Aeronautical Institute of Bangladesh

Department of Aircraft

Maintenance

Engineering

TRAINING PURPOSE ONLY

Chapter 7

Communication

TV.

Good communication is important in every industry. In aircraft maintenance

engineering, it is vital. Communication, or more often a breakdown in communication,
is often cited as a contributor to aviation incidents and accidents. It is for this very
reason that it has its own section in the JAR66 Module 9 for Human Factors. This
chapter examines the various aspects of communication that affect the aircraft
maintenance engineer.
Communication is defined in the Penguin Dictionary of Psychology as:
"The transmission of something from one location to another. The 'thing' that is
transmitted may be a message, a signal, a meaning, etc. In order to have communication
both the transmitter and the receiver must share a common code, so that the meaning or
information contained in the message may be interpreted without error'.'
Source: Reber, A.S., 19951
1

Within and Between Teams

As noted in previous chapters, aircraft maintenance engineers often work as teams.
Individuals within teams exchange information and need to receive instructions,
guidance, etc. Moreover, one team will have to pass on tasks to another team at shift
handover. An engineer needs a good understanding of the various processes of
communication, as without this, it is impossible to appreciate how communication
can go wrong.

1.1

Modes of Communication

1.1.1

We are communicating almost constantly, whether consciously or otherwise. An

aircraft maintenance engineer might regularly communicate:
information;
ideas;
feelings;
attitudes and beliefs

1.1.2

1.

As the sender of a message, he will typically expect some kind of response from the
person he is communicating with (the recipient), which could range from a simple
acknowledgement that his message has been received (and hopefully understood),
to a considered and detailed reply. The response constitutes feedback.

Reber, A.S. (1995) Dictionary of Psychology (2nd edition). London: Penguin.

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1.1.3

As can be seen in the above definition, communication can be:

verbal/spoken - e.g. a single word, a phrase or sentence, a grunt;
written/textual - e.g. printed words and/or numbers on paper or on a screen, hand
written notes;
non-verbal graphic - e.g. pictures, diagrams, hand drawn sketches, indications on a
cockpit instrument;
symbolic - e.g. 'thumbs up', wave of the hand, nod of the head;
body language - e.g. facial expressions, touch such as a pat on the back,
posture.

1.2

Verbal and Written Communication

1.2.1

Generally speaking, verbal and written communication are purposeful. For a spoken
or written message to be understood, the sender has to make sure that the receiver:
is using the same channel of communication;
recognises and understands his language;
is able to make sense of the message's meaning;

1.2.2

The channel of communication is the medium used to convey the message. For
spoken communication, this might be face-to-face, or via the telephone. Written
messages might be notes, memos, documents or e-mails.

1.2.3

In the UK it is expected that aircraft maintenance engineers will communicate in

English. However, it is also vital that the message coding used by the sender is
appreciated by the recipient so that he can decode the message accurately. This
means that engineers must have a similar knowledge of technical language, jargon
and acronyms.

1.2.4

Assuming the channel and language used are compatible, to extract meaning, the
engineer has to understand the content of the message. This means that it has to be
clear and unambiguous. The message must also be appropriate to the context of the
workplace and preferably be compatible with the receiver's expectations. Where any
ambiguity exists, the engineer must seek clarification.

1.3

Non-verbal Communication

1.3.1

Non-verbal communication can accompany verbal communication, such as a smile

during a face-to-face chat. It can also occur independently, for instance a colleague
may pass on his ideas by using a sketch rather than the use of words. It can also be
used when verbal communication is impossible, such as a nod of the head in a noisy
environment.

1.3.2

Non-verbal communication is also the predominant manner by which systems

communicate their status. For instance, most displays in the aircraft cockpit present
their information graphically.

1.3.3

Body language can be very subtle, but often quite powerful. For example, the
message "No" accompanied by a smile will be interpreted quite differently from the
same word said whilst the sender scowls.

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1.4

Communication Within Teams

1.4.1

Individual aircraft maintenance engineers need to communicate:

before starting a task - to find out what to do;

during a task - to discuss work in progress, ask colleagues questions, confirm

actions or intentions, or to ensure that others are informed of the maintenance
state at any particular time;
at the end of a task - to report its completion and highlight any problems.
1.4.2

Spoken communication makes up a large proportion of day-to-day communication

within teams in aircraft maintenance. It relies both on clear transmission of the
message (i.e. not mumbled or obscured by background noise) and the ability of the
recipient of the message to hear it (i.e. active listening followed by accurate
interpretation of the message). Good communication within a team helps to maintain
group cohesion.
Spoken messages provide considerable flexibility and informality to express work-related
matters when necessary. The key to such communication is to use words effectively and
obtain feedback to make sure your message has been heard and understood.

1.4.3

It is much less common for individuals within teams to use written communication.
They would however be expected to obtain pertinent written information
communicated by service bulletins and work cards and to complete documentation
associated with a task.

1.5

Communication Between Teams

1.5.1

Communication between teams is critical in aircraft maintenance engineering. It is the

means by which one team passes on tasks to another team. This usually occurs at
shift handover. The information conveyed will include:
tasks that have been completed;
tasks in progress, their status, any problems encountered, etc.;
tasks to be carried out;
general company and technical information.

