Safety Management Systems in Business & Corporate Aviation

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The final presentation for the Safety Management Systems in Aviation module in Embry-Riddle Aeronautical University

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Safety Management Systems in Business & Corporate Aviation

  1. 1. Safety Management Systemsin Business & Corporate Aviation<br />by Can Bayrak<br />#1479227<br />bayrakc@my.erau.edu<br />
  2. 2. Introduction<br />Background<br />SMS Concept<br />Regulators and Associations<br />Benefits<br />Corporate Aviation versus Airlines<br />Exemplary Corporation<br />Recommendations<br />References<br />Overview<br />2<br />
  3. 3. Business and Corporate Aviation;<br /><ul><li>On-Demand
  4. 4. Private Aircraft
  5. 5. Flexibility in Destination and Schedule
  6. 6. Security and Safety Advantage
  7. 7. Airport Congestion Advantage
  8. 8. Comfort and Privacy
  9. 9. Company Prestige
  10. 10. Business Efficiency
  11. 11. Employee Transportation
  12. 12. Aircraft Meetings</li></ul>Introduction<br />3<br />
  13. 13. Business travel has the best safety records in aviation.<br />Corporate aviation is the safest among business related flight options.<br />Dedicated professional pilots and mechanics, good management, equipment quality, setting and sticking to standards, and departmental culture of conservatism.<br />Safety attitude should be established at the highest level and projected downward through the ranks.<br />A strong and sound safety culture should be the main goal.<br />Background<br />4<br />
  14. 14. A formulized and documented approach to risk management.<br />A ‘proactive’ management of safety risks.<br />Main goal is to reduce the risk as low as reasonably achievable. <br />Four pillars should always be included regardless of how complex the organizational structure is.<br /><ul><li> Written policies, procedures and guidelines
  15. 15. Data collection and analysis
  16. 16. Risk management
  17. 17. Establishing a safe culture</li></ul>SMS should be treated like any other business matter and managers should balance every element well. There would not be an effective SMS without enough resource to support it.<br />SMS Concept<br />5<br />
  18. 18. International Business Aviation Council (IBAC)<br />Provider of International Standards for Business Aircraft Operators (IS-BAO).<br />“Developed by the business aviation community for the benefit of business aviation community” (Rohr, 2004).<br />Canadian Business Aviation Association (CBAA)<br />Mandates its member companies to develop an SMS in organizational structure.<br />National Business Aviation Association (NBAA)<br />Encourages its member companies to develop an SMS by providing IS-BAO.<br />Regulators and Associations<br />6<br />
  19. 19. Organization Size<br /><ul><li>Fleet Size
  20. 20. Number of Employees</li></ul>Operational Flexibility<br /><ul><li>Smaller Airports
  21. 21. Shorter Runways
  22. 22. Operation Frequency
  23. 23. On-Demand</li></ul>Equipment Technology<br /><ul><li>Avionics
  24. 24. Parachute Systems
  25. 25. Reporting Systems
  26. 26. NextGen</li></ul>The Federal Aviation Administration and NetJets agreement on equipping NextGen in G550s and G600s (Swickard, 2009)<br />Security<br />Airport Congestion<br />Financial Background<br />Benefits<br />7<br />
  27. 27. Four Pillars are still in use.<br />Differences include:<br /><ul><li>Fleet Size
  28. 28. Fleet Type
  29. 29. Operational Strategy
  30. 30. Organizational Structure
  31. 31. Expenses</li></ul>SMS should mature in the organization to become beneficial. <br />It would take longer time to mature in business operators due to the lower frequency of operations (Esler, 2009).<br />Corporate Aviation versus Airlines<br />8<br />
  32. 32. Business aviation evolves faster than scheduled aviation.<br /><ul><li>Technologically
  33. 33. Aircraft Safety
  34. 34. Fuel and Range Efficiency
  35. 35. Frequent Fleet Type Change
  36. 36. Cheaper Aircraft
  37. 37. Operation Variety
  38. 38. Change Management Plan</li></ul>Flows from the SMS and is used to proactively identify and manage the safety risks that can accompany significant change (Rohr, 2004).<br />Corporate Aviation versus Airlines<br />9<br />
  39. 39. Harley Davidson Motor Cycles Company<br />2 Hawker 800 XP in Milwaukee Mitchell Airport<br />6 Pilots, 2 Mechanics, and a Corporate Aircraft Travel Coordinator<br />SMS developed in 2004<br />IS-BAO registered<br />ISO 9001 : 2000 Certificated<br />Change Management Process implemented<br />Monthly Risk Awareness Sessions, Quarterly Management Review Meetings, Periodic Executive Reporting (Monthly and Annually)<br />Requiring Performance Effectiveness Planning reports from every employee annually<br />Monetarily Rewards based on the employee’s participation (Jeanmarie, 2008)<br />Exemplary Corporation<br />10<br />
  40. 40. Frequent changes in fleet size and type would increase the quality and efficiency in equipment (aircraft, avionics, data monitoring systems) and experience.<br />Due to the frequency of operations, data collection would be less than scheduled airlines; therefore, dense communication and data exchange between operators is a must.<br />The advantage of smaller organization should be used to build up a strong safety culture.<br />Frequent changes in business matters lead to frequent updates that would result to newer and more efficient SMS.<br />Recommendations<br />11<br />
  41. 41. A more diverse community is addressed; therefore, measures, assessments, and controls should be diverse as well. <br />Flexibility in destinations might result in difficulties in operations (extreme weather, regulations, costs etc.); therefore, the operator should develop an SMS relevant to the operational strategy.<br />Business operators provide aircrafts in short notice, which might result in pilot fatigue, lack of crew preparedness , flight dispatching, or maintenance. <br />Safety is the main goal but profit and SMS resourcing should be balanced well. SMS would fail without enough resources.<br />Recommendations<br />12<br />
  42. 42. Canadian Business Aviation Association. (2010). About CBAA. Retrieved April/13, 2010, from http://www.cbaa-acaa.ca/about-cbaa <br />Esler, D. (2009, April 1). Safety management systems for business aviation. Business & Commercial Aviation, 38. <br />Federal Aviation Administration. (06/22/06). Introduction to safety management systems for air operators (Advisory Circular No. 120-92). Author. <br />IBAC. (2008). IBAC. Retrieved April/13, 2010, from http://www.ibac.org/introductiontoibac.php <br />Jeanmarie, M. (2008). Corporate flight operations SMS implementation overview. Presented at the meeting of Corporate Aviation Safety Seminar, Palm Harbor, FL.<br />National Business Aviation Association (NBAA). (2008). Safety statistics. Retrieved April/13, 2010, from http://www.nbaa.org/ops/safety/stats/ <br />NBAA. (2010). About NBAA. Retrieved April/13, 2010, from http://www.nbaa.org/about/ <br />National Transportation Safety Board. (2010). Aviation accident statistics. Retrieved April/13, 2010, from http://ntsb.gov/aviation/Stats.htm <br />Rohr, R. (2004, September). Safety management systems for business aviation. BART International, 92, 17-18, 19, 20, 21, 22, 23. <br />Rohr, R. (2004). Safety management systems for corporate aviation, Presented at the meeting of Corporate Aviation Safety Seminar, Tuscon, AZ.<br />Swickard, J. E. (2009, January 1). NetJets, FAA Sign NextGenAgreeement. Business & Commercial Aviation, 11. <br />References<br />13<br />

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