June 2014

We Fix it Right the First Time

Whatisthis?
SeeUnderstandingthe
TechOpsDaily
Scorecard,page2

How are we doing?

TechnicalOperationsDailyScorecard

6/20/2014

Planorbetterthanplan
Thresholdwithin5%ofplan
Worsethanplanby5%ormore
Cancellation%
Delays>120min%
D&C%
STAR%
OutofService(OOS)@0700CT
OTSInventory(Parts)
MELACOnly
FocusItems
Chronics
WorkAccomplishment%
ACDamageper10,000RON's*

4/18
QACompliance(PastdueCARs)MetricUnderreview

Daily
MTD
Actual
Actual
Rate/Count Rate
0.50%
0.54%
0.35%
0.42%
4.88%
5.38%
3.47%
3.80%
22
22.5
5
5.4
300
279
33
33
287
253
97.32%
96.93%

YTDDamages
Pending/Charged

Monthly
2014
YTD
Goal Actual
Rate
Rate
0.45% 0.34%
0.45% 0.39%
5.10% 4.84%
4.09% 3.87%
19.5
22.8
5.50
5.8
260
242
34
31
275
230
94.79% 96.33%

2014Goal
Rate
0.36%
0.38%
4.75%
3.72%
19.0
5.25
235
28
240
95.19%

0.00

2.15

2.17

2.15

LHRs Tech Ops teams

come together at new T2

Yeartodatethrough6/20:
Cancellation%0.34
Delays>120min%0.39
D&C%4.84
STAR%3.87
OTS@0700CT22.8
OTSInventory(Parts)5.8
MELAD+CDL275242
FocusItems31
Chronics230
WorkAccomplishment%96.33
A/CDamage2.17
AircraftMaintenanceEWRandRegionalManagingDirectorBobRuzich,fifthfromleft,visitedournewlyintegrated
LHRTechOpsstationonopeningdayforthenewQueensTerminal,June4.Below,ourfirstarrivalatthenew
terminalwasaB767,Flight958fromORD.

Also in this issue

MessagefromKen

Understandingthescorecard

SCEPTREupdate

NewIAHtoolingfacility

FirstQuarterUnited100

Withall17dailyUniteddeparturesatLHRnowoperatingfromTerminal2,
whichopenedJune4,wefinallyhaveasingle,integratedTechnicalOperations
stationatourlargestEuropeanlocation.
Combiningouroperationsenabled
ustoexpandthetechnician
workforcefrom25to37and
repatriateworkthatwashandledby
avendorwhentheEWRandIAH
flightsoperatedfromTerminal4.
WealsorelocatedourAOGmaterialswarehousefromLGW(LondonGatwick)toLHR,socan
betterrespondtotheneedsofEuropeanstationsthatLHRTechOpssupports.SeeFlying
TogetherforcoverageoftheofficialgrandopeningonJune23,andwatchformoreintheJuly
issueofPlanePress.

Understanding the daily scorecard

TechnicalOperationsDailyScorecard

ACDamageper10,000 RON's*

helps achieve goals

6/20/2014

Planorbetterthanplan
Thresholdwithin5%ofplan
Worsethanplanby5%ormore
Cancellation%
Delays>120 min%
D&C%
STAR%
OutofService(OOS)@0700CT
OTSInventory(Parts)
MELACOnly
FocusItems
Chronics
WorkAccomplishment%

