Aircraft Chairs...
...a Quiet Revolution
The Camber Effect.
A Smoother, More Confident Ride
For Owners Through VVIP Completions.
. . . Continued from main page
Feature Article - CAMBER Aviation Management JCF Magazine - SEPT Issue
We did one three years ago where things ended up nicely and we took the entire crew for an incredible dinner at a great place - great encouragement for everybody and a fun close to the project.
ACA's ground unit at work in a Gulfstream cabin
TC: Very good question and to be honest it's very different from one completion center to the other. Each has a different philosophy and methodology for doing business but basically the idea is that the completion center, and perhaps the major vendors, are brought in for those meetings. They are going to describe the aircraft to you – usually starting with the LOPA. Then they'll talk about basic systems and then we'll get into the detail, the functionality, finishes, material selections etc. Basically, what happens is that, at the end of the process, the PDR for example, there will be a PDR document which is then produced for client sign-off. Ideally what we try to do, is sign off ourselves prior to the client so we can demonstrate to him or her that from our end, as their representative, we are happy – satisfied that all is correct.
Already we're taking responsibility and while there will always be some open items left for CDR, we at least have covered most everything. We then will capture those extraneous questions in the minutes and provide it as an appendix to that actual document. Saying, as an example, these were the 10 or 15 open issues, and this is how they've been addressed. Then the center will say, listen we need another three weeks to figure this out. That time is taken, the open items are closed out in a fully completed document. We initial all the all the pages acknowledging that we're happy with it and then provide it to our client. We carefully go through and explain it one-on-one - answer their questions, then finalize everything with their signature.
Boeing BBJ 787 - Blank Slate
JCF: Always a good moment to be sure! Next, do you get involved in things like the negotiation of penalty fees should the completion center run long or other contractual aspects like that or is that generally left up to the attorneys on both sides?
TC: So, we provide guidance to our clients each time that a completion contract is put together and the reason for that is that we have lots of experience, lots of knowledge and when things start to unravel or when there are problems, we generally know how to deal with them. So I'm very much an advocate of the ‘carrot and stick’ here. Yes, there are penalties of course if you're late or if you're missing things - BUT there are also bonuses (the carrot) for getting things right and delivering on time - or better yet delivering three days early. Why can we not do that, you know? I don't believe it's fair to just continuously hammer vendors, or the center – constantly reminding them of punitive contract language. Penalties have to exist of course but people generally perform better in an environment where they are encouraged rather than threatened. And the carrots don’t have to be a big cash bonuses. We did one three years ago where things ended up nicely and we took the entire crew for an incredible dinner at a great place - great encouragement for everybody and a fun close to the project. I also heard of a client who said – Ok, if everybody performs and brings this in, the entire crew gets a great leather jacket. These are tangible things that people are proud of. You have to remember, you're dealing with technicians and Craftsman who are very proud of what they're doing.
JCF: Understood, great tactical approach. I certainly understand where there's great advantage to that - a good progressive approach. In the early days of large completions, I do believe it very much was a punitive environment in that regard, always reminding them what they had to lose as opposed to what they might gain. Very nice. OK, so moving on to quality. Of course quality comes into every aspect of the physical interior itself – and especially the more expensive ones. Can you tell us how you and your team goes about ensuring the very highest levels of quality throughout the completion and ultimate delivery?
TC: Yes, so I think we go right back to the specification document. You have to define quality and you have to use words that are not subjective. You have to be objective about it so if you're talking about steps and gaps for example, then define what the steps and gaps are going to be, because ultimately that specification document is going to be an intrinsic part of the completion agreement. And that's what you're going to be working too - so make it as detailed as you can. If there are expectations that leathers, for example, are allowed to have natural imperfections, then put that in there. If the specified leathers are not supposed to have any imperfections - obviously it's going to drive the price of everything so put that in there as well. These kind of details don’t necessarily lay on the surface all the time but they’re important. It would be unfair on both sides to expect flawless materials when perhaps the accepted industry standard is very high quality but not absolutely 100% flawless, right? You have to be able to do that same thing with all your key vendors. Clear coats are another good example. You want to clearly define that what is acceptable what is not. We have a whole appendix that we put into our specification documents that provides imagery as well as very detailed explanations of what the final deliverable needs to be like, in terms of quality.
