International Helicopter Safety Team Safety Management System Toolkit

Controls
Organizational process controls are typically
defined in terms of special procedures, supervisory
and management practices, and processes. Many
controls are inherent features of the SMS framework.
Such practices as continuous monitoring, internal
audits, internal evaluations and management reviews
are all part of the safety assurance component. They
are identified as controls within the design expectations.
Additionally, other practices such as documentation,
process review and data tracking are identified
within specific elements and processes.
Interfaces
This aspect includes examining such things as lines
of authority between departments, lines of communication
between employees, consistency of procedures
and clearly delineating lines of responsibility between
organizations, work units and employees. Interfaces
are the “Inputs” and “Outputs” of a process.
Process Measures
A basic principle of safety management is fundamental
processes are measured so that management
can be data-driven. Outputs of each process should,
therefore, be identified for assurance. For example,
these outputs should be the subject of continuous monitoring,
internal audits and internal evaluation.
Duty
Duty is something a person ought to do. It is a
moral, ethical obligation to act. For example, all
employees have the duty to report unsafe conditions.
To be effective, a single method of reporting should
be established to ensure information is effectively
managed. Every person’s duties are identified and
the methods they use to execute those duties are
described.
Duties apply to persons at every level of an organization.
Some may have long-term safety impact such
as the duty of mechanics to accurately maintain
aircraft records. Some duties are immediate, such as
a medical technician’s duty to waive off a landing due
to an unsafe condition on a landing pad. Some duties
are described at a higher level, i.e., management’s
duty to maintain a safe workplace. And, that duty is
tied to their responsibilities and authority.
LEADERSHIP
“The hardest thing to do
and the right thing to do
are often the same thing.”
Organizations train personnel in their duties
and authority. The duties and authorities are
spelled out in a short position description. The
oversight may simply occur through day-to-day
contact and could include on-site training. The
goal is to build an SMS that has well balanced
duties, responsibilities and authorities.
Safety Goals
Goal-setting is vital to an organization’s performance.
All organizations have their own ways of
setting and expressing a vision. The vision is
supported by goals and objectives. The most common
weakness in setting goals is identifying outcomes,
which usually means counting accidents. But, safe
organizations can have accidents, while less safe
organizations can be lucky and avoid accidents.
Although the ultimate goal is no accidents, there are
more precise and useful ways of measuring safety,
especially in a safety system, than counting accidents.
In some organizations, the goals are not stated
very explicitly. Other organizations set goals formally
and document the process. Regardless of how
management goals are set, few organizations are
good at developing safety goals.
It is a never-ending struggle to identify and eliminate
or control hazards. We will never run out of
things to do to make the system safer. Sound
management requires that we identify goals,
decide how to achieve them, and hold ourselves
accountable for achieving them. Risk management
procedures can help managers decide where the
greatest risks are and help to set priorities. Sound
safety goal-setting concentrates on identifying
systemic weaknesses as accident precursors; either
eliminating or mitigating them.
10 SMS Toolkit