Questions Pertaining To Aviation Safety

Published Date: 02 Nov 2017

Comprehensive Examination Proposal

Alexander M. DelRio

Embry-Riddle Aeronautical University

ASCI 490 Aeronautical Science Capstone Course (Proposal)

Submitted to the Worldwide Campus

in Partial Fulfillment of the Requirements of the Degree of

Bachelor of Science in Aeronautics

Abstract

The purpose of this comprehensive exam is to develop and answer questions pertaining to aviation safety. Each question has 11 program outcomes that will be addressed by the student. The student will demonstrate his extensive research and knowledge obtained through his career and education offered by Embry Riddle University. The student will complete the comprehensive examination by using his experience in aviation maintenance to inform the reader about five topics addressing aviation safety. The topics to be examined are: (1) how to effectively use crew resource management; (2) the evolution of technology safeguards in a midair collision avoidance and technology aid in control in flight terrain; (3) operational use of the safety management system; (4) safety improvement through flight operational quality assurance; and (5) addressing previous accidents, what lead up to the accident, and how it could have been prevented. What changes in procedures or regulations, if any, followed the investigation of the accident? All research will be obtained from multiple credible sources associated with newspaper articles, Web articles, journal articles, magazine articles, government aviation publications, and Tele-media resources. All research will be clear and concise by answering the five selected questions pertaining to the comprehensive examination. The student will answer each and every question with a sufficient amount of evidence resulting in 5-10 pages in length. The fully developed question will ensure that all program outcomes pertaining to aviation safety are addressed. A formal presentation will be developed through PowerPoint to address key topics and answers that need more remediation for the audience to fully understand the entirety of a comprehensive examination.

Proposal

Comprehensive Question 1

Statement of the question. The history of crew resource management was developed by NASA in 1979. Crew resource management or cockpit resource management helped define the primary cause of aviation accidents. The resulting culprit in most aviation incidents had to deal with human error. The evolution of CRM and its purpose will be discussed through the positive and negative aspects of implementing or not implementing a CRM program. How has crew resource management (CRM) improved aviation safety? What led to the development of crew resource management? What future applications could enhance CRM?

Program outcomes addressed by this question.

Outcome 1. Critical Thinking will be accomplished by discussing and defining crew resource management. Discuss and explain how CRM was developed to create a safer working environment.

Outcome 2. The Quantitative Reasoning competency will address the proficiency of CRM. Data analysis will be used to develop graphs to describe the historical aspects of CRM.

Outcome 3. The application of information competency will be accomplished by gathering credible information through credible sources that will support developed questions pertaining to crew resource management.

Outcome 4. The communication competency will be satisfied through the effectiveness of the student's writing skills, the research gathered, and the effectiveness of information delivery.

Outcome 5. The Scientific Literacy competency will be satisfied by reviewing and explaining the relationship between crew resource management and human factors. Explain how they coincide with each other.

Outcome 6. The Cultural Literacy competency will be satisfied by the research gathered by the student. Human interaction can affect the entirety of the air operation. Depending on the type of attitudes crew members express, the personal interaction between each crew member may significantly impact the air operation.

Outcome 7. The lifelong personal growth competency will be satisfied by the student discussing past incidents of failed crew resource management and the successful implementation of crew resource management. Learning from experience will better aid in finding a solution when conflicts are initiated.

Outcome 8. The Aeronautical Science competency will be satisfied by providing detailed scenarios of the inadequate use of crew resource management. The lack of use can result in an increase of aviation incidents. Team coordination could suffer through lack of communication, developed stress of the environment, and the potential consequences in failing to use CRM.

Outcome 9. The Aviation Legislation and Law competency will be satisfied by examining the different types of regulations needed to run and operate a corporate flight department through the use of CRM.

Outcome 10. The Aviation Safety competency will be satisfied by discussing how the proper use of CRM is effective in reducing risks associated with aviation.

Outcome 11. The Aviation Management and Operations competency will be satisfied by discussing the responsibilities of crew members.

Abstract

History of Crew Resource Management (CRM) is discussed in the paper. The different changes that took place in the different generations are explained in details. The generational changes have been explained; from the first which began in 1981 and how united airlines initiated the first formal Crew Resource Management to the sixth generation which builds on the fifth generation’s theme are all elaborated. The paper involves a data analysis which describes the historical aspect of the CRM. Review of how Crew Resource Management coincides with human factors. The responsibilities of crew members and how they may effectively cork together towards the achievement of the safety goals are presented in the paper. The purpose of the CRM is discussed and so are the positive and negative aspects of implementing or not implementing the CRM. The improvement of aviation safety, which is how the program has contributed towards safety, is well made known in the paper. The paper ends with a conclusion summarizing the paper's content.

