SMS Manual Part 6r1

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TRANSMILE AIR SAFETY MANAGEMENT SYSTEM MANUAL SAFETY

ASSURANCE

TRANSMILE AIR SERVICES

SDN BHD

TRANSMILE AIR

SAFETY MANAGEMENT SYSTEM MANUAL

Equate Business Performance to Safety Performance

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ASSURANCE

PART 6SAFETY ASSURANCE

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SAFETY PERFORMANCE MONITORING

INTRODUCTION

Safety management will require feedback on safety performance to complete the safetymanagement cycle to evaluate system performance and any necessary changes eected. Itwill also provide all stakeholders with an indication of the level of safety within TML.

SAFETY HEALTH

ecogni!ing the comple" interactions aecting safety and the di#culty in de$ning what issafe and what is not% reference to the &safety health' of TML is made. It would be anindication of TML(s resistance to une"pected conditions or acts by individuals. It re)ects thesystemic measures put in place by TML to defend against the unknown. It also indicates ourability to adapt to the unknown. In eect% it re)ects the safety culture of TML.

*bsence of safety+related events ,accidents and incidents- does not necessarily indicate a&safe' operation% as some operations are considered to be &safer' than others. Safety dealswith risk reduction to an acceptable ,or at least a tolerable- level. The level of safety in TMLis not static. *s we adds defences against safety ha!ards% its safety health may beconsidered to be improving. owever% various factors ,ha!ards- may compromise that safety

health% requiring additional measures to strengthen the company(s resistance tomisadventure.

In principle% the characteristics and safety performance of the &safest' organi!ations can beidenti$ed. These characteristics% which re)ect industry(s best practices% can serve asbenchmarks for assessing safety performance of TML.

Symptoms of poor safety health

/oor safety health may be indicated by symptoms that put elements of the organi!ation atrisk. that may be indicative of poor safety health. * weakness in any one area may betolerable0 however% weaknesses in many areas indicate serious systemic risks%

compromising the safety health of TML.

I!"#ators of "mpro$"% safety health

These re)ect the industry(s best practices and a good safety culture. 1rgani!ations with thebest safety records tend to “maintain or improve their safety tness” by implementingmeasures to increase their resistance to the unforeseen. They consistently do more than 2ustmeet the minimum regulatory requirements.

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Identifying the symptoms may provide a valid impression of TML(s safety health0 however%information may still be lacking for eective decision+making. *dditional tools will requiredto measure safety performance in a systematic and convincing way.

Stat"st"#al safety performa#e "!"#ators

Statistical safety performance indicators illustrate historic safety achievements0 theyprovide a &snapshot' of past events. /resented either numerically or graphically% theyprovide a simple% easily understood indication of the level of safety in a given sector interms of the number or rate of accidents% incidents or casualties over a given time frame.

Statistical safety performance indicators can be focused on speci$c areas of the operation tomonitor safety achievement% or on identifying areas of interest. This “retrospective” approach is useful in trend analysis% ha!ard identi$cation% risk assessment% as well as in thechoice of risk control measures.

A##epta&le le$els of safety

TML must meet regulatory requirements to ensure acceptable levels of safety. 3y 2ustmeeting those minimal requirements% however% may not be healthy from a safety point of view. *lthough we may have reduced our vulnerabilities to the unsafe acts and conditionsmost conducive to accidents% we have actually taken only minimum precautionarymeasures.

4eak organi!ations that fail to meet the acceptable levels of safety will $nally be removed

from the aviation system either proactively% by the regulator revoking their operatingcerti$cate% or reactively% in response to commercial pressures such as the high cost of accidents or serious incidents.

SAFETY O'ERSIGHT ( SAFETY PERFORMANCE MONITORING

Safety oversight is a function of the State ,in our conte"t% that would be the 56*M-% as theregulator% while safety performance monitoring is carried out by TML% as theoperator7service provider. The &monitoring' functions of safety oversight take many formswith varying degrees of formality.

Compoets of the A)thor"ty Re%)latory Safety A)!"ts

56*M carries out a programme of safety audits to ensure the integrity of the nationalaviation system. *udits conducted by the 56*M will take a broad view of the safetymanagement procedures of an organi!ation as a whole. The key issues in such audits wouldbe8

a- Surveillance and complianceb- *reas and degree of riskc- 6ompetence

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d- Safety management

56*M(s safety oversight% in essence% will require TML to present to the authority that TML(sSMS is in place amd that safety issues are or will be managed eectively and that TML isgenerally meeting its safety performance targets.

