Mobile Maintenance Overview

Mobile Maintenance Overview MOBILE MAINTENANCE OVERVIEW THE PROJECT Over the last decade, we have seen the pace of technology development increase hugely. From mobile phones to tablet devices to smart televisions, right up to connected vehicles and homes. This technology shift is inevitably moving into aviation travel sector. Both the Boeing 787 and Airbus A380 require connectivity, and digital tools, to maintain them. Engineering needs to have integrated systems and hardware within the business to keep pace. Achieving such integration will provide us with the latest tools in support of our drive for greater efficiency and improved productivity. Our goal is to use technology to help us become market competitive. The Mobile Maintenance project is one of Engineerings primary Tier 1 programmes and forms part of the Our Plan business objective to use digital technology to transform our business. It aligns with the work we are doing under the banner of the Capella change programme. With investment being made in mobile hardware, a new content management solution and significant enhancements to the SAP, the project will roll out over the next 18 months. Beginning in the ramp arena, online/mobile working will cascade on into hangar maintenance, and then component workshops. The new content management solution will come on stream one aircraft type at a time, with component maintenance manuals shortly thereafter. INVESTING IN OUR FUTURE In the current financial climate, the decision by BAs Capital Investment Committee to approve this capital investment should be seen as a fantastic endorsement of everything Engineering intends to achieve via the project. Once the cost of the original mobile working trial is added in, the total capex underpinning Mobile Maintenance comes to some  £8million. The graphic below provides an indication of how the funds have been invested. 33% 22% 45% INVESTMENT BREAKDOWN Hardware SAP Enhancements INVESTMENT EXPLAINED BENEFITS Of course, the investment decision was driven by the compelling benefits case Engineering were able to make. As well as the obvious productivity and efficiency opportunities, successful implementation opens up the possibility of achieving a wide variety of non-financial gains across Engineering. PEOPLE AND PROCESSES Drive up the quality of information underpinning resource and load planning activities. Reduce the frustration caused by having to leave the aircraft side mid-job. SAFETY AND QUALITY Improve access, and adherence, to maintenance manuals, procedures and processes. Reduce the risk of unrecorded work. OPERATIONAL PERFORMANCE Reduce ADDs and delays through easier, quicker and more accurate access to technical information. Vastly improved situational awareness both in the satellite control and for the production teams. SAP Enhancements Just over 1/5 of the investment has gone into the largest single group of changes to SAP since it was introduced in 2004. Resulting in new transactions and improvements to exisiting ones, in addition to the new eTask app. Hardware 1/3 of the investment has been on hardware. From the devices to servers and WIFi infranstructure. This portion of the investment was vital in ensuring the implementation becomes a success. ICMS The largest portion of the investiment is in the new integrated content management system. A replacement for the TI Portal and Knowledge warehouse, ICMS will provide remote, direct, accurate technical documentation to all engineers. For additions or queries regarding the MMHandbook contact [emailprotected] Ensure colleagues carry out their role with the most up-to-date information at their fingertips. Increase the productivity and efficiency of the delivery and support teams in the organisation. Provide the opportunity for greater visibility of task work steps. Remove SAP data entry lag, and risk of data transcription errors, to improve compliance data timeliness and quality. Better quality data will provide greater richness of information to improve the quality, and delivery, of the daily production plan. DELIVERABLES DELIVERABLES OVERVIEW Mobile maintenance often attracts the immediate thought of iPads and the eTask app, mobile maintenance is a huge amount more than just an app on a device. The SAP enhancements upstream all interlink with one another, from enhancing the notifications we rely on for compliance, to creating a balanced plan and managing our operation. The information produced upstream of the app allows the engineer to work with accurate, well planned information on his device, while the app offers him/her immediate benefits with the functionality offered by eTask. DEFECT WORKBENCH The defect workbench is a new SAP transaction available for use by both production and the EOCC. It allows a user to search, review and fully define a D3 or D7. The transaction is data rich and allows accurate definition of notifications ensuring the user has all the information available to make informed decisions on what action should be taken. Notifications can be directed to relevant departments using the new milestone function