Paradigm Shift: Moving from Vertical Paradigm Shift: Moving from Vertical Paradigm Shift: Moving from Vertical Paradigm Shift: Moving from Vertical to Horizontal in Aviation Safety to Horizontal in Aviation Safety David T. Deveau, P.Eng., M.B.A. David T. Deveau, P.Eng., M.B.A. Director Safety, Quality and Environm ent Director Safety, Quality and Environm ent Jazz Air ( Canada) Jazz Air ( Canada) i i ( C ( C d ) d ) Beijing – Novem ber 2 to 5 , 2 0 0 9 Beijing – Novem ber 2 to 5 , 2 0 0 9 j j g g , ,
PRESENTATION OBJECTIVES � C � Consider how aviation safety programs have id h i ti f t h evolved within vertical silos over time � Illustrate the justification and benefits of managing safety horizontally across an organization organization � Offer strategies to overcome predictable challenges to making the horizontal shift h ll t ki th h i t l hift � Explore what horizontal safety management � Explore what horizontal safety management can look like through use of a case study
Aviation safety has been under continuous change and has seen continuous change and has seen vast improvement since its earliest days li t d …but how has this evolution occurred? occurred? 3
SAMPLE DEVELOPMENTS IN SAFETY PROGRAMS � Crew Resource Management � C R M t � Threat and Error Management � PEAT � PEAT Flight Flight Safety � ASAP � Li � Line Oriented Safety Audits O i t d S f t A dit � Human Factors in Maintenance MTC MTC � Maintenance Resource Management � Maintenance Reso rce Management Safety � Maintenance Error Decision Aid � Join OSH Committees � Join OSH Committees Others � Fatigue Management Systems 4
5 VERTICAL EVOLUTION OF SAFETY
NEW ON THE SCENE: SMS � S f t � Safety Management Systems (SMS) require: M t S t (SMS) i � A relative understanding of safety hazards and risks � A relative understanding of safety hazards and risks across all operations and functions � Safety to be integrated into all operations � Safety to be an inherent part of financial and business decisions � Proactive identification of organizational factors and systemic trends that are shared across operations � Enhanced two-way safety communication at all � Enhanced two-way safety communication at all levels of the organization 6
With operationally-based safety programs, how can h organizations try and address the need to integrate safety programs to achieve the programs to achieve the objectives of SMS? 7
VERTICAL EVOLUTION OF SAFETY Maintenance Other Safety Flight Safety Safety Safety Programs Programs Shared High Level Policies Joint Safety Committees 8
VERTICAL SAFETY PROGRAM CHALLENGES � S f t � Safety programs optimize at different rates ti i t diff t t � Complexity increases resource needs grow � Complexity increases, resource needs grow � Programs lack diversity (perspective, etc.) � Inconsistency and customization grows � Programs difficult to compare and measure � Program coordination increasingly difficult 9
As SMS complexity grows, are j i joint safety committees and f i d shared safety policies enough to address the challenges that vertically-oriented safety vertically oriented safety programs create? 1 0
THE THESIS To maximize safety it must To maximize safety, it must be integrated throughout an organization as a system of interlocking system of interlocking, compatible processes designed to work together. together However, true integration of g safety is most likely only if common functions are moved out of vertical silos and deployed as a shared, horizontal activities. 1 1
WHAT MAKES A FUNCTION HORIZONTAL? � H � Horizontal functions i t l f ti � Finance � Human Resources � Information Technology/Information Management � S f � Safety � Vertical Functions � Vertical Functions � Flight Operations � Maintenance � Maintenance � Sales and Marketing 1 2
THE HORIZONTAL DIFFERENCE � I � Imagine if Finance was managed vertically… i if Fi d ti ll � Accounts payable, accounts receivable, and � Accounts payable accounts receivable and budgeting all report to different departments � Every function in the company uses a different format for tracking budgets and expenditures � Every function has different financial key indicators � How would the president determine the overall financial health of the company � How would financial strategies be developed 1 3
