1030-1110-qf-a380s-eis
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eisTRANSCRIPT
Commercial in Confidence
Entry into Service Engineering Readiness
Airbus A380
David Edwards General Manager Qantas Technical Services
IATA MCTF MCC Atlanta, October 2012
Commercial in Confidence
Introduction – Qantas Aviation Services (QAS)
• QAS provides services to organisations external to Qantas
• It has two major operating areas being: Qantas Defence Services (QDS), and Qantas Technical Services (QTS)
• QDS has been supporting the defence industry for many years
- RAAF C130H Deep Maintenance
- RAAF B737 BBJ VIP Fleet Line Maintenance
- Conversion of A330 to KC30A MRTT (4 aircraft under contract to Airbus Military
- RAAF KC30A Through Life Support
- RAAF various engine type shop visits
• QTS was formed 1 year ago to provide contracting and consulting services leveraging the experience and expertise of the Qantas Group
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A380 Entry into Service
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Topics
A380 Scope Overview
Some of the challenges
Key Achievements
Program & Project Governance & Structure
A380 QER Project Streams
Stakeholder Management
Reporting Structure
Issue, Risk & Change Managements
What would we do differently
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IN OUT
Qantas Business
Segments
Airbus
Other Launch Airlines
Transition to Business as
Usual (BAU)
Airports SYD, MEL, SIN, LHR, LAX and alternates for each
of these
All Qantas Segments and Corporate areas unless
listed in the “OUT” column.
JetStar, JetStar Asia, Australian Airlines, QF
Regional Airlines
Supplier management for aircraft specification,
readiness, production, delivery and support. Additional or optional aircraft procurement
Participation in Customer Review Board (CRB)
And Technical Program reviews (TPR’s)
Put in place resources, processes, systems, to
allow transition to on-going operations
Cabin
4 class (First Suite R, next generation Skybed J,
P/Y Premium Economy and Mercury Y), 2 digit seat
numbering
Engines Rolls-Royce Trent 900
Program Readiness Date First day of the first aircraft’s delivery month i.e.
01st AUG 2008 (For LHR 01st Nov 08).
Capital expenditure for start up costs in support of
other airlines
Number of Aircraft 20 Aircraft. Program expected to conclude after
the delivery of 5th Aircraft (MAR2009)
Delivery & introduction of subsequent aircraft
(to be done as BAU)
Note: For Planning purposes, routes are: MEL-LAX-MEL, SYD-LAX-SYD, SYD-SIN-LHR-SIN-SYD,
MEL-SIN-LHR-SIN-MEL
A380 Scope Overview
HKG, BKK, SFO
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Airports & Routes
London
Los Angeles
Singapore
Sydney
Melbourne G
G
G
G
G
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Some of the challenges …
IFE > 700 User
Screens
Exotic Materials
(Glare)
40,000 Connectors
5000 PSI
Hydraulics
NSS/OIS
1st Class Suites
45,000 Parts
530 Km of wiring Post EIS
Modifications
Training
Infrastructure
Parts & Materials
New Aviation
Regulations
SIA
The bar is high
Fuel Price
First of Type in
Australia
New Flagship for
Qantas Airlines
Organisational
Change
Contestability Industrial Change
New MIS
MXi
Delayed Deliveries
New GSE
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Challenges for the A380 QER project team
Aircraft Delivery Delay
• Scope creep
- E-logbook
• Resource retention
• Maintaining focus
• Unknown technical reliability
Organisational Change and evolving business models
• Team A380 for Line Maintenance
• Dedicated A380 specialists in other business areas eg. MCC & Engineering Services
• Contestability
• Internal Qantas Group SLA’s
Impacting Projects
• Strategic Sourcing
- Provision of ALL services contestable
• ICS (Integrated Component Solution)
• IT Systems (Project Marlin and MXi A380 Fast Track
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Key Achievements
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Infrastructure & GSE
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A380 Engineering Training Classroom
Multifunction
Training Devices
Virtual Aircraft Less on-aircraft OJT
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A380 Maturity and Operability Trials SYD 1-8 Dec 2007
Main Activities:
Validate key elements of the Precision Timing Schedule (PTS)
Undertake Ground Handling Trials (eg: Aerobridge & Full GSE Layout Trial)
Carry out Limited Scheduled / Unscheduled Maintenance Trials
Conduct Risk Assessments & Job Safety Analysis for Standard Operating Procedures
Review Cabin Systems Functionality (eg: Panasonic IFE integration with Cabin)
Review Configuration Management (eg: NSS/OIS Data Load Process)
Assess aircraft for Training Requirements (CAR 214) & as a result Develop Training Packages
Oversee Weight & Balance Process and Aircraft Refuel (fuel distribution, gauging system, accuracy etc.)
