Although several U.S. and European airlines have started providing human factors training to their maintenance personnel, the academic community (some 300 academic programs in the United States and several others in Europe and Asia) has not yet started offering formal human factors education to maintenance students. The highly respected authors strongly believe in incorporating the human factors principles in aviation maintenance. This is the first of two volumes providing effective behavioural guidance on risk management in aviation maintenance for both the novice and the experienced maintenance personnel. Its practical guidelines assist both student and practising aviation maintenance personnel to develop sustainable safety culture. For the maintenance community it provides some theoretical discussion about the "Why?" for risk management and then focus on the 'How?' to implement a successful error reduction program. To help the maintenance community in making a strong case to their financial managers, the authors also discuss the return on investment for risk management programs. The issue of risk management is taken at two levels. First, it provides a basic awareness information to those who have little or no knowledge of maintenance human factors. Second, it provides a set of practical tools for the more experienced people so that they can be more effective in risk management and error recovery in their jobs. This invaluable book serves as a practical guide as well as an academic textbook. The book covers fundamental human factors principles from a risk management perspective. Upon reading this informative book, the audience will be able to apply the basic principles of risk management to aviation maintenance environment, and they will be able to use low-risk behaviours in their daily work.

Considering the global awareness of human performance issues affecting maintenance personnel, there is enough evidence in the US ASRS reports to establish that systemic problems such as impractical maintenance procedures, inadequate training, and the safety versus profit challenge continue to contribute toward latent failures. Manoj S. Patankar and James C. Taylor strongly believe in incorporating the human factors principles in aviation maintenance. In this, their second of two volumes, they place particular emphasis on applying human factors principles in a book intended to serve as a practical guide, as well as an academic text. Features include: - A real 'how to' approach that serves as a companion to the previous volume: 'Risk Management and Error Reduction in Aviation Maintenance'. - Self-reports of maintenance errors used throughout to illustrate the systemic susceptibility for errors as well as to discuss corresponding solutions. - Two tools - a pre-task scorecard and a post-task scorecard - introduced as means to measure individual as well as organizational safety performance. - Interpersonal trust and professionalism explored in detail. - Ethical and procedural issues associated with collection and analysis of both qualitative as well as quantitative safety data discussed. The intended readership includes aviation maintenance personnel, e.g. FAA-type aircraft mechanics, CAA-type aircraft maintenance engineers, maintenance managers, regulators, and aviation students.

Research Paper (undergraduate) from the year 2011 in the subject Sociology - Work, Education, Organisation, grade: 90%, University of Newcastle, course: Masters Of Aviation Management, language: English, abstract: To manage risks and errors, there must be a good understanding, not just as to what has happened but why did it happen in order to determine the root problems and causes. Using the Reason model (Reason, 1991), investigations into these occurrences are made possible to provide the basis for identifying threats, flawed defense mechanism and conducting unsafe organizational conditionals. It makes sense as a continuum effort to manage aviation maintenance errors and risks to enhance safety and performance in the long term through identifying them and implanting vital defenses. A safety culture can foster these safe activities by creating trust and dialogue between management and individuals within a maintenance repair organization (MRO). The good safety culture aspects are pervasively within the shared attitudes of concern and care in the MRO and involves with the management. Surrounding this open atmosphere, there should have systems that share important data whereby the workforce are encouraged to make reports with trust and fairness. One shared concensus on collecting these data is by implementing of maintenance error management system (MEMS). Implications of active and latent failures and the benefits of maintenance resource training (MRM) are further discussed.

"The unregulated hours and frequent night work characteristic of maintenance can produce significant levels of employee fatigue, with a resultant risk of maintenance error. Fatigue Risk Management Systems (FRMS) are widely used to manage fatigue among flight crew and drivers of commercial vehicles, but comprehensive approaches to fatigue risk management are still uncommon within maintenance organizations. In the wider transport industry, the objective of most FRMS has been to reduce fatigue to an acceptable level. Two additional objectives can be identified for FRMS in the maintenance environment: reducing or capturing fatigue-related errors, and minimizing the harm caused by fatigue-related errors. A range of countermeasures can help to achieve these three objectives in aviation maintenance. Some of these countermeasures are currently being applied within the industry, while others may become feasible in the future. The data available on best practices for fatigue risk management in aviation maintenance are continually evolving. This should be considered an interim report."--Report documentation page.

Research Paper (undergraduate) from the year 2011 in the subject Sociology - Methodology and Methods, grade: 98%, University of Newcastle, course: Masters Of Aviation Management, language: English, abstract: Safety management system (SMS) program is a comprehensive, systematic and continuous process for recognizing hazards and managing risks for a viable aviation business to enhance safety. With proper guidance and planning from current literature, it recognizes the explicit complexity to distill more insights to the aspects of an SMS implementation. Real rigor must be in place for the underlying mechanism to detect the weaknesses within the defense mechanism, fix it before they are manifested as an undesired event. This is a shift from the traditional reactive systems to proactive/predictive systems. SMS is not a process to solve a specific safety issue, but rather an explicit, consistent and structured protocol which can resolve many issues to reduce risk realistically or as low as reasonably practicable (ALARP). The four essential constituents- safety policy and goals, risk mitigation management, safety assurance and safety promotion, represents the foundation for SMS. This article delineates the SMS processes and the integration of human factors perspectives with the intent to propose an initial implementation program for a maintenance organisation into four phases. Ultimately, the effectiveness of an SMS implementation means the organization can manage the complexity of these mechanisms to defend against risk incubation to ALARP.

Air travel is very safe, but more can be done to make it even more so. A key way to do this is to manage risk. David Jones explains risk management in the aircraft maintenance environment in a language and format for the AMT student. With the introduction of risk management elements to the ACS, it is critical that this information is available to candidates for certification.Topics include an introduction to risk management, increasing aviation safety, aeronautical decision making, risk management fundamentals, identifying personal hazards, making risk decisions, implement controls, and monitoring the process

This book is a primer about the leading-edge approach to maintenance operations known as Maintenance Resource Management (MRM) - a partnership of manager, doer and regulator. MRM programs at several leading carriers are reducing maintenance errors and improving the professional caliber of mechanics and managers. Although communication and coordination issues have only recently been considered as important as technological advances in the aviation community, airlines have realized that a fix exists for maintenance communications problems. The "bottom-up" technique of MRM has successfully addressed these problems through more effective sharing of information among all employees. In addition to describing the best practices now taking hold in the aviation industry, Taylor and Christensen look at what lies ahead and what the industry will need to do to match the high performance work systems in the best high-tech industries around the world.