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FRMS - Experience within FTLs Implementing and maintaining a performance driven FRMS

FRMS - Experience within FTLs Implementing and maintaining a performance driven FRMS. FRMS Forum Montreal Cpt. Kristjof Tritschler Manager FRMS 01. September 2011 MSc Air Safety Management. FRMS – Experience within FTLs. 3 Fatigue Safety Action Group FSAG. 2 Fatigue Management Framework.

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FRMS - Experience within FTLs Implementing and maintaining a performance driven FRMS

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  1. FRMS - Experience within FTLsImplementing and maintaining a performance driven FRMS • FRMS Forum Montreal Cpt. Kristjof Tritschler • Manager FRMS • 01. September 2011 MSc Air Safety Management

  2. FRMS – Experience within FTLs 3 Fatigue Safety Action Group FSAG 2 Fatigue Management Framework 1 Chronology 4 Multilayered Defenses 0 Germanwings 5Fatigue Performance 6Conclusions

  3. Germanwings • Based in Germany, operation under European law (EU OPS SubpartQ) • Low Cost Carrier (LCC principle: maximum aircraft & crew utilization) • Schedule is compressed, short turn around times of 25min • Mainly short haul, minimum flight duration 40min, maximum 4:00h • Flight operations is around the clock 24/7 • Aircraft and crew return to home base after each duty • Unionized from the start (Labor Agreements) • Germanwings offers a bidding system to its crews • It’s the first German Airline managing fatigue trough an “FRMS”.

  4. 3 Fatigue Safety Action Group FSAG 2 Fatigue Management Framework 1 Chronology 4 Multilayered Defenses 0 Germanwings 5Fatigue Performance 6Conclusions FRMS – Experience within FTLs

  5. Chronology: From tired flight crews to a performance driven FRMS • Oct 2002 Start of Flight Operations Germanwings • Oct 2005 CRM recurrent training topic: „Fatigue & Vigilance“ • Aug 2006 First fatigue survey • Dec 2006 Report databank analysis identified fatigue as a problem • Jan 2007 Proposal: „Alertness Management Program“ • Mar 2007 Decision by senior management to implement FRMS, Policy signed • May 2007 Initial meeting FSAG • Jan 2008 Official application of scientific (additional) roster rules • Sep 2008 Scientific study of „Workload & Fatigue“ by DLR • Dec 2008 Fatigue software introduced for performance monitoring • Feb 2009 First „Fatigue Management Training“ for crew schedulers • May 2010 New senior management, new FRMS policy signed • Mar 2011 Fatigue model-based optimizing of rosters • Aug 2011 First predictive performance indicators.

  6. FRMS – Experience within FTLs 3 Fatigue Safety Action Group FSAG 2Fatigue Management Framework 1 Chronology 4 Multilayered Defenses 0 Germanwings 5Fatigue Performance 6Conclusions

  7. Lifestyle &Sleep Roster Design Workload Fatigue Management Framework Others say, it‘s the roster that makes people tired Some say, fatigue is all about sleep Is FRMS the solution to cope with increasing demands? Increasing cost pressure requires less people to take more work

  8. Lifestyle &Sleep Roster Design Workload Management Duties Company‘s Responsibility Individual Responsibility Fatigue Management Framework

  9. Lifestyle &Sleep Roster Design Workload Management Duties Fatigue Management Framework We need both sides!

  10. FRMS – Experience within FTLs 3 Fatigue Safety Action Group FSAG 2 Fatigue Management Framework 1 Chronology 4 Multilayered Defenses 0 Germanwings 5Fatigue Performance 6Conclusions

  11. The Fatigue Safety Action Group (FSAG) The crew on duty: actually perform the flights Independence, methodologies, science, risk ass. Adjust schedule (and duties) to real demand Airline-schedule destinations airport slots Resources: pilots/crew Assign schedule to crews

  12. Fatigue Safety Action Group (FSAG) FSAG Principles: All recommendations must be - • relevant for specific operations • based on scientific data • consistent with company‘s business objectives All participants of the FSAG are „non decision makers“ (!) The FSAG provides recommendations only- Decissions are up to the Safety Review Board, according risk assessment and effectiveness of recommendations.

  13. FRMS – Experience within FTLs 3 Fatigue Safety Action Group FSAG 2 Fatigue Management Framework 1 Chronology 4 Multilayered Defenses 0 Germanwings 5Fatigue Performance 6Conclusions

  14. Multilayered Defenses to Control Fatigue Risk (SIRA) Fatigue Investigation Fatigue Performance Fatigue Reporting Frequency exposure Undesired State Prevent Recover Conse-quence FTL Labor Agreement Fatigue Rules Fatigue Model Prev Strategy Unfit to Fl y On Job Strategy Terminate Dut y Bad Decission / Accident Tired Crew on Duty Fatigue / 24h Ops

  15. Multilayered Defenses to Control Fatigue Risk (SIRA) Fatigue Investigation Fatigue Performance Fatigue Reporting Frequency Undesired State Prevent Recover Conse-quence FTL Labor Agreement Fatigue Rules Fatigue Model Prev Strategy Unfit to Fl y On Job Strategy Terminate Dut y SIRA: 10-9 Bad Decission / Accident Tired Crew on Duty Fatigue / 24h Ops Measurable Improvement Less high sev. reports Less incidents with fatigue

  16. FRMS – Experience within FTLs 3 Fatigue Safety Action Group FSAG 2 Fatigue Management Framework 1 Chronology 4 Multilayered Defenses 0 Germanwings 5 Fatigue Performance 6Conclusions

  17. If we want to manage it – we need to measure it: SPIs Several Safety Performance Indicators (SPIs) are defined One is explained here – It is based on software results according scientific alghorithms It is an example – no competition !!!

  18. FRMS – Experience within FTLs 3 Fatigue Safety Action Group FSAG 2 Fatigue Management Framework 1 Chronology 4 Multilayered Defenses 0 Germanwings 5 Fatigue Performance 6 Conclusions

  19. Conclusions after 5 years of managing fatigue through FRMS • Managing fatigue is a shared responsibility – don’t forget the other side • The FSAG is a benefit itself • Principles for FSAG are indispensable (specific, scientific, economic) • Fatigue Software beneficial for performance monitoring & assessment • The main conclusion concerning rostering in fatigue management: • It is not the single duty which causes high levels of fatigue! • It is the sequence of dutiesand how humans can adopt to it! • This results in manageable rosters without loss in productivity.

  20. Last Slide: • Implementation of a FRMS is beneficial even within FTLs and labor agreements • We can demonstrate a reduction of fatigue risk with high(er) crew productivity at the same time • Today we consider a performance driven FRMS the best way to manage fatigue.

  21. Thank you for your attention!

  22. Why introducing FRMS within existing FTLs? • Operational experience showed fatigue evidence • Fatigue risk mitigation was obviously inefficient through compliance to prescriptive FTLs and labor agreements • Maximum crew productivity not fully achieved before • No „off the shelf“ solution available to manage fatigue risk • EU-OPS Q: transfers responsibility to manage fatigue to the operator and individual crew members • ICAO Annex 6: SMS requires operators to keep all hazards at or below an acceptable level of risk.

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