Aeroflot has implemented an Automated System for Continuing Airworthiness, Maintenance and Repair of Aircraft.
As project challenges it should be noted:
- The cardinal difference between the procedure of data maintenance and the integration scheme between the old and the new system, including the more stringent requirements to data quality in AMOS,
- The need to consolidate and transform data from multiple source systems, including with non-formalized data that was previously conducted outside information systems;
- Integration of warehouse management systems with a different approach to accounting and logistics;
- Large number of structural subdivisions involved in the project (users of the system and data consumers) and the need for a large-scale revision of business processes;
- High requirements to the quality of translations (including oral) for the needs of the AMOS implementation project.
As part of the project, AO RAMAX International Company, at the initial stage, prepared documents describing the data migration strategy and the concept of AMOS integration. In the future, on their basis, the “Project solution” and technical specifications were developed that describe in detail the development of the integration.
At the final stages of the project, acceptance testing of data integration and several iterations of migration were carried out with established qualitative and quantitative indicators that were recognized as successful and allowed the commencement of productive operation of the AMOS information system in PAO Aeroflot-Russian Airlines.
Specialists of RAMAX International developed scenarios for testing business processes, their variants and end-to-end chains, which represented the first version of a detailed conceptual project. Instructions of end users were developed, AMOS functionality testing was conducted, as well as training of key and end users.
The project is considered unique in scale and achieved results. There was a significant reduction in maintenance costs for aircraft due to the following indicators:
- Increase in labor productivity (and optimization of the number of additional resources for maintenance required in the conditions of increasing the volume of passenger traffic, stated in the strategy of development of Aeroflot Company, and the expansion of the aircraft fleet). The introduction of AMOS system (AS CA & MRO) allowed a 4% increase in the labor productivity of employees working in the respective divisions.
- Reduction of inventory and optimization of planning and procurement processes of MRO. Thanks to the integration of the AMOS system with production and SAP systems, as well as the high quality of data in them, ensured by the work on data migration, the efficiency of planning and accounting of goods and materials in the company increased by 3-4%, which is equivalent to 130-175 million rubles.
- Loading of the aircraft documentation allowed to reduce labor costs while working with the system and to ensure the automatic formation of work cards for servicing the aircraft.
- Optimization of warehouse and procurement processes. Identification and elimination of errors in directories and master data during migration. A significant increase in reliability and quality of data.
- Improving the quality and timeliness of reporting, incl. accounting, and management and reporting to the aviation authorities.
- A significant increase in fail-safety of the system: an entirely new landscape and the organization of a reliable data backup system.
Kirill Bogdanov, CIO of PAO Aeroflot: “This project allowed us to have at hand a real state of airworthiness and maintenance and repair of Aeroflot aircraft. Thanks to the AMOS system, we have obtained a global picture of all MRO processes in a single integrated system: Planning of procurement and repairs, online integration with Boeing and Airbus systems. This made it possible to reduce labor intensity, improve the quality of MRO processes and maintain the airworthiness of aircraft.
Our immediate goal is to reduce aircraft downtime on the ground through a transition to predictive maintenance. We will launch in the next year the implementation of this task.”