Understanding the Value of Standard Operating Procedures within the Scheduling/Dispatching Function

Transcription

1 23rd Annual NBAA Schedulers & Dispatchers Conference San Diego, CA ~ January 15 18, 2012 Understanding the Value of Standard Operating Procedures within the Scheduling/Dispatching Function Monday, January 16, Mark Arpino ~ MassMutual Financial Group Lucille Fisher ~ Quality Resources, LLC Patrick Tschudi ~ Pentastar Aviation Charter, Inc

2 The SOP Described Compliments the Flight or Company Operations Manual by providing greater detail Should be specific to various job functions within the Enterprise (dispatching being one) Gives guidance on How rather than What to do Streamlines process to ensure consistent customer experience Is list of stated expectations that form the baseline for continuous improvement 2

3 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 or voice mail Specific to YOUR organization

4 Standard Operating Procedures Understanding the Value 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 to improve performance and service compliance One person departments 4

5 This Presentation Why Bother AC A 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 5

6 Safety Management System FAA Advisory Circular a ICAO Annex 6 (part II) 7 th edition IBAC ISBAO SMS and IS-BAO are not the same thing..

7 Safety Management System FAA Advisory Circular a applies to both certificated and non-certificated aviation service providers that desire to develop and implement an SMS. This AC is not mandatory and does not constitute a regulation. ICAO Annex 6 (part II) 7 th edition States shall require, as part of their State safety programme, that an operator implement a safety management system acceptable to the 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; and d) aims at a continuous improvement of the overall performance of the safety management system.

8 Safety Management System The formal, top-down business-like approach to managing safety risk. It includes systematic procedures, practices, and policies for the management of safety (AC a) (as described in this document it includes): Components / Pillars Safety Policy and Objectives Safety Risk Management Safety Assurance Safety Promotion

9 Policy/Objectives AC a - All management systems must define policies, procedures, and organizational structures to accomplish their goals. IS-BAO Does the SMS programme document contain provisions for. Management Responsibilities Safety Accountabilities Key Personnel ERP coordination 9

10 Safety Risk Management AC a A formal system of hazard identification and SRM is essential in controlling risk to acceptable levels. The SRM function of the SMS is based upon the system safety process model IS-BAO Has the organization developed and maintained procedures for. Hazard Identification Reactive Proactive Predictive Risk assessment / mitigation 10

11 Safety Assurance AC a - Once SRM controls (sometimes termed mitigations) are identified and operational, the operator must ensure the controls continue to be effective in a changing environment IS-BAO Has the organization developed and maintained a means of: Safety Performance, Monitoring, Measurement Annual CIO Analysis - by Type 7 mo (thru Feb 11) Customer Issue Hazard Report Improvement Extension Safety 11

12 Change Management Safety Assurance AC a - Once SRM controls (sometimes termed mitigations) are identified and operational, the operator must ensure the controls continue to be effective in a changing environment IS-BAO Has the organization developed and maintained a means of: Continuous Improvement of SMS and your Operation 12

13 Safety Promotion AC a - The operator must promote safety as a core value with practices that support a sound safety culture. IS-BAO Has the organization developed and maintained Training and education Safety communication Awards/recognition Safety Council/Committee Encourage with a carrot not stick 13

14 Safety Management - Now What? The FAA SMS Framework is written as a functional expectations document. It stresses what the organization must do to implement a robust SMS rather than how it will be accomplished. At the same time, the FAA SMS Framework needs to be applicable to a wide variety of types and sizes of operators. Therefore, it is designed to be scalable and allow operators to integrate safety management practices into their unique business models.

15 Implementing SMS Components within the Scheduling and Dispatching Function Safety Policy Safety Risk Management Safety Assurance Safety Promotion

16 Standard Operating Procedures For Scheduling and Dispatch Safety Policy 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 16

17 Risk Management/Trip Risk Assessment Tools Identification of Potential Trip Hazards 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. 17

18 Hazard Considerations in Identifying Risks Safety Risk Management Component of the SMS Aircraft and airport considerations Crew duty considerations Enroute considerations Environmental and weather Pilot qualifications/experience Runway considerations Trip considerations 18

19 Quantifying the Risks/Implementing Mitigation 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

20 Airplane Preflight Risk Estimate Flight Type RATING IFR domestic VFR Int'l or Ovr Water 3 Mode Day Night or Test Flt 3 Rest in last 24 hrs > 14 Hours > Planned Duty Period Length < 8 Hours Extension* 4 Scheduled duty, time of day Flight Time < Extension* 1 # of Legs > 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

21 Mitigation Planning Planning Flight Follower Score > 39 Releasing Flight Follower Action

22 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/Flight Locating) Post flight checklists, IEP, customer improvement/feedback, flight following correspondence 22

23 Safety Policy / Departure Checklist

24 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 SOP s on reporting The how and what to report (Any employee can report) SOP s on QC, Internal Evaluation and Improvement.

25 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

26 SOP s within Scheduling and / or Dispatching Function that will help improve the Customer Experience. Communications Post Trip , telephone and correspondence protocols Standardized responses and greetings to customers Professional signatures. Timely responses Proactive, solution focused correspondence and approach. Collaborative evaluation among stakeholders Identify an SOP, applying sound judgment and common sense. 26

27 Aircraft Movement Communication / Customer Service

28 Questions? Mark Arpino Lucille Fisher Patrick Tschudi 28

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