Understanding Value of SOP NBAA
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Transcript of Understanding Value of SOP NBAA
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23rd Annual NBAA Schedulers & DispatchersConference
San Diego, CA ~ January 1518, 2012
Understanding the Value of Standard
Operating Procedures within the
Scheduling/Dispatching
Function
Monday, January 16, 20121315 1430
Mark Arpino ~ MassMutual Financial Group
Lucille Fisher ~ Quality Resources, LLC
Patrick Tschudi ~ Pentastar Aviation Charter, Inc
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The SOP Described
Compliments the Flight or Company Operations Manual byproviding greater detail
Should be specific to various job functions within the Enterprise(dispatching being one)
Gives guidance on Howrather than Whatto do Streamlines process to ensure consistent customer experience
Is list of stated expectations that form the baseline for continuousimprovement
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Organization
Could be separate documents or appendices to the FOM/COM
Distribution, explanation, testing across entire team
A means to document/communicate revise
Not management by email or voice mail
Specific to YOUR organization
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Standard Operating Procedures
What was our life like before an SOP?
Evaluation and comparison of operations before and after
Errors and mistakes and shortcomings that have been eliminated
as a result of an SOP
Safer, SMS, and IS BAO, surviving audits from outside entities
Increase in training efficiency, consistent operations, basis toimprove performance and service compliance
One person departments
Understanding the Value
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This Presentation
AC 120-92A four components of the SMS will be explored
Policy
Safety Risk Management (SRM)
Safety Assurance (SA) Safety Promotion
Practical applications will be discussed
SOP Tool Kit will be distributed
Why Bother
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Safety Management System
FAA Advisory Circular 120-92a
http://www.faa.gov/regulations_policies/
ICAO Annex 6 (part II) 7th edition
http://www.icao.int/icao/en/m_publications.html
IBAC ISBAO
http://www.ibac.org/
SMS and IS-BAO are not the same thing..
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Safety Management System
FAA Advisory Circular 120-92a
applies to both certificated and non-certificated aviation serviceproviders that desire to develop and implement an SMS. This AC isnot mandatory and does not constitute a regulation.
ICAO Annex 6 (part II) 7th edition
3.3.3 States shall require, as part of their State safety programme, thatan operator implement a safety management system acceptable tothe State of the Operator that, as a minimum:
a) identifies safety hazards;b) ensures the implementation of remedial action necessary to
maintain agreed safety performance;c) provides for continuous monitoring and regular assessment of the
safety performance; andd) aims at a continuous improvement of the overall performance of the
safety management system.
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Safety Management System
The formal, top-down business-like approach to managingsafety risk. It includes systematic procedures, practices,and policies for the management of safety (AC 120-90a)
(as described in this document it includes):
Components / Pillars
Safety Policy and Objectives
Safety Risk Management
Safety Assurance
Safety Promotion
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Policy/Objectives
Management Responsibilities Safety Accountabilities
Key Personnel
ERP coordination
AC 120-92a - All management systems must define policies, procedures, andorganizational structures to accomplish their goals.
IS-BAO 3.2.1 - Does the SMS programme document contain provisions for.
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Safety Risk Management
Hazard Identification Reactive
Proactive
Predictive
Risk assessment / mitigation
AC 120-92a A formal system of hazard identification and SRM is essential incontrolling risk to acceptable levels. The SRM function of the SMS is based uponthe system safety process model
IS-BAO 3.2.2 - Has the organization developed and maintained procedures for .
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Safety Assurance
Safety Performance, Monitoring, Measurement
AC 120-92a - Once SRM controls (sometimes termed mitigations) are identified and operational, theoperator must ensure the controls continue to be effective in a changing environment
IS-BAO 3.2.3 - Has the organization developed and maintained a means of:
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Annual CIO Analysis - by Type
12
0
9
04
11
1
126
17
82
12
22 2015
4
31
106
1 1 3 1 0
Customer Issue Hazard Report Improvement Extensi on Safety
7 mo. 2007 2008 2009 2010 2011 ( thru Feb 11)
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Change Management
Continuous Improvement of SMS and your Operation
Safety Assurance
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AC 120-92a - Once SRM controls (sometimes termed mitigations) are identified andoperational, the operator must ensure the controls continue to be effective in a changingenvironment
IS-BAO 3.2.3 - Has the organization developed and maintained a means of:
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Safety Management - Now What?
