System Safety Process

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System Safety Process
As it Relates to Operations and Maintenance Issues
Presented By Jim Scandlin Manager Reliability
Engineering and Maintenance Programs
An Honestly Different Airline.
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Reliability System Safety Process

• Maintains a balance between

Reliability Operational Economy
Safety
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Reliability System Safety Process

• Use the Reliability System Safety Process as a
  primary tool to achieve and maintain that balance.

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Reliability System Safety Process

• Use the Reliability System Safety Process as a
  primary tool to achieve and maintain that balance.

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Reliability System Safety Process

• Use the Reliability System Safety Process as a
  primary tool to achieve and maintain that balance.

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Reliability System Safety Process

• Use the Reliability System Safety Process as a
  primary tool to achieve and maintain that balance.

Reliability Ops. Economy
Safety
RSSP
- IDEAL -
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Reliability System Safety Process

• Recognize and respond rapidly and appropriately
  to deteriorating performance.

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Process Sensitivity
Actual Significant Reliability Issue
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Process Sensitivity
Actual Significant Reliability Issue
Significant But Ignored Reliability Issue
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Process Sensitivity
Process Significant Reliability Issue Threshold
Actual Significant Reliability Issue
Significant But Ignored Reliability Issue
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Process Sensitivity
Process Significant Reliability Issue Threshold
- IDEAL -
Actual Significant Reliability Issue
Significant But Ignored Reliability Issue
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Process Sensitivity
Process Significant Reliability Issue Threshold
Actual Significant Reliability Issue
Significant But Ignored Reliability Issue
False Alert
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Process Tools

• Use a combination of non-statistical event based
  programs as well as supplemental statistical
  programs to identify developing problem areas.
• Daily, Weekly and Ad Hoc reporting on developing
  issues - part of the event based program.
• Monthly Safety Net mandating analysis actions
  based on statistical least squares regression
  model alerts.

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Reliability Process Model
Start
Update Monthly Database
Issue Paperworkto Implement Decision
Action Taken
Close ReliabilityStudy Item
Event and/or StatisticalProblem Notification
SubmitProposal For ARPBApproval
Open Reliability Study
PerformInitial Analysis
PerformAnalysis
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Reliability Process Model
Statistical Portion Computes MonthlyRates
and Alert Limits(UCLs and LCLs)
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Reliability Process Model
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Reliability Process Model
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Reliability Process Model
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Reliability Process Model
Open Reliability Study
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Reliability Process Model
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Reliability Process Model
ComponentBuild Specification Order
Engineering Order
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Reliability Process Model
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Reliability Process Model
SubmitProposal For ARPBApproval
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Reliability Process Model
SubmitProposal For ARPBApproval
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Reliability Process Model
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Reliability Process Model
Close ReliabilityStudy Item
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Non-Statistical Process Tools

• There are numerous non-statistical process tools.
  Here are examples
• Rogue Unit Detection
• Repeater Reports
• P/N Reports
• Delay Reports
• Ad Hoc Investigations and Reports

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Non-Statistical Process Tools
Rogue Unit Detection
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Non-Statistical Process Tools

• There are numerous non-statistical process tools.
  Here are examples
• Rogue Unit Detection
• Repeater Reports
• P/N Reports
• Delay Reports
• Ad Hoc Investigations and Reports

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Non-Statistical Process Tools
15 Day Repeater Report
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Non-Statistical Process Tools
15 Day Repeater Report
90 Day Repeater Report
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Non-Statistical Process Tools

• There are numerous non-statistical process tools.
  Here are examples
• Rogue Unit Detection
• Repeater Reports
• P/N Reports
• Delay Reports
• Ad Hoc Investigations and Reports

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Non-Statistical Process Tools
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Non-Statistical Process Tools

• There are numerous non-statistical process tools.
  Here are examples
• Rogue Unit Detection
• Repeater Reports
• P/N Reports
• Delay Reports
• Ad Hoc Investigations and Reports

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Non-Statistical Process Tools
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Non-Statistical Process Tools

• There are numerous non-statistical process tools.
  Here are examples
• Rogue Unit Detection
• Repeater Reports
• P/N Reports
• Delay Reports
• Ad Hoc Investigations and Reports

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Non-Statistical Process Tools
The following is a event driven (non-statistical)
report presented at an ATA Airlines Aircraft
Reliability Programs Board Meeting.
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757-200 Bottom Cushion Support Webbing

• ATA Airlines, Inc.

REAF 0304-252-20 / Non-Statistical /
4-18-03 CCN 2554900
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Background

• St. Pete Line Maintenance Identified Sagging Seat
  Support Webbing.
• 169 Seat Web Servicings This Year.
• 3 Delays This Year.
• Interiors Engineering is Investigating a
  Long-Term Fix.
• Passenger Comfort and Satisfaction Issue.

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Acceptable Installation
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Sagging Passenger Seat
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Passenger Seat Support Assembly
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Passenger Seat Support Assembly
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Affected Seats
757-200 Seating Configuration
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Current Maintenance Practices
W/C NUMBER 220I2502 Step 3A
CHECK THE CONDITION AND SECURITY OF ALL
PASSENGER SEATS
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Conclusion

• The majority of sagging seat webs are a result of
  slipping bar attached Velcro.
• Some sag because the Velcro is worn-out and
  others because of improper installation.

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Recommendations

• Accomplish FCD at next opportunity not to exceed
  an A - check to inspect seats for tautness.
• Continue passive monitoring and implement
  additional FCDs as sagging problems re-emerge
  until long term fix is implemented.

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Process Check

• Statistical Exceeder alerts act as a safety net
• Intended to summarize problem areas that should
  already be in work
• Intended to identify where certain elements of
  the reliability system safety process may have
  one or more weaknesses that need to be corrected.

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Speed of Detection

• Recognition of a problem is almost inevitable

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Speed of Detection

• Recognition of a problem is almost inevitable

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Speed of Detection

• Recognition of a problem is almost inevitable

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Speed of Detection

• Recognition of a problem is almost inevitable

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Speed of Detection

• Recognition of a problem is almost inevitable

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Speed of Detection

• Recognition of a problem is almost inevitable

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Speed of Detection

• Recognition of a problem is almost inevitable

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Speed of Detection

• Recognition of a problem is almost inevitable

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Speed of Detection

• Recognition of a problem is almost inevitable
  doing so in a timely fashion is a bit more of a
  challenge.

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Speed of Detection

• Avoid more serious or costly safety, reliability,
  and operations problems by detecting and
  responding to them more earlier.
• The event driven elements of the Reliability
  program are designed to quickly target
  deteriorating trends.

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Continuing Process Improvement Goal
New Process/Tool Developed
More QuicklyAccurately DetectProblems
Provide ProblemVisibility to All Levels of
Management
Overall Organization Adopts Process Tool
Provides Quicker Response to Problems
Process is Matured
High Level Requestsare Generated for Action and
Additional Data Based on This New Source of Info.
The goal is to achieve a mature process that
becomes part of the basic culture of the
organization.
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Conclusion

• Quickly focus resources on real issues.
• Ensure program is sensitive enough to alert us to
  significant performance deterioration yet is not
  so sensitive that it results in a number of false
  alerts. These false alerts dilute the
  effectiveness of the program by wasting
  resources.
• Implement and follow up on proposed solutions.
• Communicate solutions with manufacturers, vendors
  and other operators.