while communication lines between planning, production and the engineer at the aircraft side are opened up with the remarks function. SLOT PLAN The slot plan is an engineering version of the airops software we use today to monitor the operation, it is a graphical display of our aircrafts flying schedule allowing a planner to select and analyse maintenance opportunities to plan revisions. The slot plan is the point of entry to the planning workbench and is the first step in the process to creating a new revision or editing an existing one. PLANNING WORKBENCH A data rich transaction allowing a planner to analyse the outstanding notifications of an aircraft. A compliance pane, defect pane and modification pane organise the notifications in a logical manner while quick review columns offer immediate information about a notification including; material status, life rule and number of re-assess alongside many others. The main function of the planning workbench is to create accurate plans for work in the production environment. LOAD AND CAPACITY Once the notification definition process we will have going forward with mobile maintenance improves and the data is more accurate the load and capacity tool will be a very important tool for engineering. The load and capacity tool will offer a graphical representation of the capacity (resource available) vs the Load (the planned work). This will allow a planner to balance revisions and ensure the plan is achievable. The tool depends on engineering working together to define notifications properly, most importantly defining man hours on ADDs. RESOURCE PLANNING DASHBOARD (RPD) The resource planning dashboard is a digital T card board and interlinks with both the load and capacity tool and the TACD. The RPD (resource planning dashboard) allows a shift manager to organise a shifts colleagues in to teams based on who is available. The transaction offers information of the colleagues skills, cover and availability and so the teams can be planned accurately and efficiently. There will also be a crew room view which will show everyone which teams they are allocated to. The RPD relies on data fed from the HR system and time manager, with this in mind, it is vital that any time manager data is entered in advance of the event, this includes overtime, leave, sickness and any other absence. Failure to do so will result in the colleagues absent or on overtime failing to show correctly in the RPD. This is important as the RPD feeds the allocation system in the TACD which allocates work to the engineers devices. TASK ALLOCATION AND CONTROL DASHBOARD (TACD) TACD is the new version of the electronic whiteboard we use today to manage our operation in the satellites. It allows the FSDE to view and analyse the progress of the work being carried out by the engineers on the aircraft, while having the ability to create tasks from VHF calls and allocating them directly to an engineers device instantly. The TACD interlinks directly with the eTask app and the functionality provided allows the progress of tasks and revisions to be monitored in real time offering a substantial operational awareness improvement. ETASK APP (IPAD BASED) The eTask app is the next generation Ramp app. Following on from the trial version, the eTask app has an abundance of functionalities available that allow an engineer to work more efficiently and effectively. Greater task detail, allocation flexibility, stores integration and reporting functions offer huge improvements to the initial ramp app. The major benefit being increased engagement time at the aircraft side, integration to the content management system and access to up to date technical documentation supports the information already on offer within each task pushed to the device. INTEGRATED CONTENT MANAGEMENT SYSTEM (ICMS) The new content management system is engineerings single solution for technical documentation and procedures. ICMS replaces the TI Portal and knowledge warehouse bringing considerable aesthetic, control and accessibility improvements. Desktop and device access provides aircraft manuals in the same format, hyperlinked and integrated with the eTask app whilst offering smart search functionality. Offline content also allows manuals to be saved to a device for review with automated updates adding in any TRs directly to the manual ensuring adherence to the most recent version. TRAINING TRAINING SOLUTION With engineering investing in one of the biggest change projects since the introduction of SAP it is vital that the training solution provided gives all colleagues the most support in the movement towards mobile working. This section will explain the training solution offered as well as where supplementary information and support can be found. TRAINING DEVELOPMENT Mobile maintenance training was developed in house by a team of hard working experienced engineering colleagues. They are volunteers who devoted their time to the project to ensure that the content developed was in the best interests of their own colleagues and engineering as a whole. The training concepts were developed