A Free Body Diagram Mechanics Essay

A Free Body Diagram Mechanics Essay A free body diagram consists primarily of a sketch of the body in question and arrows representing the forces applied to it. The selection of the body to sketch may be the first important decision in the problem solving process. For example, to find the forces on the pivot joint of a simple pair of pliers, it is helpful to draw a free body diagram of just one of the two pieces, not the entire system, replacing the second half with the forces it would apply to the first half. What is included The sketch of the free body need include only as much detail as necessary. Often a simple outline is sufficient. Depending on the analysis to be performed and the model being employed, just a single point may be the most appropriate. All external contacts, constraints, and body forces are indicated by vector arrows labeled with appropriate descriptions. The arrows show the direction and magnitude of the various forces. To the extent possible or practical, the arrows should indicate the point of application of the force they represent. Only the forces acting on the object are included. These may include forces such as friction, gravity, normal force, drag, or simply contact force due to pushing. When in a non-inertial reference frame, fictitious forces, such as centrifugal force may be appropriate. A coordinate system is usually included, according to convenience. This may make defining the vectors simpler when writing the equations of motion. The x direction might be chosen to point down the ramp in an inclined plane problem, for example. In that case the friction force only has an x component, and the normal force only has a y component. The force of gravity will still have components in both the x and y direction: mgsin(ÃŽÂ ¸) in the x and mgcos(ÃŽÂ ¸) in the y, where ÃŽÂ ¸ is the angle between the ramp and the horizontal. What is excluded All external contacts and constraints are left out and replaced with force arrows as described above. Forces which the free body applies to other objects are not included. For example, if a ball rests on a table, the ball applies a force to the table, and the table applies an equal and opposite force to the ball. The FBD of the ball only includes the force that the table causes on the ball. Internal forces, forces between various parts that make up the system that is being treated as a single body, are omitted. For example, if an entire truss is being analyzed to find the reaction forces at the supports, the forces between the individual truss members are not included. Any velocity or acceleration is left out. These may be indicated instead on a companion diagram, called Kinetic diagrams, Inertial response diagrams, or the equivalent, depending on the author. Assumptions The free body diagram reflects the assumption and simplifications made in order to analyze the system. If the body in question is a satellite in orbit for example, and all that is required is to find its velocity, then a single point may be the best representation. On the other hand, the brake dive of a motorcycle cannot be found from a single point, and a sketch with finite dimensions is required. Force vectors must be carefully located and labeled to avoid assumptions that presuppose a result. For example, in the accompanying diagram of a block on a ramp, the exact location of the resulting normal force of the ramp on the block can only be found after analyzing the motion or by assuming equilibrium. Other simplifying assumptions that may be considered include two-force members and three-force members. Drawing Free-Body Diagrams Free-body diagrams are diagrams used to show the relative magnitude and direction of all forces acting upon an object in a given situation. A free-body diagram is a special example of the vector diagrams which were discussed in an earlier unit. These diagrams will be used throughout our study of physics. The size of the arrow in a free-body diagram is reflects the magnitude of the force. The direction of the arrow shows the direction which the force is acting. Each force arrow in the diagram is labeled to indicate the exact type of force. It is generally customary in a free-body diagram to represent the object by a box and to draw the force arrow from the center of the box outward in the direction which the force is acting. An example of a free-body diagram is shown at the right. The free-body diagram above depicts four forces acting upon the object. Objects do not necessarily always have four forces acting upon them. There will be cases in which the number of forces depicted by a free-body diagram will be one, two, or three. There is no hard and fast rule about the number of forces which must be drawn in a free-body diagram. The only rule for drawing free-body diagrams is to depict all the forces which exist for that object in the given situation. Thus, to construct free-body diagrams, it is extremely important to know the various types of forces. If given a description of a physical situation, begin by using your understanding of the force types to identify which forces are present. Then determine the direction in which each force is acting. Finally, draw a box and add arrows for each existing force in the appropriate direction; label each force arrow according to its type. If necessary, refer to the list of forces and their description in order to understa nd the various force types and their appropriate symbols. EXAMPLES No doubt you are aware of free body diagrams (otherwise known as FBDs). These are simplified representations of an object (thebody) in a problem, and includes force vectors acting on the object. This body isfreebecause the diagram will show it without its surroundings Lets take Figure 1 to be a pictoral representation of our problem: a boat on the floor, with a rope pulling it. First we will represent the boat the body in our problem as a (really) simplified figure, a square Gravity The first force we will investigate is that due to gravity, and well call it thegravitational force. We know that the acceleration due to gravity (if on Earth) is approximatelyg= 9.8 m/s . The force, by Newtons Second Law is F= mg wheregis the acceleration due to gravity. Lets add this to our diagram . Note that the force vector, labelledFmg, points downward, as this is the direction in which the gravitation force acts. Note that this force is commonly calledweight. This weight (mg) is different from our everyday use of the word weight (which is known in physics as mass). Normal Thenormal forceone which prevents objects from falling into whatever it is they are sitting upon. It is alwaysperpendicularto the surface with which an object is in contact. For example, if there is a crate on the floor, then we say that the crate experiences a normal forcebythe floor; and because of this force, the crate does not fall into the floor. The normal force on the crate points upward, perpendicular to the floor. It is called the normal force becausenormalandperpendicularmean the same thing. The normal force is always perpendicular to the surface with which a body is in constact. For a body on a sloped surface (say a ramp), the normal force acting on that body is still perpendicular to the slope. In the case of our problem, the ship, we will pretend the ship is being pulled on a floor. (This is because on water there is the complication with another force, buoyancy. For simplicitys sake, we will ignore buoancy by putting the ship on the floor.) Lets add the normal force to our FBD (Figure ), and represent the normal force with the