(https://airportsmstalk.blogspot.com/)
How to operationalize your airport's safety risk management (SRM) and safety assurance (SA) efforts.As an active aviation professional,
I have had the opportunity to network with my fellow peers who manage other
North American airports. One of my friends and fellow operations managers, Joe
Hennessey of Minneapolis-St. Paul Airport MSP, asked me an excellent question I
would like to answer for the blog. How did you operationalize your
airport's safety risk management (SRM) and safety assurance efforts? In essence, how do you assure your
airport SMS is a living breathing system and not a check-the-box manual on
someone’s shelf? Disclaimer: The initial steps of SMS have to be addressed for this
advice to be effective. Address leadership roles, policies, responsibilities,
communication, training, and organizational culture first. SRM has to be approached from both a known-hazard and an unknown-hazard perspective. What that means is that there will be specific hazards embedded in the nature of managing an airport's campus. Some of these hazards will be unexclusive and affect every airport
across the board. Only the hazard level will change depending on the complexity
of the operation. A great example of this is wildlife activity. As long as
there are birds in the air, there is a risk of an aircraft bird strike. For
these known hazards, simply execute the five-step SRM process. This process
should be documented and communicated to all levels. The hazards that you know
exist are the low-hanging fruit. The hazards that you don’t know can be
slightly more challenging. This is where SRM and SA support each other and
share space inside their respective realms. What I have found to be successful
is to identify and embed a few SRM process triggers into the everyday processes
of the organization. These triggers can be events or changes in the airport's
operations that alert the SMS team to execute the SRM process. For example,
construction on an airport terminal ramp that closes terminal gates. This will
force the airline to temporarily plane and deplane passengers on the ramp.
Because this is a new temporary way of loading and unloading, the airport
should perform the assessment to ensure there are sufficient controls for each
hazard. Each group of the airport organization must be familiar with the SRM
process in relation to their specific job functions. Larger airports may have
to train at least one member of each group who can execute the SRM process
within their own team and supply the documentation to the safety office. SRM
triggers can be proactive, reactive, or both. Other examples of SRM triggers
include:
When any of these triggers are
identified at any level of the organization, the SRM process should be
executed. The findings of the SRM should be shared with the accountable party
for hazard mitigation decisions and implementation strategies. After completion
of the SRM, be sure to follow the 4-step Deming cycle of continuous
improvement. Communicate that the process was executed and its findings to the
top boss, all the way to the lowest-level employee. Operationalizing SA is approached slightly differently than SRM. I have found that SA is all about safety accountability at all levels. You cannot achieve SA unless you fill the gaps in safety accountability. Safety accountability starts at the top and is communicated down. Safety assurance starts at the bottom and is communicated. Every single worker, internal and external, has a role to play. The first level of safety assurance reporting typically starts with inspections performed by the crew foreman, individual supervisor, or site-specific safety representative. These individuals should be performing documented safety inspections of their respective areas of work. I have often heard that the safety office should be performing safety assurance inspections. This is only effective for small organizations with limited resources. For large operations,
SA inspections are a team lift. For example, my home airports are over 16k
acres, combined with almost never-ending construction in the spring and summer
and snow removal activity in the winter and fall. If the only safety
inspections were performed by a limited safety team, then many hazardous
actions, behaviors, and conditions would be missed. Not to mention, the
front-line levels of SA will be robbed of their ability to be accountable for
the hazards that affect their work.
When documentation from the SRM process and SA inspections is collected, the documentation should be uploaded to a digital platform. The digital platform should have the ability to generate reports and metrics. Performing statistical inference on the raw data gives the accountable executive the ability to develop hypotheses from identified problems. This is a scientific approach to safety-based decision-making based on the findings from safety data. As I have said in my previous
writings, safety management systems (SMS) for airports are a tailor-made suit
that cannot be bought off the rack. There has to be a high level of
customization to the airport’s exact operational needs, culture, and hazards. Following
this simple advice will assure you that you are on the right track to fully
operationalizing your airport's SMS efforts. |
Health and Safety Management Systems (SMS) for Airport Operators
Sharing my knowledge and expertise of occupational safety systems management, and airside operations with those preparing for airport SMS.