alongside the GLA and their own experts to ensure it adhered to training guidelines. In respect of the practical training the colleagues whom deliver the courses are also engineering production colleagues who volunteered to support the work areas in the road towards mobile working. ASCEND British Airways corporate learning tool is Ascend, it allows courses to be built and stored online for completion at a time that suits without being off lined from the work areas. Ascend also allows learning to be tracked and audited by quality. SAP ENHANCEMENTS ASCEND COURSES The mobile maintenance ascend courses were designed to give a how to demonstration of the new SAP enhancements. Software is a difficult product to train and the team toyed with different methods. One being the use of screenshots and annotations, however, when analysed, it was found that around 2000 screenshots would need to be produced which was both unmanageable and counterproductive as a training tool. The chosen method was to use videos of the transaction actually in a realistic scenario. Many software products use this method for training and a professional software was sourced to produce the content over a period of 2 months. The videos can be stopped, paused and scrolled through if further time is required on a certain point or notes need to be taken. ETASK ASCEND COURSE BALEARNING APP The eTask ascend course is a little different to that of the SAP Enhancements, the ascend course serves as a placeholder for the competency assessment but the content itself is based on a BA corporate app named BALearning on the iPad device itself. The BALearning app allows an identical mimic of the real eTask app to be created. The content can then be manipulated to direct a user to choose the correct process and function resulting in the user becoming familiar and aware of how the eTask app works. If a user makes an error it is not a problem as the learning app offers a safe environment to practice in. The eTask training app that is released is available at any time allowing a user to refresh on functionality when required. BALEARNING APP FIX Some users have reported the BALearning app is malfunctioning and the screen blanks on opening. This is due to a problem Mobile Enabled Operations encountered in March with corporate apps across the BA network having issues. The fix: Delete BALogin App and Device Doctor App and then reinstall, following that enter the BA App store and ensure all apps are up to date including the BALearning app. This should remedy the fault. ASCEND COMPETENCY ASSESSEMENTS The ascend competency assessments are a quality requirement. PRACTICAL TRAINING The training team were very keen to have a practical element of training included in the solution, one that allows candidates to practice using the new tools in a safe environment with instructors who are experts in the developments. The solutions were again developed by the SME team alongside the GLA. EOCC PRACTICAL TRAINING The EOCC have developed a comprehensive practical training and readiness programme. This includes a full 1 day training course using the new tools in a safe environment while learning new processes and procedures attached to those tools. They also assess individuals on a 1 on 1 basis prior to going live ensuring the candidates are capable and ready to use the tools, assessing competency in addition to setting up layouts and variants applicable to their role. MVS MAINTENANCE VISIT SIMULATION Production colleagues, once they have completed the mandatory ascend modules will be allocated to an MVS course. A Maintenance Visit Simulation course is a 1 day offline course where a candidate will experience and use all of the tools produced from mobile maintenance in a simulated aircraft visit. The simulation begins prior to the aircraft visit highlighting the process of data enrichment and timely entering of HR data, from there the simulation moves through the satellite to the aircraft arrival and through to the aircraft departure. At each point of the aircraft visit the instructors demonstrate functionality and highlight any key points while the candidates actually work the aircraft on the devices like they would in a real life scenario. The candidates are assessed by monitoring their engagement throughout the session as well as a written exam at the end of the session. POST TRAINING SUPPORT For additions or queries regarding the MMHandbook contact [emailprotected] As with any training programme there are often further questions and clarity required by a candidate. For that reason a post training support structure has been implemented. KEY USERS Key users in each area are the first port of call for any clarifications or questions regarding mobile maintenance and they will be on hand to every shift to aid in the process of implementation and beyond. Again key users are engineering colleagues and have candidates best interests in mind. YAMMER Yammer is BAs business social media option. There is a mobile maintenance group which is monitored daily by the project team. Any questions or queries will be answered in a timely and