Transcript QUALITY ASSURANCE IN AVIATION FUELLING

QUALITY ASSURANCE IN
AVIATION FUELLING
A Majeed Al Gassab
Operations Manager
BAFCO
PO Box 50500
Kingdom of Bahrain
[email protected]
Tel: 00973329420
Fax: 00973336464
INTRODUCTION
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Assurance Philosophy and Benefits
Types of Inspections
The Value of International Networking
Benefits of a Quality Assurance Programme
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ASSURANCE: PHILOSOPHY
AND BENEFITS
• What are the risks and potential
consequences?
– Fuel quality problem leading to engine failure
and aircraft crash
– Human error leading to wrong grade of fuel or
wet/dirty fuel
– Equipment failure leading to loss of
containment and major fire
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MISFUELLING RISK
Which Aircraft takes Avgas?
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ASSURANCE:
BENEFITS
A strong assurance programme is essential to achieve
the following goals
• We need to eliminate incidents
• The key to eliminating the catastrophic incidents is
to eliminate all incidents and near misses
• It is vital that the fuel meets the specifications to
ensure it performs properly in the aircraft
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QUALITY ASSURANCE
This is “how we do it” at BAFCO
• Self verification via internal audit
programme with independent external
verification
• Technical Service Agreement with a major
international aviation fuel supply company
• Highly trained and professional staff
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LEADERSHIP AND
ACCOUNTABILITY
– Systems in place to ensure integrity of design,
construction and operational activities
– Managers must be able to demonstrate their
leadership and commitment by setting goals
and objectives, ensuring adequate resources,
designating accountabilities and involving the
workforce through effective communications
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RISK ASSESMENT
– Need to ensure that a regular process of hazard
identification takes place and that
– Appropriate plans are developed and acted
upon to prevent, or reduce the impact of
potential incidents or accidents
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FACILITIES DESIGN AND
CONSTRUCTION
– Continually enhance the inherent safety and
security of our plant and equipment.
– Minimise environmental and health risks
– Ensure there are sound standards, procedures
and management systems for the design,
procurement, construction, start up and
operation of our facilities
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OPERATIONS AND
MAINTENANCE
– To ensure management of operations within established
parameters delivering world class HSSE performance
– That procedures are in place to control risks, especially
those associated with non-routine operations
– Environment impact is monitored and minimised
– Redundant facilities are responsibly decommissioned
with due care for safety and the environment
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MANAGEMENT
OF CHANGE
– Ensure there is a system in place to effectively manage
changes to processes, equipment, organisations and
people
– To ensure HSSE risks are at an acceptable level and
operational efficiency is enhanced
– Ensure that all changes are made on the basis of strong
technical evidence and wisdom
– Ensure all changes to legislation are taken into account
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RETENTION OF
INFORMATION
– Ensure up to date and accurate records are kept
of design, modification and operation of:
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Processes
Facilities
Materials and products handled
Potential HSSE hazards and regulatory requirements
– Ensure this information is readily available to
those who need to refer to it
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PERSONNEL
AND TRAINING
– Ensure that only carefully selected and trained
personnel are employed
– Ensure there are effective processes in place to
regularly assess their performance and provide
coaching guidance and corrective action where
necessary
– Ensure personnel have a strongly positive attitude to
HSSE, operational integrity and customer focus
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CONTRACTORS
– There should be processes in place to assess the
capability of contractors employed in the
operations
– That they are working to adequate and agreed
standards
– That they adopt the same attitude to HSSE
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INCIDENT INVESTIGATION
AND ANALYSIS
– That all incidents and near misses are reported,
effectively investigated to identify their root
causes and that appropriate action is taken and
followed up
– That lessons are learned and shared to help
prevent recurrence
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EMERGENCY
PREPAREDNESS
– Emergency Plans are essential together with appropriate
equipment, facilities and trained personnel
– Should consider potential incidents involving security
or safety and all necessary actions for protection of
personnel, public, the environment and assets
– Ensure that plans are practiced and reviewed regularly
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SAFETY MANAGEMENT
• Regular monitoring of HSSE performance
with targets set for continuous improvement
• Ensure adequate management processes are
in place and working
• Involvement of external expert parties
where they can add value
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PRODUCT
STEWARDSHIP
• Operations staff should be aware of the
health safety and environmental hazards
associated with all products handled for the
complete life cycle of the product
• Incidents should be investigated and
corrective action taken
• A system for recall of unsafe products
should be in place
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INSPECTIONS:
TYPES
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International Inspections
Airline and Defense Force Inspections
Local Inspections
International Quality Assurance Audits
Local Internal Quality Assurance Audits
Management Site Safety Tours
Planned Maintenance
Pre-use Inspections
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INSPECTIONS:
WHY?
