Try Yumpu. Start using Yumpu now! Terms of service. Privacy policy. Cookie policy. Change language. This book covers how a cathode ray tube works and the new light emitting diode and liquid crystal display systems. In this book, you will also learn about the new heads-up guidance systems that are now becoming standard in large aircraft. This book begins with the progression of glass displays into cockpits to how these complicated systems communicate with the crew and the aircraft flight management systems.
Starting with the cathode ray tube, to liquid crystal to light emitting diodes this book teaches how these displays operate and how they might fail. This book will provide an aircraft general familiarization courses on the glass instrument indicating systems for a variety of aircraft.
For general aviation aircraft this book covers the Garmin g system for air carrier aircraft there are sections for the Boeing and or the Bombardier CRJ and Challenger indication systems.
Download Avionics Technician Handbook Volume One books , The Avionics Technician Handbook- Volume One was written by technicians for technicians to be the Handbook for the line maintenance technician to have in the field. This book provides information about those avionics systems that provide the interface between the pilot and the aircraft systems and the concepts on use of typical avionics test equipment.
These books are also created to teach real system testing and troubleshooting of avionics systems. This book is a must have for those pilots wishing to understand the operation of the avionic systems in most GA and Air Carrier aircraft.
Pilots today need to have a better understanding of the systems to work with the technicians when troubleshooting problems. Download Aircraft Instruments And Avionics For A And P Technicians books , Covers basic instruments, powerplant instruments, communication and navigation systems, aircraft antennas and auto pilots. Includes glossary, abbreviations and index.
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The project began many years ago when the author was in Electronics School at Keesler Air Force Base, Mississippi, where instructors have long since become nameless and faceless, but their efforts were not in vain.
They planted the seeds for my future harvest. Line, hangar, and shop maintenance activities were drilled into me by a Sergeant Gottlieb R.
Schneider, who taught me the art and science of troubleshooting as well. They taught me radar systems and I taught them navigation systems. We all gained from that. It was the latter experience——about 20 years worth——where I encountered the regulatory, management, and administrative aspects of the maintenance field. The people I worked with, and there were many, all contributed something to my knowledge and understanding of the maintenance field, which I have set forth in this book.
Those most directly involved with my education at that level were Isaac Zere, Lloyd Wilson, and Lee McEachron, team leaders on many of my visits to airlines. They not only hired me to teach the subject of this book, they allowed me to use my own materials. This book is an outgrowth of that original series of lectures. In addition, the staff at the Seattle Center of ERAU not only provided assistance on contacts and information when needed, several of them read and critiqued the manuscript.
These people include Dr. Their comments and suggestions were quite helpful. Several airline people have also assisted in this endeavor. First are the employees of foreign and domestic airlines——too numerous to mention by name——who were the key figures of my airline technical visits which addressed various maintenance management topics.
Special recognition goes to Dr. As with all such efforts with acknowledgments, this one has probably missed a good many names, and I sincerely want to apologize to those people. It should be understood that their efforts and contributions were just as important and just as appreciated as any of those mentioned. Although many people have contributed and assisted in the production of this book, it is appropriate that the person whose name appears on the byline should take full credit for any errors or omissions within the text.
For those inaccuracies, I humbly apologize. About 15 people signed up for the tour. Our tour guide led us up the portable air stairs into the huge chasm that was the Boeing freighter. She stood there for a moment, silently looking around at the huge, empty airframe.
Her tour guests did the same. Finally she spoke. Likewise, the field of aviation maintenance has made great strides. The early days of aviation were filled with experimenters, daredevils, and showoffs called barnstormers for obvious reasons. With their stunt flying and other antics, they were trying to prove to the public the safety and utility of this newfangled machine, the airplane. At first, aviation was more entertainment than transportation, but that soon changed.
Just as modern jet liners boast dimensions greater than those of the first flight itself, the technological advances in aviation over the ensuing years are equally impressive.
And the approach to the maintenance of these complex vehicles has kept pace. The Boeing freighter is approximately ft inside and the deck is 16 ft off the ground unloaded. A Brief History of Aviation3 Aviation began as a pastime, a sport, a whimsy. It would not last, people said. It is unnatural. All these men devoted time, thought, and fortunes to resolving the problems of manned flight.
