Safety Management: Theory to Practice

Human Factors Interventions and Safety ManagementHuman Factors Interventions and Safety ManagementVancouver, BC - March 28-30, 2000Vancouver, BC - March 28-30, 2000

Human Factors Interventions &Safety Management

EExploring One Operation’s Journey Towardsxploring One Operation’s Journey TowardsError Reduction ManagementError Reduction Management

Keith JonesCharles Dunstan - David Deveau

Purpose

The Maintenance Division of Air Nova, in thespirit of “Learning from Our Mistakes,” seeks to

actively manage technical human error andenhance system safety through a systematic

approach to identifying technical human errorevents, determining root causes, and

implementing error prevention interventionstrategies to reduce the reoccurrence of error

mishap events.

Presentation

• Background & Corporate Commitment

• Key Elements of Error Management

• Integrating Error Management Into

Existing Systems

• Moving Forward

Background & Commitment

• The Awakening to Human Factors

• Future Regulatory Requirements

• Senior Management Commitment

• Human Factors Awareness Training

• Moving to Error Reduction Management

Key Elements of Error Management

Human Fac

tors

Awareness

Training

A Fair & Just

A Fair & JustDisciplineDisciplineSystemSystem

A “N

o Fa

ult

Assu

ranc

e” M

ishap

Repo

rtin

g Pr

oces

s

A Human Factors

A Human Factors

Event Investigation

Event InvestigationProcessProcess

ACorrective

ActionProcess

AAFeed

backFeed

back

Awarene

ssAwa

reness

Process

Process

Met

rics

& T

rack

ing

Proc

ess

A Fair & Just DisciplineSystem Process ...

...that Supports System Safety• Facilitates Individual Reporting

• Facilitates an Employees Honest Participationin Event Investigation

• The Discipline System and the Human FactorsEvent Investigation should be optimized tobenefit flight and personnel Safety

IMPACT“Uses the Event as a Learning and Prevention Tool”

Event Investigation Process ...…that Supports System Safety

• Determine Why the Event Occurred.› What did happen? Tell the story› What usually happens? Determine workplace practice› What was supposed to happen? Determine Standard practice

› Determine cause of deviation› Investigators job is not to assign blame

• Views the event in terms of task reliability

• Facilitates building prevention strategies that will reduce thepotential of future errors

IMPACT“Uses the Event as a Learning and Prevention Tool”

What Would Be a ProductivePrevention Strategy?Examples of just some of the Factors

which may be considered...

44 LACK OF COMMUNICATIONLACK OF COMMUNICATION

4 Complacency

4 Lack of Knowledge

4 Distraction

4 Lack of Teamwork

44 FATIGUEFATIGUE

4 Lack of Resources

4 Pressure

4 Lack of Assertiveness

44 STRESS STRESS

4 Lack of Awareness

4 Norms

A Feedback AwarenessProcess

Ensure results are communicated to theFrontline...

• Clearly Identify Acceptable and UnacceptableWorkplace Behaviors

• Regular Newsletters/ Educational Articles• Positive Feedback• Statistics

IMPACT“Uses the Event as a Learning and Prevention Tool”

Key Elements of Error Management“IMPROVING SAFETY, AND FLEET RELIABILITY”

Human Factors Awareness Training

A Fair and Just Discipline System

A “No Fault Assurance” Mishap Reporting Process

A Human Factors Event Investigation Process

A Corrective Action Process

A Feedback Awareness Process

Metrics & Tracking Process

Demand a New Professionalismin the Work Place

Be Responsible & AccountableBe Responsible & Accountablefor your Actions & Decisionsfor your Actions & Decisions

Be Proactively AssertiveBe Proactively Assertive

Professionalism and Our Error ReductionManagement Program

Human error is not an indication of an unprofessional employee - rather it is themark of being human.

Recognizing our own fallibility, and in accepting the public trust of providing safe, and reliableairline services, we must accept new definitions of professionalism.

As an aviation professional, I must workat my maximum reliability, avoiding anyreckless behaviors that would compromisethe safety of our operating environment.

As an aviation professional, I mustparticipate in the human error reductionmanagement process - by learning from

my own mistakes, and reporting mysafety-related errors so that others may

learn from my mistakes.

As a manager of aviation professionals, Iam responsible for creating an

environment that will provide theseprofessionals the best opportunity to get

the job done right the first time.

As a manager of aviation professionals, Imust support our ability to learn fromour mistakes - by investigating errors,

understanding their causes, anddeveloping strategies to minimize error.

Integrating with ExistingProcesses

• Give Error Management profile within thecurrent system, but integrate it with existingprocesses

• Build on to what you have

• Recognize the relationship with functionslike Quality Assurance

• Example of process ...

Yes No

NO

ErrorEvent

Employee ReportsOpenly & Honestly

Error ManagementInvestigation

(MEDA Format)

Incident ReviewTeam

Culpability ReviewBoard

Is Behavior"Reckless"?

Referred to NormalManagement HR

Discipline Process

No Discipline - EmployeeMust Participate in

Solutions

CulpabilityChecklist

Corrective ActionDeveloped

Follow-upby QualityAssurance

Databaseof all

Incidents

Is disciplinerecommended?

End of disciplineprocess.

Example of aProcess

Moving Forward

• Error Management is a Robust, Multi-Facetted, and Comprehensive Program

• Error Reduction Requires VisibleCommitment and Momentum!

• Time, Care and Resources are Necessary.It will not happen without focused attention

• “Plan Your Program For Success”

Philosophy….

“The Bottom Line”Air Nova subscribes to the belief that, whilehuman error is simply a part of being human,

employee mistakes are a manageable aspect ofour business……..

Air Nova believes that diligent attention tohuman factors in error reduction go hand in hand

with improved safety and improved financialperformance

HHuman uman FFactorsactorsIInterventionsnterventions&& SSafetyafetyMManagementanagement

Exploring OneExploring OneOperation’s JourneyOperation’s JourneyTowards ErrorTowards ErrorReduction ManagementReduction Management

Keith JonesKeith JonesCharlesCharles Dunstan DunstanDavid David DeveauDeveau

14 th Symposium14 th Sym Index to ProceedingsApplying FAA Human Factors Research Outputs to Safety PracticeASSESSING NAVAL AVIATION MAINTENANCE SAFETY AbstractAssessing Naval Aviation Maintenance SafetyASSESSING_NAVAL_AVIATION_MAINTENANCE_SAFETY_AbstractAt-Risk Safety MetricCorrective Action System to Support Safety AbstractCorrective Action System to Support SafetyEstablishing a HF ProgrammeHF in Aviation Maint Sym (Presentation)HFIAMHuman Factors and Safety Management The Role of the RegulatorHuman Factors Interventions and Safety Management AbstractHuman Factors Interventions and Safety ManagementIntegration of Safety Management into Corpate CulturesInvesting in HF Training Assessing the Bottom LineManaging Human Error within a Safety Management Environment Success and failuresReducing Human Error through Safety Management PracticesReturn on Investment of Safety ManagementSafety Culture in the Nuclear Power IndustrySafety Management EngSafety Management FrancaisSafety Management OverviewSafety Management Theory to PracticeSafety Management; Theory to PracticeShift Management The Role of Fatique in Human ErrorThe Role of Communication in the Reduction of Human ErrorThe Role of the Regulator in the Safety EquationThe Tools of Safety ManagementTools for Safety Management