The Case for Business Process Management in Aviation

THE
CASE
FOR
BPM
AVIATIONIN
Wednesday, March 28, 12

Business
Process
Management

Management
WHY WOULDN’T PLAIN
BE GOOD ENOUGH?

BECAUSE ONLY OUTCOMES
THAT RESULT FROM A
CONTROLLED PROCESS ARE
PREDICTABLY REPEATABLE

THAT’S WHY PROFIT DOES
NOT NECESSARILY MEAN
SUSTAINED SUCCE$$...

... AND WHY THE ABSENCE
OF ACCIDENTS DOES NOT
ALWAYS MEAN SAFETY

OutputsInputs
PROCESS
Transformed
into

ObjectivesRequirements
MANAGEMENT
Fulﬁlled to
achieve

Process
WORK
Procedure
INFORMATION

MANAGEMENT SYSTEM
Work 1
Work 2
Work N
Requirement A
Requirement B
Requirement C
Requirement Z
Objective 1
Objective 2
Objective 3
Objective 10
Process 1
Process 2
Process N
PROCESS-CENTRIC

Business
TO BECOME A
ProcessWork Must be
approached as

MATERIAL OUTPUTS
Deﬁned process and
quality assurance

NON-MATERIAL OUTPUTS
Over-reliance on
heuristics and experience
create a niche for BPM

Process
BUSINESS
Business value
WORK THAT ADDS
IS

“Aviation in itself is not inherently
dangerous. But to an even greater
degree than the Sea, it is Terribly
Unforgiving of any carelessness,
incapacity or neglect.”
(Captain A. G. Lamplugh, British Aviation Insurance Group, early 1930's)
THE AVIATION BUSINESS
And what about the Offshore Helicopter
aviation business???

Almost anything within the aviation
processes can adversely affect safety

Safety is a critical expectation to the
customers of an aviation business

When most processes
can adversely affect a
busine$$, BPM is
critical to achieve
sustained success

SUSTAINED SUCCESS
“Result of the ability
of an organization to
achieve and maintain
its objectives in the
long term”
ISO 9004:2009 - Managing for the
sustained success of an organization -
A quality management approach

RISK
“Effect of
uncertainty
on objectives”
ISO 31000:2009 - Risk Management -
Principles and Guidelines

SAFETY
“A system state
where risk control
requirements are
fulﬁlled through
quality management,
in order to provide
conﬁdence that the
residual risk level is
ALARP”
Petrobras SGSA (Aviation SMS) Manual, 2011

SAFETY & SUSTAINED SUCCESS
Risk control
requirements
All other
requirements
CONFORMITY
CONFIDENCE
CONFORMITY
CONFIDENCE
IMPROVEMENT
SAFETY
SUSTAINED
SUCCESS
UNCERTAINTY

AND WHAT ABOUT QUALITY?
Risk control
requirements
All other
requirements
... the degree
(%) to which
those are fulﬁlled

BLENDING IT
ALL
TOGETHER...

Effects of Uncertainty
Uncertainty Objectives

Risk
Objectives
Uncertainty

RiskVariation
ObjectivesUncertaintyRequirements

RiskVariation
Objectives
Uncertainty
Requirements

RiskVariation
Objectives
Uncertainty
?

RiskVariation
Objectives
Uncertainty
Blind
compliance
and potential
inefﬁciency
?

RiskVariation
Objectives
Uncertainty
Requirements
Blind
compliance
and potential
inefﬁciency

RiskVariation Uncertainty
Requirements
?

Requirements Unsustained
success or
just luck
?

Requirements Objectives
Unsustained
success or
just luck

RiskVariation
Sustained success
Uncertainty

Risk
Quality
management
Uncertainty
Sustained success

Risk
management
Quality
management
Uncertainty
Sustained success

Quality
management
Business process modelling
Uncertainty
Risk
management

Risk
management
Quality
management
Uncertainty
Objectives
Requirements
Blind
compliance
and potential
inefﬁciency
Unsustained
success or
just luck

Risk
management
Quality
management
Uncertainty
Objectives
Requirements
Blind
compliance
and potential
inefﬁciency
Unsustained
success or
just luck
Increasing sustained success through the management of
quality, risk and business process in aviation
Aviation Business Process
Framework (ABPF)

Business
Process
Framework
Aviation
101 COURSE

ABPF 101 COURSE
33 process titles/descriptions,
critical for sustained success
Each description covers a speciﬁc
cluster of work that should be
modelled as a process
More info in the handouts

Process Uniqueness
Why 33?
Interface Relevance
AND...