Much work was done by many people, but it was Orville and Wilbur Wright who are credited with the first controlled, manned flight. And some of them, unfortunately, lost their lives in the attempt. The Wright Brothers were early systems engineers.
Although Otto Lilienthal had done considerable work in aerodynamics and had published lift tables for others to use, the Wright Brothers found these tables to be in error and proceeded to make their own corrections. They built a small wind tunnel, made a few tests, and developed their own tables.
Contrast that with other transportation modes for that same year. Automobile: 20, deaths or 0. Also available in other anthologies. The fourth one was up for 59 seconds and covered a distance of ft. Then and only then would they climb into the contraption themselves. Satisfied that they could control their glider, Orville and Wilbur Wright set out to find an engine with the right power-to-weight ratio to successfully power their invention.
They soon found that there was no such engine available, so they designed their own with optimum specifications for flight. They thought the ship-building industry would be the most likely place to solve this problem, but they were disappointed. The shipbuilders told them that, for the most part, props were designed on a trial and error basis—there was no exact science.
Undaunted by this, the Wrights designed and built their own propeller. They did not have time to use the trial and error method to develop a suitable propeller, so the Wrights used their newly developed aerodynamic tables to design the ideal device.
And they were successful. The next step would be to convince the public of its value. Promotion of Flying Flying was for daredevils, at first. Numerous pilots showed off their skills and their new toys by performing for crowds—acrobatic stunts and other daring maneuvers—and often by selling joy rides to brave onlookers at three to five dollars apiece. But this showmanship soon gave way to those who wanted to see a more practical use for the airplane, and delivery of the U.
Mail was considered the first down-to-earth application. The first airline in the United States to carry passengers on a regular schedule was the St. Petersburg to Tampa Airboat Line, which started operations in January between the two cities, but they carried only one passenger at a time. Service ended after 3 months, however, due to the end of the tourist season and the onset of World War I.
Entrepreneurs set up airline operations for that specific purpose. Occasionally, a passenger would ride along, sitting atop the mailbags if there was room. But later, additional seats were added to airplanes and passengers became more frequent sources of revenue. The U. Navigational aids were nonexistent in the early days of flying, and flyers used railroads, highways, and common automobile road maps to find their way. Nor could the first flyers fly at night until someone decided to light bonfires along the desired route to show the way.
Weather conditions were received by observation and by telephone until air-to-ground radio came into use in the late s. By the end of , however, there were over 10, miles of lighted airways, lighted airports, and rotating beacons. Navigational aids both on the ground and in the aircraft later in earthorbiting satellites revolutionized the industry along with drastic improvements in aircraft and engine technology.
People can fly—and in immense comfort and safety. Major maintenance activities consisted of overhauling nearly everything on the aircraft on a periodic basis. Even though the airplanes and their systems were quite simple at first, maintenance carried out in this manner became quite expensive.
With the increasing complexity of the aircraft and their onboard systems over the following years, that expense rose accordingly. The modern approach to maintenance is more sophisticated. The aircraft are designed for safety, airworthiness, and maintainability, and a detailed maintenance program is developed along with every new model aircraft or derivative of an existing model.
This initial maintenance program can then be tailored by each airline to accommodate the nature of their individual operations. This ensures continued airworthy operation under any circumstances.
Backing up that individual undertaking are the ongoing efforts by manufacturers, airlines, and regulators to improve design and maintenance techniques and to keep the aviation industry on the leading edge. This book will be somewhat unique: it will cover all of these topics—maintenance, engineering, management—but in a more cursory manner than the individual courses would address them.
We will examine how all these disciplines combine and coordinate to accomplish the goals and objectives of airline maintenance. While some of the details of these three topics may be left out of the discussion, this text will emphasize the coordination of these three disciplines required to achieve the desired results.
Those managers without a technical background, of course, can still benefit from the book by expanding their horizons to the technical realm. Mechanics and technicians who desire to move into the management of maintenance will gain valuable information about the overall operation of the maintenance and engineering unit. Aviation Industry Interaction The aviation industry is unlike any other transportation mode.
In aviation, we cannot pull off the road and wait for a tow truck whenever we a have problem. We are required by the Federal Aviation Administration FAA regulations to meet all maintenance requirements before releasing a vehicle into service. This is often not the case with other commercial transport modes. In aviation we have a relationship with gravity that differs considerably from that of any other transportation mode.