• To have a piece of paper on file?
– Yes – it is important to have evidence that
inspections have been performed
– But this is not the main reason
• To ensure standards are maintained?
– Yes to correct deviations
• Therefore to avoid incidents
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INSPECTIONS:
PURPOSE
• To ensure the staff understand as much as
possible about
– What they are doing
– Why they should be doing it
• Demonstrates the commitment of the
Inspecting Body to ensuring the
maintenance of high standards
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INSPECTIONS:
FOCUS
• Assist people as much as possible in
understanding their activities
• Should trust them to follow the agreed
approach as far as is possible
• Assist them in overcoming obstacles to
progress
• If there is a major problem may close the
operation
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INSPECTIONS
TECHNIQUES
• Open questions and active listening
• Avoid being judgmental
• Let people have their say and listen carefully – after all
they know more about their operation
• Ask “what if” questions to help people understand why
things should be done in a particular way
• Make use of inspector’s broader perspective and
experience
• Gain commitment to recommendations before leaving
• Opportunity to comment performance
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LOCAL
INSPECTIONS
• Good practice to implement local
inspections
• Follow similar technique as for
International Inspections
• Aim to highlight and correct any issues on
an ongoing basis
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MANAGEMENT SITE SAFETY
TOURS
• Demonstrates Management Commitment to safety
• Management should lead by example and not
expect others to do what they are not prepared to
do themselves
• Used to identify
– Unsafe Acts, Unsafe Conditions, Equipment
Deficiencies, Impact of Change, Imperfect Solutions to
Previous Problems
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PLANNED
MAINTENANCE
• Pro-active, pre-planned work performed
without knowledge of defect
• Examples: lubrication routines, filter
cleaning, painting, valve maintenance
• Requires a clear definition of work to be
done, frequency and record keeping
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CRITICAL PARTS
INSPECTIONS
• Identify Critical Parts via a structured survey of all
equipment
• Identify items where failure could lead to major
problems or loss
• Assign inspection frequency according to
probability and severity of failure and
manufacturer recommendations
• Designate inspection responsibility
• Develop inspection check list and record card
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PRE-USE
INSPECTIONS
• Applies to:
– Replacement of critical parts
– Checking of equipment where proper operation
is vital to safety e.g. cranes, fork lifts, fuelling
vehicles, atmosphere testers
• Develop check lists of essential items eg,
brakes, lights, tyres
• Report and follow up
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INTERNATIONAL
NETWORKING
• A key to success in BAFCO
• Networking means that lessons only need to be
learned once in the world
• BAFCO can benefit from the global reach of its
partner which due to its scale can employ many
true “global experts” who lead and shape the
industry
• Helping ensure BAFCO remains a LEADING
WORLD CLASS OPERATION
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INTERNATIONAL QUALTITY
ASSURANCE PROGRAMMES
BAFCO has recently completed transition to
ISO 9001 – 2000 (there are alternatives)
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Management commitment
Customer Focus
Continuous Improvement
Control and assurance
• Adds rigueur to all management processes
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QA: MANAGEMENT
COMMITMENT
Ensures Top Management are committed to quality
assurance by
– Communicating to the organisation the importance of
meeting customer requirements, company and legal
standards
– Establishing and living the Quality Policy
– Ensuring Quality Objectives are established and met
– Conducting regular Management Reviews
– Ensuring the availability of resources
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QA: CUSTOMER
FOCUS
• Ensures Customer Requirements are
determined and met with the aim of
enhancing Customer Satisfaction
• Must also include consideration of those
aspects of customer service that are
essential for effective delivery but not
necessarily stated by the customer
• Statutory and regulatory requirements
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CONTINUOUS
IMPROVEMENT
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Documented process
All suggestions evaluated and tracked
Close out
Audited under QA System
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QA: CONTROL AND
ASSURANCE
• Ensures that procedures are in place for all tasks
• That controls exist to ensure all documentation is
current
• Internal Auditing to check performance and
recommend improvement
• External Auditing to ensure the system is applied
correctly and consistently and recommend
improvements based on broad experience of other
and varied organisations
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SUMMARY
There are significant hazards in this
industry and we must have a highly
effective system to assure ourselves that all
the risks are identified, measures are in
place to manage them and that these
measures are working
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