Introduction

Crew Resource Management (CRM) is a management process that applies human factor knowledge and skills to the flight operations in order to use the available resources such as systems, equipment and people so as to achieve flight safety (Kanki, Helmreich and Anca, 2010). The Crew Resource management is an approach that has improved on aviation safety and has reduced aircraft accidents by reducing the errors caused by humans. The CRM originated from a research presenter at the workshop held at NASA in 1979. In the research, it was found that the main cause of aviation accidents was human error. The CRM has evolved over a period of time with improvements, or rather changes being made in the proceeding generation of the CRM. Implementing the CRM has substantially reduced the accidents caused by human errors which are the most cause of the aircraft accidents.

First generation: Cockpit Resource Management

In 1981, united airlines initiated the first formal Crew Resource Management. The main purpose of the program was to improve the crew performance, focus on the improvement of safety, and understand how team members’ attitude and their behaviors affect safety. The other purpose was to ensure the trainees undergo an active process through experience and participation. The focus of the first generation program was narrow (Helmreich, Merritt, Wilhelm, 1999). The program emphasized correction of individual behaviors like the lack of assertiveness by the juniors and authoritarian behaviors by the captains. The program explored abstract concepts such as leadership. It did not define the cockpit behavior clearly.

Second generation: Crew Resource Management

In the mid-1980s, commercial airlines developed and implemented their own crew resource management programs. This second generation Crew Resource Management programs expanded the scope of the first generation programs. The programs put much emphasize on the cockpit dynamics thus leading to the change of the name to, "Crew Resource Management" from "cockpit Resource Management". New topics such as team building, situational awareness, briefing strategies and stress management were introduced. Most of the second generation programs relied on exercises and games in teaching Crew Resource Management concepts.

Third generation: Further Expanding the Scope

In the early 1990s, the Crew Resource Management became integrated with technical training. The main focus was on specific behaviors and skills to help the pilots effectively in the real flight deck operations. Modules that connected the Crew Resource Management and the flight deck automation were introduced. The program addressed issues related specifically to the aviation system in which crews function and to the assessment of human factors. The training was extended to other groups that had an interest in aviation safety. The groups interested in aviation safety were; dispatchers, flight attendants and maintenance personnel. The Crew Resource Management programs fulfilled the need to expand the emphasis on the flight crew.

Fourth Generation: Integrating Crew Resource Management and Establishing Formal Procedures

In 1990, the Federal Aviation Administration made comprehensive Crew Resource Management be a regulatory requirement. The Crew Resource Management was made an integral part of all flight training. Airlines began to formalize Crew Resource Management by adding prescribed behaviors to their checklists (Helmreich, Merritt, Wilhelm, 1999). The fourth generation of Crew Resource Management made progress in solving persistent problems with human error.

Fifth Generation: Error Management

This generation of error management focused at resolving the deficiencies present in the previous generations. Dr. Robert Helmreich who is a Crew Resource Management pioneer and his colleagues advocated for a proactive organizational support. The fifth generation of Crew Resource Management was aimed at introducing and emphasizing the concept of error management and that human errors are an important source of information.

The Crew Resource Management therefore concentrated on error countermeasures that avoided error altogether, identify and trapped incipient errors before they happened and mitigation of the consequences of errors that occurred. The fifth generation Crew Resource Management stressed data gathering and reporting so as to gauge program success. In the CRM, formal instructions about the human performance limitations and performance-degrading effects of the stressors such as fatigue and work overload would be included.

Sixth Generation: Threat Management

The sixth generation Crew Resource Management builds on the 5th generation’s theme, "error management". This generation recognized the fact that the fifth generation’s focus on error was the right thing to do since it furthered that the flight crews must also cope with the work environment as a whole rather than only coping with the human error in the cockpit (Helmreich, Merritt, Wilhelm, 1999).

Historical aspects of CRM

The accidents have vastly reduced since the first use of the CRM.

Key:

On the Y axis, it is the number of accidents

On the X axis, it is the years

Explanation to graph

Since when CRM was first used, the number of accidents has reduced on an annual basis. That means that since the first CRM implementation, there has been gradual improvement from the changes incorporated from generation to generation.

CRM on how to avoid Human factors that contribute to error

Errors associated with the air accidents are not intentionally committed. Humans, who are well intentioned, well trained and individuals as well as work groups commit errors. The accidents are therefore not random occurrences. CRM trains on how to overcome five factors that contribute to human errors. The first factor taught is communication. In the management process, the trainees are taught that they should focus on the communication model, speak directly, with respect and make the communication responsibly. Poor communication might lead to misunderstandings and the misunderstandings will lead to errors and mistakes. Errors and mistakes will in the end lead to fatal accidents (Wiener, Kanki, and Helmreich, 1993). The other factor taught in the CRM lessons is situational awareness. The situational awareness concept discuss the need of maintaining attention to events. The concept explains the effects of perception, observation and stress on individuals. In the management training, need to recognize that emergency situations in emergency services are dynamic and deserve full attention is emphasized. Decision making is a factor that is based on information.