We have problems with extremes of temperature e. Aircraft manufacturers, makers of onboard equipment and systems, airline operators, industry trade associations, regulatory authorities, flight crews, and maintenance personnel all work together to ensure aviation safety from the design of the aircraft and its systems, through the development of maintenance programs and modifications, and continuing throughout the lifetime of the aircraft.
Working together and providing feedback at all levels and in all directions between and among these factions allows the aviation industry to provide continually improved systems and services to the public. Layout of the Book This book has five parts. Part I contains information related to the basic philosophy of maintenance, as well as fundamental requirements for an effective maintenance and engineering operation.
Part I ends with the discussion of the organizational structure of a typical midsized airline. Parts II through IV give the particulars of each functional unit within that structure.
Part V, Appendixes, provides information essential to various aspects of maintenance and engineering activities. These should be read and understood as background or support material for the rest of the book. Part I: Fundamentals of Maintenance Chapter 1, Why We Have to Do Maintenance, discusses some basic theory about designing and building complex equipment and why we cannot build perfect systems.
This chapter also covers common failure patterns and failure rates of components and systems as well as methods for minimizing service interruptions such as line replaceable units LRUs , redundant systems, and minimum dispatch requirements MEL. It establishes the basic reasons why maintenance has to be planned, organized, and systematic. Chapter 2, Development of Maintenance Programs, discusses the process of creating a maintenance program for a given model aircraft and how that program can be changed by an operator, as necessary, after entry into service.
The chapter also defines basic maintenance intervals. Chapter 3, Definitions, Goals, and Objectives, defines maintenance and a few other selected terms including goals and objectives.
The chapter then establishes specific goals and objectives for maintenance. The text discusses how these were developed and what they mean to airline maintenance management. Chapter 4, Aviation Industry Certification Requirements, addresses the Federal Aviation Administrations requirements for aircraft design and manufacture and the federal requirements with which a transportation company must comply to become an airline and operate the aircraft in commercial service.
Chapter 6, Requirements for a Maintenance Program, covers the regulatory requirements for a maintenance program outlined in FAA Advisory Circular, ACE and other FAA requirements: scheduled and unscheduled maintenance, inspection, overhaul, and recordkeeping.
The chapter also discusses additional management requirements deemed necessary by airline managers: requirements for engineering, reliability, quality assurance, computer support, and training, for example. Chapter 7, The Maintenance and Engineering Organization, covers the organizational structure of the maintenance and engineering function of a typical, midsized airline based on the requirements identified in Chap.
Variations of this structure for large and small airlines as well as operators with multiple maintenance bases and those who outsource some or all of the major maintenance work are also discussed.
Part II: Technical Services Chapter 8, Engineering, covers the duties and responsibilities of the technical experts of the maintenance organization. Engineering also provides assistance to maintenance for the solution of difficult problems and performs investigation of maintenance problems noted by the reliability program, as well as problems brought up by mechanics or by personnel from the quality control and quality assurance organization. Chapter 9, Production Planning and Control, discusses the organization and workings of the department that is at the center of all maintenance activity.
They are responsible for ensuring that personnel, parts, facilities, and special tools and test equipment are available for each planned maintenance event and that the activity is accomplished successfully and on time. Chapter 10, Technical Publications, discusses the publication and distribution of all documentation required by the various maintenance and engineering departments.
This includes documents provided by manufacturers, vendors, and regulatory authorities as well as those documents produced by the airline. Chapter 11, Technical Training, covers the training requirements of mechanics, technicians, quality control QC inspectors, and quality assurance QA auditors. The technical training organization is also required by the FAA to keep records of all training accomplished by each employee. Part III: Aircraft Management, Maintenance, and Material Support Chapter 12 will show the aircraft maintenance management, structure, role of management in aviation, coordinated activities, front line management their responsibilities, upkeep of industry trends, new development in aviation management, and management concerns in aircraft maintenance.
Chapter 13, Line Maintenance on-Aircraft , discusses the activities of the line maintenance units that are responsible for maintenance and servicing on all aircraft in service. This includes maintenance activities at the home base, at outstations where the airline performs regular stops, and the organization and operation of a maintenance control center, the unit responsible for coordinating maintenance for all in-service aircraft.