script N, . Friction Related to the normal force is thefrictional force. The two are related because they are both due to the surface in contact with the body. Whereas the normal force was perpendicular to the surface, the frictional force is parallel. Furthermore, friction opposes motion, and so its vector always points away from the direction of movement. Friction is divided into two categories, static and kinetic. These are represented by the script F, with a subscript s for static friction:, and a subscript k for kinetic friction,. As its name suggests,static frictionoccurs when the body is not moving (i.e. static). It is the force which makes it difficult to start something moving. On the other hand,kinetic frictionoccurs when the body is in motion. This is the force which causes objects to slow down and eventually stop. Friction is usually approximated as being proportional to the normal force. The proportionality constant is called the coefficient of (static or kinetic) friction. The constant is represented asfor static friction, andfor kinetic friction; it depends on the actual surface with which the body is in contact. To summarize, Weve added (kinetic) friction to our free body diagram, Figure . Push and Pull Another force which may act on an object could be any physical push or pull. This could be caused by a person pushing a crate on the floor, a child pulling on a wagon, or in the case of our example, the wind pushing on the ship. We will label the push force caused by the wind withFpush Tension Tension in an object results if pulling force act on its ends, such as in a rope used to pull a boulder. If no forces are acting on the rope, say, except at its ends, and the rope itself is in equilibrium, then the tension is the same throughout the rope. We will use the letterTto represent tension in a free body diagram. If we say that our ship is being pulled by a rope at its front end, then we can add this force to our FBD (Figure ). And there we have it: all the forces acting on our ship has been labelled in Figure . This is the complete FBD for our problem of a ship being pulled along a floor by a rope Steering Wheel and Pedals of a Bicycle Two examples of the turning effect of two equal and opposite forces not acting in the same straight line are the steering wheel and the pedals of a bicycle. In the figure (a) below, the left hand is pulling with force F on the steering wheel while the right hand is pushing with the same force F. The two forces make the wheel turn in an anticlockwise direction. In figure (b) shown above, one pedal is being pushed forward while the other is being pushed back. This rotates the sprocket wheel and the attached chain anticlockwise. Can you think of other everyday examples in which a turning effect or rotation takes place? Examples of Couple In our day-to-day life, we come across many objects which work on the principle of couple. Winding up the spring of a toy car, opening and closing the cap of a bottle, turning of a water tap, cork screws, door key etc. are some of the common examples of couples. A beam balance The physical balance used in the school laboratory is pivoted in the middle with equal arms. The two scale pans of equal weights are hung from the upper edge of wedge shaped supports at either end of the beam. When the beam is raised for weighing, it swings freely about the lower edge of a wedge shaped support in the center. In this position the balance is in equilibrium. Beam balance Because l1= l2and m1= m2, according to the principle of moments, m1x l1= m2x l2 Now if you place a mass of 1 kg in one pan and an unknown mass x on the other pan so that the balance is in equilibrium. then, (m1+ x) l1= (m2+ 1) l2 As m1= m2and l1= l2 x = 1 kg Let us calculate what part of the load each boy carries. To find the upward force exerted by the boy at A, we shall consider the hand of the boy at B as the pivot. Now, the clockwise moment = F1x 5 m and the anticlockwise moment due to the load 900 N = 900 x 3. If the bar is in equilibrium, then F1x 5 = 900 x 3 F1= 900 x= 540 N Hence, the force exerted by the boy = 540 N. But F1+ F2= 900 N (sum of the downward forces equal to the sum of upward forces). Therefore, F2= 900 F1 = 900 540 = 360 N The force exerted by the boy at B can also be calculated by using A as a pivot. Therefore, F2x 5 = 900 x 2 or, F1= 900 x = 360 N REFERENCE WWW.ELIS.COM WWW.ENCYCLOPEDIA.COM WWW.ANSWER.COM DIFFERENT BOOKS R.S. KHURMI G.K. LAL

Development of Aircraft Maintenance Programme

Development of Aircraft Maintenance Programme 1.0 Introduction. The aircraft maintenance scheduling process is very detailed and encompasses the inputs of various departments of an airline. The maintenance programme needs to be efficient and cost effective. To establish a good maintenance programme there needs to be a liaison with the marketing, flight operations, engineering and finance departments so that the regulatory requirements of the airworthiness of the aircraft can be maintained. The objective of this paper is to produce a cost effective and efficient maintenance programme for KalAir. This will be based on one aircraft type operating on the domestic route and another aircraft type operating on the regional/international routes. The study will cover A 10 year maintenance plan. A suitable type of maintenance programme. In-house or outsourcing decisions. Type of skills required and the number of staff The aircraft chosen to operate the domestic route will be the ATR 72-500. The aircraft has the capability to use a propeller brake hence there is no need for an Auxiliary Power Unit (APU) when the aircraft is on ground. This will save weight on the aircraft and there will be less component maintenance costs and less spares will be required. The ATR 72 powered by the PW127F engines provides outstanding short field performance even on difficult hot and high airfields and this will be very useful for KalAir as most of its domestic destinations have short fields which are both hot and high. The A318 aircraft is chosen for the regional/international routes because fewer aircraft is required in the first 5 years compared to the E190 and this would save KalAir some money with its upfront capital outlay. Also similar type of aircraft in the A320 family is used in the region, hence more maintenance options and expertise will be available and higher spares availability can be achieved through spares pooling. 2.0 Purpose of Maintenance Maintenance is defined as ‘the action necessary to sustain or restore the integrity and performance of the airplane (Hessburg 2001). This will be achieved by carrying out the necessary inspections, repair, overhaul and the replacement of parts. Maintenance processes can be divided into three different categories namely hard time, on condition and condition monitoring. The hard time process requires the item to be removed and overhauled or discarded before exceeding a set time interval. This time interval can be based on calendar time, flight hours, flight cycles or at check intervals. The on condition process is where the item will be checked and tested periodically to see whether it meets the test standards and deterioration limits before deciding to replace the item. The condition monitoring process can either be a failure based or a predictive maintenance process if there is a trend analysis of the failure rates recorded. Generally condition monitoring components are usually operated until failure occurs and replaced as an unscheduled maintenance item until enough operator and industry experience is built. Maintenance is carried out on aircraft