Our Finance scenario is silly, of course. Who would ever do something like that? It would never work! …But, this is exactly how safety is managed when safety programs remain vertically embedded within operational silos. 1 4
MOVING TO THE HORIZONTAL � C � Create company-wide capabilities for the t id biliti f th shared elements of all safety programs: � Safety policies (including non-punitive reporting) � Reactive and proactive safety reporting processes � Safety investigation function � Safety communication vehicles � Quality assurance processes (including auditing) � Risk management processes � Corrective and preventative action management � Safety performance goals and measures 1 5
MOVING TO THE HORIZONTAL � Create a central safety organization that has � C t t l f t i ti th t h the independent mandate and authority to deliver these capabilities across the organization (with head reporting to CEO) i ti ( ith h d ti t CEO) � Implement cross-functional processes and � Implement cross-functional processes and forums to keep business units deeply involved in these safety activities � Ensure that ownership of safety performance and outcomes remains with applicable b business units…not the safety department i i h f d 1 6
HORIZONTAL SAFETY MODEL Flight Operations Safety policies policies, Operational processes, Admin Support systems and services services Regulator g and Industry 1 7
BENEFITS: HORIZONTAL SAFETY MANAGEMENT � St � Standardization of policies, processes, d di ti f li i procedures, metrics and systems � Reduced complexity � Easier and cheaper to maintain � Reduced training for safety staff and employees � More flexible use of safety staff � Leverage best practices across all operations � More safety data, better root cause trending � Greater transparency (and accountability) � Easier to promote consistent safety culture 1 8
CHALLENGES � C � Centralizing without loosing specialization t li i ith t l i i li ti � Use subject experts / allow for operation differences � Operational turf and fear of loosing control � Allow processes for Ops direction and influence � Allow processes for Ops direction and influence � Executive Support � Demonstrate staff, cost and process efficiencies � L � Loss of Safety Ownership f S f t O hi � Clearly define roles and responsibilities 1 9
2 0 CASE STUDY: Jazz Air LP
VERTICAL JAZZ SAFETY (Before Reorganization) CEO Flight Corp Maint. Maint Airports Airports Admin. Admin Ops O S f Safety Flight QA & MTC MTC Airports Airport Ltd Em. OSH Security Safety Audit Safety Audit QA Safety Audit Resp. Ops Mtc Airports OSH Corp. Corporate Safety Safety Committee 2 1
JAZZ GOES HORIZONTAL President Safety Operations Operations Support Organization Safety Occupational Audit & Emergency Risk Document Security Investigation Safety & Response Management Management Branch Health Operational Corporate Safety Corporate Safety Safety Safety Safety Stakeholders Stakeholders Quality Quality Review Committee (Union) Council 2 2
JAZZ MODEL FOR SAFETY INTEGRATION • Flight operations • Maintenance, dimensions (pilot engineering and and cabin crew) inspection dimensions Reporting Risk Systems, Management Investigation Processes and Analysis Corrective Audit and ud t a d and and Quality Preventative Assurance Actions • Ground • Administrative, handling handling quality and quality and dimensions organizational dimensions 2 3
BENEFITS BEING REALIZED AT JAZZ � Reduced safety reporting systems from 5 to 1 � R d d f t ti t f 5 t 1 � “Professionalized” investigation standards � Professionalized investigation standards � Consolidated safety data, improved measures (for planning and setting targets/objectives) (f l i d tti t t / bj ti ) � Simplified training improved communication � Simplified training, improved communication � Facilitated trust and growth of safety culture � Leveraged expertise and best practices 2 4
CONCLUSIONS � Safety programs share common objectives � S f t h bj ti � These safety functions and services can be � These safety functions and services can be stronger and more efficient if standardized � Standardized safety services are best � St d di d f t i b t delivered from a centralized organization with strong links to operational groups � Without a horizontal approach to managing safety the challenges of a vertical model can safety, the challenges of a vertical model can prevent continued progress under SMS 2 5
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