The FAA and United Airlines are in the midst of a prolonged review of the carrier’s SAFETY CULTURE and their respective statements of the current status:
- “FAA has said the formal evaluation is aimed at ensuring the airline’s compliance with safety regulations, identifying hazards and mitigating risk, and effectively managing safety.”
- “The main focus has been less about changing the policies and processes,” [UA CEO Scott Kirby} said, “but really making sure that everyone keeps safety as a top of mind awareness.
Their differences in the compositions of their comments may reflect their respective jargon and perspectives. Kirby’s citation of SAFETY being the top of mind as his company’s PRIMARY FOCUS takes his management team into an environment which cannot be assessed by internal resources.
Diagnosing the DNA of an airline—from to Board to the C Suite to layers of management to flight attendants/mechanics/pilots/ramp staff/records/system operations control/training/weather forecasters/ and thousands who make it all happen involves delicate insertions. Someone- from the office asking for your frank opinion, for example, about her/his boss’ adherence to SMS- is not likely to answer honestly. Safety Culture is not palpable; it’s not just papers and policies but an ephemeral spirit that exists among EVERYONE. To develop valid readings of the commitment throughout the organization, it is useful to have created an Assessment Tool that can provide accurate feedback upon which to infuse the SAFETY DNA into all.
What we have learned in our work instilling the SMS awareness and discipline is THAT without the Board’s buying into the mechanisms of this safety discipline, the rank and file are not as driven in their believing in SMS. Another truism gained through multiple assignments that a mere ceremony in which the Board Members are handed the company’s SMS program (manuals, policies, procedures, etc.) and then vote unanimously to adopt a book, unlikely to have been red by more than a few. A thorough education about the principles and successes of SMS around the globe is essential. In setting the airline’s priorities (budget, hiring, support) these strategic leaders must have SMS front of mind. A trainer who has briefed other Board meetings adds the credibility to create the staunch conviction in this risk management.
A second observation that highly correlates with a vibrant Safey Culture is the presence and visibility of an ACCOUNTABLE EXECUTIVE. Here are SOME OF THE ATTRIBUTES that this invaluable leader needs to possess:
- Most importantly participate in the selection of the ACCOUNTABLE EXECUTIVE—the individual most responsible for EVERYONE of the EP’s list, MUST BE
- A visible point person who assures that SAFETY > PRODUCTION, that the QA/QC PARAMETERS are well designed and always faithfully executed (this should never be a target for LEAN manufacturing).
- A FAMILIAR FACE on the production line, who stops to ask questions and even probes when she/he perceives something which could be improved.
- A VOICE that speaks in small group meetings and reinforces the VALUE of submitting POSSIBLE RISKS to the SMS process and especially ideas that may enhance safety.
- A PERSON who intuitively understands WHEN and HOW BEST TO REWARD POSITIVE SMS behavior. Recognizes the individuals who. Even when action is not immediately adopted, the AE should make all know that the initiative is consonant with SMS.
- An EXPERIENCED professional (ideally an ENGINEER) who is familiar with the Boeing manufacturing processes, who has established trust with the Boeing ODA Unit and with the FAA office surveilling the process.
- One who knows at what are the PRESSURE POINTS on the hangar floor, in the QA/QC design office and among the design/test engineers. Time spent listening to these is a key to assuring that SAFETY CULTURE exists not just at inception points but 24/7/365.
- An INDIVIDUAL with the stature and expertise to come to the Board to report on the Good and BAD.
Proof that true Safety Culture exists will be marked when a Board member asks that the Chief Engineer and the AE to regularly attend and brief this corporate power point. This area is what is needed to return Boeing to its past allegiance to safety. Wall Street has shown the consequences of not holding SAFETY as the preeminent principle.
The United website, not necessarily the determinant proof of Safety Culture, does not HIGHLIGHT the Board’s and Executive commitment to SAFETY CULTURE.
- For example, no separate safety committee is found through a search. At best, there is a Committee on Public Responsibility, and one section of its charter is labeled Environmental, Social and Governance (“ESG”) and Political Trends and Risks [safety is but one of their focuses–evaluation and monitoring of the safety and public health (including workplace and customer safety and security)].
- To the company’s credit, their Board includes Vice Chair and First Officer Representative in Council 11 Captain Anne Worster and she is a member of the Public Responsibility Committee.
A Board fully knowledgeable about SMS would take a more direct and active role in the globe’s acknowledged safety regime. They would demand frequent safety reports and would know and regularly communicate with the Accountable Executive. A company dedicated to assuring that Safety Culture is front of mind would establish a separate Safety Committee.
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United Airlines says FAA review places restrictions on flying new aircraft
By Rajesh Kumar Singh
CHICAGO (Reuters) – United Airlines on Wednesday said it has been PREVENTED FROM PUTTING NEW AIRCRAFT INTO SERVICE due to an ongoing review of its operations by the U.S. Federal Aviation Administration (FAA).
The review was ordered following several safety emergencies involving the Chicago-based airline in recent weeks.
A small number of aircraft previously scheduled to enter into service in the current quarter will be pushed into the quarter through September, the company said. The change is expected to have a minimal impact to its growth plans for this year, it added.
United has delayed the start of two new international routes, citing a pause in some certification activities by the FAA. It also postponed its investor day, which was scheduled for early next month, due to the review.
The FAA has said the formal evaluation is aimed at ensuring the airline’s compliance with safety regulations, identifying hazards and mitigating risk, and effectively managing safety.
United told its employees last month they would see more of an FAA presence in its operations over the next several weeks as part of the agency’s review of the carrier’s “work processes, manuals and facilities.”
On a call to discuss company results on Wednesday, United CEO Scott Kirby declined to predict when the review would conclude. He said the review does not stop the airline from promoting pilots to captain.
“The main focus has been less about changing the policies and processes,” he said, “but really making sure that EVERYONE KEEPS SAFETY AS A TOP OF MIND AWARENESS.”
Last month, an external panel was missing from a United aircraft when it landed in Oregon. Before that incident, a United Airlines-operated Boeing 737 MAX rolled onto the grass in Houston.
A United-operated Boeing 777-200 bound for Japan also lost a tire after takeoff from San Francisco and was diverted to Los Angeles, where it landed safely.
“Through the FAA review, I’m confident that we’ll uncover opportunities to make our airline even safer,” Kirby said.
(Reporting by Rajesh Kumar Singh; Editing by Bill Berkrot)
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