Implemet"% TML*s Safety Performa#e Mo"tor"%

To provide adequate safety oversight the following methods need to be employed by theSMS department ,6orporate or divisional- as well as the functional7$rst line supervisors:

a- Maintain vigilance ,from a safety perspective- by monitoring day+to+day activities andregularlyconduct inspections ,formal or informal- of day+to+day activities in all safety+critical

areas0

b- Sample employees( views on safety ,from both a general and a speci$c point of view-throughsafety surveys or any other means as appropriate0

d- Systematically review and follow up on all reports of identi$ed safety issues.

e- Systematically capture data which re)ect actual day+to+day performance ,95*%

L1S*%:1SS etc.-.

f- 6onduct macro+analyses of safety performance ,safety studies-.

g- 9ollow a regular operational audit programme ,both internally and e"ternallyconductedsafety audits-.

h- 6ommunicate safety results to all aected personnel.

Ispe#t"os

It involves carrying out informal &walk+arounds' of all TML operational areas. The resultingfeedback should help to $ne+tune the safety management system. The focus of aninspection should be on the quality of the &end product' and should be void of thetraditional tick+bo" format as using a tick+bo" format may be helpful for verifying compliancewith particular requirements% but it is less eective for assessing systemic safety risks. ;se

of checklist should be used as a guide to help ensure that parts of the operation are notoverlooked. Management and functional supervisors should conduct safety inspections toassess adherence to TML organi!ational requirements% plans and procedures although suchinspections may only provide a spot check of the operations% with little potential for systemicsafety oversight.

S)r$eys

Surveys of operations and facilities must be conducted to provide management with anindication of the levels of safety and e#ciency within TML. ;nderstanding the systemic

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ha!ards and inherent risks associated with everyday activities will allow us to minimi!eunsafe acts and respond proactively by improving the processes% conditions and othersystemic issues that lead to unsafe acts. Safety surveys are one way to systematicallye"amine particular organi!ational ,divisional and departmental- elements or the processesused to perform a speci$c operation + either generally or from a particular safetyperspective. They will be particularly useful in assessing attitudes of selected populations%e.g. technicians% aircraft engineers and pilots.

Surveys must be independent of routine inspections to enable us to determine theunderlying ha!ards in a system. Surveys completed by operational personnel can provideimportant diagnostic information about daily operations. Safety surveys would have toinvolve the use of checklists% questionnaires and informal con$dential interviews. Surveys%particularly those using interviews% will elicit information that cannot be obtained any otherway.

+)al"ty ass)ra#e for safety

* safety quality assurance system ,S<*S- de$nes and establishes the TML(s quality policyand ob2ectives. It ensures that we have in place those elements necessary to improvee#ciency and reduce risks. /roperly implemented% a S<*S ensures that procedures arecarried out consistently and in compliance with applicable requirements% that problems areidenti$ed and resolved% and that we continuously review and improve our procedures%products and services. *n S<*S should identify problems and improve procedures in orderto meet corporate ob2ectives.

*n S<*S will help ensure that the requisite systemic measures have been taken to meet oursafety goals. owever% quality assurance does ot &assure safety'. ather% qualityassurance measures help management ensure the necessary standardi!ation of the systems

within TML to reduce the risk of accidents. *n S<*S will contain procedures for monitoringthe performance of all aspects of TML% including such elements as8

a- well designed and documented procedures ,e.g. S1/s-0

b- inspection and testing methods0

c- monitoring of equipment and operations0

d- internal and e"ternal audits0

e- monitoring of corrective actions taken0 and

f- the use of appropriate statistical analysis% when required.

Safety a)!"ts

Safety auditing is core TML(a safety management activity. It provides a means forsystematically assessing how well we are meeting our safety ob2ectives. The safety auditprogramme% together with other safety performance monitoring activities% providesfeedback to managers of individual units and senior management concerning the safetyperformance of the organi!ation.

Safety audits will be conducted internally% or by the divisional and7or corporate safetydepartment(s auditors. 5emonstrating safety performance for regulatory authorities is the

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most common form of e"ternal safety audit. Safety audits should be conducted on a regularand systematic basis in accordance with the TML safety audit programme.

Self,A)!"t

6ritical self+assessment ,or self+audit- is a tool that senior management can employ tomeasure safety margins. * comprehensive questionnaire or check list to assist managementin conducting a self+audit to identify organi!ational events% policies% procedures or practicesthat may be indicative of safety ha!ards.

There are no right or wrong answers in all situations% nor are all the questions relevant to alltypes of operations. owever% the response to a certain line of questioning may help revealthe TML(s safety health.

