ICAO/ASPA Regional Seminar on Safety Management Systems (SMS)

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BURN OUT
Discovered in 1974 by an American
Like to work
Work is not recognized
Looses the will to go to work or to work
Aggressive with workers
Weak relationship the work
Headaches, pains, madness, etc
The person looses the energy
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BURN OUT
Expectancy is not attended
The person looses motivation
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PROFESSIONAL RECOGNITION
Stress the quality of his/her work
MOTIVATE THEM
Observe workers
Boss must
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ICAO/ASPA REGIONAL SEMINAR ON SAFETY MANAGEMENT
SYSTEMS (SMS)
QUALITY CONCEPTS/HUMAN FACTORS APPLIED TO SMS
IN AIRPORTS
Dr. S.H. Cardoso, Ph.D. AGA REGIONAL OFFICER
ICAO/LIMA
Mexico, 16 March 2006
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Q INTRODUCTION
Q HUMAN ORGANIZATIONS
Q QUALITY CONCEPTS/QUALITY ASSURANCE
Q MANAGING HUMAN DEVELOPMENT
Q CONCLUSIONS
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Q INTRODUCTION
PLANNING
COMMERCIAL MANAGEMENT
BUSINESS
HUMAN FACTORS
QUALITY
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Q INTRODUCTION
QUALITY IS CULTURAL CHANGE
IT NEEDS LEADERSHIP
IT NEEDS TIME (5 TO 10 YEARS)
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Q INTRODUCTION
QUALITY
QUALITY
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Q INTRODUCTION
HIGH ADM
THREE PARTNERS FOR QUALITY

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CLIENTS
OPERAT
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Q INTRODUCTION
HUMAN
SOURCES OF HUMAN FACTORS

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MACHINE
ENVIRON
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Q HUMAN ORGANIZATIONS
THREE ELEMENTS IN MODERN SOCIETY
HARDWARE (EQUIPMENTS,MATERIALS)
HUMANWARE (HUMAN ELEMENT)
SOFTWARE (METHODS, PROCEDURES)
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Q HUMAN ORGANIZATIONS
HOW HUMAN ORGANIZATIONS WORK
VALUE OR QUALITY
INPUT
OUPUT
HARD WARE
SOFT WARE
MATERIALS ENERGY INFORMATION
CLIENT
HUMAN WARE
COSTS
PRODUCTS SERVICES
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Q HUMAN ORGANIZATIONS
CONCEPT OF PRODUCTIVITY OR EFFICENCY
PRODUCTIVITY OUTPUT/INPUT
PRODUCTIVITY PRODUCED VALUE/CONSUMED VALUE
PRODUCTIVITY QUALITY/COSTS
PRODUCTIVITY EARNINGS/COSTS
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Q HUMAN ORGANIZATIONS
IMPROVING HARDWARE
IMPROVING SOFTWARE
HOW TO IMPROVE PRODUCTIVITY OR EFFICENCY?
IMPROVING HUMANWARE
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Q HUMAN ORGANIZATIONS
IMPROVING HARDWARE
INVESTMENTS (ARE THERE AVAILABLE RESOURCES?
ONLY WAY, IMPROVING PEOPLE. FURTHEMORE, IT
DEPENDS ON THE HUMANWARE DEVELOPMENT
IMPROVING SOFTWARE
IMPROVING HUMANWARE
INCORPORATION OF KNOWLEDGE
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Q QUALITY CONCEPTS/QUALITY ASSURANCE
WHY DO COMPANIES/AGENCIES EXIST?
TO ATTEND THE CLIENTS
FURTHERMORE
CONTINUOUS SEARCH FOR QUALITY CLIENT NEEDS
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Q QUALITY CONCEPTS/QUALITY ASSURANCE
NEEDS CHANGE
ONE MUST LOOK FOR BETTER, SAFER RAPID
SERVICES/PRODUCTS
HOW TO OBTAIN THIS?
QUALITY ADMINISTRATION PROCESS
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Q QUALITY CONCEPTS/QUALITY ASSURANCE
QUALITY SYSTEM
QUALITY ORGANIZ.
