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SMS for Schedulers & Dispatchers
PRESENTED BY:
Lucille Fisher
Quality Resources, LLC
Schedulers & Dispatchers Conference | New Orleans, LA | January 14-17, 2014
Thursday, January 16 10:00 AM – 11:15 AM
Please remember to…
• Silence your mobile devices.
• If you must take a call, please exit and return quietly.
• Complete and turn in your Session Review before you
leave. Your feedback is important!
2
About the Presenter
• A former Scheduler and Chair of the NBAA Schedulers and Dispatchers
Committee
• Never flown an airplane, but is type rated on a computer
• Has the privilege of working with world class flight operations with their
documentation systems.
• Lucille can be reached at [email protected] .
Lucille Fisher
Today’s Objectives
– Take the Lead
• Boost your role in SMS
• Understand the process of hazard
identification
• Explore how to become more
involved in flight risk assessment
• Problem solving – vs problem
identifying
• Enhance customer service
What is SMS
• Short Messaging Service
– Texting – December 3, 1992
– First Commercial Text December 1993
• Google failed me this time
5
What is a
Safety Management System?
Definition:
The systematic and comprehensive process for the proactive
management of safety-risks that integrates the management of
operations and technical systems with financial and human resource
management.
What an SMS is…
• An SMS is a collection or
“toolbox”
• A set of beliefs and
practices (culture)*
• “…it [SMS] is held together
by a fourth component –
safety culture.”*
7
*Transport Canada; Sumwalt, 2012
What an SMS is not…
• It is not a product that can be bought
or a series of boxes to check
• It is not a guarantee of sufficient
safety performance*
• It is not something that can be bolted
on to organizational processes
• It is not sufficient if practiced
mechanically*
8
Hudson, 2001; Van Dyke, 2006
Is SMS the Same as IS-BAO?
What’s the relation?
A Safety Management System is a component of an International
Standard for Business Aviation Organization. (IS-BAO)
Why bother?
Safety Benefits
Business Benefits
Schedulers and Dispatchers Role
• Traditionally, management of an SMS has been a “pilot” thing
• The “safety office” was seen as owning the safety process, which
effectively removed managers from the safety decision-making
process*
– Counter to what an SMS sets out to do!
– Under the SMS model, managers have safety accountabilities and
responsibilities which put them on the frontline of safety decision
making
12
Why is safety culture and its association with SMS implementation important to the scheduler and dispatcher?
ICAO 9859
Schedulers and Dispatchers Role
• The safety office could become the “safety services office”
• Scheduling function is inherently central to operations
• Schedulers and dispatchers, by nature, are project managers
• Very feasible for schedulers and dispatchers to take the lead for
SMS implementation and management
13
The “new” organizational model under SMS
ICAO 9859 2nd edition
ICAO Safety Officer Qualifications
• Broad operational knowledge and experience in the functions of
the organization (e.g. training management, aircraft operation, air
traffic management, aerodrome operations and maintenance
organization management);
• Sound knowledge or safety management principles and
practices;
• good written and verbal communication skills;
• well-developed interpersonal skills;
• computer literacy;
14
ICAO Safety Officer Qualifications - cont
• ability to relate to all levels, both inside and outside the
organization;
• organizational ability;
• ability to work unsupervised;
• good analytical skills;
• leadership skills and authoritative approach ; and
• worthy of respect from peers and management.
ICAO document 9859, 2nd edition
15
Schedulers and Dispatchers
• Deliberate, systematic processes can drive safety culture to a
point
• Beyond that point, safety management becomes less extrinsic
and more intrinsic
• Bad news: Change is hard
• Good news: It can be and has been done
– Research shows that smaller organizations, like corporate flight
departments, are more likely able to develop toward the generative
culture*
– Smaller organizations are more flexible and focused*
16
Can I bring about change???
Hudson, n.d.
Four Pillars of SMS…Safety
Management Commitment
Safety Accountabilities
Key Personnel
SMS Documentation
Emergency Response Planning
Hazard Identification
Risk Management Process
Safety Promotion, Monitoring , Measurement
Change Management Process
Continuous Improvement Process
Training & Education
Safety Communication
SMS Pillar: Safety Policy
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Management Commitment
Safety Accountabilities
Key Personnel
SMS Documentation
Emergency Response Planning
Safety Reporting
Hazard identification
through safety reporting
• HIT Forms – Hazard
Identification and
Tracking
• I3
– Issues
– Ideas
– Improvements
• BOB
• What this looks like is
less important than
knowing how to
complete YOUR form
You Know “Stuff…”
• Long before the trip/flight
• Based upon your
previous experience and
knowledge
• Through research and
exploration
21
How Does a Risk Assessment Work?
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Hazard identification through
risk assessment Risk assessment is done per
duty period or per flight
Purpose is to identify potential
hazards associated with a flight
Provides a process for mitigation
prior to the trip
Flight Risk Assessment Tool (FRAT)
• Can be started by S/D
• Usually completed by the crew
• Looks at various aspects of a
flight (type; area of operation;
aircraft status; human factors;
weather; airport environment;
etc.)
• Point values are pre-assigned
to each item
• The higher the point value the
higher the risk
23
Examples are
EVERYWHERE
Go to the exhibit floor
Group Exercise…
1. Trip Considerations
2. Airport Considerations
3. Aircraft Services
4. Baggage
5. Time of Day
6. Crew Duty
7. Flight Hours
8. Number of Legs
9. Terrain
24
Risk Assessment Summary
• Five levels of risk
• Level 1 is the lowest;
level 5 is the highest
• Level 3 or higher
requires communication
and/or mitigation
• Score range for each
level of risk is derived
from a risk matrix
Assurance
Safety Promotion, Monitoring , Measurement
Change Management Process
Continuous Improvement Process
Benefits From Your Involvement
• Potential risks identified early and mitigated
• Time savings for the crew
• Another set of eyes
• Avoid costly last minute changes
• Proactive resolution for changes in the quality of customer
service
29
Conclusion
• SMS is not a “product” but rather a system composed of people,
processes, resources and culture
• Schedulers and dispatchers are situated in an appropriate
position to take the lead with SMS
• Safety culture is viewed as organizational culture’s attitude
towards safety and is manifest through the safety climate
30
Reason, 2006; Hudson, 1999
Conclusion
• Safety climate should be measured prior to and during SMS
implementation to get a “lay of the land” and a sense of maturity
• Safety culture weaknesses can affect SMS implementation
• SMS implementation can impact safety culture up to a point
• SMS becomes less about implemented processes and becomes
more intrinsic
31
Thank You
Please turn in your session critiques
First-time attendees remember to get your stamp
This presentation is available on NBAA’s website
•