Boeing Safety Management Overview Doug Kihm Technical Fellow, Systems Engineering Boeing Commercial Airplanes October 25, 2013
Agenda Boeing Aviation Safety Overview Boeing Participation in FAA Design & Manufacturing SMS Pilot Project Boeing Repair Station SMS Implementation Key Messages 2
Boeing safety leadership Working together for a safe, efficient global system Promote worldwide safety culture Cooperation Aligned focus Assure healthy safety foundation Promote proactive risk management Data driven Knowledge sharing DESIGN BUILD OPERATION MAINTENANCE INFRASTRUCTURE REGULATION Safety Integration Across the Value Stream 3
Boeing works collaboratively and at a product level to make sure flying is as safe as possible Boeing works together with others to make sure flying is as safe as possible Aviation safety is the combined result of: Regulatory oversight How airplanes are designed and produced How crews operate and maintain them How air traffic and airport infrastructure support them An example of collaboration Manufacturers Commercial Aviation Safety Team (CAST) Operators Government Boeing Regional Aviation Safety Initiatives Europe 8 7 ICAO Support ECAST safety activities Participate in ICAO safety activities Support RASG-EUR CIS 3 Support ISSG and GASR update Support RASG-EUR Support Global Runway Safety Initiative 3 6 US 7 8 2 Support US CAST/ ASIAS safety 6 Asia Pacific initiatives Support RASG-APAC 4 and RAST-APAC 1 4 5 Middle East Support RASG-ME 5 and RAST-ME Latin America Support RASG-PA 1 and RAST-PA Africa Support RASG-AFI and RAST-AFI 5 6 Boeing Uses Robust Processes to Produce Safe Products Airplane-Level Safety Assessment Boeing continuously monitors performance of worldwide fleet In-Service Safety Process Configuration Selection Firm Concept Program Launch PDR Firm Configuration CDR Start Major Assembly First Flight Certification First Delivery Data management Issue identification Issue classification (safety decision) Issue resolution (corrective action) Concept Development Joint Definition Timeline Detail Design & Release Build Flight Test Support FAA engagement FAA action Airplane FHA FHA Functional Hazard Assessment FMEA Failure Mode & Effects Analysis FTA Fault Tree Analysis PASA Preliminary Airplane Safety Assessment PASA Copyright 2011 2013 Boeing. All rights reserved. Define Threats System FHA Define Separation Requirements Preliminary FTA Common Cause Analysis Preliminary Particular Risk Assessment Common Mode & Resource Assurance Analysis Hardware Software Mechanical Systems Final Particular Risk Assessment Zonal Analysis Engineering Safety Review FMEA FTA Airplane Safety Assessment 7 Data sources Accident Data Incident Data Other In-Service Events Operator Reports Flight Test Suppliers (NOE) Audit Noncompliance/ Conformance Employee Reporting Operator reports Apply COSP filter* Safety review board * Continued Operational Safety Program Service action Lead Airline Multi- Operator Message Compliance recommendation Service Letters Fleet Team XChange ADs 8 4
Boeing s Participation in FAA Design and Manufacturing (D&M) SMS Pilot Project FAA D&M SMS Pilot Project Boeing used a certificate-based organizational approach to conduct SMS gap analyses Pilot Project focused on Type and Production Certificates, but considered potential impact on other Boeing Certificates Type Certificate Continued Airworthiness Production Certificate Repair Station Certificate Flight Training Certificate FAA D&M SMS Pilot Gap Analysis Other Certificates/ Organizations Safety Policy & Objectives Safety Risk Management Safety Assurance Safety Promotion (31) FAA Criteria (SM ICG (52) Criteria) (9) FAA Criteria (SM ICG (28) Criteria) (17) FAA Criteria (SM ICG (20) Criteria) (4) FAA Criteria (SM ICG (19) Criteria) 5
Boeing s Organizational Management Process Organization Operational Procedures & Change Management Design Processes Compliance Processes Compliance Assurance System Quality Management System Compliant/Conformed Product In-Service Manufacturing / Quality Processes Facilities Business Processes D&M organizational process and procedures designed to produce a compliant, conformed product Changes to organizational processes or procedures require validation that they will still produce a compliance, conformed product Data sources (in-service etc.) are used to identify organizational issues requiring corrective action to produce a compliant, conformed product 6
