Keeping maintenance staff and flight crew in sync is crucial for airline management. It ensures safety, efficiency, and customer satisfaction. But how do you achieve this goal in a complex and dynamic environment? Here are some tips and best practices to help you coordinate and communicate effectively with both teams.
The first step is to understand the roles and responsibilities of maintenance staff and flight crew, and how they depend on each other. Maintenance staff are responsible for inspecting, repairing, and servicing aircraft according to the regulations and standards. Flight crew are responsible for operating the aircraft safely and providing quality service to the passengers. Both teams need to follow the procedures and protocols established by the airline, and report any issues or incidents that may affect the operation.
Understand, and respect. Respect is the linchpin between process and people that facilitates a "high performance team". All parties must also understand the foundations of the procedures and protocol in order to trust the process and respect a team's collective purpose.
As mentioned, both have to follow procedures, but management needs to reinforce clear communication, being the example for both, technicians and pilots. Leaders must demonstrate they can communicate with each other, and can collaborate to make processes easygoing for the benefit of the operations, stating that both areas are required for having a successful operation.
Communication is essential. Clear lines of communication between both groups and with an early “heads up” of problems will save operational downtime and costs.
I totally agree. We are all pieces in a complicated puzzle. Every piece is important and has a purpose. Collaboration and team spirit helps to assure a safe and secure travel experience.
Pilots without Maintenance staff would not be able to fly. Conversely Maintenance staff without Pilots would just be Custodians in a very expensive Museum.
The second step is to establish clear and timely communication between maintenance staff and flight crew. This means using the appropriate channels and tools, such as radio, phone, email, or software, to exchange information and updates. It also means using the common language and terminology, such as acronyms, codes, or symbols, to avoid confusion and ambiguity. Communication should be concise, accurate, and respectful, and include feedback and confirmation.
In my experience that is key. Communication in a clear and professional manner contributes greatly to instant troubleshooting and safety. Even in stressful situations this is important.
Most airlines will have personnel that move horizontally/vertically from maintenance to flight crew. In such cases, communication is easier as it goes beyond problem sorted. However, most airlines have a very brisk meet and communication between the two areas, at best 10 or 15 minutes, usually before the Captain accepts the aircraft. Allowing for more time, while beneficial may mean that flight crew report times change - for longer briefing times. Beyond this, flight crews know how systems are managed, work and their associated failure symptom including remedial interventions. Maintenance knowledge is deeper to include assembly and fixing problems. Accountants ensure both assets deliver maximum productive effort to the airline. airline.
The third step is to implement a reliable reporting system that records and tracks the maintenance and flight activities. This system should allow both teams to access and share the relevant data and documents, such as maintenance logs, flight plans, or incident reports. It should also enable the airline management to monitor and evaluate the performance and compliance of both teams, and identify any gaps or risks that need to be addressed.
People need to be motivated to report. The very first element of achieving this is creating a 'Just Culture' within the organisation. Secondly, knowing that what is reported will be heard, taken seriously and where necessary that positive change is often an outcome in an organisation, can all be effective. Change does take time though, so patience and perseverance are the two key managerial qualities needed for a successful outcome in implementation of a reliable reporting system.
The fourth step is to provide training and support to both teams to enhance their skills and knowledge. Training should cover the technical aspects of the aircraft, the operational procedures of the airline, and the interpersonal skills of communication and teamwork. Support should include the availability of resources, equipment, and assistance, as well as the recognition and reward of achievements and contributions.
A very good contribution @Baljit Gill. However, I would caution on going overboard on topical depth coverage as for aircrew, these may be cause to question implementation of the Quick Reference Handbook emergency checklists. Extensive troubleshooting could lead to longer response action, even escalation of the problems. I feel knowledge of systems operation, management and failure detection are sufficient especially as the onus on landing the stricken plane as quickly as possible for engineering crew to resolve issues.
The fifth step is to foster a culture of collaboration between maintenance staff and flight crew. This means creating a shared vision and mission, and aligning the goals and expectations of both teams. It also means encouraging mutual respect and trust, and resolving any conflicts or disputes constructively. Collaboration should be based on the principles of transparency, accountability, and feedback, and aim to improve the quality and safety of the service.
The sixth step is to adapt to changes and challenges that may arise in the airline industry. This means being aware of the external factors that may affect the operation, such as weather, regulations, or competition. It also means being flexible and responsive to the internal factors that may require adjustments, such as schedules, budgets, or personnel. Adaptation should involve consultation and coordination with both teams, and seek to minimize the impact and maximize the opportunities.