QUALIFYING REPORT – INCORPORATED ENGINEER

This report is divided into Standards A – E as given in UK-SPEC and there are sub-headings for each one. Different aspects of
your qualifications, work experience and professional development can apply to several sub-headings. Give evidence for each sub-
heading.

Supporting evidence: you may bring to the PRI Interview any documents which you feel you may wish to refer to during the interview, in support
of statements you have made in your application. Please bring with you any licenses held.

Important: The Qualifying Report and any other documentation should not include information that is commercially sensitive, or that
needs security clearance. Evidence should be presented in such a way that allows all committee members and registered assessors to
view it. The assessors are bound by the professional code of conduct in the Society’s By-Laws, but are not necessarily security cleared,
nor is the office environment secure to the necessary standard for handling sensitive information.

Incorporated Engineers must be competent throughout their working life, by virtue of their education, training and
experience, to:
Standard A: Use a combination of general and specialist engineering knowledge and understanding to apply
existing and emerging technology
Evidence
Reference/ Evidence of Competence Presented
Project Name

A1 Aero- 3 Year Aircraft Airframe / Engines Apprenticeship, culminating in

Maintain and extend a sound Engineering MOD Deeds of Apprenticeship and NVQ Level 3 in Aircraft
theoretical approach to the Apprenticeship Engineering Maintenance.
application of technology in
engineering practice.
BTEC ONC in Engineering; including modules in: Maths, Engineering
This could include an ability to: Ordinary applications of computers, Industry & Society, Science, Aircraft
• Identify the limits of own National Engineering Technology, Aircraft Technology, Engineering Drawing,
personal knowledge and skills Certificate Avionic Systems, Mathematics for Engineering, Aircraft
Manufacturing Technology, CAD.
• Strive to extend own
HNC in Aerospace Engineering with modules in; Business
technological capability
BTEC Higher Management Techniques, Engineering Science, Project
• Broaden and deepen own
National Management, Quality Assurance, Analytical Methods for Engineers,
knowledge base through new
Certificate Engineering Design, Project, Aircraft Systems Principles, Introduction
applications and techniques. to Aerodynamics, Mechanical Principles, Combinational & Sequential
Logic, Common Skills Profile.
Continuous
Developement Attended the number 37 ASIC course May 2012.
Currently studying for an BEng in Engineering Design.

A2
Use a sound evidence-based Fault Fault investigation into throttle cut off lever failing to engage whilst in
approach to problem-solving and diagnosis and military use. The throttle lever would intermittently fail to return to the
contribute to continuous application of cutoff point. Once the initial fault finding investigation (throttle
improvement. aircraft rigging) had failed to identify the cause, I directed and led an
systems investigation in an alternative direction, this proved successful I found
This could include an ability to: knowledge a broken spring in the throttle connecting box between the front and
• Establish users’ requirements rear cockpits, with subsequent maintenance action, the aircraft was
for improvement returned to a serviceable condition.
• Use market intelligence and
knowledge of technological Planning of Completed the planning and execution of a platform Major servicing,
developments to promote and
improve the effectiveness of depth and planning of 250/500/1000 hour and Major servicings on a fleet of
engineering products, systems maintenance 6 aircraft.
and services
• Contribute to the evaluation and
development of continuous Technical Drafted Technical Instructions for two platforms to recover unsafe
improvement systems Instructions conditions and configuration control issues, i.e **/UTI/*****/013 for Air
• Apply knowledge and conditioning bleed air clamp fatigue failures.
experience to investigate and

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solve problems arising during Analysing Analyzed manufacturers Service Bulletins and Technical Instructions.
engineering tasks and implement Service Developed plans for implementation to maximize fleet availability.
corrective action. Bulletins and Liaised with manufacturer to correct mistakes found in inspection
Technical techniques contained within SB’s.
Instructions
Standard B: Apply appropriate theoretical and practical methods to design, develop, manufacture, construct, commission,
operate, maintain, decommission and re-cycle engineering processes, systems, services and products.