to ensure the aircraft can operate safely at all times. Maintenance is in place to ensure there is aircraft availability at all times to keep the fleet in service. If an aircraft is taken out of service the whole flight schedule will be disrupted and passengers need to be put on alternate carriers or be provided with accommodation to cope with the delay. The airline has to maximise the value of the aircraft by keeping the airframe, engine and components in good working condition by carrying out effective maintenance. Provision has to be made for chance failures like tyre bursts, hard landings and also for deterioration due to the environment and age which might cause corrosion problems, fatigue failure and wear and tear. 2.1 Types of maintenance checks Pre-flight checks are usually done before the first flight of the day and transit checks are carried out when the aircraft is on ground at its destination before the next take-off. These are cursory inspections of the aircraft to look for obvious damage, fluid leaks, and loose panels and to also ensure that oil levels are correct. The letter checks start of with the A check where it involves the opening of some access panels to conduct checks and servicing. Some special equipment will be required to carry out some of the checks like engine boroscope inspections. The C check is a detailed inspection of individual systems and components for functionality and serviceability like flight controls and engine inspections. In this phase of check extensive inspections will be carried out to check for fatigue failure and corrosion. As this check requires a hangar visit for about five to fifteen days this opportunity will be used to clear deferred defects and carry out the embodiment of service bulletins and airworthiness directives. The D check is an extensive structural check of the aircraft where both visual and non destructive test inspections are carried out to check for deformation, corrosion and cracking. As structural checks require a lot of disassembly to gain access for inspection it is very labour intensive and takes about twenty to thirty days on average. Table 1 is an example of the block maintenance and intervals for the different checks that will be used for the A318 aircraft in KalAirs fleet. Type Interval Downtime Main Purpose Daily 36h 2 to 3h General visual inspection (GVI) A Check 600 FH Overnight Servicing, Engine boroscope, GVI C Check 18 Mths 3 to 5 days Operational Check 1C/3C 2 days 2C 3 days 4C Check 5/6 Yrs 14 to 21 days Structural Inspection (Corrosion) 4C 5Y HMV 21 days 5Y only 14 days 8C Check 10/12 Yrs 24 to 51 days Structural Inspection (Corrosion+ fatigue) Table 1: A318 Block Maintenance Source: ATE Lecture notes 2008 Table 2 is an example of the block maintenance and intervals for the different checks that will be used for the ATR 72 aircraft in KalAirs fleet. Type Interval Downtime Main Purpose Daily 24h 2 to 3h Checks and zonal visual inspections A Check 500 FH Overnight Zonal visual inspections, lubrication, servicing and operational checks C Check 4000 FH 3 to 5 days Operational and functional checks on aircraft and powerplant systems Propeller Inspection 8000 FH 3 to 5 days (part of C check) Based on, on wing engine monitoring Structural Inspections 4C Check *2/4/8 Yrs 13 to 27 days Structural Inspection (Corrosion+ fatigue) * based on estimated 5.5FH daily utilisation Table 2: ATR 72 Block Maintenance Source: Adapted from ATE Lecture notes 2008 2.2 Maintenance Systems To carry out the maintenance on the KalAir fleet of aircraft there are two kinds of maintenance systems available. One is the pyramidal system where a set of jobs is planned for a particular interval and another set of jobs is added at the next multiple of this basic interval. The benefits of this system are that a fixed set of tasks are allocated and it can be completed within the time frame without much variation. However in this system the aircraft will be out of service for a long period of time and the workload for the maintenance staff will be subjected to cyclical variations leaving them idle at times till the next aircraft comes for maintenance. The other option available is a progressive or equalised maintenance system where large checks are broken down into smaller checks of equal size and carried out more frequently. The checks can be small enough to be carried out overnight and this will allow the workload for the maintenance personnel to be more constant. Therefore to me et KalAirs tight flight schedule and to maximise the workforce an equalised maintenance programme will be adopted. 3.0 In-house or outsourcing decisions The decision to conduct the maintenance in-house or to outsource the maintenance for KalAir that operates a fleet of three A318 aircraft in the first five years and four A318 aircraft in the next five years together with four ATR 72 aircraft for the whole ten year period is not an easy one. KalAir has not previous experience of operating either of these aircraft types and neither have they operated aircraft that were produced by these aircraft manufacturers. Moreover it would not make economic sense to acquire all the necessary tooling and equipment to maintain three A318 aircraft for the first five years. The capital investment to carry out heavy maintenance cannot be justified but, KalAir needs to ensure that it has adequate capability to handle line maintenance. As KalAir is operating in a region that is in close proximity to the Gulf and Indian sub-continent outsourcing the maintenance for the A318 aircraft would be the best solution. The heavy maintenance, engine overhaul and co mponent repair can be out sourced to maintenance organisations in India as there are about five airlines operating a total of about hundred A320 family aircraft (ATI). An alternative option of sending the A318 aircraft for maintenance in the Gulf is also available but the maintenance costs might not be as competitive as in India and the number of spares available in the Gulf region might be lower considering that less A320 family aircraft operate in that region. KalAir has some experience operating turboprop aircraft like the Antonov An 24 and Fokker F-27 and this experience can be credited towards carrying out maintenance on the ATR 72 aircraft. The systems architecture on turboprop aircraft that are western built and Russian built do not vary very much because of the use of more mechanical systems. Unlike western built modern jet aircraft which have a large amount of avionics introduced. Hence consideration can be made to carry out a larger portion of maintenance of the ATR 72 aircraft in-house. Also the hangar space required would not be very much and the equipment acquired to maintain the ATR 72 would not be a high investment compared to acquiring maintenance equipment for the A318 aircraft. Also the availability of the ATR 72 aircraft is very important as the airfields in the domestic sector are not very well developed and do not have navigation aids. Hence having in-house maintenance capability is quite important. KalAir can establish an in-house maintenance program together with a packaged deal where provisions for engine off wing maintenance, component and line replaceable units can be outsourced to the maintenance organisation in exchange for replacement parts thereby ensuring that the ATR 72 aircraft can carry on with its normal flying schedule as soon as possible with minimal down time. 4.0 Maintenance Engineering Organisation Structure The maintenance and engineering organisation structure of KalAir will be established according to the following