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Safety management vs. picking leaves
SAFETY MANAGEMENT
Safety Management vs. Picking Leaves •
Don Wright
Introduction THE SAFEIY APPROACH TAKEN BY SOME
air medical programs is to designate someone responsible for safety, adopt written guidelines for safety adherence, then conclude that a safety program is in place and manageable. Unfortunately, this approach neither constitutes a safety program nor allows adequate safety management. Because safety management is a nebulous term, it is often misused and misunderstood. As flight programs attempt to control safety, it is important that they have a plan to follow. Without a focused effort, it is likely that even if problems are solved, they will tend to recur. One of the purposes of a safety program is to prevent the problems from recurring. By interceding in the pattern that leads to problem development, the trend can be stopped. This is the main objective of a systematic safety plan. However, not everyone has a clear understanding of what a safety program is, and more specifically, how one should be managed. These are critical issues that must be addressed in order to create a system where safety is an active component of the program. A written agenda and designated person does not constitute a program. Although these are important, much more is needed for Don Wright, AAS, BS, Comm. Instr. HelL, Comm. F.W., is an aviation safety officer and instructor pilot at the U.S. Army Aviation Center at Fort Rucker, Ala.
management to have a legitimate feeling of confidence that effective safety measures are practiced within their program. To begin with, a clear understanding of the word "safety" is needed. Safety should not be considered an addition to an existing system or organization. This approach assumes operations is more important and only allows compliance with additional safety guidance ff time permits. Safety will inevitably be viewed as an obstacle for the operations. The more appropriate approach is to ensure that safety is incorporated as a top priority in every aspect of the organization. For job description, mission statements, and operation manuals, safety must be an integral part of each task discussion. If only a safety appendix or annex exists, then minimal emphasis will be placed on the safety program.
The Safety Program With the integrated concept of safety in mind, the safety program and its function can be better understood. The safety program consists of concepts, plans, and programs designed to address safety issues within the organization. Therefore, it is necessary to tailor the program to the specific operation involved. The cornerstone of the safety program may be a written policy statement reflecting management's commitment to safety. This policy should not only specify what the goal and directions of the safety program
The Journal of Air Medical Transport • September 1991
are, it should clarify the methods and procedures necessary to accomplish the goals. The document should be used as a working guide and adjusted as necessary, rather than as a simple rule book to document that a safety program exists. For air medical transport, a comprehensive safety program should add r e s s the mission, e q u i p m e n t , operations, and accident and incident procedures. The education and training, regulation compliance, and the responsibilities of the e m p l o y e e s , management, and safety manager should also be addressed, as well as the various methods of addressing safety problems. The program should stress effectiveness within the system, without being overly specific, and promote a proactive attitude from employees. Although the written document is a reflection of the safety program, it is not the program itself. It should not spell out specifics on how and what a safety manager should do, but rather define the goals and responsibilities of individuals and the organization. The document should be able to reflect the spirit and intent of the program to the casual reader.
The Safety Manager The designated safety manager in air medical services is generally a member of the program assigned the additional, and usually undefined, task of addressing safety issues. In many cases these individuals may have no background in safety and are at a loss 11
about the steps necessary to fulfill Also, the safety manager may offer unsolicited advice when something is detheir job responsibilities. Without training or support, the termined to be a hazard. Ideally, the advisory role of the safety manager will find himself regularly "fighting fires." As soon as one safety manager should not be that of unsafe condition is corrected, another dealing with specific problems, but of will appear. The safety manager will be providing competent input directed toinvolved in a continuous cycle of deal- wards the entire system. The safety program should provide the overview ing with problems. Within safety circles this approach concerning safety, and the safety manis known as "picking leaves." Just as ager should direct this program. The one may attempt to pick dying leaves reality, however, is that the safety manoff a tree, only to realize it is an endless ager will find himself or herself dealing battle, the safety manager never seems with specifics. This is not necessarily to be able to correct the constant cycle wrong, but just not as efficient. This systematic concept is the key of unsafe conditions. Only when the %vhole tree" is properly managed, will to successful safety management. Instead of being bogged down with rethe leaf problem come under control. daily p r o b l e m s , the This concept is known as the sys- c u r r i n g tematic approach to safety manage- inadequacies in the system that causes ment. Individual unsafe conditions are the result of broader issues. Just as the Only when the "whole symptoms of a disease will continue to reappear until the disease is treated, tree" is properly managed unsafe conditions will continue to appear until the system is corrected. will the leaf problem come The role of the air medical safety manager is one of development and under control. direction. The safety manager develops the safety program in the organization. A thorough knowledge of the operational aspects of the program and these problems are corrected. The organizational philosophy will dictate overall affect is that much more is acthe direction the safety program complished and the system itself is should take. However, it is the respon- changed to prevent recurrence. sibility of the safety manager to educate management if the organizational Management Finally, in conjunction with the sysphilosophy is not in keeping with a tematic approach, it is necessary for proactive approach to safety. Having established a safety pro- m a n a g e m e n t to understand their gram, the next step is implementing unique contributions to safety. Ultithe program. Here is a distinction that mately, management must accept the requires emphasis. Those who are in responsibility for safety within their orsupervisory positions are responsible ganization. It does not suffice to try for implementation. Safety managers and place blame on individuals. In virare responsible for directing that im- tually every scenario, management plementation. In other words, safety controls the events leading to an managers can identifywhatneedsto be accident. Once this concept is accepted, done, but they have no authority to safety management becomes a simpler implementwhat needs to be done. The idea of directing can be further task. The position of safety manager explained with the safety manager's answers directly to the highest level of advisor role. The safety manager is management--above that of program responsible for advising all levels of director. It serves no useful purpose m a n a g e m e n t when r e q u e s t e d or for an air medical safety manager to needed. This means that department answer to the program director. If this managers may seek safety guidance is the case, the information flow will be when implementing new procedures. inevitably restricted based on organ-
12
izational politics and individual differences. Furthermore, the program director may not have the authority to implement all needed changes.