ACCEPTA-LE LE'EL OF SAFETY .ALS/

In determining whether the system is operating in accordance with e"pectations% and toidentify where action may be required ,to enhance performance levels- to meet thesee"pectations% performance outcomes need to be set and accordingly measured. The conceptof acceptable level of safety responds to the need to complement the prevailing approach tothe management of safety based upon regulatory compliance% with a performance+basedapproach.

*cceptable level of safety e"presses the safety goals ,or e"pectations- of Transmile *irServices and from the perspective of the relationship between 56*M and TML% it provides an

ob2ective in terms of the safety performance TML should achieve while conducting its corebusiness functions% as a minimum acceptable to the authority. It is a reference against whichthe authority can measure safety performance.

In determining an acceptable level of safety% factors as the level of risk that applies and thecost7bene$ts of improvements to the system are considered. The *LS is e"pressed by twomeasures or metrics ,safety performance indicators and safety performance targets- andimplemented through various safety requirements% where8

Safety Performa#e I!"#ators .SPI/

S/I is a measure of the safety performance of TML. Safety indicators will be taken so asthey are easy to measure and can be linked to the ma2or components of the 56*M(ssafety programme or the TML(s SMS. Safety indicators may therefore dier betweensegments of the TML% such as the engineering and the )ight operations. Safetyperformance indicators are generally e"pressed in terms of the frequency of occurrenceof some event causing harm.

Safety Performa#e Tar%ets .SPT/ (also referred to as goals or objectives)

S/I is determined by considering what safety performance levels are desirable andrealistic for TML ,as a whole- as well as for its sub+units. Safety targets should also bemeasurable% acceptable to stakeholders% and consistent with the 56*M(s safetyprogramme.

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Safety re0)"remets

Safety requirements will be imposed within TML to achieve the S/I and S/T. These willinclude the operational procedures% technology% systems and programmes% to whichmeasures of reliability% availability% performance and7or accuracy can be speci$ed.

* range of dierent S/I and S/T will provide a better insight of the *LS of TML and itsfunctional units instead of having ,use of- a single indicator or target. The relationshipbetween *LS% S/I% S/T and the Safety equirements is as follows8

acceptable level of safety is the overarching concept0

safety performance indicators are the measures used to determine if *LS has been

achieved0

safety performance targets are the quanti$ed ob2ectives pertinent to the *LS0

safety requirements are the tools or means required to achieve the safety targets.

Implemetat"o

DCAM Safety Pro%ramme1

56*M% as the SMS(s state oversight authority% as to date% has yet to establish any *LS to beachieved by its safety programmes. owever so as to progress with TML(s planning for SMS%the following% being the I6*1(s *LS e"amples% are used for reference. =enerally State(s *LSmay be e"pressed by8

DCAM Safety Performance Indicator (SPI) & Safety Performance Target (SPT)

NO1

SPI SPT Ref1

>

?

@

A

B

C

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DCAM Safety Re0)"remets

a- the 56*M accident prevention programme0b- a mandatory occurrence reporting ,M1- system0c- a voluntary occurrence reporting system0d- a bird strike programme0 ande- the deployment of radar systems in @ Malaysian busiest airports within the ne"t >?

months.

TML Safety Maa%emet System ( Pro%ramme1

=enerally% the State(s safety performance indicator,s- chosen to e"press global% regional andnational targets will not be appropriate for application to TML% as an individual organi!ationsand since accidents are relatively rare events% they do not provide a good indication of safety performance + especially at the local or organi!ation level. 9rom the 56*M(s Safety/rogramme% its S/I and S/T so established% TML(s SMS(s Safety /rogramme% S/I and S/T areaccordingly drawn and it is then decide on what represents an acceptable outcome or goal.

These are8

a- to reduce the number of accidents D fatalities in Malaysia irrespective of volume of airtra#c0 and

b- to achieve a signi$cant decrease in accident rates% particularly in regions where theseremain high.

TML Safety Performance Indicator (SPI) & Safety Performance Target (SPT)

NO1

SPI SPT SR ACC

> ___ total operational incidents per year>BE reductionper year

SMS

?>>.B *ir Turn 3acks ,*T3- per FFFFdepartures

>BE reductionper year

91/

@?B.A =round Turn 3acks ,=T3- per FFFFdepartures


G:=

A FFF ma2or aircraft defects per FFFFF )ights>BE reductionper year

G:=

B FFF 915 ingestion per FFFFF aircraftmovements


91/

C FFFF ainwater ingression per FFFFF aircraftstops


G:=

TML Safety Re0)"remets

a- TML+wide ha!ard identi$cation programme0b- a departmental mandatory occurrence reporting system0c- a voluntary occurrence reporting system0d- an 915 programme0 and

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e- the deployment of safety o#cer in area e"ceeding BH occupancy7mainactivity7process within the ne"t >? months.