areas covering these job responsibilities. The assumption here is based on the previous operating experience of KalAir and that there is already some maintenance capability with adequate hangar space. Technical Services Engineering, publications, planning and training (for both A318 ATR 72 fleet) Aircraft Maintenance Hangar Line (for both A318 ATR 72 fleet) Maintenance Control Centre (for both A318 ATR 72 fleet) Shop Maintenance Structures, mechanical and instrument (for ATR 72 fleet) Material Purchasing and receiving Stores and inventory Quality Quality Assurance Quality control Safety reliability The organisation has to be structured this way so as to ensure that it has maximum capability of handling the ATR 72 maintenance and the ability to handle an adequate amount of maintenance on the A318 so that it would not jeopardise the flight schedule. To ensure this KalAir will need to hold a large inventory of spares. This list of spares to be held will be based on the Minimum Equipment List of both the A318 and ATR 72 aircraft and also ‘AOG spares so that it would not render these aircraft on ground (AOG). Spare engines for both aircraft need to be kept by KalAir so that a Quick Engine Change (QEC) can be carried out and the aircraft replaced with a new engine. The engine that is removed can then be sent to the engine repair facility for repairs to be carried out. The materials planning needs to be done well in advance and the availability of spares and tooling needs to be ensured before the aircraft goes into the hangar for maintenance. 4.1 Manpower management As two aircraft types are operated by KalAir engineers will be type rated on both aircraft. Provisions will have to be made such that maintenance staff are trained to Part 66 standards with certification for Category A, B1, B2 and C for both the ATR 72 and A318 aircraft. KalAir needs to ensure that there is at least one staff with a Category C rating for the A318 and ATR 72 aircraft so that he can sign the certificate of release to service for these aircraft after the necessary maintenance. Though heavy maintenance of the A318 will not be carried out in-house the certification of staff at Category C level might be required for two purposes. One reason is if an AOG team is dispatched to recover an aircraft for a collapsed landing gear for example and the other is for ensuring the continuing airworthiness management of the aircraft during the airworthiness review. The line maintenance team will comprise of two groups of staff on duty one the ATR 72 team and the other the A318 team during the day. Each team will have three to four staff and one of whom will act as the team leader. KalAir will operate a three shift pattern operating twenty four hours. Table 3 shows the shift pattern and the manpower allocation. There is an overlap in the shifts so as to allow a proper handing and taking over between each shift. Shift Time A318 staff ATR staff Manpower 1 0630-1530 4 8 12 2 1500-2330 4 6 10 3 2300-0700 6 6 12 Table 3: Shift pattern and manpower Though maintenance staff will be cross trained on both aircraft types to meet manpower requirements for unexpected incidents a clear distinction between the two teams will be maintained during the normal operations. A higher provision for ATR staff is made for shift 1 because of the increased activity of aircraft at 1000hras and 1400hrs. A consistent number of staff will be maintained for the night shift as the work packages will not vary considerably, if it does the staff strength can be increased or overtime can be introduced. At the maintenance control centre two staff will be present during shift 1 and 2 as that is when all the flying activity takes place and the flight schedule needs to be maintained and the unexpected maintenance will be scheduled for the night shift. The line stations will be manned by Part 66 certified Category A staff to certify the aircraft after transit checks. 5.0 KalAir Maintenance Programme The KalAir flight schedule for an A318 and ATR 72 aircraft combination for year 1 and year 5 onwards is attached in Appendix 1. Based on this flight schedule the flight hours and the flight cycles can be calculated for both the fleets and is shown in Table 4. Year 1 to 4 Year 5 to 10 Aircraft Daily FH Daily Cycles Daily FH Daily Cycles A318 1 15 3 15 3 A318 2 15 3 15 3 A318 3 11.5 2 11.5 2 [A318 4] NA NA 8 2 A318 Average 14 3 12.5 3 ATR7 1 14.3 4 14.3 4 ATR7 2 14 5 14 5 ATR7 3 9.5 3 9.5 3 ATR7 4 3 1 10 3 ATR7 Average 10.5 4 12 4 Table 4: Aircraft cycles and flight hours The scheduling of the aircraft will be planned according to the average flight hours and cycles. Since the flight hours and cycles over time have been obtained, the calendar based and usage based inspections can be scheduled. The hard time maintenance intervals will be designed to be incorporated in the scheduled checks to allow for less down time. The aircraft that has the highest daily flight hours in each fleet will be the first in the sequence when the maintenance is planned. The maintenance schedule for the A318 aircraft will be based on the data available in Table 1 and the maintenance schedule for the ATR 72 will be based on the data in Table 2. The calculations for the A318 aircraft give about 7 A checks in a year. This can be scheduled such that an A check together with a split C check is done at a one and a half month interval carried out throughout the night over six days. Hence the C checks will be similar to a single task oriented maintenance concept except that it would be carried out over a longer time period with less aircraft visits. The 4C check and the 8C check come together with structural checks and heavy maintenance. For year 5 when the new A318 aircraft arrives it can be used as a replacement aircraft over the period of time when the existing A318 aircraft go through their heavy maintenance. A request for an earlier delivery for the A318 aircraft can be made so that the heavy maintenance can be carried out earlier. This will cause a delay in implementing the new flight schedule but it will definitely save KalAir the costs of leasing an aircraft in the interim and it will not disrupt the existing flight schedu le. The 8C check can be scheduled anytime after 10 years but as this will be a heavy maintenance combined with a C check it will take about 21 days. This will leave no alternative for KalAir but to schedule this heavy maintenance back to back for all the three older A318 aircraft after the newest A318 aircraft that came in year 5 completes its 4C check and heavy maintenance. For example A318 1 will undergo maintenance first because it has the highest utilisation, followed by A318 2 and so on from March to May during the period of heavy maintenance. The 4C checks will commence after receiving the fourth A318 aircraft if possible. The other aircraft will then be sent to a third party maintenance organisation for heavy maintenance. This 4C checks for the A318 will be scheduled from March to May of Year 5. This is to allow for stability of the flight schedule and the balance of work load for the maintenance staff as the ATR 72 fleet will return from their heavy maintenance beginning in October in Year 4 till January in Year 5. This is to give an allowance because it has been seen from past experience that when aircraft return from heavy maintenance there is an increased occurrence of maintenance snags. In Year 10 the 8C checks require restoration of main gear and can commence from March to May of Year 10 to synchronise all A318 heavy maintenance during this period. As this can be planned ahead provisions for