Upload
fernando-moraes
View
516
Download
0
Embed Size (px)
Citation preview
Wednesday, March 28, 12
THECASE
FOR
BPM
AVIATIONIN
Wednesday, March 28, 12
Business
Process
ManagementWednesday, March 28, 12
Management
WHY WOULDN’T PLAIN
BE GOOD ENOUGH?
Wednesday, March 28, 12
BECAUSE ONLY OUTCOMES
THAT RESULT FROM A
CONTROLLED PROCESS ARE
PREDICTABLY REPEATABLE
Wednesday, March 28, 12
THAT’S WHY PROFIT DOES
NOT NECESSARILY MEAN
SUSTAINED SUCCE$$...
Wednesday, March 28, 12
... AND WHY THE ABSENCE
OF ACCIDENTS DOES NOT
ALWAYS MEAN SAFETY
Wednesday, March 28, 12
OutputsInputs
PROCESS
Transformedinto
Wednesday, March 28, 12
ObjectivesRequirements
MANAGEMENT
Fulfilled toachieve
Wednesday, March 28, 12
ProcessWORK
ProcedureINFORMATION
Wednesday, March 28, 12
MANAGEMENT SYSTEM
Work 1
Work 2
Work N
Requirement A
Requirement B
Requirement C
Requirement Z
Objective 1
Objective 2
Objective 3
Objective 10
Process 1
Process 2
Process N
PROCESS-CENTRIC
Wednesday, March 28, 12
BusinessTO BECOME A
ProcessWork Must be approached as
Wednesday, March 28, 12
MATERIAL OUTPUTS
Defined process and quality assurance
Wednesday, March 28, 12
NON-MATERIAL OUTPUTSOver-reliance on
heuristics and experience create a niche for BPM
Wednesday, March 28, 12
ProcessBUSINESS
Business valueWORK THAT ADDS
IS
Wednesday, March 28, 12
“Aviation in itself is not inherently dangerous. But to an even greater degree than the Sea, it is Terribly Unforgiving of any carelessness,
incapacity or neglect.” (Captain A. G. Lamplugh, British Aviation Insurance Group, early 1930's)
THE AVIATION BUSINESS
And what about the Offshore Helicopter aviation business???
Wednesday, March 28, 12
Almost anything within the aviation processes can adversely affect safety
THE AVIATION BUSINESS
Wednesday, March 28, 12
Safety is a critical expectation to the customers of an aviation business
THE AVIATION BUSINESS
Wednesday, March 28, 12
THE AVIATION BUSINESS
When most processes can adversely affect a busine$$, BPM is critical to achieve sustained success
Wednesday, March 28, 12
SUSTAINED SUCCESS
“Result of the ability of an organization to achieve and maintain its objectives in the long term”
ISO 9004:2009 - Managing for the sustained success of an organization -
A quality management approach
Wednesday, March 28, 12
RISK
“Effect of uncertainty on objectives”
ISO 31000:2009 - Risk Management - Principles and Guidelines
Wednesday, March 28, 12
SAFETY
“A system state where risk control requirements are fulfilled through quality management, in order to provide confidence that the residual risk level is ALARP”
Petrobras SGSA (Aviation SMS) Manual, 2011
Wednesday, March 28, 12
SAFETY & SUSTAINED SUCCESS
Risk control requirements
All other requirements
CONFORMITY
CONFIDENCE
CONFORMITY
CONFIDENCE
IMPROVEMENT
SAFETY
SUSTAINED SUCCESS
UNCERTAINTY
Wednesday, March 28, 12
AND WHAT ABOUT QUALITY?
Risk control requirements
All other requirements
... the degree (%) to which those are fulfilled
Wednesday, March 28, 12
BLENDING IT
ALL TOGETHER...
Wednesday, March 28, 12
Effects of Uncertainty
Uncertainty Objectives
Wednesday, March 28, 12
Risk
Effects of Uncertainty
Objectives
Uncertainty
Wednesday, March 28, 12
RiskVariation
Effects of Uncertainty
ObjectivesUncertaintyRequirements
Wednesday, March 28, 12
RiskVariation
Objectives
Uncertainty
Requirements
Wednesday, March 28, 12
RiskVariation
Objectives
Uncertainty
?
Wednesday, March 28, 12
RiskVariation
Objectives
Uncertainty
Blind compliance
and potential inefficiency?
Wednesday, March 28, 12
RiskVariation
Objectives
Uncertainty
RequirementsBlind
compliance and potential inefficiency
Wednesday, March 28, 12
RiskVariation Uncertainty
Requirements ?
Wednesday, March 28, 12
RiskVariation Uncertainty
Requirements Unsustainedsuccess or
just luck?
