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Human Factors in Air Traffic Services - Quality Assurance: The Pragmatic View?

Human Factors in Air Traffic Services - Quality Assurance: The Pragmatic View?. Presented by Samuel M. Lampkin President and Chief Executive Officer. Summary.

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Human Factors in Air Traffic Services - Quality Assurance: The Pragmatic View?

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  1. Human Factors in Air Traffic Services - Quality Assurance: The Pragmatic View? Presented by Samuel M. Lampkin President and Chief Executive Officer

  2. Summary • Quality assurance techniques have been a part of an organisation’s tools to facilitate change and continued growth. This paper considers the nature of the Quality Assurance ideas, and the validity of the application of such techniques within an Air Traffic Service Provider. Particular attention is paid to the contribution that Quality Assurance can make to the safety of ATM operations, and the attendant problems with its introduction into operational ATC units.

  3. Overview of presentation • Introduction • Quality Assurance - QA or Que? • Quality Assurance in ATM • The Human Factors of QA • Change and Culture • Conclusion

  4. Quality Assurance - QA - Que? • Control of Quality - with mankind a very long time • Industrial Revo. - new methods of production - changes in industrial economics - quality issues changed to that of quality control • Emphasis Change - Total Quality Management • WW II Aftermath - Japanese industryvis-à-vis that of the “Western World”

  5. Total Quality Management - TQM • Organisational Cultures change • Organisations understands its business • Not Free • Costs: Not in “hard” components - tools or technology, but in training and education of those who carry out the process of production. • TQM: Strategy in the toolbox of survival aids.

  6. Emphasis Change • Quality: From Control to Assurance. Bonafide interest of organisations. Includes Air Traffic Service Providers. • ATSPs: Confronted with growing competetive challenges. A more intellegent and demanding customer. Having to contend with managing the changes to the production process.

  7. Quality Assurance in ATM • Quality is measurable • Provides tangible proof: - benefits - the progress of change • Quality Assurance plays its part in ensuring that the process is safe

  8. QA in ATM (continued) • The basis for QA - is not to focus on unsual occurences - but, is to focus on the ordinary everyday operations - derivation of information on operation of the process - Insight into existence of the possibility of more serious occurrences

  9. QA in ATM (continued) • Occurrence of discontinuities • Local “rites and customs” • They do exist • Reluctance to recognise them • Major stressor - concern for safety • Inexorable traffic growth despite variations • Forcasts growth for 2010, 2015 and beyond • Forcasts of hull losses to grow as well

  10. QA in ATM (continued) • Boeing analysis - 1988 to 97, 3% hull losses - 5 out of 149 experienced - primary cause of ATC and/or Airports • New ways needed to address safety issue • It is - our business, our lifeblood • “High Reliable Operations”, ATC - a model • ATCOs don’t just watch or use the technology - they are the technology

  11. The Human Factors of QA • Data alone does not make for a QA programme • Usage of the data is the heart of success • QA - must aim to support a culture that seeks to improve safety - improving the way an ATSP carries out its task - must apply to the organisation as a whole - Personnel learn to do things differently - provides vital input to Training - potential for greater successes

  12. Human Factors of QA (continued) • Challenge of QA - Free of blame or punitive action - Requires mutual commitment, - Demonstrable by all stakeholders in an ATSP - Ensure security of Data - Dialogue - between ATCOs, Eng. & Mgrs within an ATSP - Investigators must be trained - Analysis of data plus storage

  13. Human Factors of QA (continued) • Critical to the success of a QA programme • investigation of the data + appropriate feedback • commitment to the process by ATSP mgrs. • Resources - both financial and manpower • Introduction of QA involves more than the commonly held view of human factors - it is human factors in the broadest sense of the discipline across the organisation - not solely in ATCO’s ready room, but in the Board room too.

  14. Change and CulturePathological Bureaucratic Generative • Don’t want to know May not find out Actively seeks Info • Messengers are shot Listen if they arrive Messengers are trained • Responsibility is Responsibility is Responsibility is shirked compartmentalised shared • Bridging is Allowed but neglected Bridging is discouraged rewarded • Failure is punished Organisation is just Inquiry and or cover up and merciful redirection • New ideas are New ideas present New ideas are actively crushed problems welcomed

  15. ConclusionQA has a role to play in ATM today • Principal benefit: • The contribution to Safety • Spinoffs for other core areas of ATSPs business • To obtain benefits from such techniques, care and attention must be given: • the How, Why, Where and When of such changes • Pre-requsites for Success: • Trust, Participation and Openness

  16. QA: the ‘Step Change’ in Safety International Air Safety

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