AWAS Engineering

Mr Dennis Wakeman, AWAS Engineering Director, states that there are three stages of Engineering involvement which help to ensure that aircraft meet both AWAS’ and customer standards and expectations. The first is in the planning of specifications when an aircraft is first ordered. Most AWAS aircraft ordered new are based on the European ‘high density’ concept with maximum seating configurations, but customer airlines do have their own specific needs so that aircraft can operate effectively within their network. With a background in Ansett Airlines, and indeed having their engineering headquarters at Ansett Australia’s Tullamarine engineering base, AWAS believes that its engineering staff can better appreciate airlines having their own specific requirements for aircraft. It is in ensuring that a potential customer can have its requirements satisfied that the engineering section plays its integral part in negotiating with lessees and securing a lease contract.

Cases in point include Royal Brunei and Lan Chile, who both require that their leased 767s possess three class configurations with additional galleys to cater for the typically longer haul routes flown by these airlines. Royal Brunei has indeed gone further and requested a specially built, enlarged toilet for its first class passengers! AWAS Engineering not only liaise with the customers to determine what configuration is required, but often (as in Royal Brunei’s case) ensures that requests can be met by designing modifications with the aid of the aircraft’s manufacturer.

AWAS engineering staff also help some airlines to establish a working infrastructure for their new aircraft. Dealing with cust- omers from the Eastern Bloc who have had little experience with modern Western airliners, for instance, entails the checking of facilities and systems to ensure AWAS aircraft can be properly maintained and used to the airline’s advantage; changes are suggested where necessary. The engineering section therefore ensures that not only will the aircraft be configured to customer requirements, but that the airline has sufficient facilities to effectively operate the aircraft. This in particular is to the benefit of the lessee airline.

The second phase of engineering involvement is actually on the factory floor. AWAS have personnel located at all sites where its aircraft are being manufactured, including Boeing and MDC in the US, and Airbus in France. The role of these personnel is to ensure that the aircraft are being built to AWAS and customer requirements. This does not imply that AWAS doubts the quality or workmanship of the manufacturers, it simply ensures that what is happening on the production line itself is suited to AWAS’ somewhat unique requirements. For instance, checks of systems, wiring and paperwork are carried out to prevent problems later in the service life of the aircraft, and to ensure that its configuration is easily convertible if need be. Such is the workload of engineering personnel undertaking factory monitors, that no less than five such personnel are currently stationed at Renton to check Boeing 737 and 757 production.

The third important stage of checks is the to-be-expected service monitors. This entails a small team of AWAS engineers (just four airframe specialists and an engine specialist, all based in the US) undertaking actual checks of aircraft in service. When AWAS was first established, it was envisaged that all leased aircraft would be routinely checked by AWAS engineers every three

months. However, in a number of cases this was soon considered to be “overkill”; the skill and maintenance record of most customers just does not warrant such frequent checking. AWAS engineers now determine how often an aircraft needs to be examined; some customers are such that their aircraft need only to be checked every six months, while others need to be checked more often, some at the base three monthly intervals.

Routine examinations of both the interior and exterior of the aircraft are undertaken, its engines, airframe, systems and equipment receiving attention. Associated paperwork is also checked to ensure that aircraft are in fact being maintained specifically to AWAS standards. There is, interestingly, no particular region in which airlines have to be monitored more often. For instance, Mr Dean Parker, AWAS Marketing Director, noted that several African carriers have maintenance undertaken by Lufthansa, whose facilities must be regarded highly, while AWAS South American customers have “excellent” maintenance records. On the other hand, some carriers, regardless of their location, may need their facilities and leased aircraft checked more often.

With many airlines not having their own maintenance facilities, AWAS must ensure that the necessary work is being undertaken. Mr Parker noted that it is unrealistic, however, for AWAS to expect distant customers to utilise Ansett Engineering for maintenance, but with more Asian customers expected in the future it is envisaged that increased use of Ansett facilities will be made. As far as AWAS is concerned, however, as long as the necessary maintenance is being undertaken by the customer, its interests are being protected.

Thus AWAS Engineering performs an extremely important task within the AWAS organisation, playing as it does an integral part in all stages of an aircraft’s expected service life. By being involved in the initial planning of an AWAS aircraft’s configuration, and by monitoring the aircraft during construction and during service, AWAS Engineering ensures that aircraft are maintained and performing to customer, passenger and airworthiness authorities’ expectations. But most importantly, it ensures that AWAS’ investment is safeguarded and aircraft marketability is assured in a business fast becoming ever more competitive.