Aviation Maintenance: Turning a Profit v. Turning The Wrenches

Over the years, investigations have revealed that a poor safety culture has been a contributing factor in numerous aviation maintenance-related accidents. Perceptions of safety culture within an organization can vary widely, depending on whom you ask. Ask upper-management and they will tell you with absolute confidence, from their comfy office, far removed from hands-on work activities, that the safety culture is excellent; ask the same question to the aviation maintenance technicians (AMTs) and they might tell you a much different story, as they are the people actually conducting the work procedures and getting their hands dirty.

Upper-management will drive safety culture, with top-down implications for safety. Poor safety cultures are typically the result of purely profit-driven CEOs and others in the C-Suite. Many of these upper-level managers inhibit a strong safety culture by creating financially-driven safety threats. These threats then trickle down to the AMTs, where they can manifest as excessive pressure, stress, fatigue, and more. The threats can then lead to procedural deviations such as not using documented procedures, using unapproved procedures, skipping steps, and shortcutting.

There can be a big contrast in safety philosophies between those looking to turn a profit versus those who are turning the wrenches. And, of course, this type of problem doesn’t only affect aviation maintenance facilities; it also can affect aircraft manufacturers (think Boeing). In fact, this problem can occur in any type of organization, be it aviation or any other high-risk industry. And we cannot rely solely on Regulators to ensure organizations will have healthy safety cultures. In many cases, the Regulator, instead of being the solution to the problem, becomes part of the problem (think about the cozy relationship Boeing had with the FAA).

So, what can be done? If the organization has a functional Safety Management System (SMS), then this interaction between the CEO and safety officer(s) should occur during meetings of the Safety Review Board (SRB). However, SRB meetings are not without issues. The most common issues include, 1) not actually conducting the meetings, 2) not conducting the meetings on a frequent, regular basis, and 3) the CEO not attending the meetings because he/she is always “too busy.” For these reasons, as well as others, the SRB solution is not always going to be effective.

A better idea would be a “checks and balances” system within the C-Suite. There needs to be someone in the upper-management echelon who has a background in safety and/or hands-on aircraft maintenance who can provide safety-related input to the CEOs decisions that may have adverse effects on safety. Keep in mind that many CEOs have little to no background in safety management, and many lack practical experience working on aircraft; their decisions are typically based on production, and not so much on the safety implications of those decisions. Even though this would be a really good idea, I’m sure you can imagine how much pushback there would be from the bean counters in the C-Suite, especially the CEO. But if you can clear the hurdles, maybe adding a Chief Safety Officer (CSO) to the C-Suite would be a worthwhile addition. It’s important to note that this position would not be the same as, or replace, the regular safety manager. This would be an executive position created to advise on safety matters at the very highest levels of the organizational hierarchy, as a way of providing an additional layer of protection through a checks and balances system.

Remember, all of these principles can apply to any type of organization. Airlines take note! ?????

Interested in attending our SMS Overview virtual course on July 15th? Check out the course details and register by clicking here.

?

Dr. Bob Baron conducts aviation safety training, consulting, and program implementation for aviation operators on a global basis. Sensitive and knowledgeable about various cultures, Dr. Baron uses his 36+ years of academic and practical experience to assist aviation organizations in their pursuit of safety and quality excellence. He has extensive experience working with developing nations and island countries. He also provides training and consulting to some of the largest airlines and aircraft manufacturers in the world, as well as civil aviation authorities and accident investigation bureaus.

Dr. Baron is also available as a paid speaker at your company's safety events or conferences. Not just limited to aviation, Dr. Baron can also present to any high-risk industry that has a genuine interest in improving its safety culture and/or safety management processes. To request a speaking engagement, you can contact Dr. Baron by clicking here.

Dr. Baron’s company, The Aviation Consulting Group LLC, provides numerous training, consulting, and auditing services. For more information, click here.