Qualities Of Your Winning SMS Team
Building your winning Safety Management Team (SMS) team is more important today than it ever was before. SMS is no longer just another safety program but has become the single most important system for departmental oversight and safety in operations. Organizational processes and operational culture do not change within departments but are laterally equal throughout any department. An organizational culture are the faces of their Board Members, Owners, and CEO which does not change between departments. Putting on a different hat might work when taking on different positions in an enterprise, but the magic hat does not move a business culture between positions. There is only one organizational hat when it comes to the organizational structure, and that hat given to everyone by the CEO.
An effective Safety Management System is a businesslike approach to safety. A businesslike approach to any enterprises is applied throughout the business and not just to selective areas of operations, one person, or one department. A key component of the SMS is to operate with a Just Culture, which is different than the non-punitive reporting culture. SMS regulations require that both airlines and airports comply with their safety policy, that they operate with processes for goal setting and goal achievement; processes identification of hazards, including defining safety critical areas and safety critical functions in the hazard registry, a process for reporting of incidents and accidents; a process for training and competency; a document design of their SMS; a quality assurance program; processes for SMS audits and reviews; and a process for any additional requirements, which includes all airport or airline operations within the enterprise.
The SMS team are the Accountable Executive, Flight Operations, Maintenance, or if an airport the Airport General Manager and Airside Supervisor, the SMS Management and Quality Assurance Management. A winning SMS team feel positive about themselves to the degree they feel they are in control of their own destiny. In addition, a winning SMS team expects their decisions to affect processes and impact operations. They also understand that the outcome of their decisions may not always be what they had expected or planned for. An effective and winning SMS team works with a 95% confidence level to leave room for safety improvements. A winning SMS team is a happy team and cannot wait to move on with their next challenge.
|The compliance gap is the gap between the action itself and the end result.|
There is a regulatory compliance gap when the regulator is enforcing regulatory compliance at a tempo faster than what an enterprise can comprehend. This does not imply that an enterprise should accept non-compliance with the regulations, but that the regulations are based on a static-state operations and there is a lag, or a compliance gap, between the first movement and the compliance analysis. This compliance gap remains constant throughout any process and if observed, or inspected prior to the data analysis, it will generate a finding. When a third-party is imposing operational changes, such as a consultant, customer or the regulator, their CAP may not be effective if they do not count for the compliance gap. The same concept is also true for the Accountable Executive, who in a business-like environment may make spontaneous decisions. When spontaneous decisions are made in a business environment, they may be fatal to the business itself. The same principle is applicable to a Safety Management System where there are no good reasons to make uninformed, or spontaneous decisions. An effective SMS is a businesslike approach to safety and should be the guidance and template for all other business decisions. The winning team of a Safety Management System is the hub, rather than the umbrella of an enterprise.
|A wheel in harmony may endure approaching hazards or obstructions.|