The Quality Management System at Atlantic Airways A briefing October 2011

Transcription

1 The Quality Management System at Atlantic Airways A briefing October 2011 The new A319 which will enter into scheduled service on Atlantic Airways route network, spring 2012

2 The management s challenge in 2009 Develop an integrated quality system for Operations, Airworthiness, Training and Maintenance Advocate a common understanding of the quality system across the organisation and simplify the quality system documentation More effective and transparent monitoring of the effectiveness of the quality system 2

3 Quality Management System Overview AOC Qualification requirements Head of Training René Askham Technical personnel Operation al personnel INITIAL TRAINING NPH Crew Training René Askham Accountable Manager Magni Arge NPH Ground NPH Flight NPH Continuing NPH Part 145 Operations Operations Airworthiness William Smith Pætur Rasmussen Sámal Danielsen Remi Hansen Part M OPS 1/3 Part FCL 1/2 145 OM-A OM-B OM-C OM-D CAME MOE TRTO Ops. TRTO Tr. RECURRENT TRAINING A QMS is first and foremost a concept: The foundation is the quality policy, which defines which quality the CEO/Accountable Manager expects from his organisation. He then empowers his middle management to hire to right people, support with them with good procedures, and shape them with effective training, to deliver the expected quality in the daily work. 3

4 Quality System Policy I commit the organisation to operate and maintain our aircraft and train our personnel in compliance with EU-OPS, JAR-OPS 3, Part M, Part 145 and JAR- FCL, and additional requirements defined by DTA, Atlantic Airways and our customers, and within certificates conditions. To this end, I commit myself to the establishment, development, maintenance and funding of the quality system. Make sure the statement is precise, and that it refers to directly quantifiable and measurable quality requirements. And try to have only one policy for the whole organisation (relevant for airlines). 4

5 Management Organisation Accountable Manager Magni Arge Head of Training René Askham NPH Crew Training René Askham NPH Ground Operations Pætur Rasmussen NPH Flight Operations Sámal Danielsen NPH Continuing Airworthiness William Smith NPH Part 145 Andrew Djurhuus If middle management does not understand and support the quality system concept, they will not be able to use it as an effective tool to reach their goal: To stay compliant with the quality policy. So a lot of QMS training for management is necessary, and they must buy in. 5

6 Documentation/Procedures Flight & Ground Operations Recurrent Training Airworthiness Maintenance Type Rating Training OM-A OM-B OM-C OM-D CAME MOE TRTO Ops. TRTO Tr. Who is responsible to do what, and how, to ensure the correct quality is delivered everyday. 6

7 Training Qualification requirements Technical personnel Operational personnel INITIAL TRAINING RECURRENT TRAINING Make sure, that the training you give people, relates directly to your written procedures in your manuals. Otherwise it is the trainer s syllabi that defines quality, and not the manager s manual. It may still lead to good quality, but not necessarily the right quality that the company (i.e. the Accountable Manager) expects. And hire only people that fit your profiles. 7

8 Quality System Documentation Quality Assurance Manual made obsolete The integrated quality system is documented in OM-A 3 A few area-specific requirements documented in CAME, MOE and TRTO Manual The documentation of the quality system must be accessible accross the organisation, and should therefore be in the main manuals, that the most personnel groups are trained to use. The quality department could have the specific audit procedures in a seperate quality assurance manual, but having them in e.g. the OM-A or CAME or MOE, makes it easier for the common employee, to get insight in how the audit work (quality assurance) is performed. 8

9 Quality System Review Management evaluation AOC? Qualification requirements Head of Training René Askham Technical personnel Operation al personnel INITIAL TRAINING NPH Crew Training René Askham Accountable Manager Magni Arge NPH Ground NPH Flight NPH Continuing NPH Part 145 Operations Operations Airworthiness William Smith Pætur Rasmussen Sámal Danielsen Remi Hansen Part M OPS 1/3 Part FCL 1/2 145 OM-A OM-B OM-C OM-D CAME MOE TRTO Ops. TRTO Tr. RECURRENT TRAINING Quality assurance programme 9

10 Management Evaluation 10 times / year (combined with other management meeting activities) Participants: CEO/Accountable Manager (meeting chairman!), CFO, Nominated Postholders, Safety, Quality, Security Material prepared in advance and action list maintained by the CEO/AM Subjective evidence: Each managers own description of the quality system performance in his/her area Objective evidence: Review of audit results, QA KPIs (each manager presents his/her own findings, not the quality manager) 10

11 QA Key Performance Indicators The interesting thing here is not the nitty-gritty details about individual findings, but to see how well the managers use findings as a constructive approach to focus their change management efforts. Findings are not a threath, they are a help. But it requires that the quality department only gives you good (i.e. reasonable) findings, and that they make effective follow-up of every finding. 11

12 Quality Assurance Programme Audit and inspection programme Checklist system Audit/inspection reports Feed-back system (incl. QA KPIs) Response procedure 12

13 Audit Programme Schedule (proces-oriented audits) 13

14 Audit Programme - Checklists Checklist database covering all regulatory requirements ~ 3000 entries, ready to use Lessons learned archived and retrievable for next audit The Question column contains the direct transcript of the regulatory requirement, formulated as a question. The Expectation column contains what the auditors expects to see/observe during the audit, to be satisfied that there is compliance. In this column you also compile lessons learned, and have them ready-for-use for next years audit. 14

15 Audit Programme - Auditors 15

16 Audit Programme Audit procedures 16

17 Audit Programme - Reports 17

18 Audit Programme Response Logic. Formulate reply. Follow-up. Perform corrective/preventive action days open replied closed 18

19 Common system understanding Regular briefings to management during Management Evaluation meetings Quality System Briefing to all technical and operational personnel every 3 rd year 19

20 Thank you 20