Summary A safety program will generally have as its base a comprehensive written document made available for ever y o n e in t h e o r g a n i z a t i o n . T h e document should indicate a positive commitment to safety by management. It should not be a"how to" guide, but rather a broad outline to establish responsibilities, goals, and methods. The safety manager is appointed in writing and answers to the highest level of management. As opposed to a "doer," the safety manager acts as a director and administrator of the safety p r o g r a m . This is a c c o m p l i s h e d through the advisory capacity of the safety program for solicited and unsolicited problems. The focus of the safety manager is on the system and how it contributes to safety problems, rather than individual problems. Management has the ultimate responsibility for safety. Their efforts should reflect a proactive attitude to correct problems in the system. In order to identify areas of interest, technically competent input from the safety manager should be required. The support of the safety program by top management determines the success of the program. Without a clear and firm commitment by the organization, safety will receive no more than lip service from the employees. The benefits of a proactive approach will be realized in the organization's ability to manage safety issues, rather than reacting to them. •
Bibliography 1. Veltri A: Management principles for the safety function. Journal of Safety Research, Spring 1991. 2. Arbon E, Mouden L, Feeler R:The practice of aviation safety. Flight Safety Digest Aug. 1990. 3. Wojcik L, Enders J: Management commitment and aviation safety. Flight .Safety Digest, Dec. 1989. 4. U.S. Army Safety Center: Theories of Safety Management. Fort Rucker, Ala., 1983. 5. Schenkelbach L: The Safety Management Primer. Homewood, IL., Dow Jones-Irwin Inc., 1975. 6. Grimaldi J, Simonds R: Safety Management. London, England, Irwin-Dorsey International, 1975.
The Journal of Air Medical Transport • September 1991
Safety Management vs. Picking Leaves •
Don Wright
Introduction THE SAFEIY APPROACH TAKEN BY SOME
air medical programs is to designate someone responsible for safety, adopt written guidelines for safety adherence, then conclude that a safety program is in place and manageable. Unfortunately, this approach neither constitutes a safety program nor allows adequate safety management. Because safety management is a nebulous term, it is often misused and misunderstood. As flight programs attempt to control safety, it is important that they have a plan to follow. Without a focused effort, it is likely that even if problems are solved, they will tend to recur. One of the purposes of a safety program is to prevent the problems from recurring. By interceding in the pattern that leads to problem development, the trend can be stopped. This is the main objective of a systematic safety plan. However, not everyone has a clear understanding of what a safety program is, and more specifically, how one should be managed. These are critical issues that must be addressed in order to create a system where safety is an active component of the program. A written agenda and designated person does not constitute a program. Although these are important, much more is needed for Don Wright, AAS, BS, Comm. Instr. HelL, Comm. F.W., is an aviation safety officer and instructor pilot at the U.S. Army Aviation Center at Fort Rucker, Ala.
management to have a legitimate feeling of confidence that effective safety measures are practiced within their program. To begin with, a clear understanding of the word "safety" is needed. Safety should not be considered an addition to an existing system or organization. This approach assumes operations is more important and only allows compliance with additional safety guidance ff time permits. Safety will inevitably be viewed as an obstacle for the operations. The more appropriate approach is to ensure that safety is incorporated as a top priority in every aspect of the organization. For job description, mission statements, and operation manuals, safety must be an integral part of each task discussion. If only a safety appendix or annex exists, then minimal emphasis will be placed on the safety program.
The Safety Program With the integrated concept of safety in mind, the safety program and its function can be better understood. The safety program consists of concepts, plans, and programs designed to address safety issues within the organization. Therefore, it is necessary to tailor the program to the specific operation involved. The cornerstone of the safety program may be a written policy statement reflecting management's commitment to safety. This policy should not only specify what the goal and directions of the safety program
The Journal of Air Medical Transport • September 1991
are, it should clarify the methods and procedures necessary to accomplish the goals. The document should be used as a working guide and adjusted as necessary, rather than as a simple rule book to document that a safety program exists. For air medical transport, a comprehensive safety program should add r e s s the mission, e q u i p m e n t , operations, and accident and incident procedures. The education and training, regulation compliance, and the responsibilities of the e m p l o y e e s , management, and safety manager should also be addressed, as well as the various methods of addressing safety problems. The program should stress effectiveness within the system, without being overly specific, and promote a proactive attitude from employees. Although the written document is a reflection of the safety program, it is not the program itself. It should not spell out specifics on how and what a safety manager should do, but rather define the goals and responsibilities of individuals and the organization. The document should be able to reflect the spirit and intent of the program to the casual reader.