Tuesday, April 9, 2024
How to operationalize your airport's safety risk management (SRM) and safety assurance (SA) efforts.
Thursday, April 4, 2024
Runway Incursion Avoidance Series 2 - (Human Factors) Part 2
https://airportsmstalk.blogspot.com/ |
Written by Jason L Hamlett CM, ACE, GSP, CPI (4/04/2024 Health and Safety Management Systems for Airports | Facebook |
Runway Incursion
Avoidance Series 2 – (Human Factors) Part 2 is a continuation of part 1 focusing
on the "Dirty Dozens" of airside operations.
The Dirty Dozen was
derived in 1993 from Gordon Dupont’s role as Special Program Coordinator for
Transport Canada. Mr. Dupont developed a safety workshop titled Human
Performance in Aircraft Maintenance. In my contribution, I will apply Mr. Dupont’s
12 aircraft maintenance human factors to the air operations area (AOA) environment. I will also
explain each dirty dozen factor and provide associated common errors, followed
by an adequate control measure. The common error can be considered the "lead" into an undesirable event such as a runway incursion.
The Dirty Dozen of airside operations can be explained as 12 human factors that contribute to human errors in the AOA and associated movement area. By understanding each factor, airport managers, supervisors, and foreman can identify when attributes become out of balance and negatively affect airfield safety. For example, not giving enough time to complete a task, or too much pressure to complete a task on schedule can lead to a higher risk of surface incidents.
Pressure |
Stress |
Fatigue |
Lack
of Communication |
Complacency |
Lack
of Knowledge |
Distraction |
Lack
of Teamwork |
Lack
of Resources |
Lack
of Assertiveness |
Lack
of Awareness |
Norms |
Common Error: Unrealistic expectations, outcomes, and deadlines.
Example:
An
airport construction contractor has been procured to remove the post snow
season over burden on the taxiway island shoulders. The time it takes to
complete each grass island is 45 minutes and there are ten islands. A 30-minute
closure is scheduled twice per day for a week. The work must be done by the end
of the week so the shoulder can be repainted.
Control
Measure: Perform a thorough
assessment of the steps involved in completing a task and develop realistic
completion goals. Prioritize each task in order of importance. Include workers
in the assessment and decision-making process.
Stress: can be described as an external tension that has a negative effect on our mental state. The most
common types of stress airport workers experience on the AOA are acute and chronic. Acute stress occurs in the moment and is usually a product of the environment or situation. Responding to an airport alert class III can cause acute stress. Chronic stress builds over time and is a product of long-term factors that can affect both our work and home lives.Common
Error: Failure to assess the type of stress
employees struggle with. Failure to provide support and stress relief
opportunities for workers.
Example:
An
airport environmental worker was recently notified that his spouse was
diagnosed with a terminal form of cancer. While taking water samples from the
glycol retention ponds one of his co-workers notices he is moody, losing focus,
and easily fatigued.
Control Measure: Develop an anonymous reporting system for workers who observe undesirable behaviors. Initiate internal programs that support workers challenging life situations. Provide access to activities that relieve stress at work (team exercises, exercise rooms).
Fatigue: can be described as the body’s natural reaction to prolonged mental and physical activity.
Common
Error: Failure to
track, and set limits on worked hours, overtime, and time spent performing a
specific task.
Example:
The airport authority utilizes a contracted snow removal company to haul snow
that is collected in the terminal areas. All of the drivers of the who haul the
snow possess a CDL. Since the work is performed on private roads, the snow
company does not consider any time spent freelance driving performing CDL work.
Some drivers will be over the 16-hour limit before the end of the shift.
Control
Measure: Track the time spent on the clock and
performing tasks. For regulated work such as CDL truck drivers this is a matter
of legal obligation. Rotate assignments and provide sufficient rest and break
periods for the work being performed.