That allows us to sit down and begin discussing the RFQ, then later on the actual agreement. These are the standards and expectations you guys are going to be measured against, so let's take some time up front and make sure you're fully capable of meeting them. It makes no sense to define something that is so absolutely flawless that it's either impractical or far too expensive - or maybe not even worthwhile. So for example if you're creating a monument; let’s say you have a credenza. Well, you can define certain parts of that finished piece saying OK, the quality level of this section has to be flawless, but perhaps the end of the credenza, behind this chair over here can be at a B level, allowing for minor surface imperfections. And obviously it makes no sense to have the vendor try and make a flawless finish at the back of the piece where no one will ever see. These sorts of definitions are not always obvious and even if they were, they need to be spelled out, so you’re all singing from the same sheet of music.
Also, when you're talking with engineers, especially young engineers – they will, as an example, define something to 10 thousands of an inch. Yeah that's great - it's gonna be really perfect, but is it really necessary for this application - because that level of perfection bears an increased cost and unless it’s necessary, then the standard should be amended.
JCF: With regard to schedule, obviously delivering the aircraft on time is paramount and gets into legal territory as well. Obviously it's extremely important. So, in that regard, how do you go about looking downstream in order to identify potential problems and then address those issues before they actually have a chance to threaten schedule?
TC: So I think the first thing is that when you're doing the negotiation for the completion agreement, you have to agree on what the milestones are and you have to look at them in the spirit of reasonableness. You know, on one side the completion center may want to stretch it as long as possible because of varying factors – manpower, labor etc. On the other end, you have a client that wants to have it yesterday. So you have to find a reasonable solution between the two and look at it and say, are the milestones reasonable and are they achievable? Because as you know yourself, once you miss one milestone it starts to compound – and the wave gets bigger right? I think the other thing is to be very aware that you are representing the client – but also be mindful that while we may be the gatekeeper to quality and being on time - we're also a ‘partner’ in the program. As a completion manager when we see things are starting to happen, we can proactively step in and say listen, this is not going the way it should be. Have you considered this or that? Provide some guidance. There is no reason why we shouldn't do that. It's in everyone’s interest and there's no reason that knowledge or expertise that you have shouldn’t get passed along. It solves problems and it builds strong trusting relationships.
JCF: Great answer. Ok next I was sort of wondering how involved you get with the completion centers key external vendors, e.g. seat companies, IFE, the lighting group etc. Do you actually make visits to those off-site companies, or do you more commonly deal with that at the completion center level?
TC: Well, we do both and it really comes down to when we're looking at the design of the aircraft and we're speaking with the designer - saying OK, where are the risk issues within this airplane? Are there things in here that haven't been done before? Are there things in here that have a level of quality let's say finishes for example that maybe are a higher standard than the completions we've done in the past? Or maybe it’s a new vendor who's never worked in aviation before and in those cases classically, the seats on the aircraft – then yes we will do first article inspections on those. If it's a new IFE system or Cabin Management System, we may actually go to that vendor and have it proved up – demonstrated exactly how it works etc, to make sure that it’s going to work properly once installed. The same holds true for a wonderful artisan – someone who has been contracted to create a sculpture for the aircraft’s main cabin. It obviously can’t simply be carried on to the aircraft and laid on a the credenza. It has to be fitted with a mount that will withstand 16g loads. So what we like to do is get with that vendor halfway through their build and pair them up with an engineer from the completion center in order to work out a suitable mount – and a means of accomplishing it.
JCF: Understood. I've been there. Sometimes getting a good mounting solution that satisfies 16G loading etc, can wind up becoming an engineering project in and of themselves. Next I was hoping you can please tell our readers what sort of steps you take in the lead up to delivery; that is to say, how do you prepare your client for that and also the completion center with respect to your involvement?
