Transcript Document 7208989

integrated—Airline
Management System
An Introduction
Taiwan Aviation Safety Seminar 2009
November 9, 2009 Taipei
Captain Hideki Endo
Safety, Operations and Infrastructure
MSTF/46
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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)
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Organized approach to managing safety (ICAO)
Tools: Flt Data Analysis, Safety Reports, Investigations
 Quality Management System (QMS)
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Organizational structure, responsibilities, processes, procedures, resources
Tools: Auditing, Voluntary Disclosure, Systems Coaching
 Security Management System (SeMS)
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Organized approach to implement & manage security processes
Tools: Security Reports, Investigations, Training
 Environmental Management System (EMS)
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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
Cargo Dept
Cabin Dept
Airport Dept
Maintenance
Flight Ops
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Key Points
Cargo Dept
 Airline must organize the work efficiently
 Easy to fall in “organizational
silo”
Cabin Dept
Airport Dept
Flight Ops
Maintenance
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Cargo
Safety Committee of the Board
Priority 1
Priority 2
Priority 3
Flight Ops
Priority 1
Priority 2
Priority 3
Maintenance
Cabin
Priority 1
Priority 2
Priority 3
Priority 1
Priority 2
Priority 3
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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
 Operational
is an complex
Riskorganization
Review Board

Safety Risks
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Corporate safety
SMS related data
Flight / Ground
safety
Security Risks

Security Dep
SeMS related data
Quality Risks
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Quality, Maintenance
Dept
QMS related data
Environment
Risks

Environment dep
EMS related data
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What are the data to be collected?
 Data categories
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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
 Risk severity
Hazardous
Major
Minor
Negligible
Extremely
improbable
Improbable
Remote
Occational
Frequent
 Risk Probability
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Prioritization of
Risks
Flight Ops
Cabin safety
Maintenance
Catastrophic
 Risk severity
Hazardous
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
People Reports
Internal
Flight / Maintenance
Dispatch / Cabin
Ground Handling / Security
Field Investigations
Departmental QC
Independent QA
External
Civil Aviation
Environment
Security
OSH
IOSA
Data
FODA
Ops Analysis
Safety
Statistics
Risk Analysis Board
(Dashboard)
Everyone sees safety status
Management
Regulators
Employees / Unions
Input into Enterprise Risk Model
Recommend
Action Plan
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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
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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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