ABSTRACT
In recent years, SMS programs have been implemented in aircraft maintenance organizations. When one witnesses the results of a successful SMS program in an aircraft maintenance facility, it begs the question: Why wait for ICAO, EASA, FAA and Transport Canada standards and regulations requiring the SMS? The benefits are real and will positively impact many areas of operation, including the bottom line. Aircraft maintenance organizations that have proactively (that is. not waiting until a regulatory authority mandates implementation of SMS programs) implemented SMS programs are years ahead of their competitors in the areas of safety, quality, productivity and profitability due to their implementation of an SMS program. For example, an engine shop in central Canada states engine test cell turn backs caused by human error have been dramatically reduced, and a repair station in Ohio has noted a 15 percent increase in productivity, all contributions of a SMS program. Through process and quality systems such as ISO, six sigma, total quality systems, and Deming (TQM), some repair stations were successful in improving quality in their aircraft maintenance operations. These process and quality system improvement initiatives were generally the responsibility of the Quality Assurance Department, and the success of these quality initiatives was a direct reflection of both management support and management involvement. Now. safety management systems can be thought of as the next generation initiative to improve safety in an integrated fashion across an organization. SMS programs focus and integrate (as appropriate) human performance, human factors and organizational factors with quality management techniques and processes to contribute to achieving sustainable levels of safety satisfaction. A SMS program is an explicit, comprehensive and proactive process for managing risks that integrates operations and technical systems with financial and human resource management.
