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8. Canadian Aviation Safety Seminar (CASS 2003)

Canadian Aviation Safety Seminar (CASS 2003)

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Slide 1

Slide 2

The Company

• 3595 Employees
• $363m Turnover 2001
• 400 Heavy Overhauls in 2002
• $335m MLP Invested in Rotables supporting 246 Aircraft
• Over 500 Aircraft on Long Term Contract Support

Slide 3

The Customer Base

. . . Long term integrated contracts with blue chip customers

Slide 4

The Role

Slide 5

People Partnership and Improvement (PPI)

Human Factors European collaboration in research (ADAMS 1 and 2…)

• AMPOS System - its development and use
• Human Factors Training Programme
  • Managers,Trainers, Core Course. Front Line Managers
• Aircraft Maintenance MBA Programme (under development)
• Virtual Reality Task Training prototype

Partnership Management and Staff

Continuous Improvement

Slide 6

Human Factors Partners

FLS Aerospace Dublin

European Union

Trinity College Dublin

Airbus Industries France

National Aerospace Research Laboratory Holland

Slide 7

Problem Statement

Normal operational situations demonstrate enormous room for improvement

• Repeated incidents occur with similar underlying causes
• Formal methods of monitoring, feedback or analysis (audits, investigations) are not achieving change
• Formal communication and information is top-down
• These have resulted in a 'double standard' of operational performance

Slide 8

The Real Danger

• That the system or systems for ensuring safety and reliability DO NOT work as they are supposed to
• In so far as it does work as an effective system is because of unofficial and informal mechanisms
• Violations of the formal procedures of work occur routinely in a large proportion of the tasks

Slide 9

AIRCRAFT MAINTENANCE PROCEDURES OPTIMISATION SYSTEM (AMPOS)

Slide 10

AMPOS Process

Slide 11

AMPOS Process

Slide 12

Lessons Learned - General

• Information does not translate into change
• Implementation of recommendations huge problem
• IT system is a vital support in Continuous Improvement (CI)
• But needs to be complimented with an understanding of change, an organisational system and training
• Need for constant evaluation and monitoring

Slide 13

People Partnership and Improvement
Survey... Setting The Agenda

Slide 14

Feedback Systems

• While feedback systems exist for ensuring the technical accuracy of documentation
• Human Factor feedback systems - to Management - Manufacturer-Regulatory agencies - do not deal with issues effectively

Slide 15

Human Factors Training Addressing the Operational Realities

• Barriers to safe performance
  • time pressure, unclear procedures, etc.
• Operational double standards
  • The role of procedures
  • “Black books”
• Management’s role
  • Responsible for the system and environment
  • Training message must reflect the actual core values of the company
  • Cynicism the major danger
  • Beyond compliance

Slide 16

Training/Learning Approach

‘Errors’ and therefore improvement occurs on different levels

Slide 17

Aim of the Training...

Create Awareness

• of Human Factors/CIP/Partnership issues related to aircraft maintenance so that...

Knowledge can be imparted...

• of Human Factors/CIP/Partnership related to task performance:
  • Performance limiting elements
  • Unsafe acts
  • Prevention strategies

so that...

Skills can be taught

• Tools
  • AMPOS
  • CI principles
  • Partnership outline

Which will change...

Attitude

• Acceptance of change/Involvement
• Responsibility/Accountability

and ultimately...

Modify Behaviour

• Enhanced performance

Slide 18

Partnership in FLS

Slide 19

Impact to Date

• Human Factors practitioners and increased professionalism and the integration of Human factors
• Greater feedback and an appreciation of the key issues involved.
• Continuous operational health check and improved working relationship with manufacturer
• Movement towards a Continuous Improvement culture
• Reduction in turn-times - incidents - paperwork errors
• Partnership has encouraged greater involvement and increased trust
• Improved communications with all employees

Slide 20

Development of an Appropriate
Management Process

• Clear understanding by all involved
• Changing situations vs people
• Decision and action sequence across all departments
• Routine Allocation of time and resources
• Accountability should be transparent right through to the accountable manager

Slide 21

The Politics of Change

• Achieving the change objectives requires the successful deployment of organisational power and politics, and occasionally some luck
• Demonstrable success and effective participation may be amongst the most effective mechanisms for

Slide 22

Building a New Culture

• Human Centred Management (HCM) roles and objectives - a core theme of comprehensive training review
• Training should help to build a culture around “How could this be done better?”
• Sufficient ‘breadth’ of HCM competence to create a shared understanding and vision
• Sufficient ‘depth’ of competence to support effective leadership and consolidate change

Slide 23

The Way Forward

• To build competitiveness through the continuous development of our people as a primary resource for innovation, adaptability and reliability
• To improve working life and enhance professionalism
• To foster trust and partnership to ensure effective 'working together'
• To develop and embed a culture of safety and of continuous improvement

Slide 24

Date modified:

2010-05-03

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