This document provides an overview of a Safety Management System (SMS). It defines SMS according to the FAA as a formalized approach to managing safety that integrates operations and technical services. The purpose of SMS is to take a proactive, systematic approach to controlling risks. It consists of 4 main components: safety policy, risk management, safety assurance, and safety promotion. The document discusses each component and provides guidance on implementing an SMS, including conducting a safety culture assessment, developing SMS manuals and procedures, and implementing hazard reporting and risk mitigation processes.
Welcome to the SMS Fundamentals presentation.
The core processes, elements and components that comprise a functional and robust Safety Management System will be explained.
These lessons will provide you a general understanding of the principles of a Safety Management System (SMS). Also it will provide you an understanding of the components, elements, and core processes that comprise a functional SMS.
Each organization must determine their safety needs and scale their SMS to meet those needs.
Welcome to the SMS Fundamentals presentation.
The core processes, elements and components that comprise a functional and robust Safety Management System will be explained.
These lessons will provide you a general understanding of the principles of a Safety Management System (SMS). Also it will provide you an understanding of the components, elements, and core processes that comprise a functional SMS.
Each organization must determine their safety needs and scale their SMS to meet those needs.
This reviews the strengths and weaknesses of long-established approaches to safety, and proposes new perspectives and concepts underlying a contemporary approach to safety.
This includes the following topics:
a) The concept of safety;
b) The evolution of safety thinking;
c) Accident causation — The Reason model;
d) The organizational accident;
e) People, operational contexts and safety — The SHEL model; and
f) Errors and violations;
FAA HUMAN FACTOR IN AVIATION MAINTENANCE HF MROAmnat Sk
This manual is in response to the industry’s requests for a simple and manageable list of actions to implement a Maintenance Human Factors (MHF) program. A panel of experts selected the following six topics for such a program to be successful:
Event Investigation
Documentation
Human Factors Training
Shift/Task Turnover
Fatigue Management
Sustaining & Justifying an HF Program
For each of the six topics that contribute to the success of any MHF program, this manual offers the following:
Why is the topic important?
How do you implement it?
How do you know it is working?
Key references
Like any good operator’s manual, this document tells you what to do without excessive description of why you should do it. This manual recognizes you already know the importance of Human Factors. For detailed information, see the “Key References” at the end of each topic.
The selected six topics are critical because they are based on operational data and practical experience from the US and other countries. Transport Canada (TC), United Kingdom Civil Aviation Authority (UK CAA), and the European Aviation Safety Agency (EASA) regulations contributed to this manual. The steps are derived from a panel of ten industry and government contributors who have worked in aviation maintenance for an average of twenty-five years and in MHF for fifteen years. The contributors characterized these six topics and related steps as “information they wish they had known 15 years ago.”
These straightforward suggestions provide the key components for implementing a successful MHF program that will benefit your company, business partners, external customers, and the entire industry. Information is presented in summary bullets as follows:
These are six topics, from many, that a MHF program may consider.
Topics are not necessarily in order of importance, except that the data obtained from Event Investigation (Section 1) provide the foundation for many Human Factors activities.
You may implement any or all of the topics, however, they should be coordinated.
Your MHF activity should be based on the identified requirements and resources of your organization.
You are encouraged to supplement this Operator's Manual with additional references.
This document satisfies the industry request for a short and straightforward list of important actions.
This slide is prepared by me for the students studying in 1st Semester of Aircraft Maintenance Engineering. This is only the the introduction of Maintenance Practices involved in Aircraft Maintenance. Reference is taken from various aviation books and websites. Suggestions are welcome. Pls leave a like
PS- after downloading please don't change the name of author as you will be disregarding all the hard work done by me.
The second component of an SMS, is Safety Risk Management. We’ve already seen the five major elements of SRM, let’s see how they work in detail.
The objective of an SMS is to provide a structured management system to enable us to make decisions on controlling risk in our operations.