Evidence
Reference/ Evidence of Competence Presented
Project Name

B1 DASOR and I led an investigation into an air conditioning clamp failure and as we
Identify, review and select Annex A found multiple failures on each airframe inspected the component
techniques, procedures and investigation concerned was re-lifed, we carried out this re-lifing informing the DO
methods to undertake of our findings and they agreed with our assessment and re-lifing. I
engineering tasks. raised and completed the Annex A, which is a Significant Equipment
Failure and Initial Response Report used to promulgate technical
This could include an ability to: faults to the wider aviation community incase similar issues may
• Select a review methodology exist. I completed the maintenance section of the Defence Aviation
• Review the potential for Safety Occurrence Report (DASOR).
enhancing engineering products, **** fleet As Task Manager I was responsible for developing fleet management
processes, systems and management planning to ensure effective management of depth maintenance
activities and aircraft availability for the customer. I prepared and
services, using evidence from
delivered a daily plan and briefed my team each morning on their
best practice
individual tasks for the day, and kept a fully visible maintenance plan
• Establish an action plan to
accessible to my customers.
implement the results of the
review. Continuous As the Airworthiness Continuous Improvements ‘Champion’ I lead
Improvements the review process of Continuous Improvement ideas and
suggestions and am responsible for taking good ideas forward and
facilitating the implementation of the ideas into the Airworthiness
area.

F760 Fault I led an investigation into two F760’s for loose rivets in engine
investigation casings, and led the resultant action plan to recover the aircraft –
replacement of the casings. The defective casings were repaired off
aircraft when spares became available. The rivets required had to
come from the DO as they were a special to type countersunk rivet,
only used in this location on the aircraft.

B2 Development On receipt of a report of a window that had fallen out during flight of a
Contribute to the design and of Routine **** aircraft due to a failure of the locking mechanism, I researched
development of engineering Technical and wrote a Routine Technical Instruction (RTI) for a ‘before next
solutions. Instruction to flight’ fleet check including recovery action due to the airworthiness
address failure and public safety implications. The recovery action included a
This could include an ability to: of window modification to the mechanism. This was published as part of the
• Contribute to the identification and locking RTI.
specification of design and mechanism.
development requirements for Development I led a team of 5 Engineers to re-write the depth maintenance
engineering products, processes,
systems and services
of Depth procedure / policy document for the Part 145 Organisation. This
• Identify potential operational Maintenance resulted in the formalizing of planning meetings prior to depth
problems and evaluate possible procedure maintenance activities and the introduction of new reporting metrics
engineering solutions, taking account during the depth maintenance (emergent work reporting and
of cost, quality, safety, reliability, recording) and lessons learnt meetings post maintenance.

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appearance, fitness for purpose and *** OLM I was the Subject Matter Expert (SME) for the design team and
environmental impact design advised on how to integrate a possible OLM solution to an *****
• Contribute to the design of airframe. I provided an analysis of the chosen compartments for OLM
engineering solutions.
hardware to be fitted to ensure the components of the system would
not interfere with standard aircraft systems and structure.

AP procedure I noted that the procedure for replacement of the landing gear up
for lock springs was substandard in the AP; it was substandard due to
replacement of the lack of technical information contained, no access or dismantling
U/C up lock instructions were given, nor any indication of locking methods. I
springs wrote a new procedure that was approved by Airworthiness and the
unsatisfactory Design Organisation and was then included in the aircraft AP’s.