Your input, feedback

4/18
QACompliance(PastdueCARs)MetricUnderreview

YTDDamages
Pending/Charged

Daily
Actual
Rate/Count
0.50%
0.35%
4.88%
3.47%
22
5
300
33
287
97.32%

MTD
Actual
Rate
0.54%
0.42%
5.38%
3.80%
22.5
5.4
279
33
253
96.93%

Monthly
2014
Goal
Rate
0.45%
0.45%
5.10%
4.09%
19.5
5.50
260
34
275
94.79%

YTD
Actual
Rate
0.34%
0.39%
4.84%
3.87%
22.8
5.8
242
31
230
96.33%

2014 Goal
Rate
0.36%
0.38%
4.75%
3.72%
19.0
5.25
235
28
240
95.19%

0.00

2.15

2.17

2.15

Every day, we issue the Tech Ops Daily Scorecard, which shows at a glance how we are
performing in 11 key areas that roll up to Uniteds overall operational performance. Coming
soon, you can access this from the Tech Ops home page of Flying Together.
Below are the metrics we track and which all of us in Tech Ops have a role in improving.
Consult Oracle Business Intelligence to learn how your team contributes to the division
performance. Contact richard.lung@united.com to get access to OBI.
Cancellation %: The percentage of mainline cancellations attributed to Tech Ops.
Delays > 120 min %: Long delays attributed to Tech Ops. As many of these long delays
affect international flights, and Tech Ops is the biggest contributor to this metric, reducing
these delays is a top priority.
D&C %: All delays and cancels attributed to Tech Ops. Since the vast majority of these
delays are of very short duration and have minimal impact, the goal is set much higher than
for long delays.
STAR %: Delays and cancellations on flights leaving before 0930 local time. When we can
Start the Airline Right, the rest of the day goes more smoothly as early delays and cancels
tend to have disruptive ripple effects throughout the system.
Out of Service (OOS) @ 0700CT: We have about 700 mainline aircraft; our operation can
generally handle a certain number being out of service each morning. Once we go above
the goal, which for this month is set at 19.5, disruptions are inevitable.
OTS - Inventory (Parts): Of the OTS count, planes that would otherwise be back in service
but for lack of parts. This is a paramount metric for our Supply Chain organization.
MEL A-C Only: We can defer the repair of many Minimum Equipment List items for varying
periods of time, and this number represents the total for the system at the start of each day.
We clear most of our MELs quickly while new ones are added, so while this number may
appear stable the items are being turned over constantly and quickly. Most items are
deferred just long enough to get the plane to a place it can be repaired.
Focus Items: We have assigned focus item priority to those pending repairs that can
impact crew workload, customer comfort, or dispatch restrictions.
Chronics: When we fix it right the first time we generate fewer chronics, although some
require complex troubleshooting.
Work Accomplishment %: How much of the work that was supposed to occur was
completed. This percentage takes into account work that was not completed on planes at
stations as well as that which could not be started on schedule due to routing disruptions.
AC Damage per 10,000 RON's: Most of the aircraft damages attributed to Tech Ops
involve slide deployments.
(The QA Compliance metric is under review, we will report on it at a later date.)

This months Plane Press

features a story on our Tech
Ops Daily Scorecard. We
use this scorecard to provide
high visibility for key
performance metrics that
reflect our operational
reliability. These metrics are
not goals unto themselves,
but they support our goal of
having an industry-leading
product that we are proud to
sell.
The top three metrics on the
scorecard reflect delay and
cancellation rates. These are
called output indicators
because they reflect the
output of all the processes
that we have in place to
deliver a reliable product.
The remaining metrics on
the scorecard are called
process indicators because
these reflect our
performance in key
processes that contribute to
good reliability. For example,
managing a low MEL count
is very important for good
reliability. While MELs allow
us to defer repairs to
redundant systems in order
to avoid delays and
cancellations, losing a level
of redundancy puts us at risk
for subsequent delays and
cancellations if another fault
to the affected system
occurs. If this happens at an
outstation, the operational
impact could be significant.
The Tech Ops Daily
Scorecard is an example of
the many tools we use in our
FAA-required Continuous
Analysis and Surveillance
System (CASS).

(continued next page)