Once hazards are identified and their related risks analyzed, an organization can focus its resources on eliminating or mitigating those hazards that pose the greatest risk.
This is what SRM helps us to do.
Human Factors Training: There's nothing that can't go wrong. This simple insight forms the foundation of human factors training for pilots. In special courses, pilots are prepared for any possible emergency situation and action strategies. Crews learn to analyze and evaluate their own behavior and that of those around them more effectively. Training leads to more efficient work processes, a functioning error management culture, and increased safety. This is a general prsentation and human factors management in aviation training.
In 1994, the University of Texas Human Research Project and Delta Airline developed the Line Operations Safety Audit (LOSA) program. With time, the LOSA program evolved into what is now known as Threat and Error Management (TEM).
The TEM framework is an applied concept which emerged from the observations and surveys of actual flight operations. It considers the various issues that a flight crew may encounter as a result of internal and external factors.
This model explores the contributing factors of the threat to aviation safety and, in turn, allows for the unearthing of ways to mitigate them and maintain proper safety margins. Now recognized and adopted across continents, the TEM framework aims to educate flight personnel on managing threats and errors before they degenerate into serious incidents or accidents. It is important to note that TEM is also applicable to maintenance operations, cabin crew, and air traffic control.
This reviews the strengths and weaknesses of long-established approaches to safety, and proposes new perspectives and concepts underlying a contemporary approach to safety.
This includes the following topics:
a) The concept of safety;
b) The evolution of safety thinking;
c) Accident causation — The Reason model;
d) The organizational accident;
e) People, operational contexts and safety — The SHEL model; and
f) Errors and violations;
FAA HUMAN FACTOR IN AVIATION MAINTENANCE HF MROAmnat Sk
This manual is in response to the industry’s requests for a simple and manageable list of actions to implement a Maintenance Human Factors (MHF) program. A panel of experts selected the following six topics for such a program to be successful:
Event Investigation
Documentation
Human Factors Training
Shift/Task Turnover
Fatigue Management
Sustaining & Justifying an HF Program
For each of the six topics that contribute to the success of any MHF program, this manual offers the following:
Why is the topic important?
How do you implement it?
How do you know it is working?
Key references
Like any good operator’s manual, this document tells you what to do without excessive description of why you should do it. This manual recognizes you already know the importance of Human Factors. For detailed information, see the “Key References” at the end of each topic.
The selected six topics are critical because they are based on operational data and practical experience from the US and other countries. Transport Canada (TC), United Kingdom Civil Aviation Authority (UK CAA), and the European Aviation Safety Agency (EASA) regulations contributed to this manual. The steps are derived from a panel of ten industry and government contributors who have worked in aviation maintenance for an average of twenty-five years and in MHF for fifteen years. The contributors characterized these six topics and related steps as “information they wish they had known 15 years ago.”
These straightforward suggestions provide the key components for implementing a successful MHF program that will benefit your company, business partners, external customers, and the entire industry. Information is presented in summary bullets as follows:
These are six topics, from many, that a MHF program may consider.
Topics are not necessarily in order of importance, except that the data obtained from Event Investigation (Section 1) provide the foundation for many Human Factors activities.
You may implement any or all of the topics, however, they should be coordinated.
Your MHF activity should be based on the identified requirements and resources of your organization.
You are encouraged to supplement this Operator's Manual with additional references.
This document satisfies the industry request for a short and straightforward list of important actions.
This slide is prepared by me for the students studying in 1st Semester of Aircraft Maintenance Engineering. This is only the the introduction of Maintenance Practices involved in Aircraft Maintenance. Reference is taken from various aviation books and websites. Suggestions are welcome. Pls leave a like
PS- after downloading please don't change the name of author as you will be disregarding all the hard work done by me.
The second component of an SMS, is Safety Risk Management. We’ve already seen the five major elements of SRM, let’s see how they work in detail.