B3 Review of new I performed a review of the proposed paint scheme for the fleet of
Implement design solutions and paint scheme **** before acceptance of the modification drawings. Once accepted
contribute to their evaluation. and the first aircraft was embodied I had to perform a physical
survey of the aircraft to evaluate the physical jobs accuracy and
This could include an ability to: quality, and note any discrepancies from the drawings and make any
• Secure the resources required necessary changes to the drawings through technical queries.
for implementation
• Implement design solutions, Securing the The **** paint scheme modification was embodied off site by a
taking account of critical resources for contracted third party. They required our resource to carry out the
constraints modification modification (various components removed for painting separately) I
• Identify problems during embodiment negotiated with the Part 145 manager to obtain the resource off site
implementation and take to complete the modification on time and on budget.
corrective action
• Contribute to the evaluation of
design solutions Problems During the recovery phase of modification embodiment a problem
• Contribute to recommendations during with an aircraft tail fin was discovered. I liaised with the Design
for improvement and actively implementation Organisation to develop a solution and after performing a time / cost
learn from feedback on results. of modification evaluation decided that changing the fin would be the most efficient
solution. I led the team carrying out this work, selecting a
replacement fin and required spares, and transporting it to the
location of the aircraft.
Composite pipe I led a team of composite materials SMEs to develop a process and
repair procedure for repairing damaged cockpit composite pipes. Both the
procedure process and the procedure were accepted by the Design
Organisation and published as approved data.

Standard C: Provide technical and commercial management

Evidence
Reference/ Evidence of Competence Presented
Project Name

C1 ***** wing I wrote and developed the plan for taking the wings off an ****,
Plan for effective project repair carrying out a repair and refitting the wings and generating the
implementation. aircraft as serviceable. The plan was based on what resources and
spares would be required at each stage; when to call in 3rd party
This could include an ability to: contractors, ensuring multiple trades would be working concurrently
• Identify the factors affecting the without interfering, and highlighting what specialist equipment would
project implementation be required. The plan enabled me to demonstrate a clear route to
serviceable and identified the resource and spares budget
requirements, which I managed as part of the task with weekly
reports to the customer delivery team.

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• Prepare and agree **** Major I developed a plan for a **** Major servicing, identifying all the roles
implementation plans and servicing required to carry out the task across the three trades and including
method statements details of the required Design Organisation working party. My plan
• Secure the necessary identified the key factors around spares and emergent work that
resources and confirm roles in were likely to cause problems implementing the project.
project team
• Apply the necessary
contractual arrangements with Relocation of I was appointed as the lead for relocation of the depth maintenance
other stakeholders (client, depth activities from the **** hangar to the **** Hangar and turning the *****
maintenance hangar into an operation flight line. This involved moving
subcontractors, suppliers, etc.).
activities approximately 16 aircraft and 50 personnel to a new work area.
I was responsible for the planning, preparation and movement of
aircraft, personnel and equipment. I was also tasked with refitting the
**** hangar for flight line use; this included a new layout, new
communications systems and points, and tool storage areas.
**** repaint I led the planning of the re-painting of the **** fleet off site at a 3rd
project party airfield.
I was responsible for the planning of the project from both a
technical ‘aircraft by aircraft’ perspective as well as the overarching
project co-ordination perspective. I ensured that the 3rd party had full
visibility of the entire schedule and understood their contract
requirements. I ensured the required resources were identified,
aware of their role and available for the tasks, this included aircrew
being planned in for delivery and collection of each aircraft (including
carrying out a test flight), and at the 3rd party location, this included
vehicles for travelling and spares.
C2 **** Major I led a **** Major servicing, I had planned a resource budget, and
Manage the planning, budgeting servicing was tasked with delivering to that budget. By leading the servicing I
and organization of tasks, people had to ensure my team were highly motivated and worked efficiently
and resources. to the required quality standards by providing effective leadership
throughout the servicing. I had to manage the emergent work budget
This could include an ability to: for this servicing and keep the customer briefed weekly on any
• Operate appropriate management issues that were likely to cause the servicing to go over budget.
systems Unserviceability During the re-spray of the *****, one of them became unserviceable
• Work to the agreed quality of aircraft away after repainting with a structural problem in the fin, I led the team
standards, programme and budget, from base tasked with rectifying the problem, I made the decision that changing
within legal and statutory
the fin was the most expedient way forward and had to plan for the
fin change at the 3rd party location, organizing resources, tools and
requirements
spares, and transport of a replacement fin. I also had to keep the
• Manage work teams, coordinating
customer briefed on when the asset would be available for flight.
project activities
**** throttle box A technical fault had been identified in an **** throttle box, this
• Identify variations from quality
change required the replacement of some springs within the box, which
standards, programme and budgets,
necessitated removal of the box, this is a complex task, and I led the
and take corrective action planning and implementation of the first rectification task, once we
• Evaluate performance and had completed the task I led the team in a lessons learnt meeting
recommend improvements. and we discussed how we can improve the task for the remaining 5
aircraft leading to a streamlined process allowing two more people to
work on the task concurrently which reduced the length of the task
by a whole working day.
***** Major I led the planning of the first **** major servicing; this included setting
servicing plan the resource budget for each subsequent major servicing by
planning each of the maintenance activities associated with the
major including all spares requirements and rotable component
changes. I had to find alternative items for spares that were not
available from our normal suppliers, often liaising with Design
Organisations for advice.

