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Facilitator: George Faktaufon

58 th ASPA General Session 18 th - 19 th July, 2013 Tanoa International Hotel, Nadi Airport, FIJI Integrated Airline Management System ( iAMS ). Facilitator: George Faktaufon. Presentation Objective.

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Facilitator: George Faktaufon

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  1. 58th ASPA General Session18th - 19th July, 2013 Tanoa International Hotel, Nadi Airport, FIJIIntegrated Airline Management System(iAMS) Facilitator: George Faktaufon

  2. Presentation Objective • Understand the Integrated Aviation Management System, focusing on business performance and profitability, by complying with aviation quality, safety and security standards, using world class management tools, techniques and best practices

  3. Integrated AviationManagement System

  4. Business Orientation • Customer focus • Competitiveness • Capacity • Capability • Competitors • Systems & Processes • Profitability (Based on Cost - not only revenues) • (Efficiency - do more with less)

  5. Aviation Management • System approach • Processes as System DNA • Performance based • Driven by people´s competence • Accomplishment of requirements • Preventive in nature • Integrating Human Factors • People Management Development for Airlines

  6. Aviation Management SAFE & EFFICIENT AIRCRAFT OPERATIONS QUALITY SAFETY (SMS) SECURITY (AVSEC) Compliance Efficiency Prevent Aircraft Accidents & Incidents Protect against Illegal interference PREVENTION

  7. Management Objectives Processes Results Quality • Comply and exceed requirements • AVOID DEFECTS – NON COMPLIANCE Safety/Sec. • Prevent and control risks: • AVOID DAMAGES Efficiency • Monitor and control effectiveness • AVOID WASTE

  8. Management System(IOSA Standard) • ORG 1.1.1 The Operator shall have a management system that has continuity throughout the organization and ensures control of operations and management of safety and security outcomes • System Documentation also reflects a functional continuity within the management system that ensures the entire organization works as a system and not as a group of independent or fragmented units (i.e., silo effect).

  9. Management System(IOSA Standard) • ORG 1.1.1 The Operator shall have a management system that has continuity throughout the organization and ensures control of operations and management of safety and security outcomes • An effective management system is fully implemented and functional with a clear consistency and unity of purpose between corporate management and management in the operational areas. • The management system ensures compliance with all applicable standards and regulatory requirements.

  10. ISARPS • Documented - Documented shall mean the specifications in the ISARPs are published and accurately represented by an operator in a controlled document. A controlled document is subject to processes that provide for positive control of content, revision, publication, distribution, availability and retention. • Implemented - Implemented shall mean the specification(s) in the ISARPs are established, activated, integrated, incorporated, deployed, installed, maintained and/or made available, as part of the operational system, and is (are) monitored and evaluated, as necessary, for continued effectiveness.

  11. iAMS PDCA Method (Deming Cycle) P • System Elements & PDC DOCUMENTED • Decisions • Plans • Recommendations Operation Management Includes All Operational Processes I O C • Compliance • Results (Performance) • Results of Evaluation of iAMS Status and Performance IMPLEMENTED

  12. COMMERCIAL OPERATIONS ADMINISTRATION (SUPPORT) Systemic Management C U S T O M E R S A T I S F A C T I O N C U S T O M E R R E Q U I R E M E N T S I P

  13. iAMS Governance Direction, Control & Accountability • Strategic Definitions (Direction – Operational Philosophy/Business Plan) • Market • Product • Policies • Objectives • Control Monitor by • Performance Indicators • Control activities (Revisions, Audits, Inspections….)