Chapter 14, Hangar Maintenance on-Aircraft , discusses the unit that is involved with maintenance activity on out-of-service aircraft i. The hangar group handles all major maintenance activities including major modifications. Both line and hangar maintenance are supported by the ground support equipment GSE unit that provides power units, work stands, and various other equipment and facilities for the efficient production of maintenance and servicing. Maintenance Overhaul Shops off-Aircraft discusses the organizations that perform maintenance on systems and components that have been removed from the aircraft during line or hangar maintenance activities.
These shops are sometimes called back shops, and include avionics, mechanical, and hydraulic systems and various other specialty shops. They may also include third-party maintenance activities. The organizations of these shops as well as their work and data collection efforts are discussed.
Chapter 15, Material Support, discusses the functions and processes of purchasing, issuing, inventory control, loaner and bogus parts, and storing parts and supplies needed for the maintenance operation.
Material establishes usage rates and reorder points to ensure adequate stock is on hand at all times. Material is also responsible for processing defective units through maintenance and for handling warranty claims on equipment. Part IV: Oversight Functions Chapter 16, Quality Assurance, covers one of the primary oversight functions an airline needs to ensure top operation.
QA also performs yearly audits of all maintenance and engineering functions, including outside suppliers and contractors, to ensure compliance with airline and regulatory requirements. While QA looks at the overall compliance to rules and regulations, QC looks at the day-to-day work activities for compliance with good maintenance practices and procedures.
The QC organization is also responsible for conducting nondestructive test and inspection activities and for the calibration of tools and test equipment. Data collection on maintenance actions, such as failures, removals, etc. Investigation is made into possible problem areas so that corrective action can be implemented.
Follow-up activities of reliability determine the effectiveness of that corrective action and the need if any for further action. Chapter 19, Maintenance Safety, discusses the safety programs of the airline as they relate to maintenance and engineering. This includes smoking regulations, fire detection and prevention, fall protection, handling of hazardous material, etc.
Part V: Appendixes Appendix A, Systems Engineering, discusses the concept of systems engineering and how it applies to maintenance and engineering in aviation. The text includes discussion of various system engineering terms, such as internal and external components, inputs and outputs, system boundaries, and the changing of system boundaries for the sake of analysis. It also discusses the difference between the systems approach and the systematic approach.
Appendix B, Human Factors in Maintenance, discusses the application of human factors in the maintenance field.
Since human beings constantly interface with the complex aviation equipment, those humans should be considered as part of the system when it is designed. This appendix discusses human factors in general and then discusses human factors as they relate to systems engineering. The appendix ends with a discussion of human factors activities at the manufacturer and airline levels.
Appendix C, The Art and Science of Troubleshooting, discusses one of the fundamentals of a maintenance activity that is difficult and elusive. Troubleshooting requires a certain amount of experience for one to blossom fully in the art, but there are some basic concepts one should understand first. This appendix provides the fundamentals of the troubleshooting process, which can be used by maintenance mechanics and technicians, by engineering personnel, and by management to locate and pinpoint problems.
Appendix D, Investigation of Reliability Alerts, provides detailed information on how engineering would go about investigating maintenance problems identified by the reliability program. It is an extension of the troubleshooting process. Requirements a carrier must meet to obtain FAA permission to deviate from the minute rule i.
Appendix F, Glossary, is a list of terms and abbreviations used throughout the book. It is an art because seemingly identical problems regularly demand and receive varying approaches and actions and because some managers, foremen, and mechanics display greater aptitude for it than others show or even attain.
It is above all a philosophy because it is a discipline that can be applied intensively, modestly, or not at all, depending upon a wide range of variables that frequently transcend more immediate and obvious solutions. These opening chapters contain basic information related to the aviation maintenance field and should be considered background for the maintenance management effort. Chapter 1 begins with a discussion of the fundamental reasons why we have to do maintenance in the first place.
And, considering the number of components on a modern aircraft, we realize early on that maintenance is a complex, ongoing process. For that reason, we need to approach it systematically. We need a well-thought-out program to address the diverse activities we will encounter in this endeavor, so in Chap. We then address the ongoing process of adjusting that program during the lifetime of the equipment.
