IFA Conference Critical Interface between Maintenance and Flight Operations in Business Aviation. Roger Lee DCSQ, Metrojet 4 Nov 2015

Transcription

1 IFA Conference 2015 Critical Interface between Maintenance and Flight Operations in Business Aviation Roger Lee DCSQ, Metrojet 4 Nov 2015

2 OVERVIEW Update on Metrojet from last year What could go wrong when the interface between maintenance and flight operation breaks down? Views from the cloud The interfaces between flight operation and maintenance the challenges Behavioral safety programme and safety leadership 2

3 METROJET - THE LEADING BUSINESS AVIATION COMPANY IN ASIA Established in 1995, awarded Air Operator s Certificate in June 1997 Leading business jet operator in Asia committed to providing 6-star service to our clients Part of the Kadoorie Group and a sister company of 3

4 OUR FOOTPRINT IN ASIA China Hong Kong, SAR - Metrojet s Headquarters 300 staff with nearly 80 pilots and 110 maintenance professionals - Offer a complete range of aircraft management, aircraft charter, and aircraft maintenance service - Open since 1997 China Zhuhai - Joint Venture with Hanxing Zhuhai General Aviation to form Metrojet Hanxing, located at Zhuhai airport - Nearly 30,000 ft 2 of hangar space and office area - Enhance the overall aircraft maintenance capability in China Philippines Clark - Metrojet Engineering Clark (MEC) was established in Located at Diosdado Macapagal International Airport (DMIA) in the Clark Freeport Zone - A Maintenance, Repair and Overhaul facility catering to increasing demands in the SE Asia region - Over 13,000 ft 2 of hangar space India Mumbai - Joint venture with Taj Air to form TajAir Metrojet Aviation - Aircraft maintenance capabilities 4

5 METROJET FAST FACTS >30 Aircraft in Fleet 3,000 Flight Legs 8,400 Total Flight Hours USD 1.3B fleet value 129,000 Engineering Hours 1,000 Charter Passengers 114 Business Jets in HK 43 Flight Attendants 109 Staff in Engineering 80 Pilots 22 Nationalities 315 Staff 5

6 WHAT HAPPENS IF THE INTERFACE BETWEEN MAINTENANCE AND FLT OPS ARE DAMAGED? Flight Operation Maintenance 6

7 THIS IS WHAT HAPPENED WHEN THE INTERFACE BREAKS DOWN 7

8 WHAT HAPPENED? FROM NTSB REPORT The investigation revealed that prior to the accident the aircraft was operated while the main landing gear tires were severely underinflated because of XXXXXXXXXX's inadequate maintenance. The underinflation compromised the integrity of the tires, which led to the failure of all four of the airplane's main landing gear tires during the takeoff roll. 8

9 HOW DO FLIGHT CREW AND MAINTENANCE PROFESSIONALS SEE THE WORLD? Based on ASRSs database from NASA, Part 121 ASR reports 9

10 THEMES FROM WORD CLOUDS Top words: Flight operation Runway/ATC/deviation/procedure Maintenance- maintenance/aircraft/deviation/procedure Policy Activity maintaining the aircraft, performing an inspection, flying the approach Decisions: Cleared, published, signed, issued, dispatched Request for action: reported, asked, found A rough, first cut, view on where the hazards lie. 10

11 WHAT DOES THE TEXT BOOK SAY ABOUT THIS INTERFACE? WHO DRIVES WHO? Flight operations and maintenance are considered to be two sides of the same coin. The Flight operations department is responsible for conducting the air transportation operations, i.e. the flying. Maintenance and engineering, on the other hand, is responsible for delivering airworthy vehicles to the operations department to meet the flight schedule. -Kinnison, H. A. (2004). Aviation maintenance management. New York: McGraw- Hill 11

12 CHALLENGES WITH CLIENTS Why did you guys AOG my aircraft? Client pressure My boss has scheduled a meeting in France tomorrow and the aircraft is still AOG? Many stakeholders in AOG or high profile events Long range maintenance planning but the schedule changes last minute Why do I have to pay for maintenance even if my aircraft is not flying? Why does my maintenance take longer than the scheduled time for inspection? Can you shorten the downtime for my aircraft? What do you mean you need to do an investigation on my flight? Send my lawyers a copy of your report. Why do I have to pay to review the flight data recorded regularly? 12

13 TRANSFERAL OF PRESSURE IN BUSINESS AVIATION Client Pressure Flight Crew Pressure Maintenance Pressure 13

14 METROJET HANDLING OF THESE CHALLENGE Continuous Airworthiness team Dedicated to look after airworthiness on behalf of the clients Chooses the most appropriate solution in spite of which MROs Positioned together with the flight operations team in the Integrated Operations Centre Same data for all one Flight Operations System that conducts maintenance schedule, flight schedule and promises made by the MRO Risk based approach making use of the Safety Management System (SMS) Behavioral safety programme (BBS) Cross Departmental Processes based on RACI Common goal Safe clients, safe staff, safe company! 14

15 PROACTIVE TOOL 3 Behavioral Safety Programme 15

16 BACKGROUND OF BEHAVIOURAL BASED SAFETY RL: That s all levels of employees, no one is immune 16

17 BEHAVIOURAL BASED SAFETY (BBS) Education and persuasion alone rarely result in behaviour change (Bonnie, 1999) Therefore, intervention is needed Incentives & positive enforcers = increase wanted behaviours Disincentives & punishments = discourage intentional wrongdoings 17

18 TYPES OF POSITIVE INTERVENTIONS Instructional Physical Courses On-line courses Safety Webcasts Leadership training Behavioural Based Safety (BBS) Interventions Motivational Rewards and Targets Setting the appropriate safety indicators Link with incentivisation plans Supportive Positive Reinforcement of safe practices Audit Inspect Reinforce Communicate 18

19 PROACTIVE TOOL 3 Safety Leadership 19

20 PROACTIVE TOOL 3 - LEADERSHIP What does safety leadership mean to us? Hudson s Safety Culture Maturity Model, retrieved from : 20

21 SAFETY MANAGEMENT VS SAFETY LEADERSHIP Management Organizational skill Leadership Human Relations Skill Positive relationships with followers Send powerful and important messages Set good example Exist at all levels Source: Mercurio, J. P., & Roughton, J. (2002). Developing an Effective Safety Culture : A Leadership Approach. Burlington, MA, USA: Butterworth-Heinemann. 21

22 MIND THE PITFALL If management's personal behaviour is not consistent with the verbal and written messages they are sending, then the process [of safety management] will not work, the safety culture will not be trustworthy, and the management system will fail. Doing it because it is the right thing to do! Source: Mercurio, J. P., & Roughton, J. (2002). Developing an Effective Safety Culture : A Leadership Approach. Burlington, MA, USA: Butterworth-Heinemann. 22

23 THANK YOU FROM THE METORJET CSQ TEAM Roger Lee Director Corporate Safety and Quality Training Crisis Management Flight Safety Sue Ann Law Corporate Safety & Quality Analyst Occupational Safety and Health EU-ETS Safety Promotions Safety and Quality Support Hans von Blucher Manager, Air Safety ERP Air Safety Investigations Flight Data Monitoring Cecilia Lee Assistant Safety and Quality Manager Security Management Reporting Ground Operational Safety Confidential Reporting System FDM Analyst Copyright 2015 Metrojet Limited - CSQD. All rights reserved. Operational World + Safety Officers Roger.Lee@metrojet.com 23

24 24