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C3 Team leader As the ***** team Task Manager I was responsible for managing the
Manage teams and develop staff welfare, training, development and morale of my team, I was also
to meet changing technical and responsible for setting the individual targets and training needs for
managerial needs. my team. For those members of my team that requested further
personal development, I would offer to find a mentor or coach for
This could include an ability to: them and recommend them for an official development programme.
• Agree objectives and work Part of my responsibility was to write annual reports on my teams’
plans with teams and individuals performance and nominate the high performers for extra recognition
• Identify team and individual and awards.
needs, and plan for their Apprentice I actively became an apprentice master for any of the apprentices
development master / that would come through the hangar as part of their training, and for
• Manage and support team and Graduate the graduates that would come through to gain some hands on
individual development buddy experience. This mentoring role centered around encouraging the
• Assess team and individual apprentices and graduates to use their skills, and to help them
performance, and provide develop where they have skills gaps. It was also a critical part of the
feedback. role to demonstrate how to approach work on and around aircraft in
a safe manner.
Team leader As the **** task manager I was responsible for maintaining the
competencies and training of my team members, this included up-
skilling my staff where there were skills gaps or deciding to contract
in 3rd parties for specialist tasks. I was also responsible for ensuring
my team had the correct level of resourcing to meet the customer
requirements.

Continuous As a continuous champion I am responsible for delivering continuous

improvements improvement projects into the business, in my own work area, for
champion example I delivered the project for new undercarriage stands for the
technicians to hang undercarriage legs on for them to work on rather
than put them on a bench.

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C4 Task As a Task manager I was responsible for leading audits into the
Manage continuous quality manager aircraft paperwork at both predefined intervals and random intervals.
improvement. audit The audit of the aircraft records was to ensure the correct use of
documentation and to demonstrate that the physical jobs had been
This could include an ability to: carried out with the correct procedures, processes and contained the
• Ensure the application of quality required signatures.
management principles by team
members and colleagues Trending As an airworthiness desk officer I am responsible for investigating
• Manage operations to maintain fault reports and entering them onto a database and using this tool to
quality standards perform a trend analysis on all the fault reports, if a trend is found
• Evaluate projects and make then further analysis is carried out and / or action to correct the issue
recommendations for is taken as appropriate.
improvement.

Technical As an airworthiness desk officer I am responsible for reviewing the Air

publications Publications (AP) and ensuring that the procedures contained in the
review manual are free from errors as well as checking that the safety
warnings remain relevant. Any discrepancies found are amended
through a specified amendment process.

Continuous As part of the continuous improvements champion role, I am

improvements responsible for checking that submitted ideas for improvements are in
champion line with our continuous improvements strategy, if they are then I
accept the idea and turn it into a project, if not I have to turn the idea
down and explain why to the idea originator.