Decision making in an emergency service depends on the practitioner’s risk/benefit analysis. When the decision maker has little information, the assessment will be poor, and errors will result into deaths and injuries. Too much information is also not good. When the decision maker has to much information, they become overloaded and in the end make decisions that are not effective. The CRM training gives information that is appropriate for making the right decisions. Teamwork is an crucial factor in achieving organizational goals. A group that does not work or perform as a team is likely to fail. In an emergency situation, failing, results to deaths and injuries. CRM training puts much emphasize in team performance through exercise. All the members are taught and made to understand their roles in the team. Barriers are also a factor that may affect errors. The trainees are taught to recognize the effect of barriers on the other factors. In the training barriers are described as any factors interfering with communication, decision making, situational awareness and teamwork (Wiener, Kanki, and Helmreich, 1993). The barriers are either internal or external. In CRM training, the teachings on factors focuses on recognizing the barriers that exist and neutralizing their effect. Implementing the CRM therefore promotes better team work, the newly acquired communication and problem solving skills, a philosophy that promotes team member input while preserving legal authority and proactive accident prevention.

Personal interaction and how it impacts air operations

The way people interact affects the organization operations. The employees should cooperate and work together as a team. For there to be team work all the group members should work together in cooperation so as to accomplish a common organizational goal. For the common goal to be accomplished, a leader of the group should know the organizational goal and ensure that the other workers perform the tasks that will help achieve the established goal. When the team does not work as one, it results to inefficient goal attainment and injuries.

Leadership

The individual’s leadership should be established by an effective mechanism. The right mechanism of establishing a leader leads to the right attributes associated with leaders. The right leaders have the skills needed to unite the workers in their interest. Once that is achieved, the team works comfortably and towards the objectives of the organization. The leader is responsible for strategic as well as other decision making process. The decision should progressive towards achievement of safety as well as the other organizational goal. CRM trains leaders and equips them with the skills necessary to make the right decision at the right time.

Authority

The CRM reinforces the right authority of the flight department structure through a number of ways. It reinforces through ensuring mission safety. Mission safety requires commitment of all members. The ultimate responsibility for safety lies with the person in authority. Authority ensures respectful communication among the crew. As earlier read, failures to communicate or misunderstandings when communicating, contributes significantly to air accidents. The Authority establishes the goals that are clearly defined. Highly motivated work teams that are satisfied with their performance are less likely to sustain injuries. The authority is responsible for soliciting input from the other member employees, so as to avoid situations in which they make decisions that are annoying to the subordinates. With the right authority as taught in the CRM, the employees know the right time to exert authority and the limits to which it can be practiced. That also enhances the leaders’ decision making.

Mentoring

By developing and supporting leaders, the department’s future is guaranteed. When the leader is supported and well developed, the leader develops a sense of commitment to its members. So as, to mentor others, the leaders should have self confidence. With the technical components taught in the CRM training the leader becomes effective and able to impart knowledge to others and mentor others. The leader then becomes able to demonstrate skills and technique, communicate errors and limitations on time and in the right way, recommend solutions to enhance the crew’s effectiveness. The leader should be able to resolve conflict quickly. The leader should be able to evaluate risk versus the gain, identifying objectives, implementing an action plan, expecting the unexpected and evaluating the effectiveness oft the action plan.

Self assessment

The physical and mental condition of the team member is essential to the mission’s success. Being alert reduces the room for mistake. CRM recognizes that being alert is a requirement of all crew or team members. For effective use of the CRM therefore, there is the necessity that the source of stress is recognized, taking steps to minimize stress and recognizing that stress affects performance.

Processing all information and formulating action

The Crew Resource Management provides the work groups with a framework that assists them in processing information and formulating action plans. The CRM teaches the leaders to know their limits and encourage the ideas of the subordinate’s indecision making process. The CRM the subordinate aware of the importance of providing their leaders with the necessary information that will enable their leaders with the best information possible.

Regulations needed to run and operate a corporate flight department through the use of CRM

The Federal Aviation Administration (FAA) requires air taxis, flight attendants and non-scheduled charter airlines to be trained in Crew Resource Management. With that regulation in place, the department will significantly reduce human error in commercial aviation.

Conflict resolution

Knowing that conflict arise in all groups, the CRM equips the trainee with the knowledge that the faster the conflict is resolved among the group members the better. Prolonged conflicts may hinder the group members from concentrating with the achievement of the common organizational goal. The leaders and members alike are taught of how to deal with such situations effectively. They are taught of how to use effective technique and how to avoid emotional involvement so as to maintain focus on cause identification (McAllister, 1997). .

