Date: 202006
Local time of day: 1801-2400
Location: ZZZ.Airport, US
Flight conditions: VMC
Light: Night
Aircraft: Commercial Fixed Wing
Operator: Air Carrier
Operating under: Part 121
Flight plan: IFR
Mission: Passenger
Flight phase: Parked
Aircraft component: APU
Component problem: Malfunctioning
Reporter organization: Air Carrier
Reporter function: Technician
Reporter qualification: Maintenance Powerplant; Maintenance Airframe
Human factors: Workload; Time Pressure
Anomaly: Aircraft Equipment Problem Less Severe; Deviation / Discrepancy - Procedural Published Material / Policy
Detector: Person Maintenance
When detected: Routine Inspection; Aircraft In Service At Gate
Result: General Maintenance Action; General Flight Cancelled / Delayed
Contributing factors: Procedure; Aircraft; MEL; Human Factors; Company Policy
Primary problem: Procedure

Narrative: I along with NAME; were assigned to Aircraft X. The aircraft was turned over from 2nd shift. There was an APU MEL that was troubleshot by NAME1. He informed me what was found per T/S and told me; 'Oh BTW the #2 tire is bad'. I was wondering if it was bad; why wasn't it in the logbook? The tire was indeed worn. Workload consisted of a Service Check; APU Start MEL; and TAC for #2 brake. In addition to those items were a VHF #3 inbound write-up that wasn't relayed to the lead. Our night began around 0000. According to the lead; who texted me @ 0014; the order of agenda were the Service Check; TAC; and APU MEL. Once the check was started; there were findings that needed to be addressed or that would have resulted in a gate call in the morning. The items consisted of both NLG tires; Captain/First Officer glare shield light relamping; FWD galley Flight Attendant flashlight strap broken; Torn Aft cargo compartment net; Row 23 ABC sidewall lights need relamped; and #2 MLG tire worn. We informed the lead on shift (NAME3) that we needed the brake in order to take care of the TAC. He told NAME and I that it was ordered and would come from the warehouse and would be dropped off at the gate. The lead said that he would try to get us some help to change the brake. In the meantime; NAME and I went to lunch once the lead told us the brake would come later. When we returned from lunch; we researched the IPC and AMM references for the cargo net and nose tires. We replaced the cargo net and NLG tires. We gathered the tire and equipment for the brake. At that time we were still waiting for the brake. We worked the remaining logbook entries; found the inbound regarding the VHF 3 bleed through to VHF. NAME and I researched the TSM for VHF bleed through; but did not have enough time to find proper TSM; we were only able to find VHF ops check. We performed VHF ops check which found no faults; but did not sign off due to not having right TSM reference. We had no time to replace tire and brake; which arrived at from the warehouse; and we went to the office to enter in paperwork and turnover. Once we got to the office; the supervisor; NAME4; began inquiring and interrogating myself and NAME about the brake and the APU MEL. We told him there were items that were addressed per the Service Check in addition to the VHF 3 write-up. He accused my partner and myself of deliberately taking the aircraft out of service; when we were simply doing our job; which is what we were written up for on date. The 2nd lead on duty; NAME5; was made aware that the aircraft was more than likely going to be OTS. For whatever reason; the supervisor called the aircraft out of service later in the day. A get-it-done by any means mindset from the supervisors down to the 3rd shift leads. The climate is totally different on 3rd shift than it is on 1st and 2nd; which is my regular shift. I can work on days and not have to worry about being written up for my job performance; which I have never had an issue in X years with the company. I have made observations and mechanics on 3rd can attest to the pressure and bullying that they have to work under from the leads and management.I have worked tirelessly along with my counterpart to ensure we work under safe conditions and an environment that's conducive to getting the job done; safely and efficiently. There is no regard for safety and well-being of mechanics whatsoever. We recently had a mechanic return to work after being out Y months with head injury. Leads have continued to assign individual; as well as others to planes on remote pads. Once asked about continuing to put the above mechanic in harms way; the lead's (NAME6) response was 'He'll take responsibility if anything happens to him'. With the current climate along with our responsibility; mechanics should not feel additional and constant pressure regarding their jobs from management. This supervisor has been notified on many occasions in the past about his work practices;which include creating a tense; stressful; hostile and unsafe work environment for maintenance personnel; intimidating and bird-dogging mechanics; as well as contacting the mechanics instead of going to his leads for A/C status. Morale has taken a toll in which mechanics have no faith and trust in the leads and management. I myself have had recent health issues in which stress from this incident have resulted in taking time from work in order to address. To avoid reoccurrence of any future events would require the supervisor to be reassigned to another work group or terminated.




Synopsis: Technician reported a lack of awareness by leadership and lack of support from them caused an aircraft to go out of service;  resulting in unreasonable discipline.