International Helicopter Safety Team Safety Management System Toolkit

Management of Change (MOC)
The Management of Change (MOC) process
has four basic phases: screening, review, approval
and implementation. Both the effect of change and
the effect of implementing change are considered.
The systematic approach to managing and monitoring
organizational change is part of the risk
management process. Safety issues associated with
change are identified and standards associated
with change are maintained during the change
process. Procedures for managing change include:
Risk assessment
Identifying the goals, objectives and nature of the
proposed change
Identifying operational procedures
Analyzing changes in location, equipment or
operating conditions
Posting current changes in maintenance and
operator manuals
All personnel being made aware of and
understanding changes
Identifying the level of management with authority
to approve changes
Reviewing, evaluating and recording potential safety
hazards from the change or its implementation
Approval of the agreed change and the
implementation procedure(s)
There are methods for managing the introduction
of new technology. All personnel should be
consulted when changes to the work environment,
process or practices could have health or safety
implications. Changes to resource levels and
competencies associated with risks are assessed as
part of the change control procedure.
Regardless of the magnitude of change, there
must always be consideration for safety, the associated
risks and the management of change principles.
Change can only be successful if personnel
involved are engaged, involved and participate in
the process management. Management of change
provides a structured framework for managing all
aspects of the change. How change is introduced
dramatically impacts the implementation and the
effectiveness of the outcome.
Procedures are established and maintained to
manage change with a specific focus on safety
and risk. Throughout the process, it is important
that all personnel involved have an accurate
understanding of “what” must be changed and
“why” it must be changed. It is imperative that
management personnel provide direction, guidance
and in-depth communication.
The structure and responsibilities associated with
change are defined prior to introducing any change.
It is important to recognize the complexity of change
prior to, during and subsequent to the change itself.
Anticipate unintended consequences and the necessity
to redirect the process if change fails.
Change can fail for many reasons, some of
which are as follows:
Lack of top down support
Loss of control
Insufficient resources
Commitment changes
Poor communication of the process
Lack of clarity and consistency
Lack of understanding
Insufficient risk analysis
Timelines too aggressive
The systematic approach to managing and
monitoring organizational change is part of the
risk management process. Safety issues associated
with change are identified and standards associated
with change are maintained throughout the
management of change process.
Once the need for change has been identified,
a structured process should be followed in order
for change to be appropriately enacted.
Procedures for managing change include:
Change recognition occurs based on
differing elements:
Planned – introduction new product
(i.e., aircraft or technology)
Unplanned – response to outside influences such
as regulatory or market factors
90 SMS Toolkit