The Safety Manager The designated safety manager in air medical services is generally a member of the program assigned the additional, and usually undefined, task of addressing safety issues. In many cases these individuals may have no background in safety and are at a loss 11
about the steps necessary to fulfill Also, the safety manager may offer unsolicited advice when something is detheir job responsibilities. Without training or support, the termined to be a hazard. Ideally, the advisory role of the safety manager will find himself regularly "fighting fires." As soon as one safety manager should not be that of unsafe condition is corrected, another dealing with specific problems, but of will appear. The safety manager will be providing competent input directed toinvolved in a continuous cycle of deal- wards the entire system. The safety program should provide the overview ing with problems. Within safety circles this approach concerning safety, and the safety manis known as "picking leaves." Just as ager should direct this program. The one may attempt to pick dying leaves reality, however, is that the safety manoff a tree, only to realize it is an endless ager will find himself or herself dealing battle, the safety manager never seems with specifics. This is not necessarily to be able to correct the constant cycle wrong, but just not as efficient. This systematic concept is the key of unsafe conditions. Only when the %vhole tree" is properly managed, will to successful safety management. Instead of being bogged down with rethe leaf problem come under control. daily p r o b l e m s , the This concept is known as the sys- c u r r i n g tematic approach to safety manage- inadequacies in the system that causes ment. Individual unsafe conditions are the result of broader issues. Just as the Only when the "whole symptoms of a disease will continue to reappear until the disease is treated, tree" is properly managed unsafe conditions will continue to appear until the system is corrected. will the leaf problem come The role of the air medical safety manager is one of development and under control. direction. The safety manager develops the safety program in the organization. A thorough knowledge of the operational aspects of the program and these problems are corrected. The organizational philosophy will dictate overall affect is that much more is acthe direction the safety program complished and the system itself is should take. However, it is the respon- changed to prevent recurrence. sibility of the safety manager to educate management if the organizational Management Finally, in conjunction with the sysphilosophy is not in keeping with a tematic approach, it is necessary for proactive approach to safety. Having established a safety pro- m a n a g e m e n t to understand their gram, the next step is implementing unique contributions to safety. Ultithe program. Here is a distinction that mately, management must accept the requires emphasis. Those who are in responsibility for safety within their orsupervisory positions are responsible ganization. It does not suffice to try for implementation. Safety managers and place blame on individuals. In virare responsible for directing that im- tually every scenario, management plementation. In other words, safety controls the events leading to an managers can identifywhatneedsto be accident. Once this concept is accepted, done, but they have no authority to safety management becomes a simpler implementwhat needs to be done. The idea of directing can be further task. The position of safety manager explained with the safety manager's answers directly to the highest level of advisor role. The safety manager is management--above that of program responsible for advising all levels of director. It serves no useful purpose m a n a g e m e n t when r e q u e s t e d or for an air medical safety manager to needed. This means that department answer to the program director. If this managers may seek safety guidance is the case, the information flow will be when implementing new procedures. inevitably restricted based on organ-
12
izational politics and individual differences. Furthermore, the program director may not have the authority to implement all needed changes.
Summary A safety program will generally have as its base a comprehensive written document made available for ever y o n e in t h e o r g a n i z a t i o n . T h e document should indicate a positive commitment to safety by management. It should not be a"how to" guide, but rather a broad outline to establish responsibilities, goals, and methods. The safety manager is appointed in writing and answers to the highest level of management. As opposed to a "doer," the safety manager acts as a director and administrator of the safety p r o g r a m . This is a c c o m p l i s h e d through the advisory capacity of the safety program for solicited and unsolicited problems. The focus of the safety manager is on the system and how it contributes to safety problems, rather than individual problems. Management has the ultimate responsibility for safety. Their efforts should reflect a proactive attitude to correct problems in the system. In order to identify areas of interest, technically competent input from the safety manager should be required. The support of the safety program by top management determines the success of the program. Without a clear and firm commitment by the organization, safety will receive no more than lip service from the employees. The benefits of a proactive approach will be realized in the organization's ability to manage safety issues, rather than reacting to them. •
Bibliography 1. Veltri A: Management principles for the safety function. Journal of Safety Research, Spring 1991. 2. Arbon E, Mouden L, Feeler R:The practice of aviation safety. Flight Safety Digest Aug. 1990. 3. Wojcik L, Enders J: Management commitment and aviation safety. Flight .Safety Digest, Dec. 1989. 4. U.S. Army Safety Center: Theories of Safety Management. Fort Rucker, Ala., 1983. 5. Schenkelbach L: The Safety Management Primer. Homewood, IL., Dow Jones-Irwin Inc., 1975. 6. Grimaldi J, Simonds R: Safety Management. London, England, Irwin-Dorsey International, 1975.
The Journal of Air Medical Transport • September 1991