The objective of an SMS is to provide a structured management system to enable us to make decisions on controlling risk in our operations.
Once hazards are identified and their related risks analyzed, an organization can focus its resources on eliminating or mitigating those hazards that pose the greatest risk.
This is what SRM helps us to do.
Human Factors Training: There's nothing that can't go wrong. This simple insight forms the foundation of human factors training for pilots. In special courses, pilots are prepared for any possible emergency situation and action strategies. Crews learn to analyze and evaluate their own behavior and that of those around them more effectively. Training leads to more efficient work processes, a functioning error management culture, and increased safety. This is a general prsentation and human factors management in aviation training.
In 1994, the University of Texas Human Research Project and Delta Airline developed the Line Operations Safety Audit (LOSA) program. With time, the LOSA program evolved into what is now known as Threat and Error Management (TEM).
The TEM framework is an applied concept which emerged from the observations and surveys of actual flight operations. It considers the various issues that a flight crew may encounter as a result of internal and external factors.
This model explores the contributing factors of the threat to aviation safety and, in turn, allows for the unearthing of ways to mitigate them and maintain proper safety margins. Now recognized and adopted across continents, the TEM framework aims to educate flight personnel on managing threats and errors before they degenerate into serious incidents or accidents. It is important to note that TEM is also applicable to maintenance operations, cabin crew, and air traffic control.
"Intelligence sharing and dissemination has also become a major issue with high-level visibility. Billions of dollars have been allocated toward bolstering aviation and airport security, encouraging the development of dozens of new technologies. With an increase in the reliance of e-ID documents, more attention to perimeter security, and an emphasis on cargo screening, we will see billions more going to airport security. Most officials even admit that airports are still not secure and that we need to create a more formal strategy. Airports are actively buying technology to close the remaining gaps in security. Access control and surveillance are among the top priorities. Government is searching for additional ways to communicate and distribute intelligence data.
IDGA’s Aviation Security Summit aims to address the complexities of securing our Airports and homeland security, while ensuring that air travel and commerce continue uninterrupted. In-depth discussions will consist of an integrated approach to address critical program issues, such as:
Perimeter and facility security Screening technologies, digital imaging, CCTV Biometrics, access control, identity management Crime prevention and security Intelligence dissemination
"
Dr. Vivek Saxena, Vice President and Leader Operations & Supply Chain for ICF International’s Aviation & Aerospace division, gave the opening address for the 3rd Annual SpeedNews Aerospace Manufacturing Conference held April 7, 2015 in Palo Verdes, CA. Dr. Saxena’s presentation, “Additive Manufacturing Briefings (AMB)”, provided an overview of this emerging industry sector, including a primer on additive manufacturing and its application in aerospace production. He also provided a preview of the other topics to be presented at this SpeedNews conference.
http://speednews.com/aerospace-manufacturing-conference/agenda
Session no 1 basic contemporary safety conceptssameh shalash
Define and explain the terms “accident, incident, occurrence.
• Describe what the costs of an accidents and incidents are.
• Define and explain the term of safety.
• Emphasizing the need for hazard identification processes (Reactive; proactive; predictive).
• Describe the james reason accident causation model.
• Give an overview about the ABC Performance-Based Safety.
To familiarize managers and supervisors with the principles of the safety management system and their responsibilities and accountabilities for safety according to ICAO and CAA standards.
Alaistair Deacon, Chief Aviation Technologist at Amor Group, chaired Day 1 of the Operations and Management conference stream at PTE2012.
This is his opening presentation on putting the passenger process and related data at the heart of terminal and airside operations.
Central to this notion of the Next Generation Airport is enhanced collaboration and better use of technology to drive real operational improvements.
Presented by José Serrador Neto - Director, External Relations and Foreign Trade Policy of Embraer, during the XIV Brazil-Japan Joint Economic Committee Meeting, that took place in the city of Salvador, in Brazil, during august 9th and 10th of 2011.
