Safety Management System (SMS)
Safety Risk
Safety Policy Management
Safety Safety
Assurance Promotion
Outline
History
Fundamentals of Safety Error and Violation
Safety Management System Hazard & Risk
Safety
Components of SMS Concept of Safety
Evolution of Safe Thinking
People, Context & Safety
Organizational Culture
Outline
Fundamentals of Safety
Safety Management System Safety Stereotype
Components of SMS Management Dilemma
Need for Safety Management
Strategies for Safety Management
Imperative of Change
Building Blocks – SMS
Responsibilities of Managing Safety
Outline
Fundamentals of Safety
Safety Management System
Components of SMS Safety Policy
Safety Risk Management
Safety Promotion
Safety Assurance
Objective
After this course we will be able to understand the fundamentals of safety
and how safety management system works for the organization
Enable to identify and report the hazard and risk
Increase the level of awareness and promote safety management in the
organization
FUNDAMENTALS OF SAFETY
History
Why SMS was created
Because of the incident and accident transpired in the aviation industry
during the 1990s.
Creation of SMS
ICAO developed the International Standards and Recommended Practices
(SARPs). In 1997 ICAO first introduces the Global Aviation Safety Plan
(GASP) during an informal meeting between the Air Navigation Commision
(ANC) and industry.
On 25 February 2013, ICAO adopted Annex 19 to the Chicago convention
dedicated to Safety Management.
Regulatory Requirement
Error and Violation
What is Error?
A state or condition of being wrong in the conduct or judgement.
In Human Performance “Human Error” are something that has been done
that was not intended or desired that led the task or system outside its
acceptable limits.
What is Violation?
Are intentional failures deliberately doing the wrong thing.
Error vs. Violation
General types of violations:
1. Situational violations occur due to the particular factors that exist at the
time, such as time pressure or high workload.
2. Routine violations are violations which have become “the normal way of
doing business” within a workgroup.
3. Organization-induced violations, which can be viewed as an extension of
routine violations. The full potential of the safety message that violations
can convey can be understood only when considered against the
demands imposed by the organization regarding the delivery of the
services for which the organization was created.
Error and Violation
Error & Violation
Fla Ch Un
ps eck hee
om l i st ded Incident /
it fail wa
ted ure rni Accident
ng
Degradation /
Error Deviation Amplification Breakdown
Operational Errors – Investigation of major
breakdowns
Accident Defenses
Organization Workplace People Defences Accident
Tec
h no
l og
Tra y
in ing
Re
gu
lati
on
Ma s
n
de c a ge m Wo E rr
org isio ent con rking
a n di t v i o or s &
pronizati & i on
s
lati
on
c e s o na s
ses l
Error & Violation
Fla Ch Un
ps eck hee
om l i st ded
it fail wa
ted ure rni
ng
Normal flight
Error Deviation Amplification
Safety Management – On almost every flight
The essentials is invisible to the eyes
Number of occurrences
1–5 Accidents
30 – 100 Serious incidents
100 – 1000 Incidents
Latent conditions
1000 – 4000
What is Hazard and Risk
What is Hazard?
anything which could cause harm, damage or injury, such as bad weather,
wires, wildlife and fatigue.
What is Risk?
is the potential impact or damage that a hazard may cause affected elements.
What is Safety?
Evolution of Safety Thinking
Evolution of Safety Thinking
Traditional Approach:
Focus on outcomes (causes)
Unsafe acts by operational personnel
Assign blame/punish for failure to “perform safety”
Address identified safety concern exclusively
Identifies:
WHAT? WHO? WHEN?
But not always disclose:
WHY? HOW?
Organizational Culture
Organizational literature proposes three characterizations of
organizations, depending on how they respond to information on hazards
and safety information management:
a) pathological — hide the information;
b) bureaucratic — restrain the information; and
c) generative — value the information.
Organizational Culture
Safety Culture is the collection of the beliefs, perceptions and values that
employees share in relation to risks within an organization, such as a
workplace or community.
Just Culture refers to a values-supportive model of shared accountability.
It's a culture that holds organizations accountable for the systems they
design and for how they respond to staff behaviors fairly and justly.