1.5.2

Communication between teams will involve passing on written reports of tasks from
one shift supervisor to another. Ideally, this should be backed up by spoken details
passed between supervisors and, where appropriate, individual engineers. This
means that, wherever necessary, outgoing engineers personally brief their incoming
colleagues. The written reports (maintenance cards, procedures, work orders, logs,
etc.) and warning flags / placards provide a record of work completed and work yet to
be completed - in other words, they provide traceability (see Section 2 below).
Furthermore, information communicated at shift handover ensures good continuity.
It is important that handovers are not rushed, so as to minimise omissions.

1.6

Communication Problems

1.6.1

There are two main ways in which communication can cause problems. These are
lack of communication and poor communication. The former is characterised by
the engineer who forgets to pass on pertinent information to a colleague, or when a
written message is mislaid. The latter is typified by the engineer who does not make
it clear what he needs to know and consequently receives inappropriate information,
or a written report in barely legible handwriting. Both problems can lead to
subsequent human error.

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1.6.2

Communication also goes wrong when one of the parties involved makes some kind
of assumption. The sender of a message may assume that the receiver understands
the terms he has used. The receiver of a message may assume that the message
means one thing when in fact he has misinterpreted it. Assumptions may be based
on context and expectations, which have already been mentioned in this chapter.
Problems with assumptions can be minimised if messages are unambiguous and
proper feedback is given.
Basic rules of thumb to help aircraft maintenance engineers minimise poor communication
are:
think about what you want to say before speaking or writing;
speak or write clearly;
listen or read carefully;
seek clarification wherever necessary.
Further Reading:
a) Maddox, M.E. (Ed.) (1998) Human Factors Guide for Aviation Maintenance 3.0.
Washington DC: Federal Aviation Administration/Office of Aviation Medicine Chapter 13. Available from http://hfskyway.faa.gov
b) Sian, B. and Robertson, M. (1998) Maintenance
Handbook. Available from http://hfskyway.faa.gov

Resource

Management

Work Logging and Recording

2.1

This is one of the most critical aspects of communication within aviation

maintenance, since inadequate logging or recording of work has been cited as a
contributor to several incidents.
In the B737 double engine oil loss incident in February 1995, for instance, one of the AAIB
conclusions was:
"...the Line Engineer...had not made a written statement or annotation on a work stage
sheet to show where he had got to in the inspections'.'
The reason for this was because he had intended completing the job himself and,
therefore, did not consider that detailed work logging was necessary. However, this
contributed towards the incident in that:
"the Night Base Maintenance Controller accepted the tasks on a verbal handover [and] he
did not fully appreciate what had been done and what remained to be done'.'

Source: AAIB, 19961

2.2

1.

Even if engineers think that they are going to complete a job, it is always necessary
to keep the record of work up-to-date just in case the job has to be handed over. This
may not necessarily be as a result of a shift change, but might be due to a rest break,
illness, the need to move to another (possibly more urgent) task, etc.

AAIB (1996) Report on the incident to a Boeing 737-400, G-OBMM near Daventry on 25 February 1995. Aircraft Accident
Report 3/96.

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2.3

The exact manner in which work should be logged tends to be prescribed by company
procedures. It is usually recorded in written form. However, there is no logical reason
why symbols and pictures should not also be used to record work or problems,
especially when used for handovers. There are many cases where it may be clearer
to draw a diagram rather than to try to explain something in words (i.e. 'a picture is
worth a thousand words').

2.4

The key aspects of work logging and recording are captured in the CAA's
Airworthiness Notice No. 3 (AWN3) 1 . This states:
"In relation to work carried out on an aircraft, it is the duty of all persons
to w h o m this Notice applies to ensure that an adequate record of the
work carried out is maintained. This is particularly important where such
work carries on beyond a working period or shift, or is handed over from
one person to another. The work accomplished, particularly if only
disassembly or disturbance of components or aircraft systems, should be
recorded as the work progresses or prior to undertaking a disassociated
task. In any event, records should be completed no later than the end of
the work period or shift of the individual undertaking the work. Such
records should include 'open' entries to reflect the remaining actions
necessary to restore the aircraft to a serviceable condition prior to release.
In the case of complex tasks which are undertaken frequently,
consideration should be given to the use of pre-planned stage sheets to
assist in the control, management and recording of these tasks. Where
such sheets are used, care must be taken to ensure that they accurately
reflect the current requirements and recommendations of the
manufacturer and that all key stages, inspections, or replacements are
recorded."

2.5

New technology is likely to help engineers to record work more easily and effectively
in the future. ICAO Digest No.12: "Human Factors in Aircraft Maintenance and
Inspection"2, refers to hand-held computers and an Integrated Maintenance
Information System (IMIS). It points out that these devices are likely to encourage the
prompt and accurate recording of maintenance tasks.

