a) Identify practices and behaviours in the maintenance organization which are in appropriate or unacceptable. When focusing on understanding causal factors in association with for example in appropriate behaviours or violations which for example may be perceived as organizationally optimizing, we should consider that possible drivers include the role played by supervisors and managers.
b) Consider that an Error may in fact be identified before it has developed into an adverse outcome so we need to also consider conditions which are undesirable. The more proactive practices and process which can be developed and implemented the better shape we are going to be in.
c) Develop procedures which replace unacceptable or undesirable behaviour with more appropriate or organizationally correct behaviour. An important challenge which needs to be managed as critical activity behaviour can be influenced and modified but it takes a significant effort to accomplish.
d) Create and document a framework which clearly identifies all the boundaries which the maintenance organization needs to work within, ensure that everyone who needs to know about this framework has been formally instructed in a controlled way.
e) If we find any non conformity in respect of our expectation, it should be identified and corrected at the earliest opportunity. We need to ensure that any proposed or implemented changes are acceptable to the organization and approved by the business area owner. Ownership of identified problems, visibility and a shared awareness all provide significant support to the effectiveness of the process.
f) Ensure we have effective communication processes throughout the business and that information is able to flow efficiently throughout the Organization. Communication processes are essential to both the well being of the organization and the positive development of a reporting culture.
g) All potential exposures MUST be reported and this becomes an essential element of the process because without this data flow it will not be possible to mitigate any exposures, this means not just accidents but also incidents and especially what may be considered as a near miss.
h) Develop a range of reporting opportunities including non – punitive and anonymous. Consider all the different reporting methods and employ as many as possible.
i) Ensure the reporting system is easily acceptable to everyone who is required to use it. Create an environment of perceived obligation to reporting.
j) Develop an effective investigation process which has the necessary resource and background, competencies and skills to be able to provide the correct level of understanding.
k) Ensure that the Investigation process delivers to the depth necessary to understand the root causes as well as any associate latent issues. Not just active errors.
When considering the Key Components of an Aviation Maintenance Error Management Systems the above items constitute the majority of relevant areas.
Sofema Aviation Services is pleased to offer Maintenance Error Management Training for details see www.sassofia.com or email office@sassofia.com
The next training is scheduled for Dubai Feb 4th – Feb 6th 2014.
Tags:
Aviation Maintenance Error Management Systems, Maintenance Error Management Trainin, MEMS, Sofema Aviation Services