Plane Press

June 2014

Tech Ops, IT working with other

groups on post-migration ops
Before the plane-by-plane migration of our aircraft onto SCEPTRE begins early next year,
the Tech Ops and IT teams managing the process need to know exactly how it will affect
other groups who rely on accurate data to make crucial operational decisions every shift,
every day. To ensure a smooth process, the integration team recently brought together
representatives from Maintenance, Dispatch, Routing, Flight Ops and Crew Scheduling to
discuss their needs and current uses of aircraft and maintenance information and to
determine what, if any, changes will occur as part of the migration.
Were taking proactive steps now to mitigate any issues, and our goal is simple no
operational impact. No delays or cancellations, said Operations Automation Managing
Director Julian Pachon.
The Tech Ops Day One planned for early 2015 will mark the consolidation of all materials
data and associated processes to SCEPTRE. It will be followed by the phased aircraft-byaircraft migration of AMIS-based fleets to SCEPTRE. Prior to cutover we will have
completed development and received FAA approval of our Electronic Log Book (ELB)
functionality in SCEPTRE and will begin transitioning SCEPTRE aircraft using a paper
aircraft logbook to the new ELB. Getting us to Day One has already involved hundreds of
employees and business partners and we have conducted two dress rehearsals and will
hold at least two more, said Maintenance Strategic Planning Managing Director Mark Miner.
IT Business Architecture Director Diane LeBeau helped set expectations for the
departments involved, updating them on the software development and soliciting input on
future requirements. We need to make sure that if anything is likely to change we know
about it now, she said.
Attendees at the daylong meeting in late May worked with the integration leadership team
and support staff to identify each transaction involved in routing and dispatching aircraft.
The workshop was very productive, said Network Operations Center System Director
Noam Alon. Our team walked away with increased confidence about the success of the
migration.
For ongoing updates, check the SCEPTRE section of Flying Together. Go to Flying
Together > Tech Ops > SCEPTRE using the left-side navigation menu. You can also send
questions or comments about the migration to TechOpsNews@united.com.

Message from Ken

(from previous page)
Our CASS continually
monitors and evaluates the
performance and
effectiveness of our
maintenance program and
processes to ensure that we
are complying with all
requirements and to ensure
that we are achieving
intended results. Our
primary obligation is, of
course, to ensure aircraft
airworthiness which, by FAA
definition, includes safety as
well as conformity to design
regulatory requirements.
Another intended result of
our maintenance program is
to achieve the level of
reliability that is inherent in
the design of the aircraft and
equipment. Metrics provide
quantitative performance
indicators for reliability, but
qualitative analysis is
required to assess
significance and to
determine the root causes of
any performance declines.
This can identify deficiencies
in our maintenance
programs and processes, or
it can identify deficiencies in
aircraft design which we can
then address through
modifications. We also have
to follow-up and close the
loop with further analysis
and surveillance to ensure
that corrective actions are
effective.
Metrics are important
performance indicators, but
the most valuable
information comes from your
input based on your firsthand experience supporting
our operation. Reporting
safety hazards is vitally
important, and we also need
all the feedback we can get
on anything that can help us
better achieve our goals
related to quality, delivery,
and cost. Were very grateful
for your vigilance and
dedication.

Ken

Plane Press

June 2014

New IAH tooling facility outfits us to better

serve growing 787 fleet, other widebodies
Technicians at IAH are now able to check out tooling and
kits for working on 787s and other widebodies from our
new, state-of-the-art facility that is located adjacent to our
widebody hangar and provides a more secure and
controlled environment for the valuable items.
Were already hearing a lot of positive input from the
techs, and, for us, it is a huge improvement in every way,
said Lead Utility Specialist Vic Ruiz (at left in photo). He
pointed out that all our widebody tooling is now located in
one place central to the work and the workers, and we
are shaving minutes off nearly every tooling transaction.
The 5,000-square-foot facility has capacity for all our
current widebody tooling and can handle expansion as
our 787 fleet grows and as we take delivery starting in 2018 of the Airbus A350-XWB. In addition to aircraft tools, test equipment,
and kits made up of tools and/or parts for specific maintenance jobs, it houses general-use tools and supplies ranging from
personal protective equipment to cleaning materials and solutions.
To accommodate those hundreds of tools and kits in a toolroom with a relatively modest footprint, we installed a three-section
vertical lift storage system similar to those used in the warehouses of giant retailers like Amazon. IAH Aircraft Maintenance
Supervisor Mark Green believes it to be the only one in use by a major airline or aircraft maintenance provider.
We can keep everything but the largest and heaviest kits in these units, and now it is easier than ever to keep track of them and
retrieve them when technicians need them, Mark said.
Mark credits Vic and Utility Specialist Billy Deguzman (at right with Vic in photo at top of page) with putting in countless hours and
days over several months to get the tool room in shape and working with its customers technicians who work on the 787s, 767s
and 777s in the adjacent hangar and ramp area. Mark said they succeeded in engineering the space and its contents to meet our
immediate needs and to enable improvements based on changing operational requirements and ongoing technician input.