Updated - Safety Management Systems - Workshop - DGCA SAG Members - As Presentedtherunwaycentreline
The slides I used for a workshop on safety management concepts for members of the Indonesian DGCA's State Safety Program Safety Action Groups - specifically the Directorates of Airports and Air Navigation members.
JDA's one-of-a-kind Regulatory Affairs course is offered quarterly. Taught by 2 former career FAA managers and FAA GC it provides insight into FAA oversight and surveillance and how you can improve your working relation with the FAA and avoid enforcement action and fines. Go to www.jdasolutions.aero for more details
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
2. Agenda
1. SMS
• Defined
• Purpose
• What it is and what it isn’t
2. Case for SMS
3. SMS Fundamentals
4. Guidance, Tools & Implementation
5. Recommended way to Implement SMS
Aviation Technology Solutions
3. FAA Definition
“SMS”
“an SMS is a formalized
approach to managing safety by developing an
organization-wide safety policy, developing formal
methods of identifying hazards, analyzing and
mitigating risk, developing methods for ensuring
continuous safety improvement, and creating
organization-wide safety promotion strategies.”
Aviation Technology Solutions
4. Better Definition?
“SMS”
Systematic and comprehensive process for the
proactive management of safety risks that
integrates operations, technical services
with financial and human resource
management.
Aviation Technology Solutions
5. SMS Purpose
• Systems approach to control risk
• More effective assurance controls
• Meet statutory safety requirements (title 49)
• FAA means to evaluate management capability
• Proactive application of technical and management
skills to identify and control hazards
o Traditional approach concentrates on technical
o SMS adds emphasis on management elements
Aviation Technology Solutions
6. What SMS is and is not…
What SMS is: What SMS is not:
Compliance is integral to safety Substitute for compliance
management
Effective interface for safety Substitute for oversight
management
Systems approach Replacement for system safety
Decision making processes for senior Requirement for a new department
and line management
Aviation Technology Solutions
7. ICAO Annex 6 and 14
• States shall establish State safety
program to achieve acceptable
level of safety in civil aviation.
• Framework for implementation
and maintenance contained in
Safety Management Manual
(SMM) (Doc 9859).
• Acceptable level of safety
established by State.
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8. FAA SMS for Air Carriers
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9. FAA SMS for Airports
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11. Safety Management System
• Infuse safety into entire system
People
Tools Management levels
Procedures
Materials
Equipment
Software
Protection Production
• Maintain balance of production and protection
Aviation Technology Solutions
12. Safety vs. Production
Financial
Bankruptcy Management
Protection
un-rocked
boat
Safety Catastrophe
Management
Production
Life of system
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13. Ramp Damage - Big $$$ For Operators
Aileron & Tab Assembly $183,545
Outboard Flap Assembly
$255,845
Parts prices only
Elevator
Inboard Flap
Assembly
Assembly $224,872
$264,708
Cargo Door $58,327
Main Entry Door
$171,220
L.E. Slat Assembly
$52,863
Radome $19,712
Wingtip Assembly $28,872
TAT Probe Side cowl
$6,583 $161,407
AOA Vane Pitot Static Probe Inlet Cowl $329,203 8
$4,300 $5,157 Inlet Cowl Segment $5,151
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14. Accident and Incident Cost!
Direct costs Indirect costs
• Loss of aircraft • Loss use of equipment
• Injuries/death of flight • Loss of staff
crew & passengers Involved in accident issues
• Insurance deductibles Lower productivity
• Costs not covered by • Investigation & clean-up
insurance • Legal claims
• Fines
• Misplaced/stranded
passengers
• Negative media exposure
"Airfield incidents/accidents represent ~$ 3.5 B annual cost to industry."