  14. iAMS – Definition of “Process” • A series of actions, changes, or functions bringing about a result • A series of operations performed in the making or treatment of a product • “Set of interrelated or interacting activities which transforms inputs into outputs” ISO 9000:2005 • In an organization the “Processes” are oriented to make Governance a reality

  15. Process Approach • For organizations to function effectively, they have to identify and manage numerous interrelated and interacting processes • Often, the output from one process will become the input into the next process • The systematic identification and management of the processes employed within an organization and particularly the interactions between such processes is referred to as the “process approach” • Focus on generating value

  16. Management by Processes The main purpose process based management is: • Optimize the organization activities to accomplish the corporate objectives • Efficiency • Effectiveness • Processes Efficiency = Organizational Efficiency • Processes Success = Organizational Success

  17. Process Elements Controls I P P C Process Input Customer Provider Product Resources (Human Factors) SHEL

  18. Operational Process Map

  19. What is Risk? • Risk is the likelihood of loss/gain • Risk requires the following conditions • A potential loss/gain • Likelihood • Choice Risk: the possibility that something will have an impact on the objectives (positive or negative).

  20. iAMS– Risk Management • Risk Management is a logical and systematic method of identifying, analyzing, treating and monitoring the risks involved in any activity or process that can affect to the organization • Risk Management is an integral part of business planning • Risk management must be fully integrated into planning, preparation and execution of organizational processes • The fundamental goal of risk management is to enhance operational capabilities and mission accomplishment.

  21. Risk Management QUALITY SAFETY & SECURITY Zero Defects Zero Damage INTEGRATED AIRLINE MANAGEMENT SYSTEM Zero Waste PREVENTION

  22. Risk Analysis in Each Process RESULTS ENVIRONMENT & CONDITIONS PROCESS = Defenses Defenses Defenses Threats that are able to produce: Defects Damages Waste

  23. Model for Adverse Results Causation R- ERROR UDS PERSONAL CONDITIONS • Outcome • Damages • Defects • Waste Working Conditions • Operator • Action or Inaction • Non Intentional • Intentional Supervisory Conditions Organizational Conditions External Conditions SHELL Latent Failures Active Failures

  24. Consider that • Most accidents, incidents and undesired events and negative results are “organizational” in nature: • Latent conditions (poor design, gaps in supervision, undetected defects or maintenance failures, unworkable procedures, poor training, conflicting goals and objectives, etc.) • combine with or cause active failures (errors or violations committed by the system’s operators) • to producenegative outcomes.

  25. Systemic Management Flow iAMS PREVENTION AS A MANAGEMENT TOOL FOCUS PROCESSES ON EXCELLENCE SIG GOVERNANCE ORGANIZATION CULTURE RISK PROCESSES ASSURE THE BUSINESS CONTINUITY AND PROFITABILITY

  26. iAMS Elements Flow • Strategic Philosophy & Statements • Corporate Objectives Governance • Identification • Characterization • Analysis • Non Quality Costs • Improvement (Lean Process Mgt.) Process Management • Risk Control • Defenses Risk & Reliability Mgt. • Contingency Management • Crisis Management Emergency Response Plan • Business continuity assurance & recovery to normal operation Business Continuity Mgt.

  27. iAMS System Processes Customer Requirements Customer Satisfaction Traverse Resource Management & Support Processes (Resource Management) I P Customer Focus Processes (Value Chain) COM – OPS Traverse Governance Processes (System Planning, Control & Improving)

  28. COMMERCIAL TRAVERSE & SUPPORT iAMS Framework IOSA Processes CAB MNT DSP FLT CGO GRH SEC • One Management System: iAMS

  29. iAMS Elements Integration (QSL Method) iAMS Requirements & Documentation PLANNING Governance & Planning (Risk Mgt.) System & Management Improvement IMPROVEMENT CULTURE Technology Socialization Ideology Resource Management (SHELL) Management Control (Performance) Line Operations CONTROL OPERATION

  30. iAMS Performance(Main Pillars) • Quality • Safety/Sec. • Efficiency ORGANIZATIONAL PERFORMANCE PEOPLE MANAGEMENT RESOURCE MANAGEMENT RISK MANAGEMENT PROCESS MANAGEMENT GOVERNANCE – BUSINESS PHILOSOPHY/PLAN

  31. iAMS Benefits • Work as a whole (system not silo effect) • Focus on business governance • Reduce Non Quality Costs • Focus on PERFORMANCE

  32. Questions

  33. Thank You

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