The FAA SMS Framework is written as a functional expectationsdocument. It stresses what the organization must do toimplement a robust SMS rather than how it will be accomplished.At the same time, the FAA SMS Framework needs to beapplicable to a wide variety of types and sizes of operators.Therefore, it is designed to be scalable and allow operators tointegrate safety management practices into their unique businessmodels.
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Implementing SMS Components within the
Scheduling and Dispatching Function
Safety Policy
Safety Risk Management
Safety Assurance
Safety Promotion
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Standard Operating Procedures
Trip scheduling, planning, and releasing flights
Operational control/flight following, and locating
Emergencies/irregularities/ERP coordination
Passengers
Communications
Trips in progress
Post flight
Departmental standards/improvement
For Scheduling and Dispatch Safety Policy
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Risk Management/Trip Risk Assessment
Tools
Started in the trip planning phase (PFF)
Allows time to modify and recover from initial identified risks
Allows for more comprehensive mitigation
Allows opportunities for the customer to make changes if necessary
Finished in the releasing phase (RFF)
Actual environmental/weather conditions
Final weights, balance, and performance.
Identification of Potential Trip Hazards
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Hazard Considerations in Identifying Risks
Aircraft and airport considerations
Crew duty considerations
Enroute considerations
Environmental and weather
Pilot qualifications/experience
Runway considerations
Trip considerations
Safety Risk Management Component of the SMS
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Quantifying the Risks/ImplementingMitigation Process
Escalating point values as these areas get more affected
Duty day duration/rest hours prior to duty period/circadian lows
Operational areas; mountainous airports, night operations
Enroute condition; icing, turbulence
Airports of use, available navigation, weather conditions
Crew qualifications and experience
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Airplane Preflight Risk Estimate
1 2 3 4 5 RATING
Flight Type
IFR
domestic VFR Int'l or Ovr Water 3
Mode Day Night or Test Flt 3
Rest in last 24 hrs > 14 Hours > 12 10 - 12 10 4
Planned Duty Period
Length < 8 Hours 8 - 10 10 - 12 12 - 14 Extension* 4
Scheduled duty, time ofday 0500 - 2300 2301-0459 4
Flight Time 6 3
Runway Condition(departure) Dry Wet contaminated 2
Runway Condition(destination) Dry Wet contaminated 2
Destination Familiarity Yes No 3
Total Risk Score: 31
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Use Of And Examples Of Checklists In The
Scheduling Dispatching Functions
Trip planning checklists
Departure flight packet checklists (and at outstations)
Irregularity call trees
Overdue aircraft and ERP decision trees (Flight Following/FlightLocating)
Post flight checklists, IEP, customer improvement/feedback, flightfollowing correspondence
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Safety Policy / Departure Checklist
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Safety Assurance
Post flight checklists to obtain and give guidance to:
What required information the crew provides
What the dispatcher is supposed to do with it
SOPs on reporting
The how and what to report (Any employee can report)
SOPs on QC, Internal Evaluation and Improvement.
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Safety Promotion
Training
Company Safety Policies and Safety Manual
Culture
Benefits
Feedback/Reporting/Rewarding
Forums flight crew/OCC/debriefings
Open discussions, opinions, suggestions, observations
Friendly reporting systems
Easy to use
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SOPs within Scheduling and / or
Dispatching Function that will help improvethe Customer Experience.
Communications
E-mail, telephone and correspondence protocols
Standardized responses and greetings to customers
Professional E-mail signatures.
Timely responses
Proactive, solution focused correspondence and approach.
Post Trip
Collaborative evaluation among stakeholders
Identify an SOP, applying sound judgment and common sense.
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Aircraft Movement Communication /Customer Service
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Questions?
Mark Arpino
Lucille Fisher [email protected]
Patrick Tschudi
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