QUALITY PLANNING
QUALITY OBJECTIVES
QUALITY POLITICS
QUALITY CONTROL
QUALITY ASSURANCE
HIGH ADM
QUALITY AUDITING
CHIEF OF SECTORS
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Q QUALITY CONCEPTS/QUALITY ASSURANCE
QUALITY POLITICS
MUST CLEARLY ESTABLISH COMMITMENT OF HIGH ADM
ESTABLISH GOALS TO REACH THE CLIENT NEEDS
ENTIRE PRODUCT/SERVICE LIFE CYCLE
EVERYBODYS PARTICIPATION
GUARANTEE USER SAFETY
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Q QUALITY CONCEPTS/QUALITY ASSURANCE
QUALITY OBJECTIVES
ESTABLISHED BY THE HIGH ADM IN ACCORDANCE WITH
THE QUALITY POLITICS
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Q QUALITY CONCEPTS/QUALITY ASSURANCE
QUALITY SYSTEM
ALLOWS THE HIGH ADM TO REACH THE QUALITY POLITICS
OBJECTIVES
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Q QUALITY CONCEPTS/QUALITY ASSURANCE
QUALITY SYSTEM
TO WORK WELL, HIGH ADM SHOULD DEFINE
AUTHORITY
CHAIN OF COMMAND
RESPONSIBILITY
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Q QUALITY CONCEPTS/QUALITY ASSURANCE
QUALITY SYSTEM
TO WORK WELL, MANAGERS SHOULD DEFINE
WORKING AREA STANDARDS
OPERATOR EDUCATION TRAINING TO UNDERSTAND THE
STANDARDS
ANNUAL PLAN FOR IMPROVING THE MANGEMENT (FUTURE
VISION)
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Q QUALITY CONCEPTS/QUALITY ASSURANCE
ITS OBJECTIVE IS TO CONFIRM IF ALL THE QUALITY
ACTIVITIES ARE BEING CONDUCTED AS PLANNED
QUALITY ASSURANCE
ADVANCED STAGE OF A COMPANY/ /AGENCY THAT HAS
PRACTICED EFFECTIVE QUALITY CONTROL IN ALL THE
PROJECTS/PROCESSES
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Q QUALITY CONCEPTS/QUALITY ASSURANCE
QUALITY ASSURANCE
PHASES/ EVOLUTION
ORIENTED BY
INSPECTION
PROCESS CONTROL
NEW PRODUCTS/PROCEDURES CLIENT NEEDS
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Q QUALITY CONCEPTS/QUALITY ASSURANCE
QUALITY PLANNING
FUTURE VISION
QUALITY FOR EACH PHASE
GOALS
NEW TECHNOL., MATERIALS, PROC., EQUIP.
OPERATOR HABILITY
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Q QUALITY CONCEPTS/QUALITY ASSURANCE
QUALITY AUDITING
ACTIVITIES IN ACCORDANCE WITH THE OBJECTIVES OF
THE QUALITY SYSTEM?
PRESENT SITUATION REACHES THE ADEQUATE LEVEL?
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Q MANAGING HUMAN DEVELOPMENT
HUMAN DEVELOPMENT
IS BASED ON HUMAN RESOURCES
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Q MANAGING HUMAN DEVELOPMENT
SELF LEAR. PROC.
CONT. FORMAL EDUCATION
CONTACT W/ CONSULT.
HOW TO BRING KNOWLEDGE TO THE ORGANIZATIONS
HIRING WELL EDU. PEOPLE
TRAINING IN SERVICE
TECH. ASSIST. (OTHER ORGAN.)
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Q MANAGING HUMAN DEVELOPMENT
COMPETITIVITY CONCEPT IN COMPANIES IS THE SAME
FOR DIFFERENT STATES (AIRPORTS)
HIGH QUALITY SERVICES WITH LOW COSTS
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Q MANAGING HUMAN DEVELOPMENT
THE RESULTS OF YOUR WORK
MUST MEAN MUCH FOR YOUR LIFE
QUALITY IS BASICALLY
EDUCATION TRAINING
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Q MANAGING HUMAN DEVELOPMENT
COMPANIES OR ORGANIZATIONS
TO SATISFY THE HUMAN NEEDS
EDUCATION
TRAINING
DOING
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Q MANAGING HUMAN DEVELOPMENT
MENTAL HEALTH STATE
SATISFACTION
MORALE
BASIC NEEDS ATTENDED
BASIC NEEDS NOT ATTEN.
