Managing Safe Behavior on the Managing Safe Behavior on the Ramp: Delta Air Lines Ramp: Delta Air

Lines Experience Experience

Steven C. Predmore, Ph.D. Manager Safety Performance & Quality Assurance Delta Air Lines

Delta Air Lines

n n n n n

Over 105 MILLION passengers carried in 1998 Nearly 2700 daily flights 170 Stations Major Hubs: ATL, SLC, DFW, CVG, JFK Ground handling by Airport Customer Service (ACS) Division. Approximately 9000 Ramp Operations personnel.

Damages/10K departures

9 8 7 6 5 4 3 2 1 0 Jul-95 Oct-95 Jan-96 Apr-96 Jul-96 Oct-96 Jan-97 Apr-97 Jul-97 Oct-97 Jan-98

Apr-98 Jul-98 Oct-98

Ground Damages/10K Departures Ground Damages/10K Departures

The goal The goal A damage and injury free, reliable operation.

Jesus is comingeveryone look Jesus is comingeveryone look busy! busy!

Goal Goal

ety orate Saf Corp

S AC . min Ad

SAFETY SAFETY
Ra mp age nt s

Stat ion M anag eme nt Te am Le ad er s

A Fundamental Change A Fundamental Change

Goal Goal

SAFETY SAFETY
Corporate Safety ACS Admin Ramp Agents Team Leaders Station Management

Damages/10K departures

9 8 7 6 5 4 3 2 1 0 Jul-95 Oct-95 Jan-96 Apr-96 Jul-96 Oct-96 Jan-97 Apr-97 Jul-97 Oct-97 Jan-98

System Performance System Performance

Apr-98 Jul-98 Oct-98

Ground Damages/10K Departures Ground Damages/10K Departures

9 8 7 6 5 4 3 2 1 0 Oct-95 Oct-96 Oct-97 Jan-96 Jan-97 Apr-96 Apr-97 Jan-98 Apr-98 Oct-98 Jul-95 Jul-96 Jul-97 Jul-98 86000K 84000K 82000K 80000K 78000K 76000K 74000K 72000K 70000K 68000K 66000K 64000K Damages/10K departures

Departures

The Challenge... The Challenge...

Traditional solutiongive em Traditional solutiongive em training training

Human Factors Model Human Factors Model

Safe and reliable performance

Selection *Technical Skills *People Skills *Attitude *Personality

Training *Technical *CRM *Awareness *Recurrent *OJT

Resources
*People

Motivation *Standardization *Recognition *Assessment

*Policies
*Documentation *Equipment

*Support Structure

Human Factors Human Factors

Safe and reliable performance

Selection *Technical Skills *People Skills *Attitude *Personality

Selection Issues
Workforce is largely market-driven n Wide range of background and experience n Key may be selection of front-line supervision n Hold contract workforce accountable to safety performance n Underwing Safety Partnership
n

Human Factors Human Factors

Safe and reliable performance

Selection *Technical Skills *People Skills *Attitude *Personality

Training *Technical *CRM *Awareness *Recurrent *OJT

Team Resource Management (TRM)

Modeled after CRM n Operationally-focused n Classroom & OJT
n

TRM concepts TRM concepts

Communication

Customer Service

Crew Coordination

Situational Awareness

Workload Management

Decision Making

Planning

TRM PIE Chart TRM PIE Chart

P E I

TRM PIE Chart TRM PIE Chart

Paperwork:

P E I

Policies Procedures Regulations Documentation

TRM PIE Chart TRM PIE Chart

Individuals:

P E I

Skills/Abilities Training Personality Stress Attitude Supervision

TRM PIE Chart TRM PIE Chart

P I E

Environment:
Equipment Workload Weather Visibility

TRM Case Study Application TRM Case Study Application

Pap erw ork Indi Env vidu iron als men t

Accident

Human Factors Human Factors

Safe and reliable performance

Selection *Technical Skills *People Skills *Attitude *Personality

Training *Technical *CRM *Awareness *Recurrent *OJT

Resources
*People

*Policies
*Documentation *Equipment

*Support Structure

Operational Resources
Ground Operations Manual (GOM) n Capital investment in GSE n Pre-arrival and pre-departure checklists
n

Ground Operations Manual Ground Operations Manual Ground Operations Manual (GOM)
Provides standardized procedures for airport ground operations n Establishes behavioral expectations for technical and non-technical performance n Human Factors principles incorporated from the beginning
n

Communication
Definition: The exchange of thoughts, messages or information by speech, signals or writing. The activity, both verbal and non-verbal, that is used to transfer information between members of the team. Speak up for anything you see that is unsafe, irregular or not in accordance with procedure. Stop the operation of necessary. Any deviations from briefings or procedures should be communicated immediately. Some keys to proper communications are: Team Leader Establish and reinforce communications with all team members Conduct briefings on operational requirements and expectations Ensure that all team members understand their roles Communicate changes in a timely manner All Team Members Listen actively and ask questions when unsure Use standard terminology and signals Give and accept constructive feedback Know what is expected of you

Human Factors Human Factors

Safe and effective performance

Selection *Technical Skills *People Skills *Attitude *Personality

Training *Technical *CRM *Awareness *Recurrent *OJT

Resources
*People

Motivation *Standardization *Recognition *Assessment

*Policies
*Documentation *Equipment

*Support Structure

Motivation Strategies
Set goals and track performance n Employee recognition n Investigations focused on corrective action n Provide incentive to report errors
n

Behavioral Measurement
n

Establish a baseline measurement of identified at-risk behaviors Determine which behaviors you are going to measure Establish a process whereby employees at all levels conduct daily observations

Delta Air Lines Safety CIT Observation Sheet ATL - Department 120 Concourse_______________ Gate____________ Performance Marker Yes No 1.Arrival FOD Sweep 2.Handrails Up (widebody &757) 3.Speeding In Gate Area (exceeding walking speed) 4.Tounges Up On All Conveyances 5.Departure FOD Sweep

Continuous Safety Improvement Process (CSIP)

Huddle Compliance
100 80 60 40 20 0 1 4 7 10 13 16 19 22 25 28 31
GOAL 90%

May 97
CONTINUOUS SAFETY IMPROVEMENT PROCESS 15

Critical Success Factors Critical Success Factors

4

4 4 4 4 4

Demonstrated support from Operations Management Management sponsorship and participation. Get them out from behind their desk. Buy-in from front line supervisors Use of process daily. Open reporting of safety data. Budget for achievement of habit strength.

Lessons Learned
Must have LEADERSHIP and support from the top n Attack from all fronts--not just training n Focus your efforts--means you have to measure n Standardization is key n Address the behaviors that underly the outcomes
n

Next Steps
Develop frontline employee reporting system n Provide tools for implementing the selfreport policy n Review and revise our informationgathering and performance-tracking tools n Strengthen Internal Evaluation process
n

Questions? Questions?