understanding value of sop nbaa

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23rd Annual NBAA Schedulers & DispatchersConference

San Diego, CA ~ January 1518, 2012

Understanding the Value of Standard

Operating Procedures within the

Scheduling/Dispatching

Function

Monday, January 16, 20121315 1430

Mark Arpino ~ MassMutual Financial Group

Lucille Fisher ~ Quality Resources, LLC

Patrick Tschudi ~ Pentastar Aviation Charter, Inc


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The SOP Described

Compliments the Flight or Company Operations Manual byproviding greater detail

Should be specific to various job functions within the Enterprise(dispatching being one)

Gives guidance on Howrather than Whatto do Streamlines process to ensure consistent customer experience

Is list of stated expectations that form the baseline for continuousimprovement

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Organization

Could be separate documents or appendices to the FOM/COM

Distribution, explanation, testing across entire team

A means to document/communicate revise

Not management by email or voice mail

Specific to YOUR organization


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Standard Operating Procedures

What was our life like before an SOP?

Evaluation and comparison of operations before and after

Errors and mistakes and shortcomings that have been eliminated

as a result of an SOP

Safer, SMS, and IS BAO, surviving audits from outside entities

Increase in training efficiency, consistent operations, basis toimprove performance and service compliance

One person departments

Understanding the Value

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This Presentation

AC 120-92A four components of the SMS will be explored

Policy

Safety Risk Management (SRM)

Safety Assurance (SA) Safety Promotion

Practical applications will be discussed

SOP Tool Kit will be distributed

Why Bother

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Safety Management System

FAA Advisory Circular 120-92a

http://www.faa.gov/regulations_policies/

ICAO Annex 6 (part II) 7th edition

http://www.icao.int/icao/en/m_publications.html

IBAC ISBAO

http://www.ibac.org/

SMS and IS-BAO are not the same thing..


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FAA Advisory Circular 120-92a

applies to both certificated and non-certificated aviation serviceproviders that desire to develop and implement an SMS. This AC isnot mandatory and does not constitute a regulation.

ICAO Annex 6 (part II) 7th edition

3.3.3 States shall require, as part of their State safety programme, thatan operator implement a safety management system acceptable tothe State of the Operator that, as a minimum:

a) identifies safety hazards;b) ensures the implementation of remedial action necessary to

maintain agreed safety performance;c) provides for continuous monitoring and regular assessment of the

safety performance; andd) aims at a continuous improvement of the overall performance of the

safety management system.


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The formal, top-down business-like approach to managingsafety risk. It includes systematic procedures, practices,and policies for the management of safety (AC 120-90a)

(as described in this document it includes):

Components / Pillars

Safety Policy and Objectives

Safety Risk Management

Safety Assurance

Safety Promotion


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Policy/Objectives

Management Responsibilities Safety Accountabilities

Key Personnel

ERP coordination

AC 120-92a - All management systems must define policies, procedures, andorganizational structures to accomplish their goals.

IS-BAO 3.2.1 - Does the SMS programme document contain provisions for.

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Hazard Identification Reactive

Proactive

Predictive

Risk assessment / mitigation

AC 120-92a A formal system of hazard identification and SRM is essential incontrolling risk to acceptable levels. The SRM function of the SMS is based uponthe system safety process model

IS-BAO 3.2.2 - Has the organization developed and maintained procedures for .

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Safety Assurance

Safety Performance, Monitoring, Measurement

AC 120-92a - Once SRM controls (sometimes termed mitigations) are identified and operational, theoperator must ensure the controls continue to be effective in a changing environment

IS-BAO 3.2.3 - Has the organization developed and maintained a means of:

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Annual CIO Analysis - by Type

12

0

9

04

11

1

126

17

82

12

22 2015

4

31

106

1 1 3 1 0

Customer Issue Hazard Report Improvement Extensi on Safety

7 mo. 2007 2008 2009 2010 2011 ( thru Feb 11)


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Change Management

Continuous Improvement of SMS and your Operation

Safety Assurance

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AC 120-92a - Once SRM controls (sometimes termed mitigations) are identified andoperational, the operator must ensure the controls continue to be effective in a changingenvironment

IS-BAO 3.2.3 - Has the organization developed and maintained a means of:


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Safety Management - Now What?

