| 摘要(英) |
In response to the development of the aviation transportation industry, providing innovative and modern aircraft technology, design, equipment, and systems to passengers has become a trend. Leasing aircraft provides airlines with the flexibility to adjust fleet size, technology, and systems according to market changes and operational demands, while alleviating the financial pressure on airlines, thus becoming the fleet management strategy for many airlines. However, leased aircraft must comply with civil aviation regulations during the lease period to ensure airworthiness, and maintenance must be performed according to the terms stipulated in the lease contract to maintain the aircraft′s value. The discrepancy between the aircraft′s condition during the return phase of the leasing cycle and the return conditions stipulated in the contract poses a dilemma faced by most airlines.
This study aims to mitigate delays in returning leased aircraft and improve return efficiency. It analyzes the operational mode of the maintenance department of a case company regarding the pre-return maintenance operations. In terms of organizational structure, two different types of operational modes before and after Business Process Reengineering (BPR) are compared: one is a function-oriented matrix mode, and the other is a task-oriented project mode.
Through the analysis results, it is found that the project mode′s organizational operational mode can reduce operational interference between professional units and control units. Finally, recommendations are provided for the case company based on the operational environment analyzed, serving as a reference for improving the aircraft return process. |
| 參考文獻 |
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