tsb of canada –reflections on a career in rail safety at the tsb ian naish director, rail...
TRANSCRIPT
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TSB of Canada –Reflections on a Career in Rail Safety at the TSB
Ian Naish Director, Rail Investigations (retd.)Transportation Safety Board of Canada
IRSC, Båstad, Sweden 29 September 2009
Naish Transportation Consulting Inc
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Topics to be presented
• Background
• TSB Canada
• SMS issues
• Four accidents with SMS issues identified
• Conclusions
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Canadian Railway Network & TSB Offices
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January 2009, British Columbia
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TSB Canada
• Independent federal agency
• Multi-modal
• Chairperson and four Board Members
• 21 rail investigators
• Total Board employment: 235
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TSB Mandate
Advance transportation safety by:
• making findings• making recommendations• reporting publicly• Do not assign fault or liability• Shall not refrain from reporting fully• Board’s findings are not binding
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How work is carried out
• 1,000 reported rail accidents per year
• 40 deployments per year
• 15 Board investigations per year in rail
• ISIM Integrated Safety Investigation Methodology
• Around 5 recommendations per year
• 15-20 Safety Communications per year
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TSB Recommendations
• Board recommendations if safety deficiency is systemic
• Can make prior to final report released
• Non-prescriptive and not binding
• Normally made to Minister of Transport
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Integrated Safety Investigation Methodology (ISIM) Model
Occ. AssessmentOcc. Assessment
Data CollectionData Collection
Occ. EventsOcc. Events
Unsafe Acts/Conditions
Unsafe Acts/Conditions
Safety CommunicationSafety Communication
Accident
Underlying Factors
Underlying Factors
Assessed RiskAssessed Risk
Safety Deficiencies
Safety Deficiencies
Risk ControlOptions
Risk ControlOptions
Sequence of Events
Integrated Investigation Process
Integrated Investigation Process
Risk Assessment Process
Defence (Barrier) Analysis Process
Risk Control Options Analysis Process
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3
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8
Accident
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Key Components of an SMS
• 1. A Safety management plan
• 2. Training
• 3. Regulatory monitoring (reactive and proactive)
• 4. Documentation
• 5. Quality assurance, and
• 6. Emergency response preparedness.
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SMS
• Some Safety Management Systems issues:– risk assessment and control processes– regulatory overview– organizational safety culture– under-reporting of accidents
• 1996 – QNS&L One person freight train operation• 2003 – McBride bridge collapse: “Black Swan Event?”• 2006 – White Pass &Yukon Route runaway and
derailment• 2007 – Prince George non-main track derailment• Accident under-reporting
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QNS&L Collision, 1996
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QNS&L Collision, 1996
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McBride Bridge Collapse, 2003
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McBride Bridge Collapse, 2003
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WP&YR Runaway and Derailment, 2006
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WP&YR Derailment, 2006
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Prince George Yard Derailment, 2007
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Prince George Derailment, 2007
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Prince George Derailment, 2007
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Reporting Issues
Figure 2. NMTDs by Cars Derailed, May 1, 2007 - Dec 31, 2008
0
50
100
150
200
250
1 2 3 4 5 6-10 11+Cars derailed
No
n M
ain
Tra
ck
Tra
in D
era
ilm
en
ts
X Y Others
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Some Conclusions
• SMS is not necessarily easy to implement or manage
• SMS problems can occur during times of change
• Industry has to be accountable for SMS to work
• Regulators have to be accountable too
• Safety culture is critical
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Something to think about...
When anyone asks me how I can best describe my experience in nearly forty years at sea, I merely say, uneventful. Of course there have been winter gales, and storms and fog and the like, but in my experience,I have never been in an accident of any sort worth speaking about. I have never seen but one vesselin distress in all my years at sea...I never saw a wreckand never have been wrecked, nor was I ever in any predicament that threatened to end in disaster of anysort.
E.J. Smith, 1907
On April 14, 1912, RMS Titanic sank with the loss of 1500 lives - one of which was its captain - E.J. Smith
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Thank you!
Naish Transportation Consulting Inc.
www.naishconsulting.ca