Lack of Communication: can be described as not providing the minimum amount of information
to safely complete a task. This can lead to a lack of knowledge.Common
Error: Failure to report field conditions and surface
statuses to team members at shift change times.
Example:
An airport operations dispatcher is five minutes away from the end of shift.
The relief worker is usually on site prior to this time and ready to receive a
pre shift briefing. Four minutes before shift change, a biz-jet slips off the
taxiway and becomes stuck on the west side of the airfield. Since the
dispatcher will now be late for a after work affair, the pre shift briefing is
skipped.
Control
Measure: Exhaust all channels of communication
available to pass along crucial information during shift changes. This can
include dashboards, e-mails, SMS text, and etc.
Complacency: can be described as a situational feeling associated with performing routine tasks. Complacency has the opposite effect of stress.
Common Error: Failure to rotate jobs assignments or performing a task the exact same way for extended periods of time.
Example:
A construction safety supervisor performs the same sweeper escort 15 times per
shift following the same route. While leading the sweeper machine down the
taxiway the safety supervisor does not realize the airport is in a east west
operation due to prevailing wind conditions. The construction supervisor
inadvertently cuts off a 737 taxing to the gate.
Control
Measure: Develop different procedures to perform
the same task. Small changes to performing task can make all the difference in
assuring workers remain alert. This includes inspections, escorts, surface
re-opening procedures.
Lack of Knowledge: can be described as not being provided or possessing the required skills, information, and understanding to perform a specific task.
Common
Error: Providing workers with incomplete, inadequate, or
improper on the job training. Also hiring individual who do not meet the
minimum experience and educational requirements.
Example:
The senior VP of personnel has hired his family friend to manage the airport
safety department. The individual comes from the process quality world and has
limited occupational and airside safety experience. Due to a lack of
understanding the manager does not respond promptly to employee safety
complaints. The workers become frustrated and start to make complaints with
OSHA and the FAA.
Control
Measure: Consistently perform training needs
assessments and follow up as a form of continuous improvement. Only hire
individuals who meet the minimum qualifications to perform sensitive job
functions.
Distraction:
can
be described as anything that draws a worker’s attention away from the task at
hand.
Example:
An airport operations specialist is performing the daily field inspection on
the runway. The specialist has both the vehicles FM/AM radio and the FAA tower
radio tuned to the proper frequency and the volume is turned up. While stopping
to remove FOD the specialist does not hear the Tower controller request the
vehicle exit the runway immediately and hold short at the nearest intersection.
The specialist continues with the inspection.
Control Measure: Limit distractions by elimination, or substitution of all sources of unnecessary noise, and visual ques. This includes multiple radios channels, cell phones, and other media devices. Communication policies also help alleviate unnecessary noise in cabs of vehicles.
Lack of Teamwork: can be described as a lack of cooperation between team members.
Common Error: Failure to foster team building and cooperation as a core organizational goal. Failure to abate a lack of trust between team members.Example:
Two airline wing walkers and one tug driver are pushing back an aircraft from
the gate. Once in the alley way the wing walkers disconnect the aircraft and
give the signal to taxi to the pilot. While transitioning across the zipper
roadway the push back driver does not stop and wait for the wing walkers to
transition the zipper. Traffic resumes and one of the wing walkers is struck by
a tug.
Control
Measure: Communicate each team members role, and responsibility,
and successful outcome to all members of the team. Quickly resolve individual
grievances and complaints.
Lack of Resources: can be described as not possessing the tools and equipment to complete a job function successfully and safely.
Common
Error: Failure to repair or replace old tools, parts,
and vehicles.
Example:
A airport electrician reports to his foreman that the steering on in his work
vehicle feels sloppy and is making weird noises. The foreman responds that its
not a big deal and to get to work. While on the last 10 minutes of a scheduled
runway closure, the vehicle breaks down on the centerline of the runway losing
the front passenger wheel in the process. A tow truck has to escorted out to
the runway and the reopening is delayed.