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TC: So the delivery begins with the rating of the specification. I think that's how you have to look at it. The specification, together with your completion agreement, should clearly state what the milestones are. As for acceptance of an aircraft, that will define not only the outfitting of the aircraft but also the quality requirements and the key points when the inspections are taking place. Now our methodology is a progressive inspection of the aircraft - as it's being built. It's much better to take a look at things while you still have easy access to them, and to be able to say yes OK, I'm this monument is not scratched or what have you, and is acceptable at this point. That gives a degree of confidence in heading towards delivery. You can have a rolling acceptance in that way. So, when you then get to the actual technical acceptance of the aircraft, you have a relatively high degree of confidence that you're not going to find anything major that's threatens the whole schedule. I know there are people out there that love to pick hard at the completion center right at the very end - then throwing the entire schedule off. But that's not our job. Our job, as a completion manager, is to make sure that that outfitting is as smooth as possible, so that the delivery date is achieved with the level of quality that's being expected by all parties. And you have to embrace that role all the way through, so that when the customer walks through his plane, he or she knows you've been there for an extensive period of time before hand. By that point you should be incredibly confident that the client, when he walks through the aircraft, is going to be very happy.
JCF: Thank you. Alright sort of in the same vein, once delivery is right around the corner, obviously squawk list have to be developed and so forth in addressing last minute issues prior to the big day; customer walkthroughs and so forth. Can you please tell us how you and your team conduct those exercises and also if you're allowed to fly on cold soak flights or other pre delivery test flights that involve the interior at altitude?
TC: So we are generally the ones to start the inspection - as I said progressively. We’re trying to get it done as officially as possible. We observe the operational and functional tests on the airplane, at altitude. We want to make sure that everything is working again, including those systems that theoretically were not disturbed. But you want to make sure. A good example are your flight controls. You want to take a look at the full flight deck – making sure all the instruments are working properly. Obviously, flight systems are critical, so we want to be very thorough.
JCF: Really? I'm a bit surprised I must say. I hadn't though your scopes would include flight systems as well? Can you elaborate please on this and other aspects of pre-delivery readiment?
TC: We look over the shoulder, absolutely - make sure it’s all been accomplished. We observe and monitor the avionics inspectors as they go through the process. It’s part of our completion agreement. It’s necessary these systems be tested at the back end. On average, the airplane will have been parked for two years - so it's a good idea to throw all their systems on and make sure that everything is working again. Flight systems, like almost all functional systems need to be exercised, in the same way it’s not good for a car to just sit for long periods. A fully hydraulic airplane, an Airbus for example, requires this kind of exercise, the flight controls etc. making sure everything is solid and functionally sound. So, in the actual completion agreement we say that the aircraft has to be stored in accordance with the manufacturers requirements and it has to be taken out in accordance with manufacturers requirements - which means those things are going to have to be done in order to preserve your warranty.
The cold soak flight, yes we are onboard for that - which is generally 5 hours plus at altitude insuring everything functions properly and making a punch list of those things that need attention. There is a whole team on board of course and we have very strong influence on what gets included in the inspections (things that get looked at). The team is looking comprehensively at the aircraft’s in-flight functionality, making sure there's no vibrations, making sure noise values (DB levels) meet the stated requirements – something always important to owners.
We're taking a look at systems that could freeze at altitude – like portable water systems for example. If these systems freeze for any reason, you have a real problem - and same for toilet systems. So there is a lot to what we do and perform for the owners.
And to be fair, pilots are really good at flying airplanes and they know a lot about airplanes perhaps - but they're not necessarily so good at completion management and oversight responsibilities - simply because they've never really had that experience or been trained for it.
Your average director of maintenance on an aircraft is knowledgeable of course – but again only within a limited scope. If you've only maintained an aircraft after it’s already been completed, it's very difficult to learn how you tackle completion management. Learning by doing is the only real way. You have to do a number of aircraft – amass a lot of experience and seasoned with trial and error, before you can do it really well.
So I think there's a real value in having an experienced completion manager that can apply their expertise. But I also and I think it’s really important , and I know some of my colleagues may argue with me, that the DM on that aircraft gets involved in that process early. If you're able to bring that person on board in the latter stages to the outfitting, showing them where access panels are, familiarizing them on how things work, giving an appreciation for the cabin systems they'll be charged with maintaining etc etc. In that case, that aircraft will be looked after at a much more efficient and trouble free level - and of course that all translates directly to the owner. . . and his ultimate happiness of ownership!
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End Interview.
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JCF Magazine thanks Mr. Chatfield for his generous time in conducting this interview
Learn more about Camber Aviation Management: https://www.camberaviationmanagement.com/
