7232 Aircraft engine mechanics and fitters  

N/A

(ก) ความต้องการด้านทักษะ

N/A

(ข) ความต้องการด้านความรู้

N/A

(a) Performance Evidence

     Evidence required to demonstrate competency in this unit must be relevant to and meet all of the requirements of the elements and performance criteria under the specified conditions of assessment, and must include:

•   Planning and implementing team maintenance activities.

•   Application of all relevant WHS procedures.

•   Observing human factors in team maintenance activities.

•   Providing guidance to team members.

•   Human resource management at team level.

•   Using and compiling the Log of Industrial Experience and Achievement, including an understanding of:

•   Purpose of the Log.

•   Its structure and content.

•   Responsibility for making entries therein.

•   Responsibility for the certification of entries.

•   Explaining the training and competency assessment process, and of the role of supervisors in assisting workplace competency assessors.

     It is essential that maintenance requirements are fully identified and that all applicable aspects of supervision, supervisor level human resource management and involvement in workplace training and competency assessment are identified and applied. 



(b) Knowledge Evidence

      Evidence required to demonstrate competency in this unit must be relevant to and satisfy all of the requirements of the elements and performance criteria and include basic knowledge of:

•   Applicable Commonwealth, state and territory WHS regulations, and enterprise WHS instructions.

•   The correct use of applicable items of PPE.

•   The requirement for Confined Space Entry Permits and related training.

•   Applicable MSDS.

•   Air Transport Association (ATA) 113 Specification for Maintenance Human Factors Guidelines, and of the following human factor elements:

•   General factors, including:

•   Weaknesses in task design and support.

•   Motivation and attitudes, task demands and limitations in performance.

•   Cooperative work, communication and leadership.

•   Allocation of resources, workload, work conditions and double standards.

•   Aspects relating to the task, including:

•   Physical and mental work.

•   Features of the task which limit efficiency or safety performance, including constraints such as signing-off and shift changeover; time pressures, information sources, trouble shooting methods, tools and equipment.

•   Task performance levels: skill-based, rule-based and knowledge-based and the limitations encountered in each category.

•   Complex and interrelated aircraft systems.

•   Limitations of individual performance, including:

•   The sources and effects of fatigue, detection and countermeasures.

•   Vision and lighting. 

•   Hearing and noise.

•   Memory - short and long term.

•   Claustrophobia and acrophobia.

•   The influence of external factors, including:

•   Maintainability of aircraft.

•   Guidance availability.

•   Social environment.

•   Physical environment, including the effects of extremes of heat and cold, and countermeasures (e.g.limited periods of exposure); noise and fumes; motion and vibration.

•   The causes of variability in human performance, including:

•   Effects of arousal.

•   Limitations of perception.

•   Limitations of memory, and management of these.

•   Limitations of decision-making.

•   Limitations of motor-functioning.

•   Information processing.

•   Factors that degrade performance, including:

•   Risk motivation.

•   Individual differences (e.g. depth of training and experience).

•   Health.

•   Alcohol and drugs.

•   Errors in maintenance tasks, including:

•   Omissions, incorrect installation and wrong parts.

•   Assumptions.

•   Error management by minimization, capture and tolerance.

•   Human factors within groups, including:

•   The distinction between groups and teams; coordination and synergy.

•   Types of groups: horizontal (same level of personnel) and vertical (different functions). 

•   Group characteristics; reducing overall task time; coordination.

•   Team characteristics; performance exceeds sum of individual performances.

•   Factors which lead to effective working in groups and teams: interaction, participation, open communication, clear expectations, shared leadership and self-assessment.

•   Team building.

•   Communication: the process and feedback.

•   Organizational aspects, including:

•   Functions and dysfunctionality.

•   Double standards: professionalism, procedures and time pressure.

•   Organizational culture, professional culture and work-group culture; and peer pressure.

•   Violation of regulations, procedures and processes, including:

•   Organizational failure: latent failure, error-provoking conditions and unsafe acts.

•   Organizational learning.

•   Maintenance error management program.

This part allows for different work environments and conditions that can affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included.

Maintenance data or schedules include:   

•   Maintenance records.

•   Manufacturers’ maintenance manuals and servicing schedules.

•   Computer maintenance data systems.

•   Service bulletins.

•   Airworthiness Directives (ADs).

•   Modification incorporation instructions.

•   Repair instructions.

•   Observations and feedback from maintenance personnel and aircrew via Technical Log entries.

•   Aircraft Maintenance Organization (AMO) internal work instructions or directives

Required resources include:   

•   Personnel.

•   Spares.

•   Lubricants.

•   Consumables.

•   Tools.

•   Special equipment.

•   Personal protective equipment (PPE).

•   Associated equipment including various items of ground support equipment.

•   Considerations regarding resources also include:

•   required numbers of personnel and their availability.

•   personnel qualifications, experience and authorizations.

•   availability of the listed resources.

Guidance in maintenance activities includes:  

•   Fault diagnosis procedures.

•   Troubleshooting.

•   Damage assessment.

•   Assessment of repair cost effectiveness.

•   Assessment of replacement options.

Human factors affecting job performance include:   

•   Individual health and disability.

•   Social psychology.

•   Time pressure and workload.

•   The physical work environment. 

The possibility of maintenance errors is minimized through:   

•   Varying the extent of supervision according to the nature of the task and work conditions.

•   Allowance for qualification and experience levels within the team.

•   Allowance for human error and "Murphy’s Law" (‘If something can go wrong, it will.’)

Employment relations atsupervisor level include:   

•   Resolution or referral to management of complaints and difficulties.

•   Resolution of conflict within the team.

•   Absence of team members from the job.

•   Maintenance of discipline in the performance of maintenance tasks.

•   Allowance for cultural diversity within the team.

•   Knowledge of relevant sections of industrial awards, enterprise agreements, and conditions of employment and service that apply to the particular workplace.

Maintenance activities include:   

•   Planned maintenance.

•   Unplanned maintenance.

•   Configuration changes.

•   Modification incorporation.

•   Minor repairs.

Prescribed instructions, policy, procedures and/or regulatory requirements include:   

•   Manufacturers’ operating and maintenance manuals.

•   Quality procedures and work instructions.

•   WHS policies and instructions, including material safety data sheets (MSDS).

•   Management directives.

•    The assessment are based on combination of paper exams, interviewing, and practical demonstrations depending on the assessors’ judgement.

•    Competency should be assessed under supervision, without intervention in the work environment, and/or by use of approved simulated activities, covering the full range of maintenance supervision, supervisor level human resource management and assistance with workplace training and competency assessment, as provided for in the Range of Conditions. 

•    Evidence is required of underlying knowledge and skills in the supervision of maintenance activities, and in the associated compliance with airworthiness regulatory requirements. The ability must be demonstrated to apply supervisor level human resource management processes during supervision activities, deliver workplace training, and to record experience and evidence for competency assessment associated with completion of the Log of Industrial Experience and Achievement.

•    An individual cannot be evaluated as competent until it can be demonstrated to the satisfaction of the workplace assessor that the relevant elements and performance criteria of the unit of competency are being achieved under supervision, without intervention on a maintenance supervision task that includes application across the Range of Conditions of the following:

•   Using maintenance data or schedules 

•   Identifying required resources

•   Providing guidance in maintenance activities

•   Allowing for human factors affecting job performance

•   Minimizing the possibility of maintenance errors

•   Applying employment relations at supervisor level

•   Delivering on-job training.