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Implementing a Safety Management System at Bell Helicopter’s Mirabel facility By Michel Roby. Why did BHTCL choose to implement its SMS as of 2001?. We have been crash-free since our operations started up in 1986 but… There have been a few near-misses

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implementing a safety management system at bell helicopter s mirabel facility by michel roby
Implementing a Safety Management Systemat Bell Helicopter’sMirabel facilityByMichel Roby
why did bhtcl choose to implement its sms as of 2001
Why did BHTCL choose to implement its SMS as of 2001?
  • We have been crash-free since our operations started up in 1986 but…
  • There have been a few near-misses
  • No system to document and investigate incidents
  • Assembly errors have been detected in Preflight
  • Our quality system should have detected and corrected them during the manufacturing process
  • BHTCL wants to be a leader in Flight Safety
bhtcl has two licenses
BHTCL has two licenses
  • Manufacturer and AMO
  • A SMS is currently required by Transport Canada, but for AMO only
slide4
A question was raised: Should SMS be applied only to AMO or should it apply to the entire organization?

BHTCL has chosen to apply its SMS to the entire organization because our AMO and Production activities share several common services, including manpower.

Applying the SMS

these important steps were followed
These important steps were followed
  • Policy signed by the President
  • Definition of roles and responsibilities
  • Programming of an online reporting system
  • Training given to the Flight Safety Committee
  • Communication to employees
roles and responsibilities
Roles and responsibilities
  • Coordinator
    • Manages program on daily basis
    • Handles investigations further to observations
    • Sees to corrective action follow-up
  • Flight Safety Committee
    • Makes sure the program runs smoothly
    • Provides monthly review of received observations
    • Takes part in some investigations
    • Makes recommendations to management
preliminary report
Preliminary report

Observer creates report (preliminary)

Preliminary report is automatically recorded as is (not modifiable)

Potential hazard, incident and FOD reports are automatically distributed to the coordinator, to his manager and to Flight Safety preliminary report readers

validation
Validation

Coordinator validates the content of the preliminary report with the observer

Coordinator produces the official observation report

processed by the coordinator
Processed by the coordinator
  • Coordinator:
  • Issues a search notice if object is suspected to be lost on aircraft. The search notice must be closed only by production and QC supervisors
  • Investigates contributing factors
  • Helps identifying root causes
  • Ensures proper corrective actions are put in place and validates implementation.
final report
Final report

The Coordinator draws up the final report and sends it to the individual responsible of corrective actions.

Case closed

when processed by team
When processed by team

Coordinator distributes report to observer, to FSFRs (Flight Safety First Responders) , to Managers and Supervisors of departments involved (with voting button)

FSFRs and Managers / Supervisors show interest using voting button

Coordinator investigates contributingfactors

Task force establishes root causes and corrective actions

Coordinator proposes final report

No

Does task force validatefinal report?

slide18

Final report validation, write-upand distribution

The Coordinator draws up final report

The coordinator distributes the report to the observer, the Flight Safety First Responders, to task force, to Managers/Supervisors of the departments involved and to those in charge of implementing corrective action.

corrective action follow up
Corrective action follow-up

The coordinator verifies whether corrective actions have been implemented.

Case closed

received observation report s
Received observation reports
  • Per 2000 work hours (2001 six months)
incidents history
Incidents history
  • Per 2000 work hours (2001 six months)
major leaks during ground runs
Major leaks during ground runs
  • Per 2000 work hours 2001 six months
lessons learned
Lessons learned
  • Communication is a vital element for success
  • Corrective action follow-up is a demanding but essential process if tangible results are to be obtained.
our sms is a driver that helps
Our SMS is a driver that helps…
  • Reduce incident and accident risks
  • Stabilize and reinforce the manufacturing processes
  • Lower non-quality related costs