Standard D: Demonstrate effective interpersonal skills

Evidence
Reference/ Evidence of Competence Presented
Project Name

D1 In service As the **** airworthiness desk officer I am responsible for Chairing

Communicate in English with working the In Service Working Group, this meeting is concerned with
others at all levels. group chair highlighting any business and engineering issues surrounding the
continued use of the aircraft, and involves people from multiple areas
This could include an ability to: of the business.
• Contribute to, chair and record
meetings and discussions
• Prepare letters, documents and 2* Review As the Fast Jet airworthiness team leader I am responsible for
reports on technical matters meeting preparing the annual 2* MOD sponsor’s airworthiness review
presentation which the Chief Air Engineer uses to brief the 2* MOD
• Exchange information and
Sponsor. The 2* MOD sponsor carries the rank of Air Vice Marshall
provide advice to technical and
or equivalent.
non-technical colleagues.

Report into I carried out an investigation into brake unit maintenance when some
brake unit discrepancies in the AP were found, I wrote a report on my findings;
maintenance this report was written for a technical audience but was presented to
non-technical staff as well. Amongst the recommendations was a
reduction in the frequency of overhauling the brake units. The
recommendations of my report have been carried out in full.

Provide In my role as an Airworthiness Engineer I provide advice to the

advice to aircraft technicians when they have a problem; I had to provide
aircraft advice on the most expedient way forward when some cracking was
technicians found in a **** floor panel, there is no repair information in the aircraft
publications, so I showed the technicians that this aircraft can be
structurally repaired on secondary structure iaw the FAA advisory
circular 43.13-1b, and showed the technicians where to find this
information.
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D2 Presentation I co-authored and delivered a presentation on the success of
Present and discuss proposals of continuous continuous improvements in my area of the business to the top 260
improvements leaders in my organization.
This could include an ability to: success
• Prepare and deliver appropriate
presentations
• Manage debates with audiences
• Feed the results back to Recovery of I presented a proposed ***** wings recovery plan to my team of
improve the proposals. **** wings technicians and led the discussion that followed on how the plan
could be optimized. Once I had done this I presented the completed
plan to my line managers and the customer representatives.

Engineering As a secondary duty I organize the Engineering Leaders Forum,

leaders forum which involves organizing all aspects of the meeting including
arranging for external visitors to come in and present to the audience,
leading and participating in the debates taking place and producing
the minutes from the meeting.

In Service I lead the In Service Working Group Meeting for my platforms twice a
Working year, during this meeting I have led debate on various issues being
Group Chair faced and potential ways forward, my meetings are often attended by
my line managers and Chief Engineer representatives.

D3 Annual I always discuss my own work objectives, personal strengths,

Demonstrate personal and social appraisals weaknesses and development needs with my line manager mid-year
skills. and mid-year & end of year. I also discuss the work objectives and development
reviews needs of the team that work for me. This includes managing those
This could include an ability to: with both excellent performance and those with poor performance.
• Know and manage own
emotions, strengths and
weaknesses Mentoring When the apprentices are posted into our office for a placement, to
• Be aware of the needs and and coaching familiarize them with the various areas of our business, I help them to
concerns of others adjust to working in the new environment, understand the working
• Be confident and flexible in processes and practices that we use, and to challenge them to
dealing with new and changing develop a greater understanding of aeronautical engineering.
interpersonal situations
• Identify, agree and work towards
collective goals ***** wing My organization has been in negotiations with the MOD to purchase
• Create, maintain and enhance procurement some ***** wings. Due to my good working relationships with key
productive working relationships, stakeholders in the **** community I was sought out as a focal point
and resolve conflicts. for the negotiations by both parties, even though this is outside of my
role’s remit.

Disciplinary I led a disciplinary investigation into an underperforming staff

Interview member. This led to a performance improvement plan for the
individual with a structured set of goals to achieve to ensure their
continued employment. The monitoring of this individual continued
after I had moved to another role, but the individual concerned
requested that I be brought back into the investigation and
management of themselves as they valued my fair and honest
approach to their situation.