Aviation Technology Solutions
15. Income lost
Event Direct Indirect
Catering truck hits airplane $17,000 $230,000
Jet way hits airplane $50,000 $600,000
Landing event $1,900,000 $4,800,000
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16. Accidents Cost Small Operators, Too
Claim Flight Training Fixed Wing Air Helicopter
Operation Taxi Operation Air Taxi
Forced landing $150,000 $300,000 $900,000
(aircraft destroyed)
Propeller makes $20,000 $30,000 $150,000
contact with object
on ground
Hangar Rash $5,000 $10,000 $35,000
Flight cancellation $500-1,400 $3-5,000 $8-10,000
per day
Aviation Technology Solutions
17. Aviation Drove Down Accident Rate
• Regulations,
Policies and
Programs
• Aircraft and
System
Design
• Crew
Resource
Management
• Human
Factors
• Data
Collection,
Analysis and
Corrective
Action
• Safety Culture
and Risk
Management
• Training
• Safety
Management
System –
SMS
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18. Where Aviation Accidents Take Place
Annual worldwide ramp accidents and incidents 1 per 1,000 departures.
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19. Human Error and Operations
• 75% mishaps due to human error
• Type of Errors Vary
Perception
Memory Lapses
Slips
Wrong Assumption
Technical Misunderstandings
Procedure Violations
• Safety Culture
• Decision Making
• Latent Conditions
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20. Heinrich Safety Triangle
Human Error
Causal Factors and Latent Conditions
Personal Equipment
Training Culture Procedures Organizational
Factors Design
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21. Traditional approach – Preventing accidents
Focus on outcomes (causes)
Unsafe acts by operational personnel
Attach blame/punish for failures to “perform safely”
Address identified safety concern exclusively
Identifies:
WHAT? WHO? WHEN?
But not always discloses:
WHY? HOW?
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22. SMS Strategies
Reactive Proactive Predictive
(Past) (Present) (Future)
Actively seek
Analyze
Respond to identification of
system
Incidents and hazardous
processes and
accidents that have conditions
environment to
already through analysis
identify potential
happened of organization’s
future problems
processes
Aviation Technology Solutions
25. SMS Design Attributes
Processes must have attributes built in
• Responsibility: accountable activities + quality
• Authority: power to accomplish activities
• Procedures: clear instructions for employees
• Controls: ensure activities produce correct outputs
• Process Measures: measure processes & results
• Interfaces: Manage processes & relationships between
employees, organization and with contractors, vendors,
customers, other organizations
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26. SMS Attributes and Management
• SMS attributes align with management process:
Planning: Procedures
Organizing: Procedures, Responsibilities & Interfaces
Directing: Responsibilities & Authority
Controlling: Process Measures & Controls
• Documented in SMM
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27. SMS Component 1
Policy
• Management safety commitment and strategy.
• Framework to put organization & responsibility in place.
• Objectives:
Leadership
Training
Measurable Safety Targets
Lessons Learned
Non-Punitive Reporting System
• Manage safety same way as other areas.
• Judgment, assessing priorities, and making decisions.
Like all management decision making
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28. Corporate Safety Culture
Policy
• Organization’s DNA
(Structure)
• Ingrained in operating norms
• Resources to maintain safe
and efficient operations
• Acknowledge safety concerns Safety Safety Safety
and suggestions: Assurance
Promotion Culture
Give feedback on decisions
If no action contemplated,
decision is explained
Feedback is timely, relevant Risk
and clear Management
Aviation Technology Solutions
29. SMS Component 2
Safety Risk Management (SRM)
Risk Matrix Model
• Systematic, explicit, &
comprehensive approach for
managing risk throughout
organization.
• Five Phases
1. Describe System
2. Identify Hazards
3. Determine Risk
4. Assess & Analyze Risk
5. Treat Risk - Mitigate
Aviation Technology Solutions
30. SMS Component 3
Safety Assurance
• Collect and analyze information to determine that
process requirements are continuously being met.
• Assess performance and Risk controls effectiveness
• Works in partnership with Risk Management.