Enhancing CRM

To enhance the CRM in future, applications such as funding the CRM programs and incorporating modern situations to the program would make the process more effective. The basic skills taught in the CRM lessons should be introduced early in the trainee’s curriculum. That is some aspects of the lesson should be introduced in the lower grades so that when one gets to the college level they are already familiar with the underlying principles.

Conclusion

Crew resource management (CRM) is therefore a useful management process that optimizes human and crew performance by reducing the effect of human error by using all resources. The process had developed since1981, when united airlines initiated the first formal Crew Resource Management. The usefulness of the program is clearly seen to improve the crew performance, focus on the improvement of safety, and understand how team members’ attitude and their behaviors can affect the safety. By understanding that, trainees have been made to undergo an active process through experience and participation. The process of the process has continuously improved. The Second generation: Crew Resource Management of the mid 1980s was characterized by commercial airlines developing and implementing their own crew resource management programs. The second generation Crew Resource Management programs expanded the scope of the first generation programs. Third generation named Further Expanding the Scope

Took place in the early 1990s, the Crew Resource Management became integrated with technical training, the main focus being on specific behaviors and skills to help the pilots effectively in the real flight deck operations. The Fourth Generation was characterized by Integrating Crew Resource Management and Establishing Formal Procedures and thus In 1990 the Federal Aviation Administration made comprehensive Crew Resource Management be a regulatory requirement(McAllister, 1997). Fifth Generation, Error Management was a generation of error management focused at resolving the deficiencies present in the previous generations. The sixth generation Crew Resource Management builds on the 5th generation’s theme, "error management". The purposes associated with enlighten the individuals on why it is worth the sacrifice. By looking at the history of CRM process and its functions, one gets the importance of undertaking the training, and when implemented in the right way, the stakeholders’ interest as well as the share holders’ interest of safety is well safeguarded.

Comprehensive Question 2

Statement of the question. How does the evolution of technology contribute to the development of a safeguard against midair collisions and implementation of controlled flight into terrain? What are other ways to utilize new technologies to increase safety measures?

Program outcomes addressed by this question.

Outcome 1. The use of critical thinking will address questions and answers pertaining to aviation incidents. Previous midair collisions and CFIT will be discussed to influence the severity of safety.

Outcome 2. The Quantitative Reasoning competency will be addressed by analyzing historical, and background information of current technologies focused on safeguarding against midair collisions and guidance principles in controlled flight into terrain.

Outcome 3. The application of information competency will be accomplished by gathering credible information through credible sources that will support developed questions pertaining to technologies that safeguard against midair collisions and the use of CFIT.

Outcome 4. The communication competency will be satisfied through the effectiveness of the student's writing skills, the research gathered, and the effectiveness of information delivery.

Outcome 5. The Scientific Literacy competency will be satisfied by reviewing and explaining the effective use of technology that aids in the increased use of safety measures.

Outcome 6. The Cultural Literacy competency will be satisfied by the research gathered by the student. The research will explain how the use of technology contributes to mission performance.

Outcome 7. The Life Long Personal Growth competency will be satisfied by the student discussing how mankind can develop new technology in efforts to create a safer environment.

Outcome 8. The Aeronautical Science competency will be satisfied by providing an explanation on how midair collision safeguard technology can assist pilots in avoiding aviation incidents. The controlled flight into terrain will assist the pilot in following instructions on how to initiate a successful flight or landing into terrain.

Outcome 9. The Aviation Legislation and Law competency will be satisfied by examining the different types of regulations needed to run and operate a corporate flight department through the use of technological development.

Outcome 10. The Aviation Safety competency will be satisfied by discussing how safeguard technology creates a safer environment by alerting pilots of several potential options within flight.

Outcome 11. The Aviation Management and Operations competency will be satisfied by showing how management foresees investment of new technology to aid in safety measures. Will cost and training of newly developed technology increase the overall operation perspective?

Abstract

The paper is an attempt to provide an answer to how technology has contributed to the development of safeguard against mid-air collisions and implementation of controlled flight into terrain. Insight into other ways of utilizing new technologies to increase safety measures is also given in the paper. Technology has improved significantly since the first recorded incident of mid-air collision and controlled flight into terrain. The often fatal accidents have brought losses of a significant proportion. In trying to come up with more efficient safeguarding measures against the two types of air craft accidents, the evolution has been studied and recommendations made in the paper. In the paper, the previous mid-air collisions and the Controlled flight into terrain are discussed. The effective use of the technology that aids to increase use of safety measures is also discussed. How the use of technology has contributed or rather contributes to the mission performance are explained. The way forward, how man can develop new and better technologies in the effort of creating safer technologies will be discussed. The paper ends with a conclusion of the papers contents.

