| 1. |
- Akselsson, Roland, et al.
(författare)
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Resilience Safety Culture
- 2009
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Ingår i: 17th World Congress on Ergonomics 2009.
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Konferensbidrag (refereegranskat)abstract
- Safety culture may be seen as the oil necessary for an efficient safety management system. During the work in HILAS SMS task force some weaknesses in the use of safety culture in practice were identified. A work stream was initiated to identify further weaknesses and suggest remedies for them. The objective of this paper is to discuss some of the weaknesses and propose mitigations. A major suggestion is to actively look for „holes‟ in the safety culture and mitigate them. The „holes‟ could be low-score groups, low-score aspects of safety culture, and critical time-windows. Also the efforts by top management may need to be improved. Also means for feed forward control should be used and further developed as proposed by the new school of resilience engineering. Also when problems with long questionnaires are too big shorter questionnaires could be used complemented by interviews and studies of behaviour and artefacts.
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| 2. |
- Koornneef, Floor, et al.
(författare)
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Bringing SMS in Aviation to Life by Human Integration: Building on the Basis of ICAO SMS and Transitioning away from a Static Regulatory Approach
- 2010
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Ingår i: [Host publication title missing]. - 9781450715560
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Konferensbidrag (refereegranskat)abstract
- The ICAO approach to risk management is essentially a technical model based on an engineering process viewpoint and is more applicable in concept to stable systems, such as chemical and nuclear industries. If airlines are to manage risk in a proactive manner they need to apply risk detection tools that provide real time and continuous systems oversight. This paper describes briefly the systems approach applied to the development and implementation of a dynamic Safety Management System (SMS) in a major airline in Europe with a focus on management of operational risks. This work has been realized as a part of the in the FP6 HILAS project. The SMS principally consists of a Risk Management System (RMS) and a Safety Assurance process. Principles of Organizational Learning and Resilient Safety Culture have been adhered to throughout this development. As a result, the RMS is conceived as an aspect system with functions, actors, supporting processes and connecting data streams. The work in progress demonstrates that integrating humans in processes of risk management leads to bridging expertise domains, enables improved business controls and efficiencies, as well as safety risks.
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| 3. |
- Stewart, Simon, et al.
(författare)
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Establishment of the Global International Fatigue Risk Management Forum
- 2011
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Ingår i: Aviation Psychology and Applied Human Factors. - : Hogrefe Publishing Group. - 2192-0923 .- 2192-0931. ; 1:2, s. 103-109
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Tidskriftsartikel (refereegranskat)abstract
- For many years, fatigue-related risk has been recognized as a significant issue for aircraft operators. The International Civil Aviation Organization (ICAO) states that a basic building block underlying the process of managing safety is “sharing safety lessons learned and best practices through the active exchange of safety information.” An example of this organized active exchange is the global fatigue Risk Management System (FRMS) Forum which was launched in 2009 and includes 65 organizations (2011) (regulators, airline operators, and academic institutions). The Forum is apolitical and facilitates better communication between these bodies. New information from the ICAO and European Aviation Safety Agency (EASA) cites the fact that operators can no longer interpret binary compliance with prescriptive flight time limitations as ensuring “legality” or safety. This paper describes how the FRMS Forum can help.
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| 4. |
- Stewart, Simon, et al.
(författare)
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Integrating Fatigue Risk Management into an Airline's Safety Management System
- 2012
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Ingår i: Proceedings of the 11th International Probabilistic Safety Assessment and Management Conference and the Annual European Safety and Reliability Conference 2012 (PSAM11 and ESREL 2012). ; , s. 5102-5111
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Konferensbidrag (refereegranskat)abstract
- The evolution of a system for the management of fatigue-related risks in airline and maintenance operations is at present a contentious issue. The aspirations for the integration of fatigue risk management processes into existing Safety Management System (SMS) guidelines need to be placed in the realities of the present economic and commercial environment – they therefore need to exhibit relevance and demonstrate cost effectiveness if they are to survive the commercial scrutiny of operators worldwide. Some operators (e.g. easyJet, Air New Zealand, DHL) have already faced the task of making FRMS (Fatigue Risk Management System) relevant to the operation. A recognized and accredited FRMS conversely allows an operator an exemption from the rigid FTL (Flight Time Limitations) rule sets and the flexibility to introduce safe and commercially beneficial rostering solutions. The key to application of an FRMS is defining the relationship between prescriptive FTL and FRMS for an operator that shows benefits over adherence in whole or part to prescriptive FTL. The principle that needs to be debated should be that the rigidity and scope of an operator’s prescriptive FTL requirements are proportionate to the credibility of their FRMS. This paper describes the development and implementation of a Fatigue Risk Management System (FRMS) in a major airline in Europe with a focus on management of fatigue-related risks. The FRMS example focuses on the principles of SMS by employing both Risk Management System (RMS) and Safety Assurance (SA) processes to support evidence-based crew scheduling practices, allowing the identification of structural factors related to consistency and standardisation and performance. This work has been realised as a part of an EU integrated project HILAS (Human Integration into the Lifecycle of Aviation Systems). In the development of the FRMS, the HILAS SMS working group adhered to the principles of Organisational Learning and Resilient Safety Culture.
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