If, during the course of your airline operations you find yourself, or your staff literally "winging it," you better call Wing It Aviation Consulting, Inc. for a solution to your problem. Whether that problem relates to airline start-up obstacles, manual production, program creation and/or production, crew training, regulatory compliance issues, hazmat or dangerous goods, or just plain general operating issues encountered during day-to-day airline operations, Wing It Aviation staff and associates are capable of handling any crisis, obstacle, or problem encountered in the airline industry. Our prices are always reasonable as well as competitive.
Our mission is to provide the airline industry with an outsource alternative for dealing with the problems and "surprises" encountered in both the start-up phase of an airline, and during the course of day-to-day operations once the airline is up and running. Since - due to budgetary constraints - most start-up airlines operate with minimal staffing, when a problem arises, airline staff generally must either assume the task of dealing with the problem in addition to performing their regular duties (to the detriment of both), or be re-assigned from their regular duties to address the problem exclusively. In either circumstance the performance of the start-up airline and its staff are both compromised.
Further, experience has shown that, while most airline staff are fully qualified and capable of fulfilling their regular duties and responsibilities, they are generally inexperienced when it comes to identifying the actual problem, coming up with a viable solution or comprehensive fix for that problem, and then ill-equipped for the production of a plan, or course of action for rectifying the problem once identified, or in the alternative, its implementation in accordance with applicable regulations.
Wing it Aviation Consulting, Inc. is in the unique position of being able to step into most problems or "situations" encountered in the airline industry, clearly identify the problem, or its cause, formulate a viable solution or comprehensive fix for the problem, develop a plan or course of action to address the problem, and then implement and manage that plan or course of action through fruition. And doing so, generally, without disrupting day-to-day operations.
This has several advantages, both economical and logistical. First of all, it frees management from the constraints of dealing with problems when they arise - beyond the awareness stage. Second, it allows airline staff to stay focused on their day-to-day duties and responsibilities thereby keeping the airline operating on schedule. Third, as consultants, Wing It staff do not have to be afraid of offending anyone in the airline corporate tree who might be offended by a subordinate identifying them as the cause of the problem or a responsible party. Forth, Wing It staff stay focused on the problem, or project, and do not suffer the distractions of daily tasks outside the realm of the issue at hand. These items combined produce adequate as well as functional solutions in the shortest possible period of time, all of which represent substantial financial savings for the airline.
Company Profile and Background
Wing It Aviation Consulting, Inc. was founded in 1995 to meet the specific needs of several South Florida airlines. Those needs were the development, FAA approval, and implementation of training programs for both flight crew and maintenance personnel. Since that time, Wing It has expanded its field to include all phases and areas of airline operations, with its current staff comprised of airline professionals, with extensive airline management (executive and FAR 119) and/or FAA backgrounds in either flight operations, maintenance, or both. The youngest member of the team has over 15 years of airline experience as a maintenance supervisor, flight engineer, pilot, instructor, technical writer, and member of an airline management team.
On August 7, 1997, the very day Fine Air stock went public, a Fine Air DC-8-61 freighter (N27UA) crashed on takeoff from Miami International Airport, killing the four occupants of the aircraft, and one person on the ground. In the months preceding that accident, both regional and national FAA inspection teams had come to Fine Air's headquarters located on the field of Miami International Airport, and conducted their individual inspections. Since the inspection reports of both the FAA's regional (RASIP) and national (NASIP) inspection teams rated Fine Air as a professionally run operation with no apparent violations, when it came time to identify the cause of that crash, and assess blame, the finger-pointing could not go too far beyond the conclusions of those inspection reports.
It was ascertained, and finally agreed, that the cause of the crash was improper cargo loading, and (although there was no hazardous materials being transported onboard the accident aircraft) hazmat was identified as an area that needed to be addressed. Soon after the crash, Fine Air was pressured into "voluntarily" surrendering its operating certificate, and thereby ceasing its flight operations until a comprehensive fix was developed, approved and implemented. The founder and president of Wing It Aviation Consulting, Inc. who was at the time employed by Fine Air as their Director of Training was personally approached by Frank Fine, the President and CEO of Fine Air, who stated: "I believe you're the only one in this company capable of getting this thing accomplished. Can you get me back in the air?"
