Safety Management System & Crew Resource Management

Day1

Safety Management System

Agenda/Topic

 Basic Safety Concepts

 Introduction to Safety Management
 Hazards

Basic Safety Concepts

Objective

At the end of this topic, you will be able to explain the strength and weaknesses of
traditional methods to manage safety, and describe new perspectives and methods for
managing safety.

Concepts of Safety

What is SAFETY?

Most people think of safety as:

 Zero Accidents (or serious incidents);

 Freedom from danger or risks;
 Error Avoidance; and
 Compliance to regulations

Consider that there is a weakness in the notion of perfection because:

 The elimination of accidents (and serious incidents) is unachievable;

 Failures will occur, in spite of the most accomplished prevention efforts; and
 No human endeavour or human-made system can be free from risk and error.

But, controlled risk and controlled error is acceptable in an inherently safe system.

People and Safety

Aviation workplaces involve complex interrelationships among its many components. To

understand operational performance, we must understand how it may be affected by the
interrelationship among the various components of the aviation work places.

SHEL(L) MODEL

Creates understanding in the relationship between people and operational contexts

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Fig. 1 - The SHEL(L) Model

Understanding Operational Errors

Human Error is considered a contributing factor in most aviation occurrences and even competent
personnel commit errors.

Error must be accepted as normal component of any system where humans and technology
interact.

The “Three Strategies to Control Human Error”

Reduction – This strategy intervene at the source of the error by reducing or eliminating the
contributing factors.

Capturing – This strategy intervene once the error has already been made, capturing the error
before it generates adverse consequences.

Tolerance – This strategy intervene to increase the ability of the system to accept errors without
serious consequences.

Culture

Culture binds people together as members of the group and provides clues as how to behave in
both normal and unusual situations.

Culture influences the values, beliefs and behaviours that people share with other members of
various groups.

The “Three Distinct Cultures”

National Culture – encompasses the value system of particular nations.

Organizational Culture – differentiates the values and behaviours of particular organizations.

Organizational/Corporate Culture sets the boundaries for acceptable behaviour in the

workplace by establishing norms and limits, and it also provides a frame work for
managerial and employee decision making. Most of the time this culture revolves around
– “This is how we do things here, and how we talk about the way we do things here”.

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This culture also shapes among many others, safety reporting procedure and practices by
operational personnel.

Professional Culture – differentiates the values and behaviours of particular professional groups.

Safety Culture

It is a trendy notion with a potential for misperceptions and misunderstanding. It is the outcome
of a series of organizational processes. This culture is not an end in itself, but a means to achieve
an essential safety management prerequisite which is “effective safety reporting”.

Fig. 2 - Elements of Safety Culture

Organization and the Management of Information

 Pathological – Hide the Information

 Bureaucratic – Restrain the information
 Generative – Value the information

Introduction to Safety Management

Objective

At the end of this module, participants will be able to explain the need for, the strategies and the
key features of safety management.

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Safety Management

In order to achieve its production objectives, the management of any aviation organization
requires the management of many business processes. Managing safety is one such business
process.

Safety management is a core business function just as financial management, HR management,

etc. This brings about a potential dilemma for management.

Safety issues are a by-product of activities related to production/service delivery.

An analysis of an organization’s resources and goals allows for a balanced and realistic allocation
of resources between protection and production goals, which supports the needs of the
organization

The product/service provided by any aviation organization must be delivered safely (i.e.
Protecting users and stakeholders).

Fig. 3 Protection/Production Chart

Types of Safety Management

Reactive Safety Management

Involves investigation of accident and serious incident, based upon the notion of waiting until
something breaks to fix it.

Most appropriate for:

 Situation involving failures in technology.

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 Unusual events.
The contribution of reactive approaches to safety management depends on the extent to which
the investigation goes beyond the triggering cause(s), and includes contributory factors and
findings as to risks.

Proactive Safety Management

Involves mandatory and voluntary reporting systems, safety audits and surveys and based upon
the notion that system failures can be minimized by identifying safety risks within the system
before it fails and taking the necessary actions to reduce such safety risks.

Predictive Safety Management

Involves confidential reporting systems, flight data analysis/test flights, normal operations
monitoring and based upon the notion that the safety management is best accomplished by
looking for trouble, not waiting for it.

This type of safety management aggressively seeks information from a variety of sources which
may be indicative of emerging safety risks.

The Imperative of Change

As global aviation activity and complexity continues to grow, traditional methods for managing
safety risks to an acceptable level become less efficient and effective

Evolving methods for understanding and managing safety risks are necessary.

Eight (8) Building Blocks of Safety Management

1. Senior management’s commitment to the management of safety.

2. Effective safety reporting.

3. Continuous monitoring through systems to collect, analyze and share safety – related data
arising from normal operations.

4. Investigation of safety occurrences with the objective of identifying systematic safety

deficiencies rather that assigning blame

5. Sharing safety lessons learned and best practices through the active exchange of safety
information.

6. Integration of safety training for operational personnel

7. Effective implementation of Standard Operating Procedures (SOP’s) , including the use of

checklists and briefing.

8. Continuous improvement of the overall level of safety.

Responsibilities of managing SAFETY

These responsibilities fall into four basic areas:

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1. Definition of policies and procedures regarding safety.

2. Allocation of resources for safety management activities.

3. Adoption of best industry practices.

4. Incorporating regulations governing civil aviation safety.

Hazards

Objective

At the end of this module, participants will be able to apply the fundamentals of hazard
identification and analysis through a case study.

Hazard

Condition, object or activity with the potential of causing injuries to personnel, damage to
equipment or structures, loss of material or reduction of ability to perform a prescribed function.

Consequence

Potential outcome(s) of the hazard

Four Fundamental of Hazards

1. Understanding Hazards

Types of Hazards – Natural, Technical and Economic

2. Hazard Identification

Sources of hazard identification – Internal and external

3. Hazard Analysis

This is the cost-effect analysis of the hazard’s outcome.

4. Hazard Documentation

It is a formal procedure to translate operational safety data into hazard-related

information.

The focus of Hazard Identification

Hazard identification is a wasted effort if restricted to the aftermath of rare occurrences where
there is serious injury, or significant damage.

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