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FROM THE FA A 18 NOVEMBER/DECEMBER 2017 AIRCRAFT MAINTENANCE TECHNOLOGY risk-based decision-making behavior they can con- tinuously use that process until it becomes a trait. COMPETENCE/CHARACTERISTICS The right column in Figure 1 lists the competence/ characteristics of a successful aviation worker. These competencies are likely to be established over time and are not as easily recognized with quick observa- tions of behavior. First on the list is technical competence. If a work- er is repairing and returning the aircraft to service the immediate measure of technical competence would be the proper training, experience, and the necessary license/certificate/rating from the appropriate national aviation authority. Depending on the country and the mechanic rating there is a wide range of proven technical competence that is ensured by the rating. Technical competence is usually based on proper certification in conjunction with depth and recency of experience. It also relies on the worker to use the proper tools, approved parts, company procedures, and manufacturer's instructions. A technically com- petent mechanic/engineer always uses the proper technical documentation and knows how to apply and learn from the documentation. Professionalism is a combination of competen- cies and behaviors that encompass both columns of the list. The aviation maintenance professional always strives for the highest quality work and for continuous improvement. A professional should not be confused with a perfectionist. The professional knows and achieves the acceptable level of quality and practical efficiency. Professionals often serve as mentors to help others as well as themselves. To a large extent one can observe some professional demeanor/attitude. That can be manifested by the personal clothes they wear, the cleanliness of their corporate uniform, the trim of their beard or pony tail, to their general posture, and overall physical demeanor. These outward physical manifestations are often an indication of the worker's professionalism. While appearance is not everything it is a likely first and often long-lasting impression. Being results-oriented is a trait that contributes to success. Everyone on the 40-under-40 list is not a certificated mechanic. Aviation maintenance organi- zations have analysts; logistics professionals; quality and industrial safety specialists; managers; marketing, sales and financial personnel; training departments; human resources; payroll; and so much more. All team members must combine efforts to get the job done. The very best of them are results oriented. They make sure that the priorities are set so the job gets done properly/safely, on schedule, on budget, and to the customer's satisfaction. Good decision making, is critical to all aspects of aviation maintenance. In the atmosphere of safe- ty management systems, the concept of risk-based decision making is crucial. This important trait and moment-by-moment decision making is not new to mechanics. Every maintenance activity requires deci- sions about part wear, acceptable tolerances, parts replacement, fluid level or renewal, and much more. The best maintenance personnel use all available resources to make hundreds of decisions daily. Saving a very critical trait for final discussion is integrity. Rest assured that the AMT Next Gen Award nominees and awardees are all examples of high integrity. That trait must never be an option in avia- tion maintenance. Without integrity people can get hurt; high value equipment can suffer damage/loss; and companies can fail. Also, the FAA can fine you or suspend your necessary work credentials. Integrity ensures that individuals and their companies do the "right thing" all the time. MAKING A LIST IS DANGEROUS – TRY IT YOURSELF Making a list dooms you to some failure. You leave someone or something important from the list. Lists can become too long to read or too short to have value. The good news is that lists make you think. You ask if the list contained the right stuff? Was the list in the right order? Were the words properly selected? No mat- ter the answers to these questions this list reminded me that our extremely safe and critically important international industry relies on behaviors and compe - tencies of which we should be proud. I complement AMT Magazine for their annual acknowledgement of AMT Magazine's Next Gen Award 40-under-40 aircraft maintenance professionals. The aviation maintenance professional always strives for the highest quality work and for continuous improvement. Professionals often ser ve as mentors to help others as well as themselves. DR. WILLIAM B. JOHNSON is the FAA Chief Scientific and Technical Advisor for Human Factors in Aircraft Maintenance Systems. His comments are based on nearly 50 years of combined experience as a pilot/mechanic, an airline engineering and MRO consultant, a professor, and an FAA scientific executive.