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Standard E: Demonstrate a personal commitment to professional standards, recognising obligations to society, the
profession and the environment
Evidence
Reference/ Evidence of Competence Presented
Project Name

E1 Compliance As an Airworthiness Engineer I am personally required to comply with

Comply with relevant codes of with the regulations contained within the Military Aviation Authority
conduct. airworthiness Regulatory Publications (MRP) and the Manual of Maintenance and
regulations Airworthiness Processes (MAP) documents. I am also required to
This could include an ability to: ensure that personnel working under my supervision strictly adhere to
• Comply with the rules of the same regulations.
professional conduct of own
professional body Adherence to I observe the Official Secrets Act, National Legislation, Government
• Manage work within all relevant standards Policy, and ***** policies.
legislation and regulatory
frameworks, including social and
employment legislation.

Adherence I ensure that when working on or around aircraft I comply with the
with Aircraft aircraft publications of the aircraft types I manage that make up the
Document Aircraft Document Set and Approved Data.
Set

Safety I ensure that I and those that work for me comply with Health and
legislation Safety Legislation at all times.

E2 ***** As ***** Task Manager I carried out a risk assessment of the task to
Manage and apply safe systems detachment be carried out away from out main site. This involved ensuring all the
of work risk tasks had been considered in order to ensure the correct equipment
assessment to complete the work safely was provided, as well as considering
This could include an ability to: travelling times and required amount of breaks considering the
• Identify and take responsibility conditions likely to be experienced.
for own obligations for health,
safety and welfare issues Safety I ensure that when I write Special Technical Instructions that I
aspects in consider all aspects of safety, and where appropriate in the
• Manage systems that satisfy
Special Instruction I place warnings and danger notices for potentially harmful
health, safety and welfare
Technical activities, ie for using substances that are under COSHH regulations.
requirements
Instructions
• Develop and implement
appropriate hazard identification
and risk management systems Working I ensure that I and my team always work within **** risk assessments
• Manage, evaluate and improve within **** risk for the work we carry out, and ensure that I apply a duty of care to my
these systems. assessments staff, including preventing work from being carried out if the correct
and duty of PPE or equipment for the task is not available, and allowing early
care policy finishes to travel in severe weather conditions whilst it is still light
outside.

Health and I ensure my team always complies with the requirements of the
Safety at health and safety at work act, and was responsible for random
work checks of working conditions and practices on other teams and work
areas to ensure compliance.

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 E3 Compliance As ***** Task Manager I was responsible for ensuring that all
Undertake engineering activities with engineering activities are conducted in accordance with appropriate
in a way that contributes to environmental environmental legislation ie ISO 14000. This includes activities such
sustainable development legislation as correct conduct of aircraft washing, and acting in accordance with
aircraft fuel spill plans. I was also responsible for ensuring the correct
This could include an ability to: disposal of waste fuel, oils and lubricants.
• Operate and act responsibly,
taking account of the need to **** As ***** task manager I led a task to identify all the obsolete or
progress environmental, social hazardous banned consumable substances (for health, safety and environment
and economic outcomes substances reasons) and nominate replacements.
simultaneously replacement
• Provide products and services
which maintain and enhance the
quality of the environment and
community, and meet financial **** As the ****** task manger I was responsible for carrying out a survey
objectives hazardous of the aircraft to locate and identify all components containing
• Understand and encourage substances asbestos. The conclusion of the survey was to recommend
stakeholder involvement in replacement parts where possible, e.g. a different brake pad materiel
sustainable development in the brake units.

Working time As ***** task manager I was responsible for ensuring that my teams
directive working patterns were in accordance with employment legislation,
including meal times, rest breaks and time off work between working
days.

E4 Undertake Prior to my mid-term and annual performance appraisals I undertake

Carry out continuing professional reviews of a review of all the development activities I have carried out and put
development necessary to own together a plan for the next set of development targets to be met over
maintain and enhance development the next reporting period.
competence in own area of needs
practice.

