the case for business process management in aviation

Wednesday, March 28, 12

THECASE

FOR

BPM

AVIATIONIN


Business

Process

ManagementWednesday, March 28, 12

Management

WHY WOULDN’T PLAIN

BE GOOD ENOUGH?


BECAUSE ONLY OUTCOMES

THAT RESULT FROM A

CONTROLLED PROCESS ARE

PREDICTABLY REPEATABLE


THAT’S WHY PROFIT DOES

NOT NECESSARILY MEAN

SUSTAINED SUCCE$$...


... AND WHY THE ABSENCE

OF ACCIDENTS DOES NOT

ALWAYS MEAN SAFETY


OutputsInputs

PROCESS

Transformedinto


ObjectivesRequirements

MANAGEMENT

Fulfilled toachieve


ProcessWORK

ProcedureINFORMATION


MANAGEMENT SYSTEM

Work 1

Work 2

Work N

Requirement A

Requirement B

Requirement C

Requirement Z

Objective 1

Objective 2

Objective 3

Objective 10

Process 1

Process 2

Process N

PROCESS-CENTRIC


BusinessTO BECOME A

ProcessWork Must be approached as


MATERIAL OUTPUTS

Defined process and quality assurance


NON-MATERIAL OUTPUTSOver-reliance on

heuristics and experience create a niche for BPM


ProcessBUSINESS

Business valueWORK THAT ADDS

IS


“Aviation in itself is not inherently dangerous. But to an even greater degree than the Sea, it is Terribly Unforgiving of any carelessness,

incapacity or neglect.” (Captain A. G. Lamplugh, British Aviation Insurance Group, early 1930's)

THE AVIATION BUSINESS

And what about the Offshore Helicopter aviation business???


Almost anything within the aviation processes can adversely affect safety



Safety is a critical expectation to the customers of an aviation business




When most processes can adversely affect a busine$$, BPM is critical to achieve sustained success


SUSTAINED SUCCESS

“Result of the ability of an organization to achieve and maintain its objectives in the long term”

ISO 9004:2009 - Managing for the sustained success of an organization -

A quality management approach


RISK

“Effect of uncertainty on objectives”

ISO 31000:2009 - Risk Management - Principles and Guidelines


SAFETY

“A system state where risk control requirements are fulfilled through quality management, in order to provide confidence that the residual risk level is ALARP”

Petrobras SGSA (Aviation SMS) Manual, 2011


SAFETY & SUSTAINED SUCCESS

Risk control requirements

All other requirements

CONFORMITY

CONFIDENCE

CONFORMITY

CONFIDENCE

IMPROVEMENT

SAFETY

SUSTAINED SUCCESS

UNCERTAINTY


AND WHAT ABOUT QUALITY?

Risk control requirements

All other requirements

... the degree (%) to which those are fulfilled


BLENDING IT

ALL TOGETHER...


Effects of Uncertainty

Uncertainty Objectives


Risk


Objectives

Uncertainty


RiskVariation


ObjectivesUncertaintyRequirements


RiskVariation

Objectives

Uncertainty

Requirements


RiskVariation

Objectives

Uncertainty

?


RiskVariation

Objectives

Uncertainty

Blind compliance

and potential inefficiency?


RiskVariation

Objectives

Uncertainty

RequirementsBlind

compliance and potential inefficiency


RiskVariation Uncertainty

Requirements ?



Requirements Unsustainedsuccess or

just luck?



Requirements ObjectivesUnsustainedsuccess or

just luck


RiskVariation

Objectives

Uncertainty

Requirements


RiskVariation

Sustained success

Uncertainty



RiskQualitymanagement Uncertainty


Sustained success


Riskmanagement

Qualitymanagement Uncertainty


Sustained success


Qualitymanagement

Business process modelling

Uncertainty


Riskmanagement


Riskmanagement

Qualitymanagement

Uncertainty


Blind compliance

and potential inefficiency

Unsustained success or

just luck



Riskmanagement

Qualitymanagement

Uncertainty


Blind compliance

and potential inefficiency

Unsustained success or

just luck


Increasing sustained success through the management of quality, risk and business process in aviation

Aviation Business Process Framework (ABPF)


BusinessProcess

Framework

Aviation

101 COURSE


ABPF 101 COURSE

33 process titles/descriptions, critical for sustained success

Each description covers a specific cluster of work that should be modelled as a process

More info in the handouts


Process UniquenessWhy 33?