At our new widebody tooling facility in IAH, tooling is much

easier to protect from the elements and to keep track of, and
the sophisticated retrieval system makes it nearly impossible
to issue or return the wrong tool or kit. There is a place for
everything, and everthings in its place or clearly checked out
and in use. Above left, Vic places an order; center, a closeup
of the interface; at right, a laser dot highlights the location of
the item. Left: Each items proper location is marked in a
custom cutout.

Plane Press

June 2014

Congratulations to our 1Q United 100 honorees

Victor Biro

Donny Borja

Juan Fernandez

Amjad Hussain

Mariya Ivleva

Scott Johnston

Ted Moore

Walter Morgan

Joel Ortiz

Freddy Robaina

Jose Rodriguez

Hemant Singh

We salute our latest group of United 100 winners. For the First Quarter, these 12 employees were selected for the honor from
among dozens who were nominated by their peers in Tech Ops for their above and beyond contributions to our airline. Here are
the names and jobs of all the winners, plus the name of the employee(s) who nominated them, and an excerpt from their
nominations. To see all the 100 winners this quarter, and to submit your nominations, go to Flying Together > Employee Services
> Rewards & Recognition > United 100.

Victor Biro, Powerplant Technician-Base, SFOPD, nominated by Kamkar Masood, SFOPD. Vic is a leader in the engine shop. He is
well respected by his fellow co-workers, management and engineering for his enthusiasm and commitment to excellence.

Donny Borja, Facility Maintenance Operations Supervisor, GUMGQ, nominated by Kikuo Soledad, GUMCS. For his support to the
GUM United Club and its customers: Thank you Donny for your quick response in a timely manner to help in time of need.

Juan Fernandez, GSE Technician-Line, IAHGX, nominated by Michael Furlinger, IAHAO. In assisting a customer who was having
trouble with a motorized wheelchair, Juan went above and beyond He not only solved the needs of a disabled veteran but saved
United several hundred dollars in repairs and travel cost.

Amjad Hussain, Storekeeper, IAHJJ, nominated by Dev Nandlal, IAHJJ. When trying to expedite AOG parts to a plane that was
stranded in GRU, We were very lucky Amjad was on duty the departing flight in GRU left without delay, saving [United] a lot of
money!

Mariya Ivleva, Project Engineer, WHQEG, nominated by Nicholas McAlister, WHQEG. Mariya has been tirelessly working to make
the United reliability a reality real for the 787.

Scott Johnston, Engine/APU Technical Planner, CSGPL, nominated by David Doucey, WHQVM. His motto is to never allow an
engine to have production delays due to parts within his control. In all of 2013, he was involved in the production of nearly 80 engines
- none of which were delayed due to parts.

Ted Moore, Technician-Line, IAHMM, nominiated by Capt. Antone Sacker, IAHFO. Working a charter flight to Alaska, Mr. Moore
tried to head off any problems that he anticipated, and met the requests of any maintenance issues the crew may have noticed.

Walter Morgan, Lead Line Technician, DENMM, nominated by Debra Franks, DENOO. Walter found and helped return things a
customer left on board. By taking a few extra minutes out of his day and going out of his way for this [customer], Walter extended
excellent customer service that this passenger won't soon forget!

Joel Ortiz, Avionics Technician-Base, SFOOV, nominated by Tim Vo, WHQEG. For ongoing work on systems including IFE and WiFi
systems, Joel is a incredible technician and is the go-to guy when it comes to avionics maintenance.

Freddy Robaina, Supervisor-Aircraft Maintenance, MIAMM, nominated by David Lucas, EWRSK. A passenger on a flght when IFE
failed, Freddy then worked endlessly during the next two hours troubleshooting the system in his attempts to get the IFE functional.

Jose Rodriguez, Technician-Line, BOSMM, nominated by David Peuser, BOSMX. Jose prevented a vechile from striking a parked
plane on an icy ramp: Quick action on Jose's part saved United thousands of dollars for repair and disrupting many customers for
their flight the following morning.

Hemant Singh, Lead Storekeeper, SFOJD, nominated by Marian Flores, SFOJD. He is safety conscious, finds ways to save our
company money, he focuses on customer needs and demands and is the epitome of safety.

Plane Press

June 2014