a leased A318 can be made without being affected by the peak summer periods. If an A318 is unavailable KalAir can wet lease another type of aircraft that has similar capacity and operating capabilities. For the ATR 72 as the maintenance is planned to be carried out in-house. Based on a 500FH interval for an A check it works out to about one check in one and a half months. A C check will be at about a 15 month interval based on the flight hours of the flying schedule. It would not be productive for the ATR maintenance staff to remain idle between the inspection intervals hence the C1 and C3 checks in the first five years will be equalised before the first heavy maintenance in Year 4 which will allow it to be carried out in a shorter time. The C check intervals will be shortened such that each ATR 72 aircraft will undergo a check in a year. The maintenance will be scheduled such that the ATR7 1 has the highest utilisation will undergo maintenance first followed by ATR7 2 and so on. The heavy C checks for the ATR 72s will commence every year in October and last till January the following year. In the first five years it is possible to make a minor change to the flight schedule to free one aircraft so that the other aircraft can spend some time in the hangar for the heavy checks. Moreover this will last during the October to January time frame which is long enough for passengers not to be affected by the minor change in the flight schedule. With reference to the flight schedule in Appendix 1 the third ATR72, AT7 3 can operate to SUZ instead of TOZ at 1400hrs and operate another flight to TOZ departing for TOZ at 1800hrs as TOZ has capability to handle aircraft at night. This amendment to the flight schedule can be done during the October to January time period. From Year 6 onwards it would not be possible to use a block concept for the ATR 72 C checks because it would not be possible to take an aircraft out of the flight schedule. It would be possible to use a single task oriented maintenance concept for the C checks but the aircraft will still have to be out of service during the periods of heavy maintenance where structural inspections need to be carried out. For example the 8C check comprises structural inspections, landing gear replacements and propeller inspections which are huge job packages to be completed over a period of night stops. Hence it would be better to ground the aircraft to carry out this heavy maintenance and the necessary modifications and embodiment of Airworthiness Directives. During this period from October to January another ATR 72 aircraft can be leased to operate the schedule. It is also possible to operate an ATR 42 aircraft if an ATR 72 is unavailable because of the spare parts commonality and cross crew qualifi cation. The assumptions made in creating the maintenance schedule for the A318 and ATR 72 fleet of aircraft are. Aircraft maintenance is performed during the night at KKV The C checks for the ATR 72 from Year 1 to 4 will be performed during the day and night. The maintenance base is located within the vicinity of KKV airport. The heavy maintenance for the A318 is outsourced. The experienced gained on the first aircraft for the checks will allow maintenance staff to complete the same type of work on the other aircraft in a shorter time frame. The scheduled overhaul of engines and components with will be planned to synchronise with the scheduled checks. 5.1 Maintenance Costs The maintenance costs for the A318 and ATR 72 aircrafts are calculated and attached in Appendix 2A to 2D. The average flight hours and cycles from Table 3 are used to calculate the maintenance costs based on these utilisation rates. The assumptions made here are that the average distance travelled by the A318 aircraft is 1000nm and 200nm for the ATR 72, both the aircraft will depreciate to 30% of its original value after 12years and the cost of investment will include spares which amount to about 19% of the aircraft price. The annual maintenance costs for the A318 aircraft is about two million a year. From Year 5 the maintenance costs per aircraft is slightly less because an extra A318 has been acquired and the flight hours per aircraft are slightly lower giving rise to a lower cost per aircraft trip. The maintenance costs for the ATR 72 aircraft is about one million a year and it works out to about one thousand dollars per aircraft trip. The maintenance costs from Year 5 onwards has shown an increase because more flights are undertaken with the existing fleet of ATR 72 aircraft giving rise to a fifty cents increase per aircraft mile. 6.0 Issues to overcome There is a strong need to lease an aircraft for both the A318 and ATR 72 fleet when these aircraft undergo heavy maintenance. This is due to the high utilisation of the aircrafts in the normal flight schedule. There is a need to have an ‘AOG team and necessary spares inventory stationed at KKV in the event that an aircraft becomes stranded at one of the overseas stations. Supplementary work force can be employed from within the region or the Indian sub continent when the ATR 72s undergo heavy maintenance or the situation warrants it. If difficulties arise in carrying out the work in-house KalAir should establish strong relationships with maintenance organisations in India to outsource work as both the aircraft types operate in India and manpower will not be an issue. 7.0 Conclusion Due to its unique location and surroundings KalAir has to build up substantial maintenance capability. It can outsource maintenance work but has to hold sufficient inventory of spares to keep its fleet flying. KalAir cannot afford to have an ‘AOG and keep the aircraft on ground due to the unavailability of spares because of the very tight flight schedule it is operating. As all domestic traffic needs to be carried it also cannot afford to cancel flights and cannot remove aircraft from service to carry out maintenance. As the lessor requires that all aircraft return to base and no night flights can be conducted it gives a good opportunity to schedule all maintenance at night and clear all faults before the first flight the next day. Due to the constraints that KalAir faces it would be more prudent to lease aircrafts in the short term period when the A318 and ATR 72 aircraft undergo heavy maintenance to meet the flight schedule. References Clark, Paul. Buying the big jets: fleet planning for airlines. Ashgate Pub., 2007 Air Transport Intelligence Fleet Search http://www.rati.com/frameset/frameset_f.asp?target=../news/news.asp (accessed 3rd June 2008) Alfares, Hesham. K. Aircraft maintenance workforce scheduling. Journal of Quality in Maintenance Engineering 5(2), 1999 ATR aircraft website. http://www.atraircraft.com/public/atr/html/products/products.php?aid=506pid=28710 (accessed 3rd June 2008) Hessburg, Jack. Air carrier MRO handbook. New York : McGraw-Hill, 2001. Kinnison, Harry A. Aviation maintenance management. New York: McGraw-Hill, 2004. S.Yan et al. Airline short-term maintenance manpower supply planning. Transportation Research Part A (38), 2004 1.0 Introduction This paper will look into the regulatory requirements laid down by the European Aviation Safety Agency (EASA) for Continuing Airworthiness Management Organisations and then the procedures that need to be taken for a commercial airline based in the EU to meet these requirements. The European Aviation Safety Agency (EASA) was created on 28th September 2003 and endowed with the regulatory and executive tasks in civil aviation safety. EASA has jurisdiction over new aircraft type certificates, design related