23rd Annual NBAA Schedulers & Dispatchers Conference

San Diego, CA ~ January 1518, 2012

Understanding the Value of Standard Operating Procedures within the Scheduling/Dispatching Function
Monday, January 16, 2012
1315 1430

Mark Arpino ~ MassMutual Financial Group Lucille Fisher ~ Quality Resources, LLC Patrick Tschudi ~ Pentastar Aviation Charter, Inc

The SOP Described

Compliments the Flight or Company Operations Manual by providing greater detail Should be specific to various job functions within the Enterprise (dispatching being one) Gives guidance on How rather than What to do Streamlines process to ensure consistent customer experience Is list of stated expectations that form the baseline for continuous improvement

Organization
Could be separate documents or appendices to the FOM/COM Distribution, explanation, testing across entire team A means to document/communicate revise
Not management by email or voice mail

Specific to YOUR organization

Standard Operating Procedures Understanding the Value

What was our life like before an SOP? Evaluation and comparison of operations before and after Errors and mistakes and shortcomings that have been eliminated as a result of an SOP Safer, SMS, and IS BAO, surviving audits from outside entities Increase in training efficiency, consistent operations, basis to improve performance and service compliance One person departments

This Presentation Why Bother

AC 120-92A four components of the SMS will be explored
Policy Safety Risk Management (SRM) Safety Assurance (SA) Safety Promotion

Practical applications will be discussed SOP Tool Kit will be distributed

Safety Management System

FAA Advisory Circular 120-92a
http://www.faa.gov/regulations_policies/

ICAO Annex 6 (part II) 7th edition

http://www.icao.int/icao/en/m_publications.html

IBAC ISBAO
http://www.ibac.org/

SMS and IS-BAO are not the same thing..

Safety Management System

FAA Advisory Circular 120-92a
applies to both certificated and non-certificated aviation service providers that desire to develop and implement an SMS. This AC is not mandatory and does not constitute a regulation.

ICAO Annex 6 (part II) 7th edition

3.3.3 States shall require, as part of their State safety programme, that an operator implement a safety management system acceptable to the State of the Operator that, as a minimum: a) identifies safety hazards; b) ensures the implementation of remedial action necessary to maintain agreed safety performance; c) provides for continuous monitoring and regular assessment of the safety performance; and d) aims at a continuous improvement of the overall performance of the safety management system.

Safety Management System

The formal, top-down business-like approach to managing safety risk. It includes systematic procedures, practices, and policies for the management of safety (AC 120-90a)
(as described in this document it includes):

Components / Pillars
Safety Policy and Objectives Safety Risk Management Safety Assurance Safety Promotion

Policy/Objectives
AC 120-92a - All management systems must define policies, procedures, and organizational structures to accomplish their goals. IS-BAO 3.2.1 - Does the SMS programme document contain provisions for .

Management Responsibilities Safety Accountabilities Key Personnel ERP coordination

Safety Risk Management

AC 120-92a A formal system of hazard identification and SRM is essential in controlling risk to acceptable levels. The SRM function of the SMS is based upon the system safety process model IS-BAO 3.2.2 - Has the organization developed and maintained procedures for .

Hazard Identification
Reactive Proactive Predictive

Risk assessment / mitigation

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Safety Assurance
AC 120-92a - Once SRM controls (sometimes termed mitigations) are identified and operational, the
operator must ensure the controls continue to be effective in a changing environment

IS-BAO 3.2.3 - Has the organization developed and maintained a means of:

Safety Performance, Monitoring, Measurement

Annual CIO Analysis - by Type

7 mo. 2007 2008 2009
31 12 11 8 15 1 4 1 0 1 2 Hazard Report 9 12 12 Improvement 3 6

2010
22 10 0

2011 (thru Feb 11)

17 20 1 4 Safety 6 0

Customer Issue

Extension

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Safety Assurance
AC 120-92a - Once SRM controls (sometimes termed mitigations) are identified and operational, the operator must ensure the controls continue to be effective in a changing environment IS-BAO 3.2.3 - Has the organization developed and maintained a means of:

Change Management Continuous Improvement of SMS and your Operation

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Safety Promotion
AC 120-92a - The operator must promote safety as a core value with practices that support a sound safety culture. IS-BAO 3.2.4 - Has the organization developed and maintained

Training and education Safety communication

Awards/recognition Safety Council/Committee

Encourage with a carrot not stick

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Safety Management - Now What?