Introduction

Mid-air collision and controlled flight into terrain are common aircraft accidents. A mid-air collision is a kind of aircraft accident whereby two or more aircrafts crash into each other while on a flight. The often severe impact causes destruction to one or both of the aircrafts involved in the crash. There are a number of causes that may lead to this kind of aircraft accident. The cause could be miscommunication between the pilot and the control section, navigational errors and deviation from the flight plan. Mid-air collision rarely occurs far from the airport (on flight) since the air space is wide and there is also low numbers of the aircrafts in the space (Soekkha and International Aviation Safety Conference, 1997). The kind of accident is common when the air-crafts get closer to the airports with more aircraft and reduced air space. Controlled flight into terrain (CFIT) is an aircraft accident in which the mechanically sound aircraft is unintentionally controlled by the pilot into a mountain, water, tree or any other obstacle. The cause of CFIT may be foul weather, navigational equipment problem or the pilot’s error (Soekkha and International Aviation Safety Conference, 1997).

Since the first reported incidence of such kind of aircraft accidents, there have been attempts of safeguarding against such accidents. Evolution of technology has significantly contributed to safeguard against such accidents. With improved technology, the accidents have been lessened as their have been improved communication between the pilot and the flight control unit. The alert systems have also been improved thus making it easy and effective to make swift preventive actions. The aircrafts have also been modified over years. The modification has incorporated gadgets that make the pilot aware of their craft’s global position and gadgets that efficiently give details of the climatic conditions and situations surrounding the crafts. Engineers are working around the clock to ensure that the aircraft accidents are safeguarded in the most effective way possible.

Earliest form of safeguard

One of the earliest engineering works aimed at safeguarding aircrafts against accidents was airfield lighting. The airfield lighting was introduced in the US in 1920s to assist made safe landings in poor climatic conditions or during the night. That led to the development of the Precision Approach Path Indicator which was later developed in the 1930s. The Precision Approach Path Indicator (PAPI) was developed to aid the pilot get a correct approach to an airport, thereby avoiding controlled flight into terrain kind of accident. PAPI is light that consists of four equally spaced units of light that are coded in color so as t o give an indication of the aircrafts apposition in relation to the designated instrument landing system. The instrument landing system is a system put on the ground to provide precise guidance to the aircraft that is approaching the runway. It uses radio signals and high-intensity lighting arrays. The PAPI has proved to be very helpful in safeguarding against aircraft accidents during poor weather conditions that reduce the pilots’ visibility at the airport.

Contemporary safeguard

There have been many lighting technologies since then, aimed at improving the pilots visibility, thus giving rise to the general term, aeronautical Ground lighting. The term basically describes the various lighting systems that are usually available at the aerodromes for the purpose of guiding the pilots operating the aircrafts at night and during low visibility conditions and during the night (Smith, 2001). In that category, there is the aerodromes beacon. The aerodromes beacon is usually provided at the aerodromes that are operational at night. The background lighting, surrounding terrain and where there is lack of navigation aids thus making it difficult to locate the aerodromes, have also been provided with aerodromes beacon. The identification beacon flushes a two letter identification code in green where more than one aerodromes operates in the same vicinity at night. The beacon displays different colors depending on the amount of light at the background. For instance, where the aerodromes is located far from areas with high background lighting, the location beacon displays white flashing light. When the aerodromes is situated where there is a high level of background light, where a flushing white is difficult to spot, the location beacon would display a green light that would be alternated with white light. The aerodromes beacon thus assists the pilot to make clear distinctions of the runway.

Approach lighting

Approach lighting is aeronautical ground lighting. The approach assists the pilot to see the landing surface. By seeing the landing surface the CFIT type accident will be avoided. The lighting assists the pilot to know the end point of the runway during the night or when the weather is bad, and visibility is disrupted. These prevent the likelihood of the pilot to nose dive and crash the plane due to less knowledge about the aircraft’s location. In this approach, the system is based on the centre line and the cross bar concept. The approach consist of that which depends on simple low intensity centre line and cross bar. This is made to serve the pilot at night only. This simple lighting system normally commences 500 meters before the runway threshold. There is also the complex Calvert system which consists of centerline and 5 cross bars. It is intended for use during the day and during the night on IILS equipped runways. The approach lighting system commences 900 meters prior to the runway threshold. Supplementary approach lighting is an aeronautical lighting system that supplements the aerodromes approach lighting and aerodromes beacon. The system consists of white centerline barrettes and two rows of red side barrettes which are installed in order to provide the pilot with enhanced visual cues 300 meter prior to approach.

