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Adapting Q-Pulse to your SMS
Business Model
Patrick Manley
Gulfstream Safety Management Systems
Gulfstream Worldwide Installations
Gulfstream
SMS as of 2014
• 12 Product Support facilities around the world including CLS
• 2 manufacturing & 2 Completion Center facilities in Savannah GA
• Engineering organization
• Flight Operations
• Sales and Marketing
Gulfstream Proprietary2
Gulfstream SMS Business Model
• Provide a practical, functional and compliant program for
managing risk
– Centralized program oversight at a corporate level
– Site level accountability and responsibility via site focal
– Scalable, consistent process design allowing for operational
differences
• lean the process, yet bolster the resulting effects
– Procure a software program with:
• strong customer service support
• local adaptability
• a capability to follow existing SMS processes
• a capability that leans/enhances existing SMS process
Gulfstream Proprietary3
End User Base
• 13000~ person user base for reporting via web
• 200~ investigators using client
• 17 SMS Managers/Coordinators using client
• 7 SMS Corporate level program managers per business
unit using client
Engineering &
Flight Operations
Production Materials
Sales &
marketing
Repair Stations
Gulfstream Proprietary4
A Practical SMS
Disciplinary
determination
Y/N?
Dispute
Appeals
Process
Management team
engagement
GAC Safety
Performance
Monitoring
Site Safety Council
Event Review
Team (ERT)
Prevention/Reduction
strategy oversight
Recommendations
Investigation results
Monthly Site Safety
Review
Event
Risk Assessment
Hazard Report
Gulfstream Proprietary5
Q-Pulse Design & Installation Considerations
• Module use
– Occurrence Reporting
– Audit/Assessment
– CA/PA
– Documents
• Hosted or firewalled servers
• Shared workstations, individual computer access or both
• Audience differences
• iPad usage and who will use it
• Roll out (stepped or blanket)
Gulfstream Proprietary6
Transition (Paper to Pixels)
• Things to consider when planning the transition
– Workforce capability
– What does employee engagement look like
• What is the pulse of the people…pun intended
– Employee-base opportunity and availability to access the
program/web
– Ease of use for your predominant population
• Largely computer friendly or limited computer knowledge
Gulfstream Proprietary7
SMS Process Integrated with Q-Pulse
Gulfstream Proprietary8
Report Types Available
• Custom Made Reports
– Resemble previously
used legacy paper
reports
– Little end-user change
experience
Gulfstream Proprietary9
Locations Upgrade
• Allowed for
streamlined report
access
– Previous version
required a form each
type for each location
– Routing configuration
the largest, most useful
enhancement to date
Gulfstream Proprietary10
Incident Management
• Stages modified to follow GAC SMS process model
• Investigation and Root Cause stages are separated to allow for better
data capture
• Contributing factors versus Root Cause
Gulfstream Proprietary11
Classifications Use
• Maintenance Error
Decision Aid (MEDA)
• Human Factors
Classification Systems
• Continuing to advance the
categories from “other” as
more defined information
becomes available and
with repetition
Gulfstream Proprietary12
Risk Assessments using SPE Model
• Severity/Probability/Exposure
• Allows for tempering of what could always be considered
“catastrophic”
Gulfstream Proprietary13
Managing the Information Bow Wave
• Prepare your teams
– That people will test your system with seemingly minor/irrelevant
reports
• Act anyway…builds system confidence
– Talk to others if it doesn’t work
– Once confidence is gained by the masses, reporting rate will double
• Exercise your process vigorously at first and find your
balance
– Stabilize and manage program/employee expectations
• Give feedback to the reporter at every opportunity if your
process and population supports it
– Some may not elect to have emails at every status change
Gulfstream Proprietary14
Start, Stop and Continue
• Start
– Communications early and don’t stop
– Leveraging Q-Pulse adaptability
– Leveraging Q-Pulse’s powerful analysis engine
• Stop
– Making excuses, make differences
– Tweaking a good program where not appropriate
• Continue
– Delivering meaningful and actionable metrics
– Communications
– Exercising patience, objections to new programs will subside
Gulfstream Proprietary15
Stabilizing a System While Preparing for Growth
• It will become popular to business leaders when real
capabilities and metrics are known, understood and
monitored
– Occurrence Reporting and Risk Management
– Plan early and communicate
– Q-Pulse is highly adaptable
• Engage your internal business partners and Gael Q-Pulse
representative to understand your growth and Q-Pulse
advantages available to you.