airworthiness approvals for aircraft, engines and parts. EASA has also developed regulations for air operations, flight crew licensing and has also established common technical requirements and administrative procedures for ensuring the continuing airworthiness of aircraft. European Commission Regulation 1702/2003 of 24th September 2003 is on the airworthiness and environmental certification of aircraft and related products, parts and appliances, as well as for the certification of design and production organisations. European Commission Regulation 2042/2003 of 20th November 2003 is on the continuing airworthiness of aircraft and aeronautical products, parts and appliances, and on the approval of organisations and personnel involved in these tasks. Annex I of EC 2042/2003 is on Part M Continuing Airworthiness, which lays down the measures to be taken to ensure that maintenance and airworthiness is maintained. It also specifies the conditions to be met by the persons and organisations involved in continuing airworthiness management (De Florio 2006). Annex II of EC 2042/2003 is on Part 145 Maintenance Organisation Approval, this establishes the requirements to be met by a maintenance organisation to qualify for the issue or continuation of an approval for the maintenance of aircraft and components (De Florio 2006). Annex III of EC 2042/2003 is on Part 66 Certifying Staff, this establ

Essay --

A. Interview in a Hospitality Consultancy Business in London 1. Definition of the Term Hospitality Hospitality can be defined as the relationship process between a guest and a host. It may involve services in restaurants, hotels, resorts, clubs or other services that deals with tourists (Barrows & Bosselman, 1999). 2. Hospitality Industry Contribution in UK’s GDP The hospitality industry contributes 6.7% of total GDP (Gross Domestic Product) in the UK (United Kingdom) (Staywyse, 2012). 3. Difference between the Products and Services Offered in a 4* Hotel and in Bed and Breakfast There is very much difference between the products and services offered in a four-star hotel and in a bed and breakfast. Since, it is identified that the four-star hotel covers following services and products (Vine, 1981): 1. 24 hours available reception service for both insiders and outsiders 2. Lobby with sitting arrangement and beverage service 3. Both breakfast buffet and room service availability 4. Minibars as whole or beverages in room services 5. Cosmetic products availability in a large scale of hotel’s bathroom 6. Internet access and internet terminal 7. Restaurant 8. Leisure clubs On the side, the bed and breakfast (B&B) are those who possess following types of products and services (Kimball, 2007): 1. Family-owned or private homes services 2. Provides services to overnight customers on rent 3. Accommodation typically includes breakfast 4. Provide support to the consumers about directions, information about the local area, and sightseeing suggestions. 4. Definition of Flat and Tall Organizational Structure i. Flat Organizational Structure A flat organizational structure or a horizontal organizational structure can be defined as a ... ...ity organization so that the human resource in a hotel or restaurants can meet the lifestyle of Chinese guest and visitors. Likewise, hospitality organization, in case of implementation of such legislation, now needs to increase and enhance their securities within and outside the hotel or restaurants so that foreigner visitors can easily move from one area to another without any fear. In addition, the requirement of more Chinese restaurants or foods and beverages will be increase so that the hospitality organization has to take effective measure to meet the needs and expectation of Chinese visitors and guests. Thus, these all the areas of a hospitality organization which will influence by the implementation of such legislation in the region and so the hospitability organization need to take productive actions to meet with the future requirements and necessitates.

Japanese Economy Essay example -- essays papers

Japanese Economy The Japanese economy is the second largest in the world, behind only the American economy. As such, its decade long downward slide has many lessons the American economy can learn from. The difference between the economies is one of degree, not type. Our own economy has been faltering of late, bringing fear of recession. The Japanese have been on that road for over ten years, and of late have been making aggressive moves towards a restructuring. This paper will look at the types of reforms planned in the Japanese economy, and more importantly if these reforms will be enough to pull a modern economy from the doldrums. The current state of the Japanese economy has much to do with a failure to adjust. In post-WWII Japan the country's economy experienced a "bubble economy". This era of high growth is very similar to that which the American economy experienced after WWII. A booming population and a new focus on industry were mostly responsible for the unprecedented growth in both countries. In the mid-1980's, Japan's central bank reduced prime interest rates in response to what was then considered a moderate slowing. This lowering wasn't enough to give the economy a chance at sustained growth, as it wasn't combined with robust reform. Japanese banks took advantage of the low rates, and began taking on massive debt. The slowdown never truly stopped, though there were quarters of greater growth. Though the economy grew by one percent on average, the combination of out of control debt and little population growth led the economy down a path of ever slowing growth. Today this debt, coupled with dis trust of banks by depositors, has held back even the most well though out and well intentioned reform. Simply put, no restructuring can lead to real gains if the banks continue to fall behind on debt payments. In April, the normally optimistic Central Bank of Japan issued a report downgrading its forecast for the Japanese economy, the third straight month it has done so. This was also the first report since September 1995 that the admitted that the economy is in a state of deflation. Deflation is the lowering of prices, and leads to lower corporate profits across the board. Deflation has a crippling effect on an economy, and demands an immediate and strong response. The report attributed this most recent downturn to lower industria... ...k governor, Masaru Hayami, said growth has come to a standstill because of slowing exports. Worried about the stagnant economy, the Bank of Japan moved to push interest rates to zero last month. It decided to keep such monetary policy unchanged at a meeting Friday. Exports have long been the driving force behind Japan's economic growth. But the cooling U.S. economy has dampened demand for Japanese exports. Japan unveiled an emergency package earlier this month that set a two-year deadline for major banks to dispose of their riskiest bad loans estimated at $104 billion. The non-performing loans -- a leftover from the collapse of Japan's easy-lending conditions of the late 1980s and early 1990s -- have crippled the nation's economy. The April report pointed to five key areas of the economy that remain troubled -- industrial output, corporate profitability, business sentiment, employment and housing construction. Late last year, Japan set a target of 1.7 percent growth for fiscal 2001 through the end of next March. But some economists believe the forecast is too optimistic. For the fiscal year ended last month, the government has set a target of 1.2 percent growth.