Runway lighting

The runway is also lighted as a safeguard against aircraft accidents. There should be clear visibility by the pilot so as to avoid the controlled flight into terrain (Smith, 2001). The runways that are licensed for night use have edge, end and threshold lighting. The runway edge lighting, just as the name implies is located along the edges of the runway. The edge markings may be provided by flush fitting lamp fixtures, or portable battery operated lights, especially at small aerodromes which have little operations at night. The edge lightings are usually white except at some instances. On runways with ILS and without centerline lighting, yellow edge lighting is put on the upwind 600 meter. This gives a visual warning of the approaching runway end to the pilot thus preventing getting the aircraft to another territory. The other technology that was developed and is being improved to enhance the aircraft accidents common are paved runway markings.

Paved runway markings

There are various paved runway markings. Runway designation marking is one such marking. The marking consist of two digit number that indicates the magnetic heading of the runway to the nearest 10 degrees. In aerodromes that have parallel runways with same magnetic heading applying to more than one runway, designation marking includes a letter like "L" which identifies the runway to the left as it is seen from the approach and the letter "C" identifying the centre runway with 3 parallel runways. The other marking is threshold, edge and centerline markings. In the threshold, edge and centerline, markings the threshold markings differ in accordance to the runway classification. This marking is particularly useful in runways with insufficient contrast between the runway and its shoulders. The other marking is the displaced threshold marking. This is used where there is temporary displacement of normal threshold markings. Aiming point markings are used in runways where the touchdown zone is not easily visible.

Comprehensive Question 3

Statement of the question. You are considering the implementation of the operational use of a safety management system (SMS) for a small FAR Part 91 corporate flight department. What are the pros and cons of implementing a safety management system? How can a corporate flight department encourage employees to use a safety management system? Are there FAA regulations that need to be adhered to?

Program outcomes addressed by this question.

Outcome 1. The use of critical thinking will be addressed in this question by discussing the implementation of a safety management system within a corporate flight department.

Outcome 2. Evaluating data such as a trend analysis of repetitive incidents will help better understand how the use of a safety management system will aid in maintaining, controlling, and preventing accidents through the use of a risk assessment tool. The student will gather data of previous aviation incidents that have contributed to the legal issues developed by the injury/death of an employee or damage to equipment.

Outcome 3. The application of information competency will be accomplished by gathering credible information through credible sources that will support developed questions pertaining to the development, implementation and operation of a safety management system for a small FAR 91 corporate flight department.

Outcome 4. The communication competency will be satisfied through the effectiveness of the student's writing skills, the research gathered, and the effectiveness of information delivery.

Outcome 5. The Scientific Literacy competency will be satisfied by reviewing and explaining the effective use of safety management systems.

Outcome 6. The Cultural Literacy competency will be satisfied by the research gathered by the student. The research will explain how the uses of a safety management system contribute to maintaining adequate safety.

Outcome 7. The Life Long Personal Growth competency will be satisfied by the student discussing how risk management tools can aid in the prevention of reoccurring defects within a corporate flight department.

Outcome 8. The Aeronautical Science competency will be satisfied by providing an explanation on how a safety management system can guide a corporate flight department to becoming a successful corporation.

Outcome 9. The Aviation Legislation and Law competency will be satisfied by examining the different types of regulations needed to run and operate a corporate flight department through the use of SMS.

Outcome 10. The Aviation Safety competency will be satisfied by discussing how following strict adherence to safety regulations and the use of SMS will aid in maintaining a good safety record. Keeping a well-maintained flight department will help avoid legality issues and fines and, overall, maintain low insurance costs.

Outcome 11. The Aviation Management and Operations competency will be satisfied by looking at the responsibilities of running a corporate flight department pertaining to safety.

Abstract

In the paper, the implementation of a safety management system (SMS) is discussed at length. The SMS is explained as a tool to assist organizations in achieving an organization’s safety objectives. The SMS should be planned, and the person in charge of the implementation process should ensure that the key elements are included in the SMS. Research should be done on previous safety issues. Previous accidents and occurrence should be studied, and the report used, so as to come up with a way of avoiding the repetition of such unfortunate incidences. The employees are to be taught, through the SMS, the importance of safe working conditions. They should also be made aware of their duties in ensuring work place safety. The considerations before implementing the SMS, the implementation procedure and operation of the safety management system are explained in details in the paper. The Safety management system should be used effectively. The paper gives an explanation of the safety management system and how it can be used effectively so as to come meet the organizations objectives and mission. The legal issues that are likely to be prevented when the SMS is effectively used. The issues are highlighted and ways of preventing the issues described. The paper is concluded with a brief clarification of the details of the paper.

Introduction

Safety is an issue of concern in any flight department. The flight department should therefore ensure that it has a system that facilitates proactive identification of hazards. Once the hazards have been identified a better safety culture should be inherited by the personnel. The employees’ attitudes and actions should be aimed at creating a safer working place. To ensure such safety a safety management system could be used. Safety management system (SMS) is a coordinated, comprehensive set of processes designed to direct and control resources so as to manage safety in the right way (IHST, 2007). A safety management system is implemented within a corporate flight department, so as to manage safety in the flight department in the right way. The management should therefore ensure that the safety objectives of the SMS are clearly stated, explain how the organization intends to measure the effectiveness of the SMS and how it will support the organization’s business success.