SAFETY AUDIT

21 INTRODUCTION

>.> Safety audits ful$lls the safety performance monitoring functions. It is a core activityof the T*S Safety Management System ,SMS-. Safety audits may be performed by an

e"ternal audit authority% such as the State regulatory authority% or they may becarried out internally as part of an SMS. This chapter focuses on the internal safetyauditing programme.

31 SAFETY AUDITS

?.> Safety audits are used to ensure that8

a- the structure of the SMS is sound in terms of appropriate levels of sta0compliance with approved procedures and instructions0 and a satisfactorylevel of competency and training to operate equipment and facilities and tomaintain their levels of performance0

b- equipment performance is adequate for the safety levels of the serviceprovided0

c- eective arrangements e"ist for promoting safety% monitoring safetyperformance and processing safety issues0 and

d- adequate arrangements e"ist to handle foreseeable emergencies.

?.? Safety audits shall be conducted regularly% following a cycle that ensures eachfunctional area is audited as a part of T*S(s plan for evaluating overall safety

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performance. Safety audits should entail a periodic detailed review of the safetyperformance% procedures and practices of each unit or section with safetyresponsibilities. Thus% in addition to the organi!ation+wide audit plan% a detailed auditplan shall be prepared for each individual unit7section.

?.@ Safety audits should go beyond 2ust checking compliance with regulatoryrequirements and conformance with the T*S(s standards. The audit team shouldassess whether the procedures in use are appropriate and whether there are anywork practices that could have unforeseen safety consequences.

?.A The scope of a safety audit may vary from an overview of all activities of the unit orsection% to a speci$c activity. The criteria against which the audit will be conductedshould be speci$ed in advance. 6hecklists may be used to identify what is to bereviewed during the audit in su#cient detail in order to ensure that all intended tasksand functions are covered.

?.B The safety audit programme shall be based on the following principles8

a- It must never appear to be a &witch hunt'. The ob2ective is to gain knowledge.*ny suggestions of blame or punishment will be counterproductive.

b- The auditee should make all relevant documentation available to the auditorsand arrange for sta to be available for interview as required.

c- 9acts should be e"amined in an ob2ective manner.

d- * written audit report describing the $ndings and recommendations should bepresented to the unit or section within a speci$ed period.

e- The sta of the unit or section% as well as the management% should be

provided with feedback concerning the $ndings of the audit.

f- /ositive feedback should be provided by highlighting in the report the goodpoints observed during the audit.

g- 4hile de$ciencies must be identi$ed% negative criticism should be avoided asmuch as possible.

h- The need to develop a plan to resolve de$ciencies should be required.

?.C 9ollowing an audit% a monitoring mechanism may be implemented to verify theeectiveness of any necessary corrective actions. 9ollow+up audits shouldconcentrate on aspects of the operations where the need for corrective action was

identi$ed.

?. The overall annual audit programme should make allowance for unscheduled audits.

4 THE SAFETY AUDIT TEAM

@.> Safety audits may be undertaken by a single individual or a team% depending on thescale of the audit. G"perienced and trained individuals within T*S may perform safetyaudits or they may assist e"ternal auditors.

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@.? The sta selected to conduct an audit should have practical e"perience in disciplinesrelevant to the area to be audited% a good knowledge of the relevant regulatoryrequirements and the SMS% and they should have been trained in auditing proceduresand techniques.

@.@ *n audit team comprises an audit team leader and one or more auditors. Thosechosen to undertake an audit must be credible to those being audited. They must bequali$ed and trained for the audit function in the appropriate areas of e"pertise.

@.A The audit team members should be independent of the area being audited. Thesefunctions should be undertaken by persons who are not responsible for% and have notbeen involved in% the design or performance of the tasks and functions being audited.

The audit team shall not be composed e"clusively of management level sta.

@.B * specialist from outside the audit authority may be required to participate in theaudit.

@.C *n audit team leader should be appointed if more than one auditor is involved. Theaudit team leader is responsible for the overall conduct of the audit. In addition% theaudit team leader undertakes some of the general tasks of an auditor. The auditteam leader must be an eective communicator and must be able to earn the trust of the organi!ation being audited.