Develop enhanced aircraft security search
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Network Risk Reviews
QF B744 EIS
QF introduced the B744 in Aug 1989 some 8 months after the
lead customer who had EIS in Jan 1989
Aircraft Maturity
The B744 was viewed as a B747 derivative. The change from
analogue to digital not appreciated in system design.
Subsequent problems with modifications and design changes
severely underestimated by Boeing and global fleet operators
with EVERY major system on the aircraft impacted. Infant
mortality rate was very high
Speed Mod Program
QF experienced significant technical problems resulting in a
Speed Mod program from Boeing for hardware and software
updates
Boeing Support
Boeing had Technical Representatives at QF and other
operators who with Boeing Seattle were constantly developing
workarounds to the problems. There were 5 waves of Speed
Mod over three years before TDR was at satisfactory levels
Dispatch Reliability Impacts
TDR was typically 5 to 10% below acceptable levels
Business & Market Impacts
Adverse reaction to B744 TDR.
QF A380 EIS
QF to introduce the A380 in August 09 – 10 months after SIA
Aircraft Maturity
The A380 is designed as a digital aircraft so should not experience
the same derivative problems of the B744
Modification Programs
Airbus is forecasting that aircraft will be relatively mature by QF EIS.
Previous Airbus EIS programs such as A330 (QF) and A340 (other
operators) provided reason for some caution at time of review. A/C
performing extremely well in service
Airbus Support
Customer support from Airbus has been extremely good with
enhanced support strategies being embraced by Qantas
Dispatch Reliability Impacts
TDR was unknown at the time of the Risk review however the a/c is
performing extremely well
Business & Market Impacts
Dependant on aircraft reliability
A380 Parallels
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A380 Maturity and Operability Trials SYD 1-8 Dec 2007
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Arrival, pre-EIS & commercial Ops
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How did we manage the project?
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The journey for Qantas with the A380 (A3XX) started in 2000
when the Qantas Board approved the purchase of the A380 MSN014
enters FAL Jan 2006
LAX airport compatibility
testing Mar 2007
Board approval
fleet renewal & growth Nov 2000
CDF #4 Apr 2005
A380 Program Created Oct 2002
Second aircraft
delivered Dec 2008
Air Operators
Certificate Issuance Aug 2008
FAA RoD on LAX
May 2005
System of maintenance presented
to CASA for approval May 2008
First Flight April 2005
First aircraft delivered Sep 2008
revenue service
Oct 2008
Contractual Definition
Freeze (CDF #1) Sep 2003
CDF #2 Jun 2004
Program Closure & Transition to
Business as Usual June 2009
A380
Certification
Dec 07
Board approval engine
selection Feb 2001
CDF #3 Dec 2004
RR Engine certification Sep 2005
Route proving flights
Mar 2007
Function & Reliability Testing
Nov 2006
Pax Evac Test
Mar 2006
Third aircraft
delivered Dec 2008
Fourth aircraft
delivered Apr 2008
Fifth aircraft
delivered Jun 2009
2008
2007
2006
2005
2004
2003
2002
2001
2000
2009
Project Evolution…
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A380 Program Governance & Structure
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A380 QE Readiness Governance & Structure
A380 Program Steering Group
A380 QE ReadinessProject ManagerJohn Lechowski
Business Owner David Edwrads
A380 QE Readiness
Steering Group
IT
Occupational Health & Safety
Communications
Quality System & Risk
Finance
Engine Readiness
Str
ate
gic
So
urc
ing
MRO -
Components
Engineering
Services
Training
Development
Airframe & Materials
Components
Cabin
Supply Chain
CASA
Regulatory
Integration
&
CAO100.66
GSE
Infrastructure
Aircraft
Tooling
A380 QE Readiness
Project Controller
&
Business Analyst
Legend:
PM - Project Manager
BO - Business Owner Flight Operations(Project Manager Leadership Team)
Airports(Project Manager Leadership Team)
CASA/AOC(CASA/QAL Info Sharing Workshop)
AirbusQAL/AIRBUS EIS Review Meeting
Customer(QANTAS Airlines)
QAL E&M Steering Group
ACP / Fleet Development(Project Manager Leadership Team)
Key Stakeholders
MAKE / BUY
EVALUATION
A380 Program OfficeProject ManagerLeadership Team
EIS
Schedule
Manageme
nt & PTS
Finance -
Cost
Reporting
Line
Maint
MCC
BAU
Tran-
sition
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A380 QE Readiness Project Streams
QE Support
• Ground Support Equipment, Infrastructure, Tooling
Training
• Engineering Services, Line Maint, Support Workshops, Components
Engineering Services
• AOC, Compliance systems, System of Maintenance
MRO- Components
• Component overhaul and repair, bench testing
CASA Regulatory Integration and CAO100.66
• Alignment and implementation of new regulatory requirements for the A380 introduction
EIS Schedule Management & PTS (Tot-Revenue EIS)
