Helicopter maintenance evolving but human expertise key: Airbus
Human expertise will remain critical to helicopter MRO, says Airbus Helicopters.
Helicopter maintenance, repair, and overhaul (MRO) continues to evolve, due to advancing technology, but the human element remains “irreplaceable”, according to Maria Aguirre, head of MRO for Airbus Helicopters in North America.
“The nature of rotorcraft maintenance is undoubtedly changing, but the idea that a time will come when there’s no need for hands-on work is unlikely in my opinion,” said Aguirre in an interview published on the manufacturer’s website. “While automation and advanced technology will continue to streamline and assist, they are more likely to augment the role of the technician rather than replace it entirely.”
Manuals provide a structured guide but experienced mechanics develop an intuitive understanding of the aircraft, she said. “They can often identify subtle cues, such as a different sound or an unusual vibration, that automated systems might miss. I don’t think it can be fully replicated by an algorithm.
Uniquely human trait
While automation is excellent at handling predictable tasks, a uniquely human trait remains the ability to improvise, adapt to unforeseen issues, and solve problems creatively. Those skills and qualities remain essential for maintaining complex machinery, according to the MRO boss.
As digital tools grow in importance, it is becoming increasingly important that the older hands-on skills are not lost – particularly as the Baby Boomer generation retires. Aguirre acknowledges the experienced technicians who have spent decades working on these machines are reaching retirement age, which could create a knowledge gap that automation cannot fill. That has powerful implications for the manufacturer’s recruitment strategies.
“We’ve done a great job as an industry showing women a path in aviation, but we haven’t done enough with the younger generation to show career paths outside the traditional four-year degree,” she said. “Moreover, emerging technologies like AI are creating new types of jobs that are often more appealing to the younger generation than the skilled trades their parents pursued.”
In response, a key part of the Airbus strategy is to shift the main role of some of the OEM’s most experienced technicians and engineers from hands-on repairs to becoming instructors. Their main task now is to building training programme to transfer knowledge, skills and experience to new, younger employees. “This allows us to capture all that critical knowledge – the things you can only learn from years on the job – and pass it down in a structured, systematic way,” said Aguirre. “It also frees up our other experienced staff to keep the day-to-day operations running smoothly.”
Job shadowing
Recruitment is another key element as Airbus ensures it attracts the right talent. To ensure this the OEM is offering work experience placements such as job shadowing in its workshops to give potential recruits a real-world look at the job. “It helps people find their passion for the work early on, which we believe leads to a more committed and satisfied workforce,” she said.
On the production side, Airbus has launched pipeline programmes that bring students into apprenticeships, which will eventually lead to full-time permanent employment.
Plus, Airbus is sharing its expertise directly with customers by arranging for senior technicians to train their in-house mechanics. “This empowers our customers to perform minor repairs themselves, making their operations more efficient and allowing our team to focus on more complex, high-level maintenance,” said Aguirre.
“This strategy is a win-win, as it honours our experienced technicians, attracts the next generation, and improves customer service.”
Meanwhile, read the full interview here.