Control
Measure: Perform necessary inspections and
promptly repair and replace damage found. Keep a inventory list of items and
update stock as necessary.
Lack of Assertiveness: can be described as a worker’s inability to communicate vital information.
This can be tied to Lack of Communication and Lack of Teamwork.
Common
Error: Failure to empower employees, or creating a
situation where employees feel ignored or neglected.
Example:
An airport safety manager identifies a risky work behavior by inhouse
contractors who perform work in closed sections of the movement areas. The
safety manager is told to stay in your lane by airfield management. The safety
manager now ignores any risk observed on the AOA and exclusively focuses on non-airfield
related tasks.
Control
Measure: Create a culture that invites feedback from
all employees. Acknowledging those who have concerns wither invalid or accurate
makes all team members fell included and a part of the team.
Lack of Awareness: can be described as a lack of key facts (information) that involve the completion of a project but are not necessarily directly related to a worker’s responsibilities. Not to be
confused with situational awareness which is dependent on understanding of the work environment. This can be caused by Lack of Assertiveness, Lack of Communication, and Lack of Teamwork.Common
Error: Fostering barriers to communication, or a lack of
inclusion.
Example:
Airside operations shift manager has been given the task of assisting a
contractor with staging and setting up an airfield closure on midnights. The
senior airside manager attended the planning meetings but did not give specific
details of the planning meetings to the shift manager. While onsite the shift
manager prohibits the contractor from taking actions that the senior manager
approved. The closure and work are now delayed.
Control
Measure: Create a culture of inclusion. Involve employees
who have responsibilities in the project’s successful completion. It may be a
good idea to have some of the lower-level employees participate in planning
meetings, as they have insight on how the work is performed in the field.
Norms:
can
be described as “but we always did it this way”.
Common Error: Failure to continuously improve processes.
Example:
An airport construction project manager is working with field maintenance managers
and managers of the construction team. While closing portions of the movement
area for renovations the project manager and maintenance manager agree to weigh
down the low-profile barricades with sandbags. During a windy day one of the sandbags
becomes open and the sand is ingested into the engines of a plane taxing near
the construction area.
Control Measure: Initiate a review process for all work performed on the airfield starting with the tasks that are determined to be of the highest risk. Implement improvements and follow-up. Wash, rinse, repeat!! a higher-than-normal expectation of work performance. Stress can cause pressure on workers.
Can you identify how the Dirty Dozen has negatively impacted your airport operation? If so, please share your experience!
Of the Dirty Dozen factors which do you think has the potential to create the highest level of risk?
https://airportsmstalk.blogspot.com/ |
Friday, June 23, 2023
Runway Incursion Avoidance Series 2 – (Human Factors) Part 1
(airportsmstalk.blogspot.com) |
Health and Safety Management Systems for Airports | Facebook
What we heard about Human
Factors 👂
The Federal Aviation
Administration FAA defines Human Factors Safety as:
“A multidisciplinary effort to
generate and compile information about human capabilities and limitations and
apply that information to equipment, systems, facilities, procedures, jobs,
environments, training, staffing, and personnel management for safe,
comfortable, and effective human performance” (FAA Order 9550.8A).
Simply put, abating human factors
errors encompasses the application of research from sciences, and engineering, to
understand the characteristics and limitations of human workers as they
interact with work systems. The mental
and physical capabilities of the human workers must be matched to all aspects
of the job, or performance and safety will be negatively affected.
Have a PEAR to better
understand Human Factors 🍐
I’m not referring to a yummy
piece of fruit. PEAR is an acronym that is used in the aviation industry to
describe and better understand the application of human factors. PEAR stands
for:
People: These are the individuals
who perform work on the AOA. The demographics (age, sex, education level,
physical abilities, mental capabilities, and etc.) of each individual must be equally
considered as no one person is created equally to another. Have you considered
the differences in personal communications between cultures? Human factors
experts do. As mentioned above all aspects of the work and associated systems
must be designed around the capacities and limitations of the people.