Fifty-six days later, after completely re-writing the cargo loading procedures, completely re-writing the hazmat training program, getting the necessary FAA approvals, writing and publishing appropriate revisions to Fine's manuals, and orchestrating the training of more than 600 newly identified Fine Air employees located in Miami, and both Central and South America as those requiring cargo loading procedures and hazmat training, through the efforts of Wing It's founder and president, Fine Air returned to the air.
That 56 day time period saved Fine Air from the inevitable extinction that would have occurred had the time frame gone over the 'one revenue flight performed within the preceding 60 day' time period as specified in their Operations Specifications.
Furthermore, that 56 day time period constitutes a record for an airline comeback following a suspension of flight operations as the result of an aircraft accident. A record which has yet to be broken.
In addition to all this, the hazmat course written for the occasion became the model used by the regional FAA in their evaluation of other airlines.
For that effort, Wing It's founder and president was "rewarded" with an appointment to the position of Director of Safety of Fine Air at the insistence of the FAA. That additional title expanded the responsibility to include developing, implementing and managing Fine Air's Internal Evaluation Program.
Fine Air's initial Internal Evaluation Program (based on the the FAA's model Internal Evaluation Program) had some serious flaws inherent in its design. In that FAA model program, auditors, when needed, are supplied by the various departments within the company, selected and assigned by a department supervisor to whom the individual auditors answer during normal work assignments other than the audit team assignment. The logical question being, in this arrangement, during an audit of a particular department, to whom would the auditor be loyal, the audit team supervisor or the supervisor who assigned them to that team and who would no doubt become their supervisor once the audit was complete? In an ideal world, the answer would be it shouldn't matter, but in the real world politics of airline management, the reality is the assigned auditor would be loyal to his or her normal daily supervisor, with the end result being the department audit would be biased, and perhaps compromised.
This design flaw was rectified by restructuring the Fine Air training department. Would-be auditors were selected from the various departments within the airline, and interviewed. Those with a teaching, instructor, or supervisory background, or those with a desire and/or natural ability to teach were given the opportunity to become instructors, and then, once their individual instructor training had been completed, they were assigned to the training department. In their new instructor position they were given the opportunity to improve the training programs with which they were familiar, and would be administering. The benefit of this employee reassignment allowed former mechanics who possess an in-depth knowledge of the aircraft in Fine Air's fleet to teach new hire and recurrent mechanic training classes, and former cargo handling staff with an in-depth knowledge of Fine Air's cargo acceptance, handling, and loading procedures to teach new hire and recurrent cargo handling staff with a genuine insights of the task at hand. To maintain individual currency and recency of experience, these "new" instructors would be allowed to undertake general assignments within their respective department when teaching assignments were not available.
Once implemented, quarterly safety reports showed a remarkable decline in on-site accidents and incidents, and dispatch reliability had increased significantly.
One benefit of the training department restructuring - having a pool of instructors available to address the day to day training needs of the company - allowed the founder to truly address program development. The products developed during that program development soon made their way to the other cargo carriers in the Miami area. From that exposure, there came a point when the client base of Wing It Aviation expanded to where it was no longer feasible, nor practical for Wing It to be a part-time undertaking, and the company was launched full-time.
Since then, Wing It Aviation, Inc. has been a major contributor to the Pan Am International Flight Academy's A-300 B-4 training program, with Wing It assuming the task of writing several course presentations for Pan Am's A-300 training curriculum. During initial new hire classes at the Academy, it was not uncommon for Pan Am's own A-300 instructors to attend system classes, produced by Wing It for Pan Am, and using Corel Presentations. As stated by one instructor, a retired Pan Am A-300 B-4 Captain: "Your presentation is the only one in existence that actually shows me how the pneumatic system works and to the point where I can actually understand it, and I've been on this aircraft since it arrived 'new' from the factory!"
Wing It Aviation, Inc. also produced a training video on the A-300 Automatic Flight Control System (AFCS) for the Academy, specifically developed and designed at the insistence of the flight crewmembers of Express.net Airways. Once produced and distributed the instructional video demonstrated that, when used by the students, two simulator sessions could be omitted under the 'train to proficiency' guidelines.
Recent projects include the certification of the Bahamas as a Category 1 country through the re-certification and launching of Laker Airways (Bahamas) Limited, a B-727-223 aircraft operator, and the restructuring of Planet Airways Technical Publications department.
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