ABPF PROCESS TITLESABPF PROCESS TITLESABPF PROCESS TITLES
1. Management Commitment and
Leadership
12. Assurance of Competence 23. Execution of Daily Operations
2. Culture 13. Communication 24. Process Metrics
3. Customer Focus 14. Service and Product Acquisition 25. Audit
4. Policy
15. Hazard and Effects
Management
26. Investigation
5. Objectives 16. Safety Case 27. Evaluation
6. Organizational Structure 17. Procedures
28. Quality Assurance in Flight
Operations and Maintenance
7. Roles and Responsibilities 18. Planning and Plans 29. Action Plans
8. Process Deﬁnition 19. Change Management 30. Records and Data
9. Documentation of the
Management System
20. Asset Integrity 31. Management Review
10. Resources 21. Work Environment 32. Continuous Improvement
11. Standards
22. Contingencies and Emergency
Response
33. Human Factors

ABPF APPLICATIONS
As the core of a process-centric
management system
As taxonomy for in-depth
investigation of organizational
factors
As a standard for process-based
audits

PROCESS-CENTRIC MS
All procedures derived from
modelled processes
Process performance counts more
than departamental performance
Processes are the primary focus of
root cause investigations and
improvement efforts

SAMPLE PROCESS MODEL Value added
chain style

PROCESS-BASED INVESTIGATION
Prof. James Reason “Errore Umano” presentation, 20 March 2007
Process-based
investigation

PROCESS-BASED AUDITING
For each ABPF title/description,
verify if the process has been
Deﬁned or modelled
Operationalized
Measured and evaluated
Reviewed and improved

PROCESS-BASED AUDITING
EXAMPLE OF A TYPICAL
ABPF FIRST TIME
DIALOG BETWEEN
AUDITOR AND AUDITEE:

AUDITOR AUDITEE
Let’s have a look at your Process 4 - Policy Here is our Quality policy.
OK. Now, perhaps you could show me the process whereby such a neat
product was generated.
I don’t know such process, but is it
there a problem with our policy?
Not a problem at all, but I must determine if your Company has the
ability to reproduce such “absence of problems” in any other policies.
If this one is good, why wouldn't the
others?
Well, according to your reasoning, if there was no accident last year,
there will be none ever. Should we worry about this?
(resignated yet revengeful silence)
Anyway, although there is no deﬁned process, your policy is good work
and can evidence some operationalization.
(stressed smile, sighs of relief)
Now, although there is no deﬁned process, could you evidence a metric
applied to your policy product?
But who in the world does it
anyway?
Mostly, Organizations committed to know if their policy generation skills
are improving or degrading, and Operators aspiring to work for our
Client.
(I hate you. Die at once)
Now, what can you show me about review and improvement?
Management Review default agenda
includes policy as a topic
Good stuff! When was the last time a meaningful improvement has
emerged from such strategic activity?
I have no record of this...
Hmmm,,, I see. Now, heads up for process 5 -Objectives...
(Drunken Auditee tries to hang
himself at the nearest tree)

MEMORY CHECK:
How often have you seen
“lack of process approach”
or “lack of systems
approach” listed as a causal
or contributing factor in a
investigation report?
AND YET...

A CHALLENGE:
GROUP DISCUSSION
List any known or
hypothetical causal or
contributing factors to
adverse events that can’t be
framed into the ABPF

FINAL
THOUGHTS

TO ACHIEVE SUSTAINED
SUCCESS IN AVIATION, THE
ABSENCE OF ACCIDENTS
MUST BE...

... A REPEATABLE
OUTCOME FROM A
CONTROLLED FRAMEWORK
OF BUSINE$$ PROCESSES

SUCH FRAMEWORK MUST
APPROACH RISK, QUALITY
AND BUSINE$$ PROCESS
AS A SINGLE SYSTEM

Management
THAT’S WHY PLAIN
IS NOT ENOUGH ...

ABPF
... AND WHY THE
CAN BE HELPFUL

AND THIS CONCLUDES...

The Case for Business Process Management in Aviation

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