Product Damage Employee Injury IQI Security
Quality Escapes Entry into Service Field Service Air Safety Reports
Ground Safety Reports Normal Event Reports
Gulfstream Proprietary16
Questions
Gulfstream Proprietary17

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Adapting Q-Pulse to Your SMS Business Model

  • 1. Adapting Q-Pulse to your SMS Business Model Patrick Manley Gulfstream Safety Management Systems
  • 2. Gulfstream Worldwide Installations Gulfstream SMS as of 2014 • 12 Product Support facilities around the world including CLS • 2 manufacturing & 2 Completion Center facilities in Savannah GA • Engineering organization • Flight Operations • Sales and Marketing Gulfstream Proprietary2
  • 3. Gulfstream SMS Business Model • Provide a practical, functional and compliant program for managing risk – Centralized program oversight at a corporate level – Site level accountability and responsibility via site focal – Scalable, consistent process design allowing for operational differences • lean the process, yet bolster the resulting effects – Procure a software program with: • strong customer service support • local adaptability • a capability to follow existing SMS processes • a capability that leans/enhances existing SMS process Gulfstream Proprietary3
  • 4. End User Base • 13000~ person user base for reporting via web • 200~ investigators using client • 17 SMS Managers/Coordinators using client • 7 SMS Corporate level program managers per business unit using client Engineering & Flight Operations Production Materials Sales & marketing Repair Stations Gulfstream Proprietary4
  • 5. A Practical SMS Disciplinary determination Y/N? Dispute Appeals Process Management team engagement GAC Safety Performance Monitoring Site Safety Council Event Review Team (ERT) Prevention/Reduction strategy oversight Recommendations Investigation results Monthly Site Safety Review Event Risk Assessment Hazard Report Gulfstream Proprietary5
  • 6. Q-Pulse Design & Installation Considerations • Module use – Occurrence Reporting – Audit/Assessment – CA/PA – Documents • Hosted or firewalled servers • Shared workstations, individual computer access or both • Audience differences • iPad usage and who will use it • Roll out (stepped or blanket) Gulfstream Proprietary6
  • 7. Transition (Paper to Pixels) • Things to consider when planning the transition – Workforce capability – What does employee engagement look like • What is the pulse of the people…pun intended – Employee-base opportunity and availability to access the program/web – Ease of use for your predominant population • Largely computer friendly or limited computer knowledge Gulfstream Proprietary7
  • 8. SMS Process Integrated with Q-Pulse Gulfstream Proprietary8
  • 9. Report Types Available • Custom Made Reports – Resemble previously used legacy paper reports – Little end-user change experience Gulfstream Proprietary9
  • 10. Locations Upgrade • Allowed for streamlined report access – Previous version required a form each type for each location – Routing configuration the largest, most useful enhancement to date Gulfstream Proprietary10
  • 11. Incident Management • Stages modified to follow GAC SMS process model • Investigation and Root Cause stages are separated to allow for better data capture • Contributing factors versus Root Cause Gulfstream Proprietary11
  • 12. Classifications Use • Maintenance Error Decision Aid (MEDA) • Human Factors Classification Systems • Continuing to advance the categories from “other” as more defined information becomes available and with repetition Gulfstream Proprietary12
  • 13. Risk Assessments using SPE Model • Severity/Probability/Exposure • Allows for tempering of what could always be considered “catastrophic” Gulfstream Proprietary13
  • 14. Managing the Information Bow Wave • Prepare your teams – That people will test your system with seemingly minor/irrelevant reports • Act anyway…builds system confidence – Talk to others if it doesn’t work – Once confidence is gained by the masses, reporting rate will double • Exercise your process vigorously at first and find your balance – Stabilize and manage program/employee expectations • Give feedback to the reporter at every opportunity if your process and population supports it – Some may not elect to have emails at every status change Gulfstream Proprietary14
  • 15. Start, Stop and Continue • Start – Communications early and don’t stop – Leveraging Q-Pulse adaptability – Leveraging Q-Pulse’s powerful analysis engine • Stop – Making excuses, make differences – Tweaking a good program where not appropriate • Continue – Delivering meaningful and actionable metrics – Communications – Exercising patience, objections to new programs will subside Gulfstream Proprietary15
  • 16. Stabilizing a System While Preparing for Growth • It will become popular to business leaders when real capabilities and metrics are known, understood and monitored – Occurrence Reporting and Risk Management – Plan early and communicate – Q-Pulse is highly adaptable • Engage your internal business partners and Gael Q-Pulse representative to understand your growth and Q-Pulse advantages available to you. Product Damage Employee Injury IQI Security Quality Escapes Entry into Service Field Service Air Safety Reports Ground Safety Reports Normal Event Reports Gulfstream Proprietary16