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1ERA. SETTING STANDARDS IN OFFSHORE AVIATION. 1Seacor Holdings Incorporated
Prepared for:
Aviation Human Factors and SMS Conference: Real-World Flight
Operations and Research ProgressMarch 31-April 1, 2009
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Overview
Brief overview Era Helicopter's History
Safety Management System
Safety Case (Risk Management)
Fundamental necessities for a successful SMS
Questions
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Era’s History 1948: Founded in Alaska for federal land surveying
1970s: First civil operator approved for instrument flight in Alaska
1972: First Era flight in Gulf of Mexico
1978: Lake Charles division and Alaska airline open
1992: First American helicopter operator to work in Russia
2005: SEACOR buys Era
2006: Seacor/Era Leads the Industry in Fleet Modernization
2007: 1st Commercial Helicopter Operator with FAA approved FOQA Program (Flight Operations Quality Assurance).
2008: Era introduces EC-225 to Gulf of Mexico Operations.
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Safety is a core business and personal value
Safety is a source of our competitive advantage
We will strengthen our business by making safety excellence an integral part of all flight and ground activities
We believe that all accidents and incidents are preventable
All levels of management are accountable for our safety performance, starting with the President
Fundamental beliefs at Era are:
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Safety Management SystemOverview
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SMS Model(typical Quality Management System Model)
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PurposeTo systematically defines & manages:
Policies Responsibilities Standards Resources Procedures Processes Controls Ensures Continual Improvement
Insures risks inherent to operations are managed to As low as economically and operationally
reasonable
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Era’s Safety Management System
Adapted to be compliant with OHSAS 18001 & ANSI-Z10
The Era Helicopters SMS is founded upon established quality principles that are generic to the aviation industry and to complex industries outside of aviation.
These principles are contained in the following “Safety Management System Elements”:
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SMS Elements
Management Leadership & Commitment
Policy & Objectives
Organization & Responsibilities
Hazards & Effects Management, includes Management of Change (Risk)
Planning & Procedures
Implementation & Monitoring
Audits
Reviews
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Goals To safely operate fully airworthy aircraft
To create a positive safety culture and working relations within Era and its clients
Increase customer confidence with Era Helicopters to provide safe and efficient air transportation
To set the organization, it’s teams, and individuals up for success and minimize failures
To prove that safety is being managed as a critical business function and that the organization is showing “due care” countering the potential for loss of life or damage to property or reputation
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Communication Employee Safety Meetings
Monthly Safety Review Meetings Minutes
Quarterly Audit Review Committee Meetings Minutes
Safety Council Minutes
Safety Newsletter (The Standard Approach)
Era e-Reports a Web based Safety Information System (AQD)
Informal gatherings (staff meetings, etc)
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Audits
Comprehensive Internal Evaluation Program Findings tracked to completion Monitored by the Audit Review Committee
Two Tiers of Internal Audits Company Auditors Base & Area Managers
Customer Audits
Government Audits
Third Party Audits (upon request)
Findings tracked via robust database allowing for in-depth trending (AQD)
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Era Helicopters, LLC
Safety Cases“Risk Management”
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Safety Case
Risk Management is documented
Covers specific operational activities to include documenting hazards and effects and demonstrating ALARP.
Safety Cases are done for specific locations and / or activities to minimize associated risks.
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Structure of Era Helicopters’ Safety Case
Management Summary and Introduction
SMS Elements Pertaining to the Safety Case
Safety-Critical Activities covered in the Case
Description of the operations covered by the Case
Hazard Analysis and Hazard Register
Remedial Action Plans to improve shortcomings
Conclusions and Statement of Fitness
Local specific information and actions
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Bow Tie
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Fundamental necessities for a successful SMS
“Executive commitment”
Committed to provide the necessary funds to implement goals and strategic objectives
Informed involved in the management of the processes.
Holds Senior Management accountable for their responsibilities within the Management System
Insists on maintaining a Just & Learning culture throughout the organization
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Fundamental necessities for a successful SMS
“Management involvement”
Mentors direct reports to insure transparent reporting and investigation processes are maintained
Insures processes within their sphere of responsibility are completed
Holds direct deports accountable for their responsibilities within the Management System processes
Always uses the concept of the Just & Learning Culture when dealing with employees
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Fundamental necessities for a successful SMS
“Supervisor and Employee ownership”
Must be made to feel that the programs & processes are theirs
Feels comfortable reporting concerns or hazards to supervision or management
Kept informed of their concerns
Kept informed regarding system processes
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YourSafety Management System
Keep it simple
Sophistication of your SMS will depend upon the size and complexity of your organization
Must include all elements of the SMS
Everything must be documented (simple is better)
Tough in the beginning but worth the effort in the long run
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JUST CULTURE DIAGRAM
Was the job understood? Knowingly violated procedures?
Was the action as intended?
Were the results as intended?
Are the procedures clear?
Pass substitution test?
Defective training or selection experience?
History of violating procedures?
Sabotage or Malevolent Act
Reckless Violation Repeated Incident With Similar Root CauseNegligent Error
No Blame Error
Yes*Yes
Yes
Yes
Yes
Yes
Yes*
Yes*
No*
No*
No
NoNo*
No
No
Start
Documented for the purpose of accident prevention awareness and training will suffice.
First written warning;
Coaching / Increased Supervision until behavior is corrected.
Final warning and negative performance appraisal
Severe Sanctions
Increasing Individual Culpability / Diminishing Individual Culpability
* Indicates a ‘System’ induced error. Manager/supervisor must evaluate what part of the system failed and what corrective and preventative action is required. Corrective and preventative action shall be documented for management review.
No
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Safety Management System
• First and foremost an SMS is a system
• If one part is broken, the system is broken
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QUESTIONS?