Lessons Learned from Airport Safety Management Systems Pilot Studies (2012) / Chapter Skim
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Pages 13-28
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From page 13... ...
13 BACKGROUND Once fully implemented, SMS is an operational system. However, there is a significant amount of planning and activity required to bring SMS from inception to normal operations.
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From page 14... ...
14 A gap analysis is basically an analysis of the safety arrangements already existing within the organization as compared to those necessary for the SMS to function. The gap analysis is important because the basic organizational structures necessary to start developing an SMS may already exist in the organization: it will seldom be necessary to build an SMS from scratch because most organizations will have various activities related to an SMS in place and functioning.
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From page 15... ...
15 book states, "SMS documentation is made up of the airport SMS manual and the specific procedures for the SMS processes. Overall, the SMS documentation should provide a description on how the SMS will be or has been set up, who is responsible for what, which processes and procedures are going to be used and when" (Ayers et al.
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16 13. We have not changed anything yet, mostly because we have not started the formal SMS program and we are only using some of the most basic SMS elements for the current operations, such as SRM.
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17 ICAO states, Once the gap analysis is complete and fully documented, the resources, structures and arrangements that have been identified as missing or deficient will form, together with those already existing, the basis of the SMS Implementation Plan. Organizations may format their SMS Implementation Plan to suit their individual needs; however, a spreadsheet format, Gantt chart or MS Project type layout is recommended for ease of viewing and tracking .
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18 FIGURE 8 SMS components being implemented. 0 1 2 3 4 5 6 7 8 Used Initial Plan Used New Plan Used No Plan If so, have you used the new plan for implementation?
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19 Multiple airports (15) participated in more than one SMS pilot study (see Table 2)
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20 were questioned as to what document they believed to be the most effective in developing their SMS. The results do not clearly point to a single most useful document, but as presented in Table 11, the FAA AC 150/5200-37, Introduction to Safety Management Systems for Airport Operators, and the ICAO Document 9859, Safety Management Manual, were most frequently mentioned.
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21 TABLE 11 MOST USEFUL REFERENCES FA A A C 1 50 /5 20 037 IC A O S M M D oc um en t 9 85 9 V ar io us I nd us tr y A C R P G ui de B oo ks V ol um e 1 an d 2 A ir po rt 's P ar t 1 39 A C M T ra ns po rt C an ad a D on 't K no w , o r N on e S pe ci fie d IA T A S af et y P ro gr am A ir li ne S M S A dv is or y C ir cu la rs C on su lt an t' s D oc um en ts FA A A ir po rt S M S N PR M F A A A T O S M S M an ua l O SH A O ve ra ll an d V PP P ro gr am B an ga lo re S M S E xa m pl e FA A O rd er 5 20 0.
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From page 22... ...
22 Within a SMS, the role of the accountable executive is to be accountable for all safety policies, practices, and processes. Today, some airports have functional roles that reflect top management accountabilities but may not use the term "accountable executive." Because the concept of an accountable executive is new, the FAA clarifies in the NPRM that [t]
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23 While not a proposed required position by the FAA (in the NPRM) , airports were asked whether a safety manager had been designated in addition to the accountable executive.
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24 TABLE 16 SMS STAFF DUTIES Class Program Safety Policy Safety Risk Management Safety Assurance Safety Promotion Class I Program development and management, including coordination with information technology SRA logistics including facilitation Class I Participate in safety meetings and manage program Data quality reviews Training Class I Safety manager for all aspects SRM, SRA Forensics, data tracking, reporting, and expanded inspection program Training development and rollout Class I Project manager for SMS, coordinate other department efforts such as maintenance and technology Data management Class I Accountable for program Quality assurance audits and coordination Class I Reporting processes Awareness training for staff and tenants Class I Program manager for all SMS elements including OSHA, supervise staff in department and develop program elements, report to management Assist with policy deployment to staff and tenants Conduct and coordinate SRAs Manage audit program Manage and deliver training program Class I Participate in safety review board and provide oversight Execute and facilitate SRAs including panel logistics Update hazard and audit lists Class I Audits, inspections SMS trainer Class I Coordinate SRAs Collect and analyze data Class I Hazard reporting Class I Overall management of program Risk analysis and reporting Investigations Class I Reporting hazards Promoting safety culture Class I Report to management Maintain hazard log, track mitigations Communicate issues, provide training Class I Coordinate program Provide training Class I Conduct inspections Manage training requirements, oversee training dept. efforts Class I Manage program as needed and expanded, Work with construction to Communicate with airport develop SMS Plan implement SMS community Class II Attend safety meetings Record keeping and reporting, provide statistical reports Conduct annual safety training Class II Hazard reporting and management Class IV Program management Class IV Develop safety plan, manage program Class IV Senior supervisor with safety and training responsibilities Data analysis and reports Provide training Class IV Oversee staff and program from a high-level perspective Class IV Communicate and report concerns from staff and tenants
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From page 25... ...
25 where applicable. The cost amounts in Table 17 were provided by the FAA and are presented by each SMS pilot study as rounded actuals.
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26 2. Developing a tracking and trending program for foreign object debris/damage (FOD)
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27 the gap analysis in the SMS manual and indicates that the gap analysis tool assists in developing the SMS Implementation [Program]
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From page 28... ...
28 airport operations and were discarded. Airports also reported that industry conferences, presentations, and workshops were of great value (especially in the early stages of the pilot studies)
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