@. The tasks to be undertaken by each audit team member will be assigned by the auditteam leader. These tasks may include conducting interviews with sta of the unit orsection being audited% reviewing documentation% observing operations and writingmaterial for the audit report.

5 PLANNING AND PREPARATION

A.> * formal noti$cation of intention to perform the audit shall be forwarded to the unitor section to be audited in adequate time for any necessary preparations to be made.

The auditee may be requested to provide preparatory material in advance of theactual audit% for e"ample% selected records% a completed pre+audit questionnaire% andmanuals. The auditee must have a clear understanding of the purpose% scope%resource requirements% audit and follow+up processes% etc. before the auditors arrive.

4.2 /re+audit activity

A.?.> Jerify the feasibility of the proposed schedule and to identify the information that willbe needed before commencement of the audit.

A.?.? Specify the criteria against which the audit will be conducted and to develop adetailed audit plan together with checklists to be used during the audit.

A.?.@ The checklists consist of a comprehensive series of questions grouped under topicheadings% which are used to ensure that all relevant topics are covered. 9or thepurposes of a safety audit% the checklists should address the following areas in theorgani!ation8

a- national safety regulatory requirements0b- T*S safety policies and standards0c- structure of safety accountabilities0

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d- documentation% such as safety management manual and operationaldocumentation ,including its local instructions-0

e- safety culture ,reactive or proactive-0f- ha!ard identi$cation and risk management processes0g- safety oversight capabilities ,monitoring% inspections% audits% etc.-0 andh- provisions for assuring safety performance of contractors.i- sampling of safety assesment SMS ecord

A.@ The audit plan will be tied up and comprise of SMS *udit7Safety *udit7Station *udit.

6 CONDUCT OF THE AUDIT

B.> The conduct of the actual audit is essentially a process of inspection or fact+$nding.Information from almost any source may be reviewed as part of the audit.

B.? 1pening meeting + *t the opening meeting% the audit team leader should brie)ypresent the background for the audit% its purpose% and any speci$c issues that will beaddressed by the audit team. The practical arrangements% including the availabilityof sta for interview% should be discussed and agreed upon with the manager of theunit or section being audited.

B.@ *udit procedures + The techniques for gathering the information on which the auditteam(s assessment will be made include8

a- review of documentation0b- interviews with sta0 andc- observations by the audit team.

B.A The audit team should work systematically through the items on the relevantchecklist. 1bservations should be noted on standardi!ed observation sheets.

B.B If a particular area of concern is identi$ed during the audit% this should be the sub2ectof a more thorough investigation. owever% the auditor must complete the rest of theaudit as planned and therefore avoid spending an e"cessive amount of timee"ploring a single issue and so risk missing other problems.

B.C *udit interviews + the purpose of audit interviews is to elicit information% not to enterinto discussions. The persons to be interviewed should be drawn from a range of management% supervisory and operational positions.

B. *udit observations + once the audit activities are completed% the audit team shouldreview all audit observations and compare them against the relevant regulations andprocedures in order to con$rm the correctness of observations noted as

nonconformities% de$ciencies or safety shortcomings.

B.K *n assessment should be made of the seriousness with respect to all items noted asnonconformities% de$ciencies or safety shortcomings.

B. It should be borne in mind that the audit should not focus only on negative $ndings.*n important ob2ective of the safety audit is also to highlight good practice within thearea being audited.

B.>H 6losing meeting + Management may require regular progress reports throughout theaudit. :evertheless% a closing meeting should be held with the management of the

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unit or section at the conclusion of the audit activities to brief them on the auditobservations and any resulting recommendations. 9actual accuracy can be con$rmedand signi$cant $ndings highlighted.

B.>> /rior to this meeting% the audit team should8

a- agree on the audit conclusions0b- prepare recommendations% such as proposing appropriate corrective action% if

required0c- discuss whether there is a need for follow+up action.

B.>? The audit $ndings may fall into three categories8

a- serious discrepancies of non+compliance warranting action to suspend alicence% certi$cate or approval0

b- any discrepancy or non+compliance that must be recti$ed within an agreedtime limit0

c- observations on issues that are likely to impact on safety or become aregulatory issue before the ne"t audit.

B.>@ *t the closing meeting% the audit team leader should present the observations madeduring the audit and give the representatives of the unit or section being audited theopportunity to correct any misunderstandings. 5ates for issuing an interim auditreport and for receiving comments on it should be mutually agreed upon. * draftcopy of the $nal report is often left with management.