Wednesday, March 28, 12
RiskVariation Uncertainty
Requirements ObjectivesUnsustainedsuccess or
just luck
Wednesday, March 28, 12
RiskVariation
Objectives
Uncertainty
Requirements
Wednesday, March 28, 12
RiskVariation
Sustained success
Uncertainty
ObjectivesRequirements
Wednesday, March 28, 12
RiskQualitymanagement Uncertainty
ObjectivesRequirements
Sustained success
Wednesday, March 28, 12
Riskmanagement
Qualitymanagement Uncertainty
ObjectivesRequirements
Sustained success
Wednesday, March 28, 12
Qualitymanagement
Business process modelling
Uncertainty
ObjectivesRequirements
Riskmanagement
Wednesday, March 28, 12
Riskmanagement
Qualitymanagement
Uncertainty
ObjectivesRequirements
Blind compliance
and potential inefficiency
Unsustained success or
just luck
Business process modelling
Wednesday, March 28, 12
Riskmanagement
Qualitymanagement
Uncertainty
ObjectivesRequirements
Blind compliance
and potential inefficiency
Unsustained success or
just luck
Business process modelling
Increasing sustained success through the management of quality, risk and business process in aviation
Aviation Business Process Framework (ABPF)
Wednesday, March 28, 12
BusinessProcess
Framework
Aviation
101 COURSE
Wednesday, March 28, 12
ABPF 101 COURSE
33 process titles/descriptions, critical for sustained success
Each description covers a specific cluster of work that should be modelled as a process
More info in the handouts
Wednesday, March 28, 12
Process UniquenessWhy 33?
Interface RelevanceAND...
Wednesday, March 28, 12
ABPF PROCESS TITLES ABPF PROCESS TITLES ABPF PROCESS TITLES 1. Management Commitment and Leadership 12. Assurance of Competence 23. Execution of Daily Operations
2. Culture 13. Communication 24. Process Metrics
3. Customer Focus 14. Service and Product Acquisition 25. Audit
4. Policy 15. Hazard and Effects Management 26. Investigation
5. Objectives 16. Safety Case 27. Evaluation
6. Organizational Structure 17. Procedures 28. Quality Assurance in Flight Operations and Maintenance
7. Roles and Responsibilities 18. Planning and Plans 29. Action Plans
8. Process Definition 19. Change Management 30. Records and Data
9. Documentation of the Management System 20. Asset Integrity 31. Management Review
10. Resources 21. Work Environment 32. Continuous Improvement
11. Standards 22. Contingencies and Emergency Response 33. Human Factors
Wednesday, March 28, 12
ABPF APPLICATIONS
As the core of a process-centric management systemAs taxonomy for in-depth investigation of organizational factorsAs a standard for process-based audits
Wednesday, March 28, 12
PROCESS-CENTRIC MS
All procedures derived from modelled processesProcess performance counts more than departamental performanceProcesses are the primary focus of root cause investigations and improvement efforts
Wednesday, March 28, 12
SAMPLE PROCESS MODEL Value added chain style
Wednesday, March 28, 12
PROCESS-BASED INVESTIGATION
Prof. James Reason “Errore Umano” presentation, 20 March 2007
Process-based investigation
Wednesday, March 28, 12
PROCESS-BASED AUDITING
For each ABPF title/description, verify if the process has been
Defined or modelled
Operationalized
Measured and evaluated
Reviewed and improved
Wednesday, March 28, 12
PROCESS-BASED AUDITING
EXAMPLE OF A TYPICAL ABPF FIRST TIME DIALOG BETWEEN
AUDITOR AND AUDITEE:
Wednesday, March 28, 12
AUDITOR AUDITEE
Let’s have a look at your Process 4 - Policy Here is our Quality policy.
OK. Now, perhaps you could show me the process whereby such a neat product was generated.
I don’t know such process, but is it there a problem with our policy?
Not a problem at all, but I must determine if your Company has the ability to reproduce such “absence of problems” in any other policies.
If this one is good, why wouldn't the others?
Well, according to your reasoning, if there was no accident last year, there will be none ever. Should we worry about this? (resignated yet revengeful silence)
Anyway, although there is no defined process, your policy is good work and can evidence some operationalization. (stressed smile, sighs of relief)
Now, although there is no defined process, could you evidence a metric applied to your policy product?
But who in the world does it anyway?
Mostly, Organizations committed to know if their policy generation skills are improving or degrading, and Operators aspiring to work for our Client.
(I hate you. Die at once)
Now, what can you show me about review and improvement? Management Review default agenda includes policy as a topic
Good stuff! When was the last time a meaningful improvement has emerged from such strategic activity? I have no record of this...
Hmmm,,, I see. Now, heads up for process 5 -Objectives... (Drunken Auditee tries to hang himself at the nearest tree)
Wednesday, March 28, 12
MEMORY CHECK:
How often have you seen “lack of process approach”
or “lack of systems approach” listed as a causal
or contributing factor in a investigation report?
AND YET...Wednesday, March 28, 12
A CHALLENGE:
GROUP DISCUSSION
List any known or hypothetical causal or contributing factors to
adverse events that can’t be framed into the ABPF
Wednesday, March 28, 12
FINAL
THOUGHTS
Wednesday, March 28, 12
TO ACHIEVE SUSTAINED
SUCCESS IN AVIATION, THE
ABSENCE OF ACCIDENTS
MUST BE...
Wednesday, March 28, 12
... A REPEATABLE
OUTCOME FROM A
CONTROLLED FRAMEWORK
OF BUSINE$$ PROCESSES
Wednesday, March 28, 12
SUCH FRAMEWORK MUST
APPROACH RISK, QUALITY
AND BUSINE$$ PROCESS
AS A SINGLE SYSTEM
Wednesday, March 28, 12
Management
THAT’S WHY PLAIN
IS NOT ENOUGH ...Wednesday, March 28, 12
ABPF
... AND WHY THE
CAN BE HELPFULWednesday, March 28, 12
AND THIS CONCLUDES...
Wednesday, March 28, 12
THECASE
FOR
BPM
AVIATIONIN
Wednesday, March 28, 12