Measuring the effectiveness of Third Party Organisation’s QC management Operations / Maintenance

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What do we Mean by Third Party when we talk about auditing?

Means that the organisation is “Stand Alone” – or “Stand Apart”. So effectively we are connected to the Organisation for business purposes, however, we cannot exert direct control.

This is an important consideration because in some cases the where the relationship is sub-contractual the “Contracting Organisation” is held accountable for the diligence and acceptable delivery including standards, management oversight and the effective control of competence.

A typical example would be the relationship between the Operator & the Ground Handling organisation (although to not some improvements are coming in this regard – ref Basic Regulation EC2018/1139).

The Operator bears the final responsibility for the loading of Pax / Fuel / Cargo / Baggage etc and not the Ground Service Provider (GSP).

Another example would be the relationship between the Operators Continuing Airworthiness Management Organisation (CAMO) and the Maintenance Repair Organisation (MRO).

What is the Difference between Compliance & Effectiveness?


Well, when we talk about “Compliance” we are of course referring to either compliance with the regulatory requirements or compliance with the Organisations own Internal Procedures.

Now consider that this is actually a prescriptive measure – means that there is a document expectation which we need to demonstrate compliance with.


When we talk on the other hand about “Effectiveness” we are moving into an area of subjectivity and we need to develop “Standards” by which we can measure this “subjective” effectiveness.

For Example Organisation “A” delivers 100 Hours of Aircraft Maintenance tasks (Derived from the MPD) using an average of 250 physical hours of Labour. Organisation “B” on the other hand takes an average of 325 Hours to deliver the same task.

This does not mean that Organisation “B” workers are slower – but for sure there is a reason or range of reasons for this situation.

Another example from the Operations Organisation “A” Workers achieve a consistent On Time Departure (OTD) at a particular Airport however Organisation “B” are missing the OTD consistently by a small margin.

Incidentally, the arrivals which are met by Organisation “B” often incur delays in the baggage hall which are not normally measured other than by speaking to dissatisfied passengers to understand the real feeling.

What is the potential impact on our Organisation?

Well, it is fair to say the service degradation will have direct consequences and can affect our profitability. So engaging with Measures of Effectiveness can indeed lead to positive outcomes.

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