• Program audits
Internal
External
• Lessons learned
• Adequate resources
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31. SMS Component 4
Safety Promotion
• Training & education
• Safety competency &
continuous improvement
• Safety communication
• Safety culture – core value
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32. Culture
Management Employees
Communication
Informed: People understand hazards & risks
Learning: Company learns from mistakes. Staff
updated on safety issues by management.
Just: Employees know what is acceptable
& unacceptable behavior.
Reporting: All personnel freely share critical safety
information.
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33. Positive Safety Culture
1. Senior management commitment
2. Senior management visibility
3. Safety accountability framework
4. Safety policy, goals, objectives, standards, and performance
5. Effective employee safety reporting system
6. Safety information system
7. Resource commitment
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34. Commitment to SMS
• Documents alone will not guarantee development of
positive safety culture.
• Employees must see evidence of management
commitment.
Management Attitudes & Actions = most important factor.
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35. SMS Depends on Data Quality
• Reports/Facts - what exists or happening now
• Inferences (Interpretations)
What’s likely to happen in future,
based on what’s happening now
Conclusions based on facts
• Judgments
Value
Quality assessments
Good, bad, acceptable, unacceptable
of what is or will exist or happen
Aviation Technology Solutions
36. Continuous Improvement
SMS continuous improvement through
• Safety and Quality Policies
• Safety Objectives
• Audit & Evaluations
• Analysis of Data
• Corrective and Preventive Actions
• Management Reviews
Aviation Technology Solutions
37. Management Review
Top management conduct regular reviews of SMS
• Outputs of SRM & SA
• Lessons learned
• Need for changes
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38. SMS
Guidance, Tools and Implementation
Aviation Technology Solutions
39. SMS Guidance and Tools
• ICAO Doc 9859: Safety Management Manual (SMM)
• FAA Order 8000.369: FAA SMS Guidance
• FAA AC 120-92A (Air Carriers)
• FAA Order 5200.11 FAA Airports SMS
• FAA AC 150-5200/37 (Airports)
• TRB Airport Cooperative Research Board
• Voluntary Implementation Guidance (Multiple Docs)
Aviation Technology Solutions
41. First Steps
Safety Culture & Gap Analysis
• Assess Culture
Surveys and Observations
Organizational Interviews
Review of Policies, Procedures,
Processes & Data
Analysis & Assessment
• Safety Gap Analysis
Compare with SMS Principles
Compare Baseline with
Requirements Good gauge of safety culture is
Document Results "How we do things around here.”
• Plan Survey Example
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43. When Completed
Safety Promotion
ORGANIZATIONAL SAFETY CULTURE
ORGANIZATIONAL SAFETY CULTURE
Safety Policy
Identified New Hazards
SRM Safety
Identify hazards
Assurance
Analyze, assess, Monitor NAS &
knowingly accept, mitigations through:
Audits & Evals
and mitigate risk Trends Analyses
Monitoring plans Data Tracking
Safety Risk
Mitigations
Monitoring
SMS Implementation Plan
Safety Communications
Aviation Technology Solutions
44. SMS Will…
• Establish meaningful safety policies, goals and objectives
• Create individual accountability for safety
• Demonstrate leadership regarding safety principles
• Launch processes for risk measurement, hazard
identification and mitigation
• Develop collegial interactive teams & improved
communications process
• Implement non-punitive reporting; encourage “lessons
learned”
• Fewer accidents and incidents
• Reduce injury and damage claims costs; better productivity
• Lower Operating Costs
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45. Documented SMS Success Stories
• Conair - Occupational Health and Safety costs:
Went from +30% to –30% of industry average
Saved $1,000 per employee year one
Insurance Premiums stayed constant did not rise like their
competition
• Air Transat saving over $1 million per month
• Skyservice saved $5 million in 1st year
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46. 4720 Montgomery Lane
Suite 950
Bethesda, MD 20814
www.jdasolutions.aero
301-941-1460
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