In Chap. Chapter 4 discusses the extensive certification requirements levied on the aviation industry from the original design of the vehicle to the establishment of commercial operators and the people who run them. The documentation for the aircraft, its operation, and its maintenance, is discussed in Chap. Chapter 6 will identify those activities required by the FAA to accomplish maintenance as well as those additional requirements deemed necessary by operators to coordinate and implement an effective maintenance and engineering program.
Variations for larger and smaller airlines will also be discussed. Part I, then, can serve as background to the remainder of the book and can, if desired, be used as the basis for a first or introductory course on the subject of aviation maintenance management. The goal is a safe, reliable, and airworthy aircraft.
The aircraft maintenance department provides maintenance and preventive maintenance to ensure reliability, which translates into aircraft availability. These functions do not preclude a random failure or degradation of any part or system, but routine maintenance and checks will keep these from happening and keep the aircraft in good flying condition.
Thermodynamics Revisited Nearly all engineering students have to take a course in thermodynamics in their undergraduate years. To some students, aerodynamicists and power plant engineers for example, thermodynamics is a major requirement for graduation.
Others, such as electrical engineers for instance, take the course as a necessary requirement for graduation. After all, that is what engineering is all about—bridging the gap between theory and reality. There is one concept in thermodynamics that often puzzles students. That concept is labeled entropy. The academic experts in the thermodynamics field got together one day as one thermo professor explained to create a classical thermodynamic equation describing all the energy of a system—any system.
They identified the terms for heat energy, potential energy, kinetic energy, etc. They were puzzled about the meaning of this term.
They knew they had done the work correctly; the term had to represent energy. This explanation satisfied the basic law of thermodynamics that energy can neither be created nor destroyed; it can only be transformed. And it helped to validate their equation. Let us shed a little more light on this. Energy is applied to create a system by manipulating, processing, and organizing various elements of the universe.
More energy is applied to make the system do its prescribed job. And whenever the system is operated, the sum total of its output energy is less than the total energy input. While some of this can be attributed to heat loss through friction and other similar, traceable actions, there is still an imbalance of energy. The late Dr. Isaac Asimov, biophysicist and prolific writer of science fact and science fiction,1 had the unique ability to explain the most difficult science to the layperson in simple, understandable terms.
Asimov says that if you want to understand the concept of entropy in practical terms, think of it as the difference between the theoretically perfect system you have on the drawing board and the actual, physical system you have in hand. In other words, we can design perfect systems on paper, but we cannot build perfect systems in the real world. The difference between that which we design and that which we can build constitutes the natural entropy of the system.
A Saw Blade Has Width This concept of entropy, or unavailable energy, can be illustrated by a simple example. Mathematically, it is possible to take a half of a number repeatedly forever. Although the resulting number is smaller and smaller each time you divide, you can continue the process as long as you can stand to do so, and you will never reach the end. Cut the board in half on the short dimension.
Then take one of the pieces and cut that in half. You can continue this until you reach a point where you can no longer hold the board to saw it. But, even if you could find some way to hold it while you sawed, you would soon reach a point where the piece you have left to cut is thinner than the saw blade itself.
When if you saw it one more time, there will be nothing left at all—nothing but the pile of sawdust on the floor. The number of cuts made will be far less than the infinite number of times that you divided the number by two in theory. Asimov wrote over books during his lifetime. And no matter how thin you make the saw blade, the fact that it has width will limit the number of cuts that can be made.
Even a laser beam has width. This is a rather simple example, but you can see that the real world is not the same as the theoretical one that scientists and some engineers live in. Nothing is perfect. The Role of the Engineer The design of systems or components is not only limited by the imperfections of the physical world i.
He or she may be limited by ability or technique; or, more often than not, the designer may be limited by economics; i. Although the designer is limited by many factors, in the tradition of good engineering practice, the designer is obliged to build the best system possible within the constraints given. More entropy sometimes translates into more maintenance required. The Role of the Mechanic The mechanic [aircraft maintenance technician AMT , repairer, or maintainer], on the other hand, has a different problem.
Let us, once again, refer to the field of thermodynamics. One important point to understand is that entropy not only exists in every system, but that the entropy of a system is always increasing. That means that the designed-in level of perfection imperfection? Some components or systems will deteriorate from use, and some will deteriorate from lack of use time or environment related. Misuse by an operator or user may also cause some premature deterioration or degradation of the system or even outright damage.
This deterioration or degradation of the system represents an increase in the total entropy of the system.
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