Aircraft Maintenance Technology

NOV-DEC 2018

The aircraft maintenance professional's source for technological advancements, maintenance alerts, news, articles, events, and careers

Issue link:

Contents of this Issue


Page 5 of 51

6 NOVEMBER/DECEMBER 2018 AIRCRAFT MAINTENANCE TECHNOLOGY FROM THE FAA Government, because of funding design and the regulatory mission priority, often drops the ball when it comes to fielding and supporting the research projects. Commercially that includes marketing, sales, product support, and customer service. These activities are seldom the forte of government. The new web-based follow procedures training must be supported by government! This article and promotion by the FAA Safety Team, are example steps in product promotion and support direction. The timing is right for customer support of the procedural compliance training initiative. FAA oversight, over the past few years, has changed from a policy of strict administrative enforcement to one of applying cooperative measures to achieve increased safety and regulatory compliance. When individuals or organizations must respond to an FAA discovery of procedural noncompliance, the new training imitative, with supporting activity, can be an ideal suggestion to address the issue. Propose to change the culture of procedural noncompliance with the FAA web-based training as a key component of the potential cultural change. Your FAA inspectors are likely to see the value and accept the training as a way to improve procedural compliance. FAA inspectors have “walked the walk” of being mechanics. They can offer other ways to help increase procedural compliance. Organizational Action Organizational action is critical when it comes to affecting culture change. Everyone must buy in to change. Top executives must demonstrate the commitment to procedural compliance in words and actions. And recognize that 100 percent compliance may take a bit more time. It is also likely to reduce delays from rework. It will reduce expensive errors and worker injury. Leaders must accept the tradeoffs. The executive must convince middle managers that increased procedural compliance is a renewed top priority. Selected organizational performance measures must be cognizant of all issues associated with 100 percent procedural compliance. Higher compliance assurance must have similar value to high on-time departure and other reliability rates. Procedural compliance must be important on the list of key performance indicators. It can renew the commitment to the corporate fiduciary responsibility to flight safety of customers. Strong words from the top can set the general tone, but actions from middle management have greater impact on the daily maintenance work. Continuing safety and low error rates must not be a justification for past procedural noncompliance (“past sins”). Workers must be encouraged, every day, that 100 percent procedural compliance is the goal. Procedures that are unnecessary, complicated, incorrect, incomplete, or unavailable must be documented and addressed, prior to continued work. This action will help correct or eliminate poor procedures, thus raising compliance. What are immediate actions to accompany the training? 1. Written statement from top management that the organization is recommitting to 100 percent procedural compliance. Management recognizes that this is team effort. 2. Written statement of commitment from labor leaders, in support of management letter. 3. Written statement from Engineering Department committing to rapid response to mechanic recommendations regarding problematic procedures and/or procedure use issues. 4. Statement from local FAA inspection team that they will assist/cooperate with renewed commitment to 100 percent procedural compliance. 5. Personal individual commitment from every person in the organization to champion the culture of 100 percent procedural adherence. 6. Use shift meetings to launch and reinforce the Follow Procedures training. 7. Consider paying an incentive to every worker that submits a training completion certificate from the FAA website. 8. Distribute the Before and After Procedure Following job cards (Available from training program or FAAST representative). Individual Commitment and Action Workers must commit to become champions of the procedural compliance culture. That means that workers must be not only introspective of their own behavior but also apply appropriate peer pressure. Remember that every time a procedure is not followed, and there is no immediate safety consequence, it is positive reinforcement to not follow the procedures. That must end! Workers should engage with the Follow Procedures training in a serious way. Use the 45 minutes of training to question your own work behaviors and to recommit to 100 percent procedural compliance. Such behavior is beneficial to the aircraft, passengers, the organization, and to worker health and safety. Full procedural compliance will be achieved only when workers take individual personal and professional satisfaction with the knowledge that they followed procedures 100 percent. The Bottom Line The very start of the training uses the graphic in Figure 4. It explains that: “Everyone is part of the procedural compliance challenge. Therefore, everyone is part of the solution.” Enough said. FIGURE 4. Who can champion procedural compliance.

Articles in this issue

Archives of this issue

view archives of Aircraft Maintenance Technology - NOV-DEC 2018