Paradigm Shift - UK Flight Safety Committee

Paradigm Shift: Moving from Vertical
to Horizontal in Aviation Safety
David T. Deveau, P.Eng., M.B.A.
Director Safety, Quality and Environment
Jazz Air
i (Canada)
(C
d )
Beijing
j g – November 2 to 5,, 2009
PRESENTATION OBJECTIVES
4Consider
4C
id how
h
aviation
i ti
safety
f t programs have
h
evolved within vertical silos over time
4Illustrate the justification and benefits of
managing safety horizontally across an
organization
4Offer strategies to overcome predictable
challenges
h ll
to
t making
ki the
th horizontal
h i
t l shift
hift
4Explore what horizontal safety management
can look like through use of a case study
Aviation safety has been under
continuous change and has seen
vast improvement since its
earliest
li t days
d
…but how has this evolution
occurred?
3
SAMPLE DEVELOPMENTS IN SAFETY PROGRAMS
4Crew R
4C
Resource M
Managementt
4Threat and Error Management
4PEAT
4ASAP
4Li Oriented
4Line
O i t d Safety
S f t Audits
A dit
4Human Factors in Maintenance
4Maintenance Reso
Resource
rce Management
4Maintenance Error Decision Aid
4Join OSH Committees
4Fatigue Management Systems
Flight
Safety
MTC
Safety
Others
4
VERTICAL EVOLUTION OF SAFETY
5
NEW ON THE SCENE: SMS
4S f t M
4Safety
Managementt S
Systems
t
(SMS) require:
i
4 A relative understanding of safety hazards and risks
across all operations and functions
4 Safety to be integrated into all operations
4 Safety to be an inherent part of financial and
business decisions
4 Proactive identification of organizational factors and
systemic trends that are shared across operations
4 Enhanced two-way safety communication at all
levels of the organization
6
With operationally-based safety
programs, how
h
can
organizations try and address
the need to integrate safety
programs to achieve the
objectives of SMS?
7
VERTICAL EVOLUTION OF SAFETY
Flight Safety
Maintenance
Safety
Other Safety
Programs
Shared High Level Policies
Joint Safety Committees
8
VERTICAL SAFETY PROGRAM CHALLENGES
4S f t programs optimize
4Safety
ti i att different
diff
t rates
t
4Complexity increases,
increases resource needs grow
4Programs lack diversity (perspective, etc.)
4Inconsistency and customization grows
4Programs difficult to compare and measure
4Program coordination increasingly difficult
9
As SMS complexity grows, are
j i safety
joint
f
committees
i
and
d
shared safety policies enough to
address the challenges that
vertically-oriented
vertically
oriented safety
programs create?
10
THE THESIS
To maximize safety
safety, it must
be integrated throughout
an organization as a
system of interlocking
interlocking,
compatible processes
designed to work
together.
together
However, true integration
g
of
safety is most likely only
if common functions are
moved out of vertical
silos and deployed as a
shared, horizontal
activities.
11
WHAT MAKES A FUNCTION HORIZONTAL?
4H i
4Horizontal
t l functions
f
ti
4 Finance
4 Human Resources
4 Information Technology/Information Management
4 Safety
S f
4Vertical Functions
4 Flight Operations
4 Maintenance
4 Sales and Marketing
12
THE HORIZONTAL DIFFERENCE
4I
4Imagine
i if Finance
Fi
was managed
d vertically…
ti ll
4 Accounts payable
payable, accounts receivable,
receivable and
budgeting all report to different departments
4 Every function in the company uses a different
format for tracking budgets and expenditures
4 Every function has different financial key indicators
4How would the president determine the
overall financial health of the company
4How would financial strategies be developed
13
Our Finance scenario is silly, of
course. Who would ever do
something like that? It would never
work!
…But, this is exactly how safety is
managed when safety programs
remain vertically embedded within
operational silos.
