integrating the losa relationships 3 rd icao-iata losa & tem conference captain chris...
TRANSCRIPT
“Integrating the LOSA Relationships ” 3rd ICAO-IATA LOSA & TEM Conference
Captain Chris Kriechbaum Captain Chris WrightManager Procedure & Capability Development LOSA ManagerAir New Zealand Air New Zealand
2
WHAT IS THIS NEW ZEALAND PLACE?
> Geographically isolated
> S/W Pacific
> 4 Million people
> “Can do” attitude
> Long skinny country
> Aviation well utilised
3
BACKGROUND – AIR NZ (Mainline)
737-300X 18
Includes Freedom
A320x 11
IncludesFreedom
767-300X 9
747- 400X 8777-200
X 8On Order
4
BACKGROUND - REGIONALS
Mt Cook (Pt 121)
•Established in 1930’s
•11 ATR 72
•Culturally very different from mainline Air NZ
Eagle Airways (Pt 135)
•16 Beech 1900D
Air Nelson (Pt 121)
•17 SAAB 340A
•Q300 implementation programme – 17 ordered to replace SAABs
Other Factors
•Air NZ Mainline in expansion mode (B777 implementation) – high movement of pilots.
5
BACKGROUND
25 domestic destinations
22 direct international destinations
A small airline by world standards
No FOQA programme yet
Long involvement with UT
PAX ASKs RPKs Pax Rev
11.6m 31,984m 22,628m 2,755m
FY05
6
Air NZ’s LOSA PROGRAMME
> 1998 - 91 sectors
> 2001 – Joint audit with Ansett Australia, aborted
> 2003 – 200 sectors
–All fleets, except A320
> 2004 – First Regional LOSA @ Mt Cook – ATR 72 operator
> Total Union, company management & NZCAA support.
> A320 mini-LOSA in planning stage
7
BUSINESS RATIONALE FOR L.O.S.A.
> Under law – a shared responsibility with NZCAA for Safety
> It’s a pro-active approach to safety.
> It can be utilised as a risk measurement tool.
> LOSA provides facts not opinions - data driven approach.
> Verification of training and standards.
> Ability to compare internationally.
> Provide guidance on future improvements.
8
BUSINESS ADVANTAGES & ISSUES WITH LOSA
> Has drawn together the wider NZ industry
> Culture change within the airline and the industry
> A Change Management tool
– Risk - measurement and benchmarking
– New aircraft introduction monitoring
– Part of improving the Pilot/Management interface
> Wider acceptance of TEM principals as a result.
> Long term approach adopted, especially in terms of potential financial benefits.
> Financial scrutiny of value is intense.
9
LOSA EXPERIENCES
Generally similar to others
Long term strategy requires an investment in time and resource.
Flight Phase of Error Flight Phase of Error Detection Detection
0
10
20
30
40
50
60
Nu
mb
er o
f mo
nito
rin
g e
rro
rs
taxi
-ou
t
take
off
clim
b
cru
ise
cd tr
ans.
des
cen
t
ho
ldin
g
app
roac
h
lan
din
g
taxi
-in
Detection
10
THE FUTURE
11
THE FUTURE
•Integration of LOSA process into Safety Management System.•Integration with other Operational Integrity data •Major LOSA’s – every 3 - 4 years, using TLC•Mini LOSA’s on specific fleets / routes, ANZ run •Provide support to rest of ANZ Group and NZ industry •Full involvement of the National Regulator – NZCAA •Potentially a Regulatory Tool •Reduction in route Audit frequency/costs •Reduction in Route Checks – just Captains?
12
CONCLUSIONS
• LOSA process here to stay in Air N.Z. Group
• Will be fully integrated into our Safety Management System
• Continued willingness to share our information with the regulator.
• Still work to be done to achieve all the benefits
Contact Details: