Safety Management Systems Safety Management Systems
Dec 17, 2015
Safety Management Systems
Safety Management Systems
Safety Management Systems
The Company
WestJet Culture
Safety Management Plan
Policies
Organization
Processes
Training
Communication
SMS Benefits ($$$)
Conclusion
Safety Management Systems
• Ten years in operation
• More than 43 million guests flown since 1996
• (average of 851,043 guests/month in Q4 2005)
• Eight year average revenue growth of 54%
• Nine year average growth: 50.0% (RPM) / 47.8% (ASM)
• Fleet of 54 Boeing 737 NG aircraft (63 aircraft in 2006)
• Over 5,000 WestJet employees
WestJet Snapshot
Safety Management Systems
0.6 0.9 1.21.9
3.0
4.7
6.9
9.0
10.7
12.2*
0
2
4
6
8
10
12
14
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Available Seat Miles (Annual - billions)
Safety Management Systems
37.377.3
125.9205.2
335.0
481.2
683.1
863.6
1,058.0
1,395.0
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
'96 '97 '98 '99 '00 '01 '02 '03 '04 '05
Revenue (Annual - billions)
Safety Management Systems
Safety Management Systems
• “Turn employees into capitalists so they think and behave like owners”
• Employee Share Purchase Plan
• Dollar for dollar matching of employee contributions
• 86% participation with average of 12% of base salary
• Profit sharing - $73.9 million distributed over nine years
• Share options
• 86.6% outstanding held by pilots
• 3.7 million new grants to pilots in 2004
Culture – Aligning Interests
Safety Management Systems
• Culture of ownership, caring, empowerment, teamwork
• WestJet vocabulary: Guests, WestJetters, Teams, Big Shots, Beanland, WestJettitude
• PACT – Pro-Active Communication Team• employee association• no unions
• PACT and Management seek mutually beneficial solutions for:
• the Company and its shareholders
• the Employees
• the Guests
Culture – Aligning Interests
Safety Management Systems
Transport Canada regulations apply to:
• Aircraft Maintenance Organization Certificate • Air Operator Certificate
WestJet has made SMS a company-wide initiative
• Maintenance• Flight Operations• Inflight • Airports• Occupational Safety & Health• Environment• Corporate Divisions
Implementing the Regulations
Safety Management Systems
WestJet differs from many airlines (perhaps your own)
• Business model
• Growth
• Equipment type(s)
• Route structure
• Employee relations
• CULTURE
Airlines will also differ in Safety Management Systems
• common elements and components
• different programs, processes and infrastructures
Safety Management Systems
Safety Management Plan
Guiding document for implementation and operation of SMS
• Policies
• Safety Organization
• Roles and Responsibilities
• Processes
• Audit
• Training
• Communication
• Emergency Response
Safety Management Systems
Policies – Fundamental Assumption of Risk Causation
Human Error
Caused by system design
To be expected
TEM ModelSystem Review
At-Risk Behaviour
Caused by • complacency• time pressures• condoned behaviour • other human factors
Must be actively measured and managed
Individual Coaching
Reckless Behaviour
Willful non-compliance
Cannot be tolerated
Discipline
Safety Management Systems
CEOAccountable Executive
Exec. VP Culture & Airports
VP Flight Operations
VP Airports
Director Inflight Trng & Stds
Administrator
Database Coordinator
FDM Analyst
Maintenance Safety Officer
Flight Safety Manager
Inflight Safety Rep
Airports Safety Rep
Safety Advisors
OSHE Group
Director Flight Trng & Stds
VP Operational Development
VP Technical Services
Director Safety Services
Director Airport Operations
Safety Representatives
Operational Safety Organization
Safety Action Committee
Safety Services
Safety Management Systems
Safety Department Mission Statement
To support effective safety programs and
proactive risk management by
promoting safety as an inherent value
of WestJet’s culture
Safety Management Systems
Accountable Executive
Safety Management Committee(meets monthly*)
Safety Action Committee(meets weekly*)
Accountable ExecutiveVP Technical Services VP Op. DevelopmentEVP PeopleCFOEVP Culture & Airports EVP Marketing & SalesDirector, Safety
Director, Safety Maint. Safety OfficerManager, Flight Safety Airports Safety Advisor Inflight Safety AdvisorSST AdvisorsSMEs
Safety Organization
Safety Management Systems
Roles and Responsibilities
• Accountable Executive
• Senior Managers
• Executive Vice Presidents, Vice Presidents, Directors
• Managers and Supervisors
• Front-line Employees
• Safety Department
• Safety Representatives
• Safety Committees
• Safety Action Committee, Safety Management Committee
• Lead Investigator
• Safety Review Teams
Safety Management Systems
Safety Processes
• Reactive and Proactive Processes
• Hazard / Root Cause Analysis
• Risk Assessment
• Risk Mitigation
• SMS Database
• Safety Planning & Performance
• Change Management
• SMS Quality Assurance
Basic Risk Management Process
Safety Management Systems Risk assessment
Safety survey
LOSA
Job safety analysis
Flight incident report
Ground incident report
Injury report
FDM statistics
Safety Management Systems
FDM Report
Safety Management Systems
FDM Report
LOSA Report LOSA Report
Organizational Error Profile (XX Airlines and LOSA Archive Comparison Airlines)
Sam p le = X X L OSA F l ig h tsE rror P revalence Index