71 CORRECTI'E ACTION PLAN

C.> *t the completion of an audit% planned remedial actions should be documented for allidenti$ed areas of safety concern. The management of the unit or section has theresponsibility for developing a corrective action plan setting out the action,s- to betaken to resolve identi$ed de$ciencies or safety shortcomings within the agreed timeperiod.

C.? 4hen completed% the corrective action plan should be forwarded to the audit teamleader. The

$nal audit report will include this corrective action plan and detail any follow+up auditaction proposed. The manager of the area being audited is responsible for ensuringthe timely implementation of the appropriate corrective actions.

81 AUDIT REPORTS

.> The audit report should be an ob2ective presentation of the results of the safety audit.*s soon as possible after completion of the audit% an interim audit report should beforwarded to the manager of the unit or section for review and comments. *nycomments received should be taken into consideration in the preparation of the $nalreport% which constitutes the o#cial report of the audit.

.? The key principles of audit report are8

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a- consistency of observations and recommendations in the closing meeting%interim audit report and $nal audit report0

b- conclusions substantiated with references0c- observations and recommendations stated clearly and concisely0d- avoidance of generalities and vague observations0e- ob2ective presentation of the observations0f- use of widely accepted aviation terminology% avoiding acronyms and 2argon0

andg- avoidance of criticism of individuals or positions.

.91 AUDIT FOLLO:,UP

K.> *udit follow+up involves the management of change. ;pon receipt of the $nal auditreport% management shall ensure that progress is made to reduce or eliminate theattendant risks. The primary purpose of an audit follow+up is to verify the eectiveimplementation of the corrective action plan. 9ollow+up is also required to ensure thatany action taken pursuant to the audit does not in any way degrade safety.

K.? 9ollow+up action may be eected through monitoring the status of implementation of accepted corrective action plans or through follow+up audit visits. 4here a follow+upvisit has been made% a further report of this visit should be prepared. This reportshould clearly indicate the current status of the implementation of the agreedcorrective actions. If any non+compliance% de$ciency or safety shortcoming remainsunresolved% the audit team leader should highlight this in the follow+up report.

SAFETY AUDIT SYSTEM ( ACTION PROCEDURES

INTRODUCTION

This Lea)et outlines the procedures of the Safety *udit System for the Safety ManagementSystem as re)ected in T*S Maintenance 1rganisation G"position ,M1G- /art > and 9light1perations Surveillance and Inspection ,91SI- andbook Jol. @ 6hapter >>. Safety *uditpolicy is to ensure that approved policies and procedures are adhered to and implementedin order to achieve Safety Standards. Safety *udit $ndings and observations shall betaken into consideration when reviewing the company procedures. This requirement isapplicable to all T*S Gngineering personnel involved with the applicable Safety *udit

consisting of Safety *udit of 1rganisation ,M1G /art @ + 6hapter - and Surveillance ,M1G/art @ + 6hapter - respectively.

ACTIONS

?.> Safety *udits

?.>.> The Safety *udits of 1rganisation shall be performed once a year.6SM isresponsible for the Safety *udit System and the planned Safety *udits performedby Safety *uditors. The Safety *udit shall always be performed by trainedpersonnel independent of direct responsibility for the activity being audited.

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?.>.? Gngineering activities in Transmile *ir Services% Transmile Spares and Transmile*viation shall be audited as determined by Safety *ssurance D Safety 5epartment.

These activities identi$ed in T*S annual Safety *udit /lan% is planned and reviewedby SMG who shall submit the Safety *udit /lan by the end of :ovember each yearto 6SM for approval.

?.>.@ 9light 1perations safety activities shall be audited by SM9 in accordance to the

*nnual Safety *udit plan structured by 6SM.

?.>.A SMG7SM9 shall develop the schedule of Safety audit activities ,Safety *udit/rogramme- for a one year period. The schedule shall be reviewed and approvedby 6SM before being circulated to responsible Managers for advance information to

Transmile *ir Services% Transmile Spares and Transmile *viation79light1perations7=round andling.

?.>.B SMG7SM9 may perform the Safety *udit or appoint a team of auditors to prepareand perform the planned Safety *udit as stipulated in the approved Safety *udit/lan for the year.

?.>.B SMG7SM9 shall assign a control number for each Safety *udit report. This includesthe monitoring% control and registering of the :on+6ompliance eports ,:6-. TheSMG7SM9 shall send a reminder to the responsible Managers to N6lose( any N1pen(:6 within the agreed time frame% failing which The 6SM is informed on the statusfor appropriate action,s-.

?.>.C Safety *uditors are authorised to perform Safety *udit and Surveillance.