• Management of EIS MODS, flight training, & scheduled maintenance
Finance & Cost Recovery
• Development of financial systems through the QE Group to track A380 life cycle costs
Line Maintenance
• Implementation of new business models
MCC – Maintenance Control Center
• Implementation of new business models
Supply Chain (Engine, Airframe, Cabin/ IFE, Components & Warehousing)
• Initial provisioning of spares, sourcing of maintenance providers, introduction of new contracts eg RR T900
Transition into BAU
• A380 Transition from project into Business as Usual by June 2009
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A380 QE Readiness Key Deliverables
Stream Deliverable
IT Airman V 9.3
Training All required regulatory and support training for effective A380
support
Engineering Services
System of Maintenance
Technical Support Model
AOC Variation input for QE
NSS/OIS systems & platform administration
Technical Publications, Records & Configuration Control
Elogbook
QE Policy and Procedures
Engineering Readiness Qantas Engineering Readiness EIS
MXI Fast Track A380 Maintenance Information System
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Stream Deliverable Quality & Risk Type Acceptance, Certificates of; Registration & Airworthiness
ACS
Line Maintenance across network
On-wing support shop capability
MCC MCC business model for A380
Supply Chain – IFE IFE Maintenance Support
Supply Chain
Initial provisioning Provisioning of spares to support A380 operations
Supply Chain
Components MRO component support for Aircraft, APU and Flight Simulator
Supply Chain Engines
Engine Maintenance Agreement (EMA)
Engine Maintenance Planning
Spare Engine QEC
Spare Engines
A380 QE Readiness Key Deliverables
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Stream Deliverable
Supply Chain Airframe
& Cabin Airframe and Cabin Maintenance provider
Supply Chain
Warehouse
Warehousing & Logistics
Receipts Compliance
Distribution of parts
MRO Components Selected component support capability
Infrastructure
Hangar 96
Blast Fence
Outstations
GSE GSE support at all locations
Tooling Tooling for all Line Maintenance support
A380 QE Readiness Key Deliverables
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Stream Deliverable
EIS Schedule Plan & support all QE required activity from ToT through to
delivery & pre-EIS
QER/Airbus Support Airbus enhanced support strategies to be adopted and in place
Finance & Budget
Groups Develop and implement Budget Group structure
Transition to BAU Develop and implement transition from QER A380 project to
Operating Businesses
A380 QE Readiness Key Deliverables
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Stakeholder Management
Monthly
A380 QER & A380 Program
Steering Group Meetings
Fortnightly
QER Working
Group Meetings
Monthly
Business Owner
Meetings
Bi-Monthly
Technical Program Review
Bi-Monthly
Airbus Technical
Review Meetings
Monthly
CASA meetings
Airbus Enhanced Support
LAME & ES Training
Engineering Plateau
Technical Specialists
located in Sydney
Bi-Monthly
Airbus Bi-lateral
EIS Meetings
Daily
Operational Reviews
QFA and AIB
Weekly
Operational Reviews
QFA and AIB
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Overall Project Performance
Schedule
Budget
Deliverables
Key Issues & Risks
Key Achievements
Key Milestones
Reporting Structure QER KPI Report
Reporting Flow:
QER Project Stream to QER Project Manager
QER Project Manager to A380 Program Office
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Project Performance Reports Task tracking & issue identification
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Reporting Structure Financial Reports (CAPEX & FTEs)
Monthly Reporting on CAPEX & FTEs
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Risk Management
Risk Database • Risk owner assignment
• Risk Mitigation and Risk Rating
• Weekly risk report review & follow up
• Corporate risk guidelines
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Issue Management
Issue Database • Issue owner assignment
• Issue management with continuous updates
• Weekly issue report review & follow up
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Risk, Issue & Change Management
Change Management Process • Change Submission
• Change evaluation by all Project Streams
• Project Management review and approval
• Steering Group review and approval
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Communications…
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What would we do differently?
Complexity
Bureaucracy
Segmentation issues
Business silos
Reporting – Upwards
Reporting – rearward looking
Schedules – Update difficulty
Schedules – Dependencies
Schedules – Integration
Stakeholder Engagement - Internal
Stakeholder Engagement - External
Steering Groups – Size and Focus
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Questions
?
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What I do now…
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