This could include an ability to: Accelerated As a member of the accelerated development programme I am
• Undertake reviews of own Development responsible for setting targets and development goals at 6 monthly
development needs programme intervals, these goals are set to develop and stretch abilities, as well
• Prepare action plans to meet as provide opportunities for networking and deeper business
personal and organisational understanding. I have to show the progress of these goals at 6
objectives monthly review meetings with my senior leaders.
• Carry out planned (and
unplanned) CPD activities Competence / I have a contract agreed with my employer that is ongoing, allowing
• Maintain evidence of personal me to study for a MEng Degree, As a part of this contract I will mentor
competence development development anyone who wishes to work towards professional registration and / or
• Evaluate CPD outcomes against develop their career in other ways; i.e. continuous improvements
the action plans mentoring, as well as mentoring new IEng candidates if I am awarded
• Assist others with their own the MEng.
CPD
Airworthiness As an Airworthiness Engineer, I am responsible for keeping an
Engineer auditable record of my competences for the role. These competences
have grown since I started in the role and this is demonstrated by the
training courses I have undertaken.

NB: This report remains the property of the RAeS. It will not be available to anybody outside the authority of the Society.
blacw.aerosociety.com/membership for exemplars of completed reports and for a copy of UK-SPE

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13. DEVELOPMENT ACTION PLAN
Please indicate your plans for Continuing Professional Development (CPD) in the short, medium and long-term
Short term plans

Gain IEng Professional Registration

Complete MAA Propulsion Integrity Course
Register on the IPD Scheme as an IEng mentor

Medium term plans

Complete MEng degree

Gain CEng Professional Registration
Gain Letter of Airworthiness Delegation

Long term plans

Become Head of Airworthiness or Chief Air Engineer.

Become Engineering Director for a FTSE 250 company.

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14. ACCOUNT OF A TECHNICAL TASK (optional for MRR/CRR candidates)
Please give an account of a technical task including title and details of your role and achievements. This should be 2 pages maximum.

Fin change away from base

During the re-spray of an aircraft away from our normal place of work, all of the flying controls had to be removed for re-
spraying separately. This was carried out without issue.

Once the rudder had been re-sprayed and returned to us to refit to the aircraft the team, led by me, set about the task.

I had arranged for the required staging equipment to be brought over to our work area with the hangar manager of the host
organization. Once in place we were able to access the rear of the fin and remove all the protective packing that had been
attached to the rear of the fin to prevent paint ingress into the rudder mounting structure.

The next part of the task was to perform an examination of the rudder attachment structure and bearings. This was carried out
by a technician whilst I supervised. During this inspection we noted that the centre rudder attachment bearing was loose. The
bearing was loose enough to be removed by hand, and so this was carried out.

I identified the part using the Illustrated Parts Catalogue and read the replacement procedure. The procedure required us to
measure the bore and order a suitably sized replacement using the oversize guide in the structural repair manual. The
procedure required the bore to be measured in the fin using a ball gauge and Vernier caliper. This lead to me selecting an R1
oversize bearing. I ordered the part and was informed that this was not available from our suppliers.

Knowing that a replacement bearing was not going to be a viable solution, I raised a task on the aircraft Design Organization to
provide recovery advice. The response was to replace the fitting on the fin or to replace the fin.

I took the decision to change the fin. A suitable replacement fin was cannibalized from one of our other aircraft; the fin was
transported from our base to where we were working on the re-sprayed aircraft.

We removed the damaged fin by first disconnecting the hydraulic lines and flying control cables for the rudder inputs. The fin
is held on by four bolts, two smaller bolts, one at the front and one at the rear of the fin, held in place with washers, nuts and
split pins. The two remaining bolts are located at the centre between the forward and rear bolts; these two centre bolts are
taper and sleeve assemblies that are matched to individual bores in the fin and through the airframe mounting structure. To
remove the fin once the hydraulics, flying controls and avionic connections have been removed, the front and rear bolts are
removed first then the two centerline bolts. Before final removal of the fin bolts I checked all the hydraulics, flying control and
avionic cables had been disconnected and stowed appropriately where required. The fin hoist was attached and, after ensuring
we had the required team of people, I took the weight of the fin on the hoist and removed the final two fin bolts. I led the team
in hoisting the fin from the airframe down to the trestle.