Humans and Nature: Treatment of Pollution with Technology Essays

Humans and Nature: Treatment of Pollution with Technology Humans are unable to live independent of nature. Human beings are forced to live by Mother Nature's rules. By destroying nature we are only destroying ourselves. But pollution does just that: it severely damages our natural environment, sometimes beyond recovery. The treatment of pollution is a complex science that has evolved greatly in the 20th century mostly due to the industrial environment we live in today. From the basic classification of today's pollution to developing a supplement to our ever so damaging fossil fuel, advances in technology have helped the human race protect the natural environment around us. Humans today create a wide range of pollution from basic trash to radio active petroleum. One of the first steps in implementing a plan to deal with pollution is to classify the wastes that are being dealt with. The primary purpose of a classification system is to facilitate understanding and simplify management of the multiple elements of a diverse system. A tension exists between two of the objectives of such a system: to simplify and have the least number of classes, and to include all the diverse categories to properly manage such a classification system.1 Since the nuclear age, focus on nuclear problems have centered more on the activities that generate nuclear waste than on the characteristics of the waste generated or on the disposal of those nuclear wastes. Often one would hear of the nuclear waste caused by a power plant, but never about the details of what type or even to what degree.2 The US Atomic Energy Commission (AEC) classified wastes based primarily on operational and handling concerns. The first legal distinction between different r... ...n Through Emission Controls (Not published) University of Dayton 1972. Found in Roesch Library. 2.) IL, American Nuclear Society. Glasstone, Sammuel. Nuclear Power and its Environmental Effects. La Grange Park. 3.) Lowenthal, Micah D. "Waste-acceptance criteria and risk-based thinking for Radioactive-waste classification." Waste Management 18 (1998) pp. 249-256. 4.) Kjaer, Bruel. Noise Control Principles and Practice. 1st ed. Sweden: Arbetarskyddsfonden. 5.) Seidel, Stephen, Dale Keyes. Can We Delay A Greenhouse Warming? 2nd (Corrected) ed. Washington D.C: Strategic Studies Staff, Office of Police Analysis, and Office fo Policy, Planning and Evaluation. 6.) Warith, M.A., K. Kennedy, and R. Reitsma. "Use of sanitary sewers as wastewater Pre- treatment systems." Waste Management 18 (1998) pp. 235-247.

Employe Loyalty in Hotel Essay

The essence of competition among hotels is the competition of human resource. If a group of skilled, sophisticated, and loyal employees can be retained by hotels, high quality of service, hotel brand and honor, and revenue can be guaranteed to a large extent. As a result, employee loyalty is one of the core competitiveness of hotel, largely influencing and determining the further development. Also, employee loyalty is one of the indicators of the performance Human Resource Management in a hotel. Employee loyalty is expressed by the behaviors and attitudes that are showed by hotel employees (Ineson & Berechet, 2011). With increasingly severe competition, the quality of product and productivity determine the destiny of a company. The employees who work longer are more familiar with the mission and vision of the company and regular working procedures, with the understanding of how to improve productivity and quality and save the costs, which are the competitive advantages of a company. Employees are part of hotels assets. The society also raises attention to employees’ loyalty, since employees turnover rises with low loyalty, which leads to a series of problems, like unemployment. Before a hotel employs new staffs, the on duty employees will undertake loads of responsibilities. High employee turnover will bring hotel to a chaos and revenue loss. Consequently, employee loyalty counts when dealing with high employee turnover. High employee loyalty can bring in lucrative benefit to hotel by reducing the recruitment and training costs, improving labor productivity, and creating more revenue. Also, the organization structure will be stable with high employee loyalty, stimulating the execution of tasks of related departments and achieving the continuing development. Besides, a specialty of hospitality management is that part-time employees play an important role in the delivery of guest service. Hotel could benefit a lot from properly managing part-time employees by saving training costs. So, part-time employees are another potential group of loyal employees, from which talents might be discovered. Currently, with much more choices are provided to the market, people are given more alternatives and chances, among which there is one that they cherish most and is suitable for their career development, the high employee turnover is a serious problem, which is urging to solve. In the following content, this article is going to talk about the factors that impact employee loyalty, both full-time and part-time, and different ways to improve employee loyalty. Factors that impact employee loyalty Individual Characteristics Individual characteristics, such gender, age, job tenure, and job position, have some impact on employee loyalty. For instance, for older (>40 years old) employees, job security, good maternity/paternity packages, a convenient workplace location, and a planned career path are most important, which reflect their life cycle priorities (Ineson & Berechet, 2011). Also, young employees (25-35 years old) have more ambitious to break rules and make decision without hesitation as long as there are more promising opportunities. Gender difference is obvious in hotels. Traditionally, men are supposed to be the bread-maker in a family, so most cleaning is done by women in the hotel, including the public area and guest rooms. Besides, job position has an impact on employees’ attitudes towards employee loyalty, which means that different hierarchical positions show different employee loyalty in hotel (Ineson & Berechet, 2011). Attitude toward Work With the globalization of economy, the facilities and techniques in hotel industry improve a lot, and so does employees attitude towards career path, changing from consistency to variety—developing through career ladder. In the past, most people’s first job is the last one, whose attitude toward job is that the more stable, the better. Now, however, it is not rare to be told that one’s colleague left to another hotel for further development, mostly because of better opportunities for personal development. Other employees may pay much attention on relatively clean and comfortable working environment offered by most hotels. Since the product of hotel is service, which relies on the direct communication between frontline employees and guests, both frontline employees and managers will deal with all kinds