The FAA SMS Framework is written as a functional expectations document. It stresses what the organization must do to implement a robust SMS rather than how it will be accomplished. At the same time, the FAA SMS Framework needs to be applicable to a wide variety of types and sizes of operators. Therefore, it is designed to be scalable and allow operators to integrate safety management practices into their unique business models.

Implementing SMS Components within the Scheduling and Dispatching Function

Safety Policy Safety Risk Management Safety Assurance Safety Promotion

Standard Operating Procedures For Scheduling and Dispatch Safety Policy

Trip scheduling, planning, and releasing flights Operational control/flight following, and locating Emergencies/irregularities/ERP coordination Passengers Communications Trips in progress Post flight Departmental standards/improvement

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Risk Management/Trip Risk Assessment Tools Identification of Potential Trip Hazards

Started in the trip planning phase (PFF)
Allows time to modify and recover from initial identified risks Allows for more comprehensive mitigation Allows opportunities for the customer to make changes if necessary

Finished in the releasing phase (RFF)

Actual environmental/weather conditions Final weights, balance, and performance.

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Hazard Considerations in Identifying Risks

Safety Risk Management Component of the SMS
Aircraft and airport considerations Crew duty considerations Enroute considerations Environmental and weather Pilot qualifications/experience Runway considerations Trip considerations

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Quantifying the Risks/Implementing Mitigation Process

Escalating point values as these areas get more affected Duty day duration/rest hours prior to duty period/circadian lows Operational areas; mountainous airports, night operations Enroute condition; icing, turbulence Airports of use, available navigation, weather conditions Crew qualifications and experience

Airplane Preflight Risk Estimate

1 Flight Type Mode Rest in last 24 hrs Planned Duty Period Length Scheduled duty, time of day Flight Time # of Legs Runway Condition (departure) Runway Condition (destination) Destination Familiarity IFR domestic Day > 14 Hours < 8 Hours 0500 - 2300 <8 1-2 Dry Dry Yes 3-4 Wet Wet No Total Risk Score: 4-5 > 12 8 - 10 VFR 2 3 Int'l or Ovr Water Night or Test Flt 10 - 12 10 - 12 10 12 - 14 2301-0459 8-10 5-6 contaminated contaminated Extension* >6 Extension* 4 5 RATING 3 3 4 4 4 1 3 2 2 3 31

Mitigation Planning
Planning Flight Follower

Score > 39
Releasing Flight Follower

Action

Use Of And Examples Of Checklists In The Scheduling Dispatching Functions

Trip planning checklists Departure flight packet checklists (and at outstations) Irregularity call trees Overdue aircraft and ERP decision trees (Flight Following/Flight Locating) Post flight checklists, IEP, customer improvement/feedback, flight following correspondence

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Safety Policy / Departure Checklist

Safety Assurance
Post flight checklists to obtain and give guidance to:
What required information the crew provides What the dispatcher is supposed to do with it

SOPs on reporting
The how and what to report (Any employee can report)

SOPs on QC, Internal Evaluation and Improvement.

Safety Promotion
Training
Company Safety Policies and Safety Manual Culture Benefits

Feedback/Reporting/Rewarding
Forums flight crew/OCC/debriefings Open discussions, opinions, suggestions, observations Friendly reporting systems Easy to use

SOPs within Scheduling and / or Dispatching Function that will help improve the Customer Experience.
Communications
E-mail, telephone and correspondence protocols Standardized responses and greetings to customers Professional E-mail signatures. Timely responses Proactive, solution focused correspondence and approach.

Post Trip
Collaborative evaluation among stakeholders Identify an SOP, applying sound judgment and common sense.

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Aircraft Movement Communication / Customer Service

Questions?
Mark Arpino
Marpino@massmutual.com

Lucille Fisher
lfisher@qualityresources.biz

Patrick Tschudi
ptschudi@gmail.com

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