From reactive to predictive approach for Safety in Aviation, through the implementation of the Safety Management System

In 1977, the deadliest accident in aviation history occurred. Two Boeing 747 passenger jets collided on the runway at Los Rodeos Airport on the Spanish island of Tenerife. The collision occurred when KLM Flight 4805 initiated its takeoff run during dense fog while Pan Am Flight 1736 was still on the runway. The impact and resulting fire killed everyone on board KLM 4805 and most of the occupants of Pan Am 1736, with only 61 survivors in the front section of the aircraft. There was collaboration on the investigation, of the 3 main involved countries (Spain, the Netherlands, and USA). With 583 fatalities, the Tenerife airport disaster had a lasting influence on the industry and brought a series of changes in international regulations. (Source: National Geographic).

Aviation itself exists in a tolerated and managed risky environment. The great worldwide aviation authorities demand the implementation of a Safety Management System (SMS), which has been evolved through the time:

• ICAO (International Civil Aviation Organization) is the United Nations Organization that issues international standards related to civil aviation. It helps to 193 countries to cooperate and share the sky in mutual benefit. ICAO in 2006 required SMS implementation; recently issued the 4th edition of the Safety Management Manual (SMM) (Doc 9859) which supports the SMS implementation by service providers (Part 121 aircraft and helicopters operators, all cargo operators; Part 145  MROs or Maintenance, Repair and Overhaul of aircrafts; Air navigation services providers and Training organizations and airport operators), and the use of proactive approaches for the management of safety.  (Source: ICAO)
• FAA (Federal Aviation Administration) promulgated 14 CFR Part 5 in 2015, which required Part 121 operators to develop and implement an SMS. Its next step is to extend an SMS requirement to additional organizations that play a critical role in the design/manufacturing (part 21), and part 145 (MROs) – largely because they are closest to the hazards and in the best position to prevent future incidents and accidents. (Souce: FAA)
• EASA (European Union Aviation Safety Agency) SMS framework addresses the core elements of the ICAO SMS while promoting an integrated approach to the management of an organization. EASA already integrated since 2021 the part 121, part 21 and part 145. (Source: EASA)
• For Mexico, the Mexican Standard NORMA OFICIAL MEXICANA NOM-064-SCT3-2012 establishes the specifications for the SMS, in order to guarantee the safety of the aircrafts, its crew and the passengers. The Communications and Transportations Ministry, through the Civil Aviation Law and Airworthiness authority demand the adoption of the required measures to guarantee the maximum conditions of safety for the aircraft and its operation to the airlines (Part 121), Airport services, auxiliary airport services, MROs (Part 145), leasing of aircrafts and training centers with aircrafts in its property. (Source: DOF (Diario Oficial de la Federación)

Safety in aviation is the greatest in public transportation. The accident rate is historically flat, almost to zero (Source: FAA with data from Boeing).   

As the systems are more reliable and agreements are settled within the international community in relation with training and qualification, the technical factors and human factors are still relevant, but with Air Transportation growing for the next years quickly outpacing the current infrastructures, the organizational factors become more relevant (flights coordination, maintenance programming, management…) For instance, safety approach must have a holistic focus.

What is a SMS?

Historically, the approach to aviation safety was based on the reactive analysis of past accidents and the introduction of corrective actions to prevent the recurrence of those events. An SMS, however, helps organizations proactively identify potential hazards in the operating environment, analyze the risks of those hazards and mitigate those risks to prevent an accident or incident.

There’s nothing new in Safety Risk Management what Service providers have been doing all the aviation career. What is new is organizing into a management system called SMS, which assures effectiveness of risk controls and provides a mean of evaluating an organization’s safety management capability, and improving safety from a reactive, proactive to predictive approach.

SMS encourages the balance between profits and safety. More safety means more economic growth. It is not an economical burden but it is a critical economic success factor. No one and no company is too small for SMS. The cost of SMS is far less than the cost of an accident.

SMS provides resources to detect problems before they become problems throughout the life cycle of a project program or activity, not only for technical, but also managerial elements. 

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“Carelessness and overconfidence are more dangerous than deliberately accepted risk” Wilbur Wright, 1901

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SMS comprises 4 Pillars. All pillars are connected, and each is critical in keeping the safety management system in working order.

1. Safety Policy and objective.

Outlines the Framework, responsibilities and foundations for the other 3 pillars. Features the next subcomponents:

A) Commitment and responsibility of the management.

The commitment of the senior management to safety is reflected in a policy statement, and refers to reducing and possibly eliminating anything that threatens aviation safety.

B) Safety accountabilities.

Involves service providers defining the safety responsibilities of managers and employees at different levels, appointing a responsible manager committed to implementing and maintaining SMS.

C) Coordination of Emergency Response Planning.

This component is about planning for emergencies to ensure proper response throughout the organization. Should include a business continuity contingency plan.

E) SMS documentation.

Safety management activities must be documented and be available to all employees.

2. Safety Risk management.

The analysis of the hazardous situation, the establishment of the corrective action and the quantification of the possible financial impact:

A) Harzard identification.

Collect data, definition of the Issue and its classification

B) Risk assessment and mitigation.

Perform analysis: severity and likelihood; reducing likelihood of harm, making decisions about the risk acceptance (Unacceptable, acceptable with mitigation, acceptable) and controlling or managing the risk.

3. Safety assurance.

This pillar involves implementing actions responsible for the measurement, analysis and execution of safety and improvement by the service providers, ensuring the highest possible safety standard. Includes 3 key components:

A)    Safety performance, monitoring and measurement.

B)    Change management

Involves managing changes that occur into the organization that may introduce new hazards to operational activities.

C)    Continuous improvement of the SMS.

Improvement using quality tools, onsite assessments on a recurring basis to ensure a better performance.

4. Safety promotion

Is all about improving safety across the aviation spectrum through training, education and communication.

A)      Training and education.

Identify safety training requirements to shape staff to be 100% conscious and competent on the SMS.

B)      Safety Communication.

It is a key responsibility of safety manager; includes presentations, bulletins, procedures for spreading the word about safety promotion to strength the safety environment.

A safety culture is a mindset everyone needs to embrace. Employees must be comfortable and encouraged to bring safety concerns to the attention of management. In aviation, safety is first. Safe flight operations are world’s aviation most important commitment. A strong safety management overseen by a trusted safety culture will lead to reduced accidents, more efficient workflows, better decision making, and a more loyal employee base.

For FAA, SMS is in process to be assigned to those service providers in part 21 (design, manufacturing); EASA has already done that. The development of new technology in the aeronautical environment requires safety barriers. There's no parking in the air, you can't just stop the plane and open the hood to check the engine. No project in aerospace can be developed without this focus in safety and to ensure that the new technologies introduced are safe.

For a Program Manager in this industry, it’s important to understand and deploy all the requirements for its customers, including those related to safety. Nearshoring is giving opportunities to the Program Managers with the knowledge and competencies, to integrate new projects and investments successfully to the aerospace supply chain.

About the author:

My name is Wendy Barrera. I’m an executive with more than 20 years of experience in top companies on the aerospace, automotive, and electrical industries. I´m passionate for growing customer relationships, managing of projects that generate value to the client and organization, and sharing insights on management, negotiation and leadership. With a commitment on customer relationship growth and the compliance of customer requirements, I am excited to share my experience tips and advice on contract management and change management too.

#aviation #aviationcareers #aviationindustry #aerospace #leadership #mexicoaerospace

Sources (Alphabetic order):

• AviationPRO
• AVISAV
• Diario Oficial de la Federación (México)
• EASA
• FAA
• GE report
• ICAO
• National Geographic