Wireless will be evaluated for C checks as well. "We will start out with inspectors who have laptops connected to the manuals," Sokol explained. "We already have kiosk computer stations in
our heavy maintenance hangars." The new Internet aviation exchanges have helped Southwest obtain at least some parts quicker. "We can use the exchanges for non-routine events and aircraft on ground (AOG) situations," Sokol said.
Southwest will continue to outsource its full D checks, as well as most components and engine work. Sokol would like third-party shops to do what they do best, develop their niches and stick with them. "We don't want them to become too big or take on too many activities. We have the historic data and can manage the overall scope."
On a side note, SWA does now have an engine shop for teardown and buildup on some engines, and I am hearing of some interior part shops being opened in Dallas. I am also told by some SWA AMT's that a full D check takes place every 6 years.