ADEQ. FOR MENTAL PATHOLOGIES
NO SATISFACTION
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Q MANAGING HUMAN DEVELOPMENT
HIGH MORALE
STATE OF MENTAL HEALTH
SATISFACTION MORE FREQUENTLY
BASIC NEED ATTENDED
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Q MANAGING HUMAN DEVELOPMENT
ONE PERSON MAY BE SATISFIED TODAY, BUT NOT
TOMORROW
FURTHERMORE
MEASUREMENTS SHOULD REFLECT THE GROUP AVERAGE
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Q MANAGING HUMAN DEVELOPMENT
IN TOTAL QUALITY CONTROL, THE CHIEF SHOULD
CONTROL THE MORALE OF THE TEAM
HOW TO MEASURE THE MORALE LEVEL?
VISIT TO DOCTORS COMPLAINTS SUGGESTIONS
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Q MANAGING HUMAN DEVELOPMENT
CHIEF TAKES CARE FOR ACOMPLILSHMENT OF THE TEAM
BASIC NEEDS
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Q MANAGING HUMAN DEVELOPMENT
MOTIVATION
NOT BY CAMPAIGNS
BASED ON CONTINUOUS MORALE CONSTRUCTION
CHIEF MANAGE, MEASURE CONTROL MORALE
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Q MANAGING HUMAN DEVELOPMENT
SCALE OF BASIC HUMAN NEEDS (MASLOW)
PHYSIOLOGICAL
LIVING, CLOTHING, FOOD, ETC
SAFETY
FAMILY PROTECT., HOME JOB STABIL.
SOCIALS
ACCEPT. FEEL, PART OF GROUP, FRIEND.
SELF ESTEEM
SELF CONFICENCE, INDEPEN., REPUT.
SELF ACHIV
OWN POT REAL, SELF DEVEL, CREAT, SELF-EXPR.
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Q MANAGING HUMAN DEVELOPMENT
HUMAN DEVELOPMENT
SELF ACHIV
SELF ESTEEM
SOCIALS
SAFETY
PHYSIOLOGICAL
SCALE OF BASIC HUMAN NEEDS (MASLOW)
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Q MANAGING HUMAN DEVELOPMENT
HUMAN FACTOR
PERSON
SITUATION/ENVIRONMENT
INTERNAL MOTIVATION
EXTERNAL MOTIVATION
PERFORMANCE
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Q MANAGING HUMAN DEVELOPMENT
LACK OF ALERTNESS
YOUR MEMORY (NO THRUST)
COMMUNIC. PROCESS
STRESS, FATIGUE, ETC
GOOD HEALTH
STANDARD PROCEDURES
CHECKING EQUIPMENTS
CHECKING INFORMATION
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Q MANAGING HUMAN DEVELOPMENT
COMMUNICATION PROCESS OF KNOWLEDGEMENT
HUMAN FACTORS
EDUCATION TRAINING
CURRICULUM
INSTUCTOR
COMMUNICATION PROCESS
ENVIRONMENT
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Q MANAGING HUMAN DEVELOPMENT
INSTRUCTOR (QUALIFIED)
APPLICATION OF KNOWLEDGE
SELECTED KNOWLEDGE (CURRICULUM)
SOURCE OF KNOWLEDGE
ENVIRON. EDUC./TRAIN.
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KNOWLEDGE COMMUNICATION PROCESS
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Q CONCLUSIONS
QUALITY IS CULTURAL CHANGE
QUALITY PARTNERS ADM, OPER, CLIENT
SOURCES OF HUMAN FACTORS HUM, MACH, ENVIR
HARDWARE, HUMANWARE, SOFTWARE
HUMAN ORGANIZATIONS vs PRODUCTIVITY, EFFICIENCY
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Q CONCLUSIONS
IMPROVEMENT HUMAN ORGANIZ
COMPANIES/AGENCIES, TO ATTEND THE CLIENTS
QUALITY POLITICS, HIGH ADM COMMITIMENT
QUALITY ASSURANCE, ALL IS IN ACCORDANCE AS PLANNED
SATISFACTION, MOTIVATION, HUMAN FACTORS
EDUCATION TRAINING, COMMUNICATION PROCESS
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THE DIFFICULTY IS NOT TO CREATE NEW IDEAS BUT
HOW TO GET RID OF THE OLD IDEAS
MAYNARD KEYNES (ECONOMIST)
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