Interface RelevanceAND...


ABPF PROCESS TITLES ABPF PROCESS TITLES ABPF PROCESS TITLES 1. Management Commitment and Leadership 12. Assurance of Competence 23. Execution of Daily Operations

2. Culture 13. Communication 24. Process Metrics

3. Customer Focus 14. Service and Product Acquisition 25. Audit

4. Policy 15. Hazard and Effects Management 26. Investigation

5. Objectives 16. Safety Case 27. Evaluation

6. Organizational Structure 17. Procedures 28. Quality Assurance in Flight Operations and Maintenance

7. Roles and Responsibilities 18. Planning and Plans 29. Action Plans

8. Process Definition 19. Change Management 30. Records and Data

9. Documentation of the Management System 20. Asset Integrity 31. Management Review

10. Resources 21. Work Environment 32. Continuous Improvement

11. Standards 22. Contingencies and Emergency Response 33. Human Factors


ABPF APPLICATIONS

As the core of a process-centric management systemAs taxonomy for in-depth investigation of organizational factorsAs a standard for process-based audits


PROCESS-CENTRIC MS

All procedures derived from modelled processesProcess performance counts more than departamental performanceProcesses are the primary focus of root cause investigations and improvement efforts


SAMPLE PROCESS MODEL Value added chain style


PROCESS-BASED INVESTIGATION

Prof. James Reason “Errore Umano” presentation, 20 March 2007

Process-based investigation


PROCESS-BASED AUDITING

For each ABPF title/description, verify if the process has been

Defined or modelled

Operationalized

Measured and evaluated

Reviewed and improved


PROCESS-BASED AUDITING

EXAMPLE OF A TYPICAL ABPF FIRST TIME DIALOG BETWEEN

AUDITOR AND AUDITEE:


AUDITOR AUDITEE

Let’s have a look at your Process 4 - Policy Here is our Quality policy.

OK. Now, perhaps you could show me the process whereby such a neat product was generated.

I don’t know such process, but is it there a problem with our policy?

Not a problem at all, but I must determine if your Company has the ability to reproduce such “absence of problems” in any other policies.

If this one is good, why wouldn't the others?

Well, according to your reasoning, if there was no accident last year, there will be none ever. Should we worry about this? (resignated yet revengeful silence)

Anyway, although there is no defined process, your policy is good work and can evidence some operationalization. (stressed smile, sighs of relief)

Now, although there is no defined process, could you evidence a metric applied to your policy product?

But who in the world does it anyway?

Mostly, Organizations committed to know if their policy generation skills are improving or degrading, and Operators aspiring to work for our Client.

(I hate you. Die at once)

Now, what can you show me about review and improvement? Management Review default agenda includes policy as a topic

Good stuff! When was the last time a meaningful improvement has emerged from such strategic activity? I have no record of this...

Hmmm,,, I see. Now, heads up for process 5 -Objectives... (Drunken Auditee tries to hang himself at the nearest tree)


MEMORY CHECK:

How often have you seen “lack of process approach”

or “lack of systems approach” listed as a causal

or contributing factor in a investigation report?

AND YET...Wednesday, March 28, 12

A CHALLENGE:

GROUP DISCUSSION

List any known or hypothetical causal or contributing factors to

adverse events that can’t be framed into the ABPF


FINAL

THOUGHTS


TO ACHIEVE SUSTAINED

SUCCESS IN AVIATION, THE

ABSENCE OF ACCIDENTS

MUST BE...


... A REPEATABLE

OUTCOME FROM A

CONTROLLED FRAMEWORK

OF BUSINE$$ PROCESSES


SUCH FRAMEWORK MUST

APPROACH RISK, QUALITY

AND BUSINE$$ PROCESS

AS A SINGLE SYSTEM


Management

THAT’S WHY PLAIN

IS NOT ENOUGH ...Wednesday, March 28, 12

ABPF

... AND WHY THE

CAN BE HELPFULWednesday, March 28, 12

AND THIS CONCLUDES...


THECASE

FOR

BPM

AVIATIONIN


the case for business process management in aviation

Documents