of relations with guests and colleagues, or physical work. If employees’ attitude toward their job is uninterested from the beginning, it’s very hard for hotel to build up employee loyalty. Attitude is everything. Job Commitment and Job Satisfaction Job commitment is measured by how employees feel about the hotel as a whole. It is the degree to which an employee identifies with the organization and is the desire to staying with the organization (Wanda & Salazar, 2011). Job commitment refers to both employees and hotels share goals and values, and willingness to work on behalf of the hotel. Employees can achieve their goals through the success of hotel, which is a win-win situation. Job commitment and job satisfaction are related: job commitment is to measure how’s the employees feel about the hotel; job satisfaction is to measure fulfillment with a specific job. Job satisfaction is strongly associated with employee loyalty. It is easy to work out that satisfied employees will work hard and provide high quality service to guests. Then employees will receive positive response from satisfied guests, which will give employees a sense of fulfillment and increase their loyalty. A virtuous cycle begins. Payroll and Benefits Payroll and benefits are the most direct factors that influence employee loyalty. A high payroll and benefit packages can always retain employee, which just satisfied the most basic needs of living. The most common situation in China is the huge gap between the payroll of managers and frontline employees. Undertaking loads of work and directly dealing with various guests, frontline employees are always offered low payroll, compared with the payroll of hotel managers or with the average salary in the market. Payroll is the most direct factor and may have negative impact on employees’ motivation and it is often the first consideration when people choose jobs. People will naturally compare the payroll and benefit with different hotels. When a feeling of unfairness on payroll arises, the tendency of leaving and slowing down will increase. Training and Opportunities to Develop New Skills Training is one of Human Resource most visible functions. The opportunities of develop new skills measure the management of training program. Training will not only enhance the skills and proficiency in dealing with regular working, but also give employees a sense of fulfillment through learning and making progress. It is also a way to show the care to employees. Hotels who do not invest in employee training cannot see the progress their employees made and the rise of productivity, which is not a long-tern development trategy. Mastering more skills after training, employees will have a much better understanding of their responsibilities, become more qualified to their positions and provide much better service to guests. Training management can be measure by employee satisfaction and guests satisfaction. Factors mentioned above are those that mainly impact full-time employees. Some of them may also work on part-time employee, but the ma in factor that impact part-time employees’ loyalty and commitment is the levels of support received from hotels and supervisors. As mentioned above, employees’ strong commitment will result in greater loyalty and better behaviors. Hotel manager should understand that commitment is a double- way communication. Research indicates that employees who perceive their managers’ commitment will be also committed to their organizations, resulting in much better performance and exceeding hotels’ expectations (Misty, 2009). Additionally, since part-time employees expect less than full-time employees, they will savor the moment of value when treated as part of the organization.

John Locke ideas Essay

How did ideas of Locke’s Social Contract influence the Declaration of Independence? John Locke’s ideas influenced the writing of the Declaration of Independence by the discussion of equal rights, purpose of the government, and what the people should do to an abusive government. Both in the Declaration of Independence and in the Social Contract John Locke, they list that men should have equal rights. Also they both state the purpose of having a government. Lastly, they say what the people should do if the government does not protect these rights. In the Social Contract by John Locke and in the Declaration of Independence they state that men have rights. In the Social Contract it says â€Å"Men have rights by their nature†¦ We give up our right to ourselves exact [revenge] for crimes in return for [nonjudgmental] justice backed by overwhelming force. We retain the right to life and liberty, and gain the right to just, impartial protection of our property. † Just as in the Declaration of Independence it says â€Å"We hold these truths to be [obvious], that all men are created equal, that they are [entitled] by their Creator with certain [mandatory] Rights, that among these Life, Liberty, and the pursuit of Happiness. † Therefore the Declaration of Independence got the idea Life, Liberty, and pursuit happiness from the Social Contract. Another idea both the Social Contract and Declaration of Independence have in common is the purpose of the government. John Locke’s Social Contracts States â€Å". Society creates order and grants the state its [purpose]†¦ The only role of the state is to ensure that justice is seen to be done† Corresponding to what the Declaration of Independence states â€Å"That to [protect] these rights, Government are [created] [by] Men, [coming] [from] their [own] powers from the [permission] of the [people]. † These writings both mean that the government has a duty to protect the rights of the people. The last thing John Locke did to influence the Declaration of Independence is he created the idea of what the citizens should do to abusive governments. â€Å"If a ruler seeks absolute power, if the acts both as judge and participant in disputes, he puts himself in a state of ear with his subjects and we have the right and the duty to kill such rulers and their servants. † this was the idea in John Locke’s Social Contract. This is very similar to what the Declaration of Independence, which says â€Å"That whenever any Form of government becomes destructive of these [rights], it is the Right of the People to [change] or to [get] [rid] [of] [it], and to [create] [a] new Government†. Both of these mean that if the government does not protect the rights of the people, the people can overthrow the government. How did ideas of Locke’s Social Contract influence the Declaration of Independence? John Locke’s ideas influenced the writing of the Declaration of Independence by the discussion of equal rights, purpose of the government, and what the people should do to an abusive government Men have equal rights is both stated in John Locke’s Social Contract and in the Declaration of Independence. Also they share the purpose of what the government should do. Lastly, they share the responsibilities of what the people should do in a abusive government.