Environment: Environment ties
into people as it represents the physical, social, and organizational
environment the people work in. Runways are located outdoors, which is subject
to extreme temperatures, noise, lighting, and darkness depending on where you
live and the time of day. Most workers who access runway surfaces do so in some
form of vehicle, be it a plane, tug, or car. The condition and use of the
vehicle must be considered. Organizational
environment is directly related to the company’s safety culture and overall
attitude towards working safe, just culture, accident investigations, and
hazard abatement.
Actions: Actions include how well
the employees are trained, certified, licensed, and made fully competent to execute
the functions of the job task safely. Organizations who excel on actions keep
excellent documentation of training, performance reviews, job hazard analysis
JHA’s and job task analysis JTA’s. Tasks steps, sequence, communication
standards, and quality of deliverables are all high priority items.
Resources: Resources tie into
people, environment, and actions. Typically, resources can imply any item
needed to complete a task. As mentioned earlier airport workers approach runway
surfaces in vehicles. The vehicle can be both a working space (mobile office)
and an organizational resource. The working space aspect will affect the
employee’s environment. Does the AC work in the vehicle on hot summer
days? From the organizational standpoint the people
performing a task are also a resource. According to the FAA, resources can best
be measured by the amount of additional or less resources needed.
I have provided an overview of what the discipline of human factors is, and its relation to runway incursion avoidance. All too frequently airport safety managers fall back on lack of situational awareness as an incident cause. Same goes for airlines and the use of the term pilot error. With a strong understanding of what makes up human factors safety we can begin to explore further its application to avoiding runway incursions at airports.
Can you:
Determine how this knowledge can
improve runway safety at your airport?
Think of any methods of
identifying and controlling human factors errors for airport employees?
I look forward to hearing from
you very soon!!!
|
Thursday, June 8, 2023
Runway Incursion Avoidance Series 1 (Airport HOT SPOTS)
(airportsmstalk.blogspot.com) |
Runway Incursion Avoidance – Airport HOT SPOTS
What we know about airport HOT SPOTS 🔥
How to identify an airport HOT SPOT 🔥
History is always the best teacher. At your home airport,
data from past surface events, accidents, and near misses can be telling to where problem areas exist in
the airport movement area. For this reason, data integrity and collection of
surface events is critical for airport management. When visiting airports, hot
spot locations can be found on the airports diagram chart supplement. An example of this is provided as the
attached picture. Aeronav also produces a list of known airport hots spots as
published by the FAA. This can be found here: All_Hotspot.PDF
(faa.gov). In 2022 the FAA undertook a hot spot standardization project.
This effort standardized the symbols and verbiage used on airport diagram
charts to be consistent and less confusing. Today only two symbols are used to
identify hot spots, they are either a circle or a cylinder.
How to reduce the risk of HOT SPOTS 🧯
As mentioned, know, and avoid airport hot spots whenever
possible. Always use a heightened sense of vigilance when in the area of a
known hot spot. This simple advice can make the difference in preventing a simple
operation from becoming an accident investigation.
(airportsmstalk.blogspot.com) |
How to operationalize your airport's safety risk management (SRM) and safety assurance (SA) efforts.
(https://airportsmstalk.blogspot.com/) Written by Jason L Hamlett CM, ACE, GSP, CPI (4/04/2024 Health and Safety Management System...
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https://airportsmstalk.blogspot.com/ Written by Jason L Hamlett CM, ACE, GSP, CPI (4/04/2024 Health and Safety Management Systems for Airp...
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(airportsmstalk.blogspot.com) Written by Jason L Hamlett CM, ACE, GSP, CPI (6/23/2023) Health and Safety Management Systems for Airports ...
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How to operationalize your airport's safety risk management (SRM) and safety assurance (SA) efforts.(https://airportsmstalk.blogspot.com/) Written by Jason L Hamlett CM, ACE, GSP, CPI (4/04/2024 Health and Safety Management System...