accurate manner so dont hesitate to ask for any clarity or report any issues found. Yammer is available via a desktop or via the app store on the iPad. KEY FUNCTIONS QRH This mobile maintenance handbook offers an overview of the project, deliverables, training as well as offering a comprehensive quick reference handbook (QRH) for functionality of the new deliverables. It is a working document so if there is anything that is missing please report it to the owner or mobile maintenance yammer page. ENGINEERING PROCEDURES BA ENGINEERING TECHNICAL PROCEDURES AND WORK INSTRUCTIONS Mobile Maintenance is now part of British Airways Engineering Technical Procedures/Work Instructions. Alongside this there will be local procedures which will be briefed and cascaded by your business area representatives. Follow the instructions below to access the engineering procedures and work instructions related to Mobile Maintenance

Conventional Supermarkets Essay

Retail Branding Strategy Retailer branding strategy can be defined as an approach planned by the organisation to achieve the organisation’s missions and goals. Retail branding strategies also facilitates in their competitive advantage in the industry. With strategies applied, companies can be viewed as a distinctive store as compared to other companies. There are various strategies that retail companies can adapt and one of the retailing strategies consists of seven factors; operating procedures, location, merchandising customer services, consumers, pricing, and promotion factors. (cite book) Conventional Supermarket An industry that we would also touch upon is conventional supermarket. Conventional supermarket is a departmentalized food store with a wide range of food and related products. The supermarkets are usually differentiated by their sizes e.g. a conventional supermarket is between 500 and 2000m2. (cite pdf) Supermarket Strategy Goods Conventional supermarkets should have a basic retailing strategy that they can adapt globally. Firstly, what goods do conventional supermarkets want to offer? A conventional supermarket typically offers a wide range of products and assortment and their merchandises would include both private and generic labels. Private labels are also known as house brands in food retailing. House brands were introduced to promote brand loyalty and are usually priced at affordable prices as compared to other brands that the supermarket takes in. Prices Prices are generally competitive in conventional supermarkets due to high competition within many firms for the same consumer with homogeneous product offerings (Dolan and Simon, 1996; Kotler, 2003; Lucas et al., 1994) Competitive price is defined as price of a product is based on what other competitors are charging thus it is not relatively as low as the old-fashioned neighbourhood convenience stores that are also locally known as ‘Indian Mama Shops’. Consumers Secondly, a supermarket has to decide on the target consumers in order to proceed with the location of the supermarket. Since conventional supermarkets offer largely food and related household products, they aim mainly on families that come from middle to low income. In addition, it targets working or non-working adults that are aged above 30 years. Location Since conventional supermarkets target on families, these supermarkets are located in the neighbourhood area with large trading area. The supermarkets are situated in residential areas as it is highly accessible and gives convenience for consumers. Their location might also be influenced due to location of competitors as it would enhance their trading areas. Operating procedures The operating procedure of supermarkets starts with Supermarket Licence which is mandated by the Environmental Public Health Act. Every business owners has to comply with cleanliness and food safety guidelines to prevent any food-borne diseases. The basic operating procedures that supermarkets have to follow are Hazard Analysis and Critical Control point (HACCP) system, cleaning and sanitation programs, pest control programs, waste management, transportation of finished products and maintenance program (Agri-Food & Veterinary Authority of Singapore 2012). Store Atmosphere & Customer Services Conventional supermarkets have average store atmosphere whereby it is neither isolated nor too crowded. A good strategy that supermarkets do is categorizing the items for shoppers’ convenience in searching for goods. Customer services should be good as staffs play important role in assisting customers at the counters and shelves. Promotion Conventional supermarkets are one of the market players in the industry that invest highly in their promotions. Promotions include heavy use of newspaper, flyers and TV advertisements. These promotions have to be kept in line with the customers that supermarkets are targeting e.g. if the supermarket aims to attract younger customers, online promotions would be  preferred. Sheng Siong Supermarket Sheng Siong is one of Singapore’s largest retailers with over S$578.4 million in revenue for year 2011. Sheng Siong supermarket