Boeing Learning s from FAA D&M SMS Pilot Project Annex 19 has addressed the issue of equivalency or reciprocal recognition of SMS by different authorities for D&M made acceptable to the State of design or manufacture Need consistent evaluation criteria (gap analysis) to allow for efficient SMS implementation for large organizations with multiple aviation products and services Scope and treatment of organizational hazards needs to account for existing design and manufacturing certification processes D&M sector specific guidance material is needed D&M relevant SMS safety performance indicators are needed Knowledge and experience from the D&M industry should be used to help develop sector specific guidance and policy Need to address readiness of regulatory oversight 7
Boeing Repair Station Safety Management System (SMS) Development SCM&O Regulatory & Quality System Oversight Boeing Repair Station is required to develop/deploy an SMS to satisfy current/future Civil Aviation Authorities (CAA) regulations: Bermuda Department of Civil Aviation (BDCA); timeline established for U.S. certified Repair Station (January 2013) Japan Civil Aviation Bureau (JCAB) in support of recertification audit (March 2013) Civil Aviation Administration of China (CAAC); foreign Repair Station application (ECD 2014) Brazilian National Civil Aviation Agency (ANAC) in support of a change in regulations (ECD 2014) Australian Civil Aviation Safety Authority (CASA) in support of new regulations (ECD TBD) Federal Aviation Administration (FAA) and European Aviation Safety Agency (EASA); timelines not currently defined (ECD TBD) Boeing Repair Station conducted gap analysis using ICAO SMM and available guidance material to satisfy BDCA, JCAB, and CASA regulations (requirements/expectations) COPYRIGHT 2009 THE BOEING COMPANY 8
Boeing Repair Station SMS Development -- Various differences SCM&O Regulatory & Quality System Oversight Various differences between ICAO SMM and BDCA, JCAB, and CASA requirements/expectations 46 differences between ICAO, BDCA, JCAB, and CASA COPYRIGHT 2009 THE BOEING COMPANY 9
Safety Management System Reliance on Quality Management System (QMS) SCM&O Regulatory & Quality System Oversight Boeing s Repair Station SMS utilizes Quality Management System (QMS) QMS monitors for discrepancies Safety discrepancies dealt with via the SMS and quality discrepancies dealt with via the QMS system SMS re-enforces the safety-just culture to encourage voluntary and confidential discrepancy reporting For compliance purposes Boeing s Repair Station SMS manual is separate from it QMS manual Single SMS manual used to satisfy all regulatory standards COPYRIGHT 2009 THE BOEING COMPANY 10
Boeing Repair Station SMS Development -- Lessons Learned SCM&O Regulatory & Quality System Oversight Need management commitment Need to develop Subject Matter Experts (SMEs) to support SMS implementation, deployment, and maintenance efforts Numerous external training providers -- need consistency Benefit from internal training developed -- emphasize organization s unique considerations Utilize an approach to maximize safety enhancement Need one acceptable standard for all authorities Use existing processes, systems, and tools as much as possible Use the knowledge of others (e.g., internal/external benchmarking) Keep it simple practical application COPYRIGHT 2009 THE BOEING COMPANY 11
Boeing Safety Management Key Messages Need one acceptable standard for all authorities Need ICAO and other aviation regulatory authorities to promote overall international regulatory harmonization Leverage reciprocal agreements to minimize administrative activities that do not provide a commensurate safety benefit Need to involve industry in development of safety performance indicators that are relevant to sector specific products or services Authorities need to be ready for SMS oversight Boeing will remain engaged in the development and evolution of aviation sector-specific safety management best practices 12
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