?.>. *ll relevant guidelines and references shall be provided by the SMG7SM9 to theSafety *udit team for the preparation and planning of the actual Safety *udit.

?.>K *ssigned Safety *uditors shall report directly to SMG7SM9 for a pre+audit brie$ng. The brie$ng shall focus on comments and observations by previous Safety*uditors% their personal observations D areas of concern including recent changesto policies and procedures. The brie$ng shall determine &target dates' forcompletion of the Safety *udit.

?.>. The Safety *udit eport and :6s shall be reviewed by SMG7SM9 before they areissued to the responsible Managers. The 6SM is authorised by the *ccountableManager to approve the Safety *udit eports. The :6s are registered andcontrolled before being issued to the respective responsible Managers for corrective

actions and preventive measures taken to prevent a recurrence within an agreedtime frame.

?.>.>H The Safety *uditor shall devote full time for the audit. 3elow are Safety *uditors(responsibilities8

• e7She shall familiarise himself 7 herself with the documents includingreferences provided by SMG7SM9.

• e7She shall develop questionnaires to check the implementation of policiesand procedures which are to be carried out accordingly.

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• 1pening Safety *udit meeting is required. This meeting shall be organised bythe Safety *udit Team Leader to brief the responsible Manager on the Safety*udit /rogramme.

•

Safety *udit shall be performed in accordance with the prepared questionnaires.If non+ compliance is observed% these shall be identi$ed in draft sheets.

• 6SM shall be briefed from time to time on any doubt including all non+compliances found in the prepared draft sheets during the audit.

• * post+audit brie$ng for the responsible Manager shall be done as soon as theaudit is completed. :on+compliance or observations made to auditee shall bediscussed and appropriate corrective action time scales shall be agreed witheach auditee.

• :on+compliance reports ,:6(s- using 9orm SMS7S*7HH> shall be raised.1riginal copy shall be given to the auditee and photocopy retained by theSafety *uditor. The Team Leader shall prepare an G"ecutive Summary of thecompleted Safety *udit for Manager Safety and the audited 5epartment eadusing 9orm SMS7S*7HH?.

• * 6losing meeting may be organised by the Safety *udit Team Leader to brief the department 7 business head of the $ndings% corrective action D time scalesfor :6s.

• Gach :6 shall be categorised as follows8+

6ritical O means any non+compliance with the safety egulation which couldlower the safety standard and probably ha!ard an aircraft

Ma2or + means any non+compliance with the safety egulation that couldlower the safety standard and possibly ha!ard an aircraft.

Minor + means any non+compliance with the Maintenance egulation thatcould lower the maintenance standard but do not ha!ard the aircraft.

1bservation O means an observation intended to give background information. Thismust not include information suggesting non+compliance with theSafety egulation.

?.>.>> The 5epartment Manager shall be informed immediately of any non+conformancedetrimental to the operation of the system in order that appropriate correctiveactions may be taken to overcome the non+conformance. *ll corrective actions

must be closed a#rmatively. Intentions to close with recorded statements as&:oted' is not acceptable. 4here possible% preventive measures shall beidenti$ed and recorded. Gach :6 shall be given a time frame agreed between theSafety audit Team Leader and the department Manager for its accomplishment asfollows8

• 6ritical + Immediate action required to avoid a potential ha!ard or safetydegradation.

• Ma2or +4ithin thirty ,@H- days to avoid a lowering of safety standards.

• Minor + 4ithin three ,H@- months

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• 1bservation + :o action required.

?.>.>? The satisfactory closure of all corrective actions and satisfactory accomplishment of

preventive measures as stated in the Safety audit report shall be monitored closelyby SMG7SM9.

?.>.>@ The Safety audit reports% complete with auditee(s corrective action implementationremarks shall be passed to Manager Safety for review and comment. 5elays incompletion of corrective action shall be tabled in Safety eview 6ouncil ,S6- by6SM who shall determine if and when a follow up audit ,whenever required- shalltake place.

?.>.>A 6SM is responsible for keeping all Safety *udit results7reports together with theSummary of Safety *udit for a period of not less than two ,H?- years from the dateof clearance of the $nding. These records may be sub2ected to routine audits bythe Safety *uthority 7 other 1perator to validate the eective functioning of T*SGngineering Safety Management System.

?.? Safety Surveillance

?.?.> The Safety Surveillance normally performed by <*G% Manager Safety or InspectorSafety who shall raise 9orm SMS7S*7HH> upon identi$cation of non+conformance of Safety System requirement during their Safety Surveillance.