The fin in this platform contains several hydraulic components for the powered rudder; Yaw damper, rudder servo control
actuator, trim actuator and override element. As the replacement fin had been in storage for some time, the hydraulic
components from the damaged fin were to be removed and fitted to the replacement fin. The components of the rudder control
system in the replacement fin were to be removed and sent back to our normal place of work and through our asset
management cell for overhaul. I scoped and wrote the job cards for the component cannibalization and supervised the removal
of the components from both fins and the fitting of serviceable components to the replacement fin, taking care to correctly
track and record the serial numbers of all the components being transferred. Once I was content that the transfer task had
been completed correctly and the work signed for on the job card, I arranged for independent inspections to be carried out on
the fin In Accordance With (IAW) with normal procedures.

When the independent checks had been completed as far as possible at this stage, we hoisted the fin onto the airframe using
the same team of technicians as the removal. We fitted the replacement fin’s centre bolts first and then the front and rear bolts
iaw the procedure, once all the bolts were fitted, they were torqued to the correct loading specified in the procedure, including
a go / no go gap check on the two centerline taper bolt assemblies (If the gap is outside of limits the bolt must be removed,
disassembled, inspected, reassembled and refitted and gap checked again). Once the fin was fitted to the aircraft, we came
upon another problem, the bolts that attach the fin use a specific zinc chromate putty and PRC ‘plug’ seals at each end of the
bolt recesses in the airframe, neither of the specified materials were available through our logistics, we therefore had to
request approval for alternative substances from the Design Organisation, I identified and nominated the alternative
substances which the DO accepted, we were then able to fit the fin using the same lifting equipment and staging as the
removal , the fins’ four retaining bolts were fitted without further issue.

Now the fin was secured, the next task was to reconnect the hydraulics, control rods and avionics. I supervised the
mechanical trade tasks, the hydraulics were reconnected first, and the rudder controls second. The hydraulics are simple to
connect, four standard metric pipe unions on the end of flexible braided hoses, the rudder controls are cable inputs, once the
cables were connected by hooking through the bellcrank, cable tension checks were required and carried out using a
tensiometer with the appropriate sized adapter for the cables being tested.

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I checked the avionics cables had been re-connected and once satisfied that all the connections were complete I ensured all
the work we had carried out so far was signed for on the job card. I then arranged for further independent checks to be carried
out as per normal procedures. Once this was completed I instructed a technician of each trade to carry out a survey of the
aircraft to ensure we were safe to put electronic and hydraulic power on ready for functional testing. As part of this task I
carried out my own survey and made sure that any ground equipment we no longer required was returned to the hanger
storage area.

The next part of the task was to fit the (original) rudder, this was carried out without issue, I supervised the task of locating the
rudder on the fin and fitting the bolts. Once the rudder was in position my team could begin functional testing of the rudder
system. The fin did not call up any specific functional tests, but the rudder and rudder control systems required testing. We
proved that the hydraulic pipes had been reconnected correctly and weren’t leaking, we checked the full range and centering
of the rudder, by fitting the protractor to the rear of the aircraft as required and measured the deflection on input to the rudder
pedals, and checked the rudder trim function was operating correctly by timing it travelling from one extreme to the other.
Once we had completed this, I arranged for the final set of independent inspections to be carried out on the functional testing
of the rudder and rudder trim.

Once the independent inspector was satisfied that everything was fitted and functioned as it should be, I ensured all of the job
card entries had been completed and signed for, then I closed and coordinated the card, and closed the F700 entry.

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