SAFETY MANAGEMENT SYSTEM
Outline
Fundamentals of Safety
Safety Management System
Safety Stereotype
Components of SMS Management Dilemma
Need for Safety Management
Strategies for Safety Management
Building Blocks – SMS
Responsibilities of Managing Safety
Safety Stereotype
Safety Stereotype
Is it?
Safety Stereotype
Really?
Objective of an Organization
Management Dilemma
Management Levels
Resources Resources
$$ PESO $$ PESO
YEN YEN
Protection Production
Management Dilemma
Man
agem
ent L
ev els
Resources
Resources
$$ PESO
YEN
Protection $$ PESO
YEN
Catastrophe
Production
Management Dilemma
ev els
entL
nagem
Ma
Resources
Resources
$$ PESO
YEN
Production
$$ PESO
YEN
Bankruptcy Protection
Need for Safety Management
What is Safety Management System?
is a systematic approach to managing safety, including the necessary
organizational structures, accountabilities, policies and procedures.
Why SMS?
An SMS provides a systematic way to identify hazards and control risks while
maintaining assurance that these risk controls are effective. SMS can be
defined as a business like approach to safety. It is a systematic, explicit and
comprehensive process for managing safety risks.
Strategies for Safety Management
Reactive method
The reactive method Proactive method
responds to events that
have already happened, The proactive method Predictive method
such as incidents and looks actively for the
accidents identification of safety risks
through the analysis of the The predictive method
organization’s activities captures system
performance as it happens
in real-time normal
operations to identify
potential future problems
4 Responsibilities of Managing Safety
The responsibilities for managing safety can be grouped into four generic and
basic areas, as follows:
a) Definition of policies and procedures regarding safety. Policies and
procedures are organizational mandates reflecting how senior
management wants operations to be conducted.
b) Allocation of resources for safety management activities. Managing
safety requires resources. The allocation of resources is a managerial
function.
c) Adoption of best industry practices. The tradition of aviation regarding
safety excellence has led to the continuous development of robust safety
practices. Aviation has, in addition, a tradition regarding exchange of
safety information through both institutional and informal channels.
4 Responsibilities of Managing Safety
d) Incorporation of regulations governing civil aviation safety. There will
always be a need for a regulatory framework as the bedrock for safety
management endeavours. In fact, sensible safety management can
develop only from sensible regulations.
COMPONENTS OF SMS
Outline
Fundamentals of Safety
Safety Management System
Components of SMS Safety Policy
Safety Risk Management
Safety Promotion
Safety Assurance
Components of SMS
1. Policy & Objectives
2. Risk Management
3. Safety Assurance
4. Safety Promotion Policy
Risk Safety
Management Assurance
Safety Promotion
12 Elements of SMS
Policy
Risk Safety
Management Assurance
Safety Promotion
Policy & Objectives
Policy
• Management safety commitment and strategy.
• Framework to put organization & responsibility in place.
• Objectives:
Leadership
Training
Measurable Safety Targets
Lessons Learned
Non-Punitive Reporting System
• Manage safety same way as other areas.
• Judgment, assessing priorities, and making decisions.
Like all management decision making
Policy & Objectives
• Organization’s DNA Policy
(Structure)
• Ingrained in operating norms
• Resources to maintain
safe and efficient
operations
• Acknowledge safety concerns Safety Safety Safety
and suggestions: Assurance
Promotion Culture
Give feedback on decisions
If no action contemplated,
decision is explained
Feedback is timely, relevant Risk
and clear Management
Risk Management
• Systematic, explicit, & comprehensive approach for
managing risk throughout organization.
• Five Phases
1. Describe System
2. Identify Hazards
3. Determine Risk
4. Assess & Analyze Risk
5. Treat Risk - Mitigate
Safety Assurance
Safety Assurance
• Collect and analyze information to determine that
process requirements are continuously being met.
• Assess performance and Risk controls
effectiveness
• Works in partnership with Risk Management.
• Program audits
Internal
External
• Lessons learned
• Adequate resources
Safety Promotion
• Training & education
• Safety competency &
continuous improvement
• Safety communication
• Safety culture – core
value
SMS Continuous Improvement
SMS continuous improvement through
• Safety and Quality Policies
• Safety Objectives
• Audit & Evaluations
• Analysis of Data
• Corrective and Preventive Actions
• Management Reviews
The End