14
MOVING TO THE HORIZONTAL
4Create
4C
t company-wide
id capabilities
biliti for
f the
th
shared elements of all safety programs:
4 Safety policies (including non-punitive reporting)
4 Reactive and proactive safety reporting processes
4 Safety investigation function
4 Safety communication vehicles
4 Quality assurance processes (including auditing)
4 Risk management processes
4 Corrective and preventative action management
4 Safety performance goals and measures
15
MOVING TO THE HORIZONTAL
4Create
4C
t a central
t l safety
f t organization
i ti that
th t has
h
the independent mandate and authority to
deliver these capabilities across the
organization
i ti (with
( ith h
head
d reporting
ti tto CEO)
4Implement cross-functional processes and
forums to keep business units deeply
involved in these safety activities
4Ensure that ownership of safety performance
and outcomes remains with applicable
b i
business
units…not
i
the
h safety
f
department
d
16
HORIZONTAL SAFETY MODEL
Flight
Operations
Operational
Support
Safety
policies,
policies
processes,
systems and
services
Admin
Regulator
g
and
Industry
17
BENEFITS: HORIZONTAL SAFETY MANAGEMENT
4Standardization
4St
d di ti off policies,
li i
processes,
procedures, metrics and systems
4 Reduced complexity
4 Easier and cheaper to maintain
4 Reduced training for safety staff and employees
4 More flexible use of safety staff
4 Leverage best practices across all operations
4 More safety data, better root cause trending
4 Greater transparency (and accountability)
4 Easier to promote consistent safety culture
18
CHALLENGES
4C t li i without
4Centralizing
ith t loosing
l
i specialization
i li ti
4 Use subject experts / allow for operation differences
4Operational turf and fear of loosing control
4 Allow processes for Ops direction and influence
4Executive Support
4 Demonstrate staff, cost and process efficiencies
4L
4Loss
off Safety
S f t Ownership
O
hi
4 Clearly define roles and responsibilities
19
CASE STUDY: Jazz Air LP
20
VERTICAL JAZZ SAFETY (Before Reorganization)
CEO
Flight
O
Ops
Flight
Safety
Ops
Maint.
Maint
QA &
Audit
MTC
Safety
Mtc
Airports
MTC
Audit
Airports
QA
Airport
Safety
Airports
Corp
Safety
S
f
Admin.
Admin
OSH
OSH
Ltd
Audit
Security
Em.
Resp.
Corp.
Corporate
Safety
Committee
21
JAZZ GOES HORIZONTAL
President
Safety
Organization
Operations
Safety
Investigation
Branch
Audit &
Document
Management
Operational
Safety
Review
Security
Corporate
Safety
Committee
Operations
Support
Emergency
Response
Safety
Stakeholders
(Union)
Occupational
Safety &
Health
Risk
Management
Corporate
Quality
Council
22
JAZZ MODEL FOR SAFETY INTEGRATION
• Flight operations
dimensions (pilot
and cabin crew)
• Ground
handling
dimensions
• Maintenance,
engineering and
inspection
dimensions
Reporting
Systems,
Investigation
and Analysis
Risk
Management
Processes
Audit
ud t a
and
d
Quality
Assurance
Corrective
and
Preventative
Actions
• Administrative,
quality and
organizational
dimensions
23
BENEFITS BEING REALIZED AT JAZZ
4R d
4Reduced
d safety
f t reporting
ti systems
t
from
f
5 to
t 1
4“Professionalized”
4
Professionalized investigation standards
4Consolidated safety data, improved measures
(f planning
(for
l
i
and
d setting
tti targets/objectives)
t
t / bj ti
)
4Simplified training,
training improved communication
4Facilitated trust and growth of safety culture
4Leveraged expertise and best practices
24
CONCLUSIONS
4S f t programs share
4Safety
h
common objectives
bj ti
4These safety functions and services can be
stronger and more efficient if standardized
4Standardized
4St
d di d safety
f t services
i
are best
b t
delivered from a centralized organization with
strong links to operational groups
4Without a horizontal approach to managing
safety the challenges of a vertical model can
safety,
prevent continued progress under SMS
25
26
Jazz Air and Your Presenter
Jazz Air LP
D id T.
David
T Deveau,
D
P.Eng.,
PE
MBA
4 Based in Halifax, Nova
Scotia,, Canada
4 [email protected]
4 01-902- 873-5936
4 137 aircraft (Bombardier CRJ
and Dash-8)
Dash 8)
4 5,000 employees
p y
4 820+ flights per day
4 7th largest regional airline
worldwide
4 www.FlyJazz.ca