Date: 201506
Local time of day: 0601-1200
Location: ZZZ.Airport, US
Light: Daylight
Aircraft: Large Transport
Operator: Government
Operating under: Part 91
Mission: Cargo / Freight / Delivery
Flight phase: Parked
Second aircraft: Medium Transport
Aircraft component: Pitot-Static System
Reporter organization: Contracted Service
Reporter function: Technician; Inspector
Reporter qualification: Maintenance Powerplant; Maintenance Airframe; Maintenance Inspection Authority
Human factors: Communication Breakdown
Anomaly: Aircraft Equipment Problem Less Severe; Deviation / Discrepancy - Procedural FAR; Deviation / Discrepancy - Procedural Published Material / Policy; Deviation / Discrepancy - Procedural Maintenance
Detector: Person Maintenance
When detected: Routine Inspection
Result: General Maintenance Action
Contributing factors: Aircraft; Human Factors
Primary problem: Human Factors

Narrative: I have a [Maintenance] Manager; Manager X; who continually attempts to cover up discrepancies with the aircraft we have at ZZZ Flight Facility. Before I left for a [special assignment]; I wrote a discrepancy which downed [one of our engine turboprop] aircraft; that had both nose landing gear doors out of rig. While I was [away]; I was told that the issue was resolved and that the door system was re-rigged. Upon my return I was walking by the aircraft and noticed that it was still out of rig; I then approached Manager X about it and questioned him. He asked me if we could not write the discrepancy up in the [Maintenance Tracking Computer System]; and to fix it when we were working on a different discrepancy. I refused to do that. I wrote it up in the [Maintenance Tracking System]. Manager X was visually upset at me for this. He then confronted me and told me I was wrong to write it up. I showed Manager X in the Maintenance Manual in which it gives him instruction on how to properly perform the maintenance; he said he followed the instructions as they were written. I asked him a few key points to the rigging and explained to him why it was wrong. He said he could see my point but he still did not want to go back to the [Agency] and tell them that he had done it incorrectly because it would make him look bad. I told him that I could fix it correctly and that we need to do it right. He agreed and then I re-rigged the doors.Another instance Manager X had pressured me to perform a modification to an aircraft system we have. One of our [aircraft] was in ZZZ2; I was sent out to install an additional pitot probe; I had sent out the tools and required parts to perform the modification; I had a drawing to follow that our Engineer had developed and approved. The Scientist whose instrument it was; asked for me to make a major change to it. I informed the scientist that I would have to get him in contact with our engineers to make the proper installation drawing for me to follow and it would have to pass analysis. I also called Manager X and filled him in on the matter. Manager X instructed me to have the scientist make pen and ink changes on the drawing and to just do it. I informed him that I was not comfortable making changes to a drawing without approval or an analysis done to it. After arguing with me and trying to convince me that it would be OK and that my Airframe/Powerplant (A/P) license would not be on the line; he finally gave up. I have numerous cases about Manager Xs misjudgments and creating a work environment where he wants to cut corners. I have listed a few and will give one more example.I was in ZZZZ for another assignment this year and we had an issue with our [for engine turboprop] aircraft. Aircraft Maintenance Technician and myself; troubleshot the discrepancy: (#4 engine would not start). We discovered the engine to have two bad ignitor leads. The solution was easily apparent; replace both ignitor leads; the old ones were clearly unusable; one was arcing through the shielding and the other was broken in half at the ignitor. I called Manager X to notify him that we would require new ignitor leads to continue our science missions. He then tried to convince me to just use one ignitor lead; off of another engine that was on the airplane. That would have had two engines with one [good] ignitor lead each. The Exciter Box which supplies ignition power to the engine; would have more than likely arced onto the closest possible item it could have to expel its energy. A likely and close item [for that arc] could have been a fuel heater strainer and could have resulted in a catastrophic disaster. I once again had to tell him that I was uncomfortable with that type of maintenance. We installed the correct parts and were able to continue our science missions safely.These are a few examples of his managerial decisions that affect us and the safety of our customers. I submit these to you worrying about what he has confronted other mechanics with; has he convinced them to perform unsafe maintenance?

Callback: Reporter stated that he and his Technician work partner were recently fired after notifying the same Manager about several other aircraft discrepancies that required maintenance prior to departure. Ironically; he (Reporter) noted he had helped the Manager get the Maintenance Manager position.



Synopsis: An Aircraft Maintenance Technician (AMT) reports about his Maintenance Manager who continually attempts to cover up discrepancies with the aircraft they have at their Flight Facility. Technician also includes examples of the same Manager applying pressure to perform maintenance or modifications to their aircraft; not in compliance with their Practices and Procedures Manuals.