provides customers with both â€Å"wet and dry† shopping experience and their merchandises include a wide assortment of seafood, meat and vegetables, processed, packaged and/or preserved food products as well as general merchandise such as toiletries and essential household products. Sheng Siong Strategy Sheng Siong has complied with most of the strategies stated in the above. Firstly, the supermarket offers wide variety of food products and general merchandise. They also provide both generic and house brands products. The Housebrands stated in the image below are owned by Sheng Siong supermarket. (Sheng Siong 2012) These house brands allow bigger savings for consumers as they are priced lower than other generic products. Prices at Sheng Siong are generally low but competitive as we are able to find same products at other supermarkets at the same price. Sheng Siong supermarkets are located strategically in the heartlands of Singapore. With 33 stores located in the North, South, East, West and Central parts of Singapore, it shows that Sheng Siong aims to targets on every family in Singapore regardless of income status or age. Photo of Sheng Siong supermarket at Bedok Reservoir Road Photo of Neighbourhood opposite Sheng Siong supermarket @ Bedok Reservoir Road In complying with the operational procedures that are set by government bodies e.g. National Environmental Agency, Singapore Civil Defence Force and AVA, Sheng Siong has acquired licenses, permits, approvals and certifications for the business operations in Singapore (Sheng Siong 2012). Sheng Siong is also strategically categorized their merchandise for shoppers’ ease of identifying and convenience. Sheng Siong also provides consumers with a unique ‘push-basket’ for customers to shop at ease. Row 7 – Snacks/TidbitsWheeled basket Customer service is not really emphasized in Sheng Siong’s values but the supermarket offers weighing services for customers and they have many staffs in the supermarket to assist customers. Lastly, Sheng Siong has come up with promotion strategy using flyers and newspapers. One of their current promotions is lucky draw and winners are announced on the Sheng Siong Show. Weighing Service Sheng Siong Lucky Draw promotion 2012 NTUC Fairprice Supermarket One of the largest competitors of Sheng Siong is NTUC Fairprice. NTUC Fairprice is Singapore’s largest retailer with a network of over 230 outlets comprising FairPrice supermarkets, FairPrice Finest, FairPrice Xtra, FairPrice Xpress and Cheers convenience stores. NTUC Fairprice Strategy Fairprice supermarket offers a wide range of foods products and household merchandise as well. Similarly, they provide house brand which is named after the company’s name i.e. Fairprice. NTUC Fairprice supermarket has come up with a strategy of having discounts on their specific house brand in order to attract customers to patronize their private brands instead. The image below shows the differences of the prices between their generic and house brand products. Also, Fairprice supermarket has also strategically located itself in the heartlands within walking distance from housing estates and competitors. They currently have over 90 stores of Fairprice supermarkets located across Singapore to cater to varied needs of consumers. This strategy is to gather more consumers as competitors would increase the trading area for Fairprice supermarket. Fairprice supermarket located nearby Guardian and 7-11 convenience stores Fairprice supermarkets have also complied with the licenses and regulations of supermarket in Singapore. In fairprice, customer service is emphasized as a key value in order to serve customers better. They also provide self-service methods for the consumers to have a freedom in their goods’ choice. Their promotions are similar to Sheng Siong’s such as newspapers and flyers. Fairprice supermarket also offers festive promotions such as discounts in Christmas period. Pros & Cons of Conventional Supermarkets Conventional supermarkets serve both advantages and disadvantages to both retailer and customer. Firstly, supermarkets have the advantage of low cost of operations thus being able to sell goods at lower price. Due to low cost of purchasing products from suppliers, it enables customers to purchase products at discounted prices as compared to convenient stores which mark up prices of the products. Conventional supermarket definitely offers the freedom of selection to customers due to wide variety and ease of shopping. They also have high degree of efficiency due to elimination of service such as packing. It is also an advantage to customers as the shelves are easily reached out and the size of the shopping experience is neither too big nor small e.g. convenient stores offers limited products and hypermarkets offer too wide of variety for customers who do daily shopping. However, there are downsides regarding conventional supermarkets. References Genessa M. Fratto, Michelle R. Jones, Nancy L. Cassill, (2006),†An investigation of competitive pricing among apparel retailers and brands†, Journal of Fashion Marketing and Management, Vol. 10 Iss: 4 pp. 387 – 404 Barry Berman and Joel R. Evans. 2012. Retail Management, A Strategic Approach. http://www.fairprice.com.sg http://ageconsearch.umn.edu/bitstream/9407/1/sp07be06.pdf http://singaporesupermarketrecipes.com/fairprice-ntuc-weekly-promotions-week-37/ (ntuc promo pic) http://www.sgsaleinfo.com/v2.0/tagsearch/Sheng%20Shiong/1 (sheng siong promo pic) http://www.guidemesingapore.com/industry-guides/retail/setting-up-a-retail-outlet-in-singapore http://www.ava.gov.sg/FoodSector/FoodTradersAndEst/LicOtherFoodProcessEst/ http://www.asiaone.com/News/The%2BStraits%2BTimes/Story/A1Story20080205-48245.html http://singaporesupermarketrecipes.com/category/shopping-guide/supermarkets/sheng-siong/ (supermarket)