2.6

Modern technology is also being implemented to improve the transfer of information

in maintenance manuals to worksheets and workcards. These help to communicate
pertinent information to engineers in an accessible and useable format. A contributory
factor in the B737 double engine oil loss incident was that the information which
should have prompted the engineer to carry out a post-inspection idle engine run to
check for leaks was in the maintenance manual but not carried over to the task cards.
Further Reading:
a) CAA (1999) CAP455: Airworthiness Notices. AWN3. UK Civil Aviation Authority.
b) Human Factors Digest No. 12 (1995) Human Factors in Aircraft Maintenance and
Inspection. (ICAO Circular 253)
c) FAA/AAM (1993) Human Factors in Aviation Maintenance and Inspection Research
Phase III Report - Chapter 7: Design of Workcards. Available from http://
hfskyway.faa.gov
d) AAIB (1996) Report on the incident to a B737-400, G-OBMM near Daventry on 23
February 1995. Aircraft Accident Report 3/96.

1.
2.

CAA (1999) CAP455: Airworthiness Notices. AWN3. UK Civil Aviation Authority.

Human Factors Digest No. 12 (1995) Human Factors in Aircraft Maintenance and Inspection. (ICAO Circular 253).

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Keeping Up-to-Date, Currency

3.1

As discussed in Chapter 6, aircraft maintenance engineers undertake an approved

course to obtain the knowledge and basic skills to enter the profession. This training
is followed by instruction in more specific areas, such as maintenance of individual
aircraft and specific systems (as discussed in Chapter 6, Section 4 on "Complex
Systems"). However, the aviation industry is dynamic: operators change their aircraft,
new aircraft types and variants are introduced, new aircraft maintenance practices are
introduced. As a consequence, the engineer needs to keep his knowledge and skills
up-to-date.

3.2

To maintain his currency, he must keep abreast of pertinent information relating to:
new aircraft types or variants;
new technologies and new aircraft systems;
new tools and maintenance practices;
modifications to current aircraft and systems he works on;
revised maintenance procedures and practices.
Engineers are likely to keep up-to-date by:
undertaking update courses;
reading briefing material, memos and bulletins;
studying maintenance manual amendments

3.3

Responsibility for maintaining currency lies with both the individual engineer and the
maintenance organisation for which he works. The engineer should make it his
business to keep up-to-date with changes in his profession (remembering that
making assumptions can be dangerous). The organisation should provide the
appropriate training and allow their staff time to undertake the training before working
on a new aircraft type or variant. It should also make written information easily
accessible to engineers and encourage them to read it. It is, of course, vital that those
producing the information make it easy for engineers to understand (i.e. avoid
ambiguity).
Anecdotal evidence describes a case where a certain maintenance procedure was
"proscribed" (i.e. prohibited) in a service bulletin. The technician reading this concluded
that the procedure was "prescribed" (i.e. defined, laid down) and proceeded to perform
the forbidden action.

3.4

From a human factors point of view, small changes to the technology or procedures
concerning existing aircraft carry potentially the greatest risk. These do not usually
warrant formal training and may merely be minor changes to the maintenance
manual. Although there should be mechanisms in place to record all such changes,
this presumes that the engineer will consult the updates. It is part of the engineer's
individual responsibility to maintain his currency.

Dissemination of Information

4.1

As highlighted in the previous section, both the individual engineer and the
organisation in which he works have a shared responsibility to keep abreast of new
information. Good dissemination of information within an organisation forms part of

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its safety culture (Chapter 3, section 5). Typically, the maintenance organisation will
be the sender and the individual engineer will be the recipient.
4.2

*,

It was noted in Chapter 6, Section 1.1 "Planning", that an aircraft maintenance

engineer or team of engineers need to plan the way work will be performed. Part of
this process should be checking that all information relating to the task has been
gathered and understood. This includes checking to see if there is any information
highlighting a change associated with the task (e.g. the way something should be
done, the tools to be used, the components or parts involved)
It is imperative that engineers working remotely from the engineering base (e.g. on the
line) familiarise themselves with new information (on notice boards, in maintenance
manuals, etc.) on a regular basis.

4.3

There should normally be someone within the maintenance organisation with the
responsibility for disseminating information. Supervisors can play an important role by
ensuring that the engineers within their team have seen and understood any
communicated information.
Poor dissemination of information was judged to have been a contributory factor to the
Eastern Airlines accident in 1983. The NTSB accident report stated:
"On May 17, 1983, Eastern Air Lines issued a revised work card 7204 [master chip detector
installation procedures, including the fitment of 0-ring seals], ... the material was posted
and all mechanics were expected to comply with the guidance. However, there was no
supervisory follow-up to insure that mechanics and foremen were incorporating the
training material into the work requirements... Use of binders and bulletin boards is not an
effective means of controlling the dissemination of important work procedures, especially
when there is no accountability system in place to enable supervisors to ensure that all
mechanics had seen the applicable training and procedural information."
Source: NTSB, 19941

4.4

1.

Communication is an active process whereby both the organisation and engineer

have to play their part.

NTSB (1994) Accident Report. Eastern Airlines, Lockheed L-1011, N334EA, Miami, Florida. May 5 1983. NTSB/AAR-84/04.

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