(P ercentage of flights w ith one or m ore errors ) Misma n a g e dErro r /
Erro r Co u n t
E rror M ism anagem ent Index (P ercentage of errors that led to additional error or a UA S )
Error T y pes1 0 % 2 0 % 3 0 % 4 0 % 5 0 % 6 0 % 7 0 % 8 0 % 9 0 % 1 0 0 % 1 0 % 2 0 % 3 0 % 4 0 % 5 0 % 6 0 % 7 0 % 8 0 % 9 0 % 1 0 0 %
All Errors 258 / 832
Sy s tem / Ins trum ent/R adio
57 / 125
M anual Handling/F lightC ontrol
82 / 101
Autom ation 37 / 83
Ground N av igation 0 / 3
C hec k lis t 27 / 167
Other Proc edural Error 31 / 80
Briefing 3 / 92
SOP C ros s -Verific ation 8 / 51
C allout 3 / 28
Doc um entation 4 / 12
C rew -Ex ternal 4 / 77
Pilot-to-P ilot 2 / 13
Airc
raft
Hand
ling
Erro
rsPr
oced
ural
Erro
rsO
vera
llC
omm
Erro
rs
74% 31%
1%
17%
F ew er than 20 errors - % not c alc ulated
5%
F ew er than 20 errors - % not c alc ulated
20%
3%
18%
3%
27%
19%
11%
6%
46%
81%
45%
16%
39%
3%
11%
26%
17%
16%
F ew er than 20 errors - % not c alc ulated
Safety Management Systems
Risk Management Matrix
Risk Class Lead Investigative Responsibility
Level of Investigation
(Typical)
CAP Development Timeline
CAP Implementation Timeline
Initial CAP Evaluation Timeline
Close-out Authority
Level 1 Department Safety Rep
Single investigator using local resources
Within 6 weeks of initial risk classification
Within 3 months of initial risk classification
Within 6 months of CAP implementation
Responsible Manager
Level 2 Department Safety Rep or Chair, Safety Review Team
Single investigator using corporate resources. HF analysis optional.
Within 1 month of initial risk classification
Within 2 months of initial risk classification
Within 6 months of CAP implementation
Responsible Manager
Level 3 Chair, Safety Review Team
Single investigator or investigative team using corporate resources and external resources as required. HF analysis mandatory.
Short term CAP within 1 week of initial risk classificationLong term CAP within 2 months of initial risk classification
Short term CAP within 3 weeks of initial risk classificationLong term CAP within 4 months of initial risk classification
Short term CAP within 6 weeks of implementationLong term CAP within 6 months of implementation
Safety Management Committee
Level 4 Chair, Safety Review Team
Investigative team using internal and external resources. HF analysis mandatory.
Short term CAP within 48 hours of initial risk classificationLong term CAP within 2 months of initial risk classification
Short term CAP within 1 week of initial risk classificationLong term CAP within 4 months of initial risk classification
Short term CAP within 4 weeks of implementationLong term CAP within 6 months of implementation
Safety Management Committee
CAP – Corrective Action Plan HF – Human Factors
Risk Management Matrix
Safety Management Systems
Database Findings / Causes / Actions Page
Safety Management Systems
Training
Safety Management Plan specifies initial and recurrent training standards for
• Safety Department• Senior Managers• Managers & Supervisors• Front line Employees
“…as appropriate to the individual’s responsibilities in the safety management system.”
WestJet Safety Management Plan Section 9
Training must ensure:
“… that personnel are trained and competent to perform their [safety management] duties…”
Canadian Aviation Regulations 107.03(d)
Safety Management Systems
Training
Initial, update and recurrent training covers (as required):
Organization structure Human factors analysis
Roles and responsibilities Risk classification system
SMS principles Corrective action plans
Company safety management plan Emergency response
Regulatory requirements Occupational safety and health
Documentation processes Corporate safety database
Safety reporting systems Safety communication plans
Investigation techniques Changes to SMS regulations
Proactive risk assessment Annual safety performance reports
Safety Management Systems
Communication
Safety Newsletter
Corporate communications
Executive presentations
WestNet (company intranet)
Base visits
Indoctrination training
Department meetings
SAC, SMC meetings
Jetsmarts (e-learning)
Managers conference
Job descriptions
Performance appraisals
Safety Management Systems
SMS VIDEO
Safety Management Systems
Safety Management Systems
Communication
• Easy to understand for ALL employees
• Dynamic introduction to SMS fundamentals
• focuses on proactive risk management
• Features many employee groups:
• Dispatch, Maintenance, Flight Crew, Scheduling
Ramp Agents, CSAs, Training, FOQA
You have many elements of SMS in place NOW
Safety Management Systems
Fuselage Ice Occurrence (Reactive Risk Assessment)
Repairs & Downtime: $30,000 $30,000 / yr.
Single Agent De-icing (Proactive Risk Assessment)
Each Occurrence:$50,000 $50,000 / yr
Workers Compensation Premiums (Integrated Risk Management)
Forecast Annual Savings: $100,000 - $500,000 / yr
Category A or B Occurrence $$$$$$
Examples of SMS Savings
Safety Management Systems
Summary
• Formalize and document many current safety processes
• Introduce new and improved safety programs
• Force greater consistency and rigor in operational risk management
• Bring new challenges
• Evolve with new regulations, your company and the industry
• Change corporate culture
Safety Management Systems will:
Safety Management Systems
Safety Management Systems