?.?.? SMG7SM9 shall administer routine surveillance on T*S Gngineering activitiesincluding activities of Transmile Spares and Transmile *viation and 9light 1perationsactivities.<*G76argo Safety and Standard7*ssistant shall raise and register all :6sand brief SMG7SM9 for appropriate actions to be taken to address the :6.

?.?.@ T*S Gngineering personnel e.g. Licensed *ircraft Gngineer7*pproval olders mayinstigate non+compliance by informing <*G who shall raise a :6. This may bedone through an acceptable means such as MGGS% etc.

?.?.A The <*G and 9light Safety Manager shall advise the 5epartment Manager regardingde$ciency found so that corrective action can be taken on an agreed time frame. If corrective actions are not carried out within the speci$ed time frame% the :6smay be tabled by 6SM at the Safety eview 6ouncil for discussion and disposition.

?.?.B *ll corrective actions must be closed a#rmatively. The <*G76argo Safety andStandard7*ssistant shall verify that corrective actions are satisfactory and recordsuch observations on 9orm SMS7S*7HH> for review by SMG7SM9 for appropriateactions.

?.?.C *ll completed :6s shall be returned to the SMG7SM9 for review and closure.

?.?. SMG7SM9 shall review and summarise all :6s picked up using 9orm SMS7S*7HH?and submit the summary to 6MS for his review and subsequent tabling of thesurveillance $ndings to the Safety eview 6ouncil73oard.

?.@ Safety *udit /ersonnel O Safety *uditors

?.@.> The *uditors are usually the trained L*Gs7<*Gs7*uthorised /ilots who have beenwith Transmile *ir Services as <*G7Management /ilot and assigned to report

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directly to SMG7SM9. The Safety *uditors primary function is to perform plannedSafety *udits as directed by SMG7SM9. The Safety *uditor is normally the TeamLeader of a group of auditors.

?.@.> The 5esignated Safety Inspectors are normally suitably trained Licensed *ircraftGngineers who are recommended by the departmental manager and assigned toSMG as Safety auditor. 9or 9light 1perations% the auditors are normally SM9 andG"ecutives% Manager 6argo Safety D Standards and Inspectorate Safety D Security.

?.@.? The 5esignated Safety Inspectors shall attend the Safety *udit brie$ng and beprepared as a team member for a live audit.

[email protected] The 5esignated Safety Inspectors shall be independent from the Section that theaudit team plans to audit. The Team Leader is responsible in ensuring that thisrestriction is strictly adhered to.

?.A Pearly Safety *udit /rogrammes

?.A.> The SMG7SM9 shall prepare the Safety *udit of 1rganisation programmeand Safety *udit of *ircraft 7 Line Station programme and this shall be reviewedand approved by 6SM.

?.A.? *n G"ample of Safety *udit of 1rganisation is shown in *nne" *

?.A.@ *n e"ample of Safety *udit of *ircraft 7 Line Station is also shown in *nne"3.

?.A.A The Manager Safety may follow the e"amples of the above two Safety*udit /rogrammes.

MANAGEMENT OF CHANGE

INTRODUCTION

Management of 6hange,Mo6- is a system for managing operational%organi!ational andinstallation changes0and communicating those changes eectively.

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Gach employee has a duty to consider the impact of many prospective change on safety andservisedelivery.

Speci$c situtations requiring Mo6 include,but are not limited to-8

• 6hanges in aircraft tasking

• 6hanges in software and electronic systems

• 6hanges in manning levels

• 6hanges in operating limits

• 6hanges in procedures

• 6hanges in facilities7infrastructure

• 1rgani!ational 6hanges

• Gmergency 6hanges

6hanges can8+

• Introduce new ha!ards.

• Impact the appropriateness of risk mitigation.

• Impact the eectiveness of risk mitigation.

There are two type of changes 8+

>- G"ternal 6hanges

• 6hange of regulatory requirements

• Security

• Modi$cation7upgrade of parts7equipments7tooling by manufacturer.

?- Internel 6hanges

• Management changes• :ew equipment

• :ew procedures

Management of 6hange involves the following steps8+

>- 5etermine reason for the change.?- 5etermine the change to be made.@- 5etermine personnel,or groups- aected by the change.A- Involve representatives of all groups in the risk assessment changes.B- 5evelop a written work plan7pro2ect management plan that clearly speci$es the

timescale forthe change and the control measures to be implemented,normally including

procedureamendments%personnal training%corporate communications and brie$ngs-

It is essential that the work plan is signed o by the accountable manager.

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SMM/TAS001/ISSUE 1

SMS Manual Part 6r1

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