The SMS is part of the overall management process which is used to ensure the organizational goals are met. The SMS is based on the principle that identifying and managing a risk increases the likely hood that the mission will be accomplished. In the SMS’s hazard reporting program, hazards can be identified and dealt with accordingly through the Hazard reporting program. The program facilitates gradual improvement of the organizations safety. Auditing and monitoring, encouraged in the SMS, ensures the aircraft is operated in a risk free flight operation. Safety holds the organization’s future and the SMS defines the organization’s safety management plan. The SMS plan should therefore define how SMS supports the organization plan. The management should therefore ensure that the SMS assist the organization to avoid legal issues by ensuring that the organization is observing FAR part 91. Part ninety one of the Federal Aviation Regulations assures the citizens safety if the organization breaks the rules it is therefore liable and may be forced to face legal actions which are detrimental to the organization’s well being. The organization’s management should therefore be committed to the SMS. It should also give leadership to the safety program and demonstrate commitment to through every day‘s actions. The customers therefore will be willing to pay for the organization's service and lead to the organization’s success.

Pros and cons

The advantages of implementing a safety management system are that the organization will in the long run, achieve the safety objective. The organization will avoid the expensive legal issues associated with failure to observe the Federal Aviation Regulations. In doing, so the organization is likely to meet its financial objectives. By implementing the SMS, the organization prevents the injuries and losses associated with the accidents. Implementation has a number of disadvantages. The organization incurs financial cost involved while implementing the process. That will interfere with the organization’s financial objectives in the shot run. In the long run, it will be to the organization’s benefit. The process also consumes the time of all that are involved.

Initial sage

Initial contact should be made to the Federal Aviation Administration (FAA) principal inspector or the FAA SMS office. The receiving FAA representative will then complete the SMS pilot project inquiry information sheet and it will then be forwarded to the SMS office. The coordination between the FAA offices is thereafter communicated internally. The statement of commitment has to be received from the organization’s top management (IHST, 2007). It is only when firm commitments are made from both sides, that proceeds will be made. Once the commitments are made, the orientation can then take place.

Implementation

In the initial implementation stage, information is gathered, corporate goals and objective of the organization are evaluated, and the viability of committing the organizations’ resources is determined. The gap analysis should thus be made. The gap analysis will then make way for the comprehensive implementation plan. The plan’s objective will address the gaps that were noted during the detailed gap analysis. That will be done by establishing responsibility, assigning task and developing a time for the completion. The implementation plan should therefore provide a basic roadmap to meet the overall objectives. Safety must be recognized as the core value. Safety policy objectives should be prepared.

Top management will establish the organization’s safety policy and expectations and objectives be made known to the employees. The procedures, practices, training and allocation of resources must therefore demonstrate that the management is committed to safety. The methods of promoting safety will include: Publishing a statement that expresses the management’s commitment to the SMS. The commitment to the SMS should be demonstrated by the management through example. The outputs of the SMS should be communicated to the employees. Training should be undertaken by the personnel commensurate, that is with their level of responsibility. There should be a safety feedback system which has an appropriate level of confidentiality that promotes participation by all employees in identifying hazards. A process that ensures fairness and openness reporting while dealing with human error should be put up.

Evaluation

The organization should have a procedure that identifies and manages the information needed so as to comply with the SMS policies, procedures and goals. There are certain elements that should be present in the procedure for it to identify the necessary information. The organization’s safety policies, objectives and SMS procedures should be publicized. All employees should then be provided with the information that is relevant to the matter of safety. Changes will be made to all the applicable documents and then be communicated to the employees. It is crucial to identify hazards and manage risks in the workplace. In the SMS, a process should be included in order to identify the hazards and manage risk. In the process of identifying hazards and managing risks effectively, there should be proactive identification of existing and potential hazards. The manager can use the risk assessment matrix which will be useful in identifying the risk level and the levels of management approval required for plan. The objective of the matrix is to define the potential severity of the hazard versus the likelihood of the hazard (Stolzer, Halford and Goglia, 2011).

Occurrence and Hazards

Occurrence and hazards should be reported. Occurrences are accidents and incidents that could tamper with the guests’, passengers’, personnel’s and work environments’ safety. Once the hazards are identified and reported on time, it becomes easy and possible to prevent accidents that the hazard might cause. An internal procedure should therefore be availed, for the purpose of internal reporting of hazards. With the information at hand, the organization is able to react on time. The hazard reporting form should be clear, convenient and available to all employees. The form should include feedback to the reporting person, a process for data analysis, safety reports and other safety related issues, ongoing monitoring to identify hazardous trends, provisions for anonymous reporting of hazards and ongoing monitoring to confirm that the effectiveness of corrective action. The hazards, incidents and accidents should be investigated in order to gather helpful information that will help prevent similar accidents in the future.