The FAA SMS Framework is written as a functional expectationsdocument. It stresses what the organization must do toimplement a robust SMS rather than how it will be accomplished.At the same time, the FAA SMS Framework needs to beapplicable to a wide variety of types and sizes of operators.Therefore, it is designed to be scalable and allow operators tointegrate safety management practices into their unique businessmodels.


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Implementing SMS Components within the

Scheduling and Dispatching Function

Safety Policy


Safety Assurance

Safety Promotion


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Standard Operating Procedures

Trip scheduling, planning, and releasing flights

Operational control/flight following, and locating

Emergencies/irregularities/ERP coordination

Passengers

Communications

Trips in progress

Post flight

Departmental standards/improvement

For Scheduling and Dispatch Safety Policy

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Risk Management/Trip Risk Assessment

Tools

Started in the trip planning phase (PFF)

Allows time to modify and recover from initial identified risks

Allows for more comprehensive mitigation

Allows opportunities for the customer to make changes if necessary

Finished in the releasing phase (RFF)

Actual environmental/weather conditions

Final weights, balance, and performance.

Identification of Potential Trip Hazards

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Hazard Considerations in Identifying Risks

Aircraft and airport considerations

Crew duty considerations

Enroute considerations

Environmental and weather

Pilot qualifications/experience

Runway considerations

Trip considerations

Safety Risk Management Component of the SMS

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Quantifying the Risks/ImplementingMitigation Process

Escalating point values as these areas get more affected

Duty day duration/rest hours prior to duty period/circadian lows

Operational areas; mountainous airports, night operations

Enroute condition; icing, turbulence

Airports of use, available navigation, weather conditions

Crew qualifications and experience


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Airplane Preflight Risk Estimate

1 2 3 4 5 RATING

Flight Type

IFR

domestic VFR Int'l or Ovr Water 3

Mode Day Night or Test Flt 3

Rest in last 24 hrs > 14 Hours > 12 10 - 12 10 4

Planned Duty Period

Length < 8 Hours 8 - 10 10 - 12 12 - 14 Extension* 4

Scheduled duty, time ofday 0500 - 2300 2301-0459 4

Flight Time 6 3

Runway Condition(departure) Dry Wet contaminated 2

Runway Condition(destination) Dry Wet contaminated 2

Destination Familiarity Yes No 3

Total Risk Score: 31


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Use Of And Examples Of Checklists In The

Scheduling Dispatching Functions

Trip planning checklists

Departure flight packet checklists (and at outstations)

Irregularity call trees

Overdue aircraft and ERP decision trees (Flight Following/FlightLocating)

Post flight checklists, IEP, customer improvement/feedback, flightfollowing correspondence

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Safety Policy / Departure Checklist


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Safety Assurance

Post flight checklists to obtain and give guidance to:

What required information the crew provides

What the dispatcher is supposed to do with it

SOPs on reporting

The how and what to report (Any employee can report)

SOPs on QC, Internal Evaluation and Improvement.


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Safety Promotion

Training

Company Safety Policies and Safety Manual

Culture

Benefits

Feedback/Reporting/Rewarding

Forums flight crew/OCC/debriefings

Open discussions, opinions, suggestions, observations

Friendly reporting systems

Easy to use


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SOPs within Scheduling and / or

Dispatching Function that will help improvethe Customer Experience.

Communications

E-mail, telephone and correspondence protocols

Standardized responses and greetings to customers

Professional E-mail signatures.

Timely responses

Proactive, solution focused correspondence and approach.

Post Trip

Collaborative evaluation among stakeholders

Identify an SOP, applying sound judgment and common sense.

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Aircraft Movement Communication /Customer Service


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Questions?

Mark Arpino

[email protected]

Lucille Fisher [email protected]

Patrick Tschudi

[email protected]

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understanding value of sop nbaa

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