Distinctive View About Giotto And Piero s Paintings

Distinctive View about Giotto and Piero’s Paintings There were many famous painters in the Pro- Renaissance period and Early Renaissance. Representatives were Giotto di Bondone and Piero della Francesca. Gitto and Piero paintings were a mirror to reflect Italy world in the period of Pro- Renaissance period and Early Renaissance. In addition, there were many similarities and differences between Giotto and Piero painting style, such as naturalism and humanism; religious piety with good business and religious piety with human development for needs. Obviously, Giotto and Piero were painting giant. Giotto di Bondone was regarded as the first painter in the period of Proto-Renaissance and some scholars described that Giotto was the father of Western pictorial art. Giotto was from Florence, which was a famous city especially on the aspect of artistic centers and town of trade and textile. In fact, Giotto’s patting style is naturalism; it is more focus on the realistic stuff, so everything painting is based on real life. Dante and Cimabue might affect Giotto painting style; therefore, Giotto s painting was more focus on the nature and reality. Giotto created many famous paintings; one of the frescos was Lamentation. Lamentation was a fresco painting created by Giotto Di Bondone in 1305 at Florence. Lamentation tells us a story of Mary and followers are all lament for the Crist death. This fresco’s background color is blue, which applies a phenomenon of sad. In this fresco, we can

The Story Of My Life - 1207 Words

It had been 41 hours since I’d last seen Finch, my older brother. In a family of 4, three of said amount remain absent from home. I’m usually home alone during the day, which realistically doesn’t bother me. What does bother me is when Finch doesn’t show up to say goodbye or hello. I wake up and he’s not there, I go to sleep and he still is gone. Yet I forget to mention that he shows up again. In less than 24 hours I will see Finch walk through the main doors with his scrappy backpack claiming he was working, yet his dirty, bloody face says otherwise. This time is different. Finch is missing for real and all the other times he’s gone, seemed like clouded fog in my mind. â€Å"Jennifer!† my dad called me away from my train of thought,†¦show more content†¦Only this time was different. The imaginary people seemed to glare at me and hate my every move. I scurried along a wall that draped old wallpaper like curtains, as my fingers traced along. â€Å"Hurry Jennifer!† my dad sounded foggy from the desolate basement. I kept walking along the wall that was splotched in the flower wallpaper. The only noise I heard was the soft tapping of my shoes against the damp wood floors. The basement was quiet enough to hear a pin drop. I suddenly noticed out of the corner of my eye, a little wallet on a chair in the corner. I pushed away from the wall for a moment. A moment where my slim fingers cut a hole into the wallpaper. I stopped in my tracks. Slowly, my head swiveled around toward the wallpaper. My body huddled the wall as I removed my finger from the break, I felt the wallpaper around the break and picked a large piece of wallpaper was detached moving to the left. A dark, moldy layer was revealed, along with a doorknob. Doorknob? My finger pressed against the break, pushing up. I could now see imprints of a door. I ripped off  ¾ of the door’s wallpaper. I stood in front of a door once covered with wallpaper. It was covered with abnormal carvings. The door read: Room 41. Weird how door 41 was behind wallpaper. Wooden carvings covered the surface area of the door. I reached for the knob and in a blink the door was open. Dust flew in the air and a bat flew out of the door. I screamed. â€Å"Jennifer?† a faint voice saidShow MoreRelatedMy Story : The Story Of My Life770 Words   |  4 PagesMy story starts off like any other story. You have the typical family having their firstborn. It was all normal for the most part I lived in Miami when I was born and then I moved to New Jersey when I was six months old and I lived there for about two or three years and I don’t remember much but I remember we lived in a little apartment complex in west New Jersey. After that we moved back down to Miami in 2005 and then my sister was born in January of 2006 in Miami. 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