The analysis should determine what caused the accident to happen and why the accident happened. For an effective analysis, the person conducting the analysis should therefore be qualified and should also be having access to other people with expertise. The other qualified personnel may assist with the investigation. The analysis report should then be submitted to the manager who has the authority to implement the recommendations. The SMS should be evaluated for its effectiveness so as to improve the safety services (Stolzer, Halford and Goglia, 2011). A good oversight program should be used to evaluate the organization’s effectiveness. Basing on available data, the oversight program proactively seeks out potential hazards and evaluates the organization’s safety programs. For an effective oversight program, an internal assessment of operational process should be conducted regularly at scheduled intervals.

Evaluation of aircrew operations

The checklist tailored to the organization’s operations should also be utilized. There is also the existence of available technology such as the Health Usage Monitoring Systems (HUMS) which could be utilized in the program to support programs that evaluate aircrew operations. The employees should be given training on SMS and its importance. They should be introduced to the safety plan and taught that safety is everyone’s role. Thereafter an emergency preparedness plan should be outlined in writing. What is to be should be done in case of an emergency occurs or in case of an accident occurs should be outlined. When an organization is well prepared for an emergency, the damages associated with the hazard stands a chance to be minimized. For the key safety goals to continuously be achieved, the safety performance needs to be monitored regularly. The result of the all the safety performance monitoring should be documented , and the results should be used to improve the system.

A safety management system can guide a corporate flight department to into a successful corporation. The employees should be enlightened and made to know that it is their duty to ensure that they comply with the approved standards. Deviation from rules by the employees is an indication that the employee is twice as likely to deviate commit an error that has serious consequence. The management should therefore be committed in identifying deviations from the rules and take immediate action. The action could be counseling, training, discipline or removing individuals who intentionally deviate from the rules. Before such an action, the management should therefore make a clear distinction between honest mistakes and intentional one (Stolzer, Halford and Goglia, 2008).

Reward should also be given for normal and positive performance of duties in accordance to the organizations rules. When coming up with SMS policies, they should be short and straight to the point. It is through policies that the customers base their expectations of the organization. Policies and procedures of the SMS are a way of expressing how the organization plans to achieve the desired safety. The policies and procedures are to be executed by people. The responsible people in executing the procedures have to be trained and competent. Each individual’s authority should be documented in the employee’s personal records so as to know their authority. For organizational success therefore, every employee should be trained on their duties and authority. The duties ought to be spelt out in totality.

Organization’s success

Safety is the most decisive issue in an organization, especially an organization which offers flight services. The success of the organization will highly depend on safety practices of the organization. The SMS should therefore be given the much attention that it deserves. The flight department should therefore ensure that it has a system that facilitates proactive identification of hazards and avoid incidences that jeopardize the organization’s mission on safety. The SMS is part of the overall management process which is used to ensure the organizational goals are met. The SMS should have a principle that identify and manage a risk so as to help the organization to meet the goals. In the initial implementation stage, the management should make sure information is gathered, corporate goals and objective of the organization are evaluated, and the viability of committing the organizations’ resources is determined. Safety must be recognized as the core value of the organization.

Legal issues

Failure to observe the FAR may be extremely expensive for the organization. When implementing the SMS the legal issues should therefore be carefully observed. In one previous incident, a 38 million USD settlement was obtained for a woman who was injures in a helicopter crash at the Grand Canyon. That was the highest settlement in the US history for helicopter crash in jury. On considering such an occasion, the management should therefore avoid legal confrontations as much as possible. That kind of figure could seriously interfere with the organization financial objectives. The management should not only incorporate the legal natters in the safety management system. It should also ensure that a program is in place to ensure that the rules are observed continuously. At the implementation stage, it is therefore that consultations be made with the Federal Aviation Administration so that the actions which are likely to lead to legal confrontations are done away with. The clarified issues should then be made part of the SMS and employees should be well versed with them.

Conclusion

The Safety Management System is therefore a worthwhile tool. If properly used, it makes an effective advance towards attaining the organizational safety objectives. The organizations safety objectives go hand in hand with the organizational general objective of maximizing profit. The organization should therefore have a procedure that identifies and manages the information needed. This is for ensuring that the organization complies with the SMS policies, procedures and goals. That will increase the organization’s profitability, and it will reduce the cost that could rise as a result of legal issues, fines and insurance cost. The legal issues also create a negative image in the customers mind. The elements present in the procedure and organizations safety policy should be dedicated towards safeguarding the entire organizations stakeholder against risk. A culture should be developed for employees to report occurrence and hazards.