Integrated Airline Management System

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					integrated—Airline Management System
An Introduction
Taiwan Aviation Safety Seminar 2009 November 9, 2009 Taipei

Captain Hideki Endo
MSTF/46

Safety, Operations and Infrastructure
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Integrated Airline Management System
What is integration? Why do we need it? What are the benefits?

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Management Systems developments
2003: IATA Operational Safety Audit (IOSA)
Designed to mange the code-share Established first “global” standard

2005: IATA publishes an Introduction to Safety Management Systems 2006: ICAO publishes Safety Management Manual (SMM)
Requires airlines to implement an SMS by Jan 1st 2009

2006: Transport Canada is examining a legislative framework to mandate SeMS

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ICAO Safety Management Manual
Recognition of multiple management systems QMS, EMS, OHSMS, SMS, SeMS (SMM 7.8.1) “Integration of QMS into SMS provides a structured approach to monitor process and procedures to identify safety hazards and their consequences…” (SMM 7.6.13) “Aviation organization should be encouraged to integrate their quality, safety, security, occupational health and safety, and environmental management systems.” (SMM 7.8.3) Does not describe how to organize the work
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An airline is an complex organization
Multiple management systems Dispersed operations Many technical functions Highly regulated--overlapping State jurisdiction Subject to multiple State regulations

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Many system exists in an Airline
Safety Management System (SMS)
Organized approach to managing safety (ICAO) Tools: Flt Data Analysis, Safety Reports, Investigations

Quality Management System (QMS)
Organizational structure, responsibilities, processes, procedures, resources Tools: Auditing, Voluntary Disclosure, Systems Coaching

Security Management System (SeMS)
Organized approach to implement & manage security processes Tools: Security Reports, Investigations, Training

Environmental Management System (EMS)
Organized system to identify and manage environmental risks Tools: Auditing, Investigations, Training, Coaching

These systems supported by different departments in an airline

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Airline is an complex organization
Cabin Dept

Cargo Dept

Airport Dept Maintenance Flight Ops
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Key Points
Airline must organize the work efficiently Easy to fall in “organizational silo” Cabin Dept

Cargo Dept

Airport Dept Flight Ops Maintenance

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Safety Committee of the Board Flight Ops
Priority 1 Priority 2 Priority 3

Cargo
Priority 1 Priority 2 Priority 3

Maintenance
Priority 1 Priority 2 Priority 3

Cabin
Priority 1 Priority 2 Priority 3 9
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Are we doing enough?
Are we still in a Silo? Do we simply present safety information and inform others or inherent risks? Can we do more in order to better understand the risks? How can we know the “state” of the Company in terms of risk?
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Essence of integrated AMS
Changing the way how we evaluate events (risks)
All Operational Risks are formally reviewed by the Management
Events are not only for respective discipline, it should not be looked at by single department. (Preventing explosives being brought on board is not only the issue of security but also safety issue) Risk affects everyone. Look at same risk from different perspective using the same risk definition (Same process of data collection and analysis, i.e., Safety report; Audit report; FDA) Look at risk holistically (Communication barriers are removed, synergy effect) Better understanding of risks and thus able to picture “state of the company” Enable management to make effective decisions and mitigations

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Questions to better manage a complex organization?
How can we present a prioritized list of safety issues? How can we know what is more important than the others? Do we have methodology which can compare the issues throughout organization? How can we know the effect of mitigation actions on all departments? How can we present “state of the airline” in terms of safety?

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Safety Committee of the Board Airline is an complex organization (Operational Risk Review Board)
Safety Priority 1 Priority 2 Priority 3 Security Priority 1 Priority 2 Priority 3 Quality Priority 1 Priority 2 Priority 3 Environment Priority 1 Priority 2 Priority 3

Looking at issues in terms of “Operational RISK” will give us better picture for the state of the organization

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iAMS: Who collects & analyzes data?
Airline is an complex organization Operational Risk Review Board

Safety Risks Corporate safety SMS related data Flight / Ground safety

Security Risks

Quality Risks Quality, Maintenance Dept QMS related data

Environment Risks Environment dep EMS related data

Security Dep SeMS related data

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What are the data to be collected?
Data categories
Employee safety reports Operational reports Flight data Audit findings Summary reports Incident investigations Feedback from the CAA inspection

Data analysis
Safety & Quality Services departments to analyze data Head of respective department responsible for searching the database from their individual technical perspective
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What Directors would do?
Collectively see all of the operational risks that face the airline Prioritize the operational risk Make holistic analysis analysis of operational risk Picture “state of the company”

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Methodology What is Hazard and Risk?
Hazard: condition or an object with the potential to cause personal injury, equipment damage, or regulatory violation It is not necessarily damaging or negative components of the system. It is only when hazards interface with the operation…that may become a safety concern 15 knots Head wind=Better performance for T/O Cross wind=consequences of lateral control=R/W excursion (ICAO Safety Management Manual)

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Hazard, Consequences and Risk
Hazard: 15knots of cross wind Potential of R/W excursion because pilot may not be able to control laterally in T/O = Consequences of hazard Assessment of the consequences of R/W excursion in terms of probability and severity = Safety risk Safety = outcome of the management of a number of organizational process Managing a Risk = allocation of resources

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Safety risk assessment matrix
Catastrophic

Hazardous

Risk severity

Major

Minor

Negligible

Extremely improbable

Improbable

Remote

Occational

Frequent

Risk Probability
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Prioritization of Risks
Catastrophic Hazardous

Flight Ops Maintenance

Cabin safety

Risk severity

Major

Minor

Negligible

Extremely improbable

Improbable

Remote

Occational

Frequent

Risk Probability
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Operational Risk Management
SMS / QMS / SeMS / EMS
Airline Operations Maintenance Operations Ground Handling
Implement Plan & Re-evaluate

Auditing
Internal
Departmental QC Independent QA

People Reports
Flight / Maintenance Dispatch / Cabin Ground Handling / Security Field Investigations

Data
FODA Ops Analysis Safety Statistics

External
Civil Aviation Environment Security OSH IOSA

Risk Analysis Board
(Dashboard)

Everyone sees safety status Management Regulators Employees / Unions

Recommend Action Plan

Input into Enterprise Risk Model

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Integrated AMS: Two segments to address
iAMS Operational Risk is a part of Enterprise Risk Management

Enterprise Risk Management

Strategic risk Financial risk Compliance risk Environmental risk (hazadous materials etc) Corporate image/reputation risk

Operational Risk SMS SeMS QMS EMS
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Integrated-AMS is ….
Conceptual Description An integrated-Airline Management System is simply a term applied to the integration of all management system within an airline It describes the relationship and operational responsibility of each supporting management system within the overall enterprise SMS is one part of an integrated-AMS

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Value as a Best Practice
Holistic Risk Perspective (Integrated view of different fields) Efficient (provide complete package of information) Fresh (continuously assess the data) Standardized (Use of single risk matrix) Synergy (Break silo effect, Excellent forum for exchange) Credibility (Vetting of issues before presenting forum) Alignment (Align analytical technique and tool) Transparency (Involvement of CAA etc) Flexibility (Provide opportunity for tailored briefing)

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DISCUSSION

TASS

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