Opinion: Boeing Debacle Highlights Need For Fully Integrated SMS

As one of the experts appointed to a panel mandated by Congress to evaluate safety management processes for each Organization Designation Authorization holder for Boeing, the findings and recommendations of the group came as no surprise to me.

Large bodies of humans develop “administratium.” Complex entities become so multifaceted that they develop into a matrix organization out of necessity rather than choice. Consider the economic reality that the panel scrutinized a public multinational company that constitutes nearly 1% of the American economy, and complexities multiply; circumstances make implementing a true safety-first system problematic above all other priorities.

Large global organizations are beholden to myriad laws, regulations and internal and external expectations. Stepping back from the fray, one can see striking similarities between governments and these companies. Both have had issues changing culture and managing change from inside and out. It all comes down to human nature and frailties.

Neither the FAA nor Boeing has enjoyed intelligent leadership for any discernible length of time. Each successive change has brought more ever-changing layers in management and policies and procedures for the workforce—none of which is up to date. Relationships between management and workforce are fraught, making longevity problematic.

Leadership must understand that no matter the forces bombarding the enterprise, safety is first. It must establish stability among chaos no matter the time allotted. One methodology for providing structure to engage the workforce fully in the organization’s success is the adoption of a safety management system (SMS). Unfortunately, SMS is most often placed on top of an existing quality management system rather than becoming an integrated, sustainable business management system. This ensures layers of procedures cross-reference one another but never sync or truly penetrate executive decision-making.

Government adoption of these systems is based on International Civil Aviation Organization (ICAO) standards. The structure of an SMS for a government is its national laws and regulations. This is where civil aviation agencies exert authority. The management of an agency’s safety system depends on whether: its regulations comport with the law; the rules are clear, concise and well-communicated to the public ; the inspection/oversight workforce is trained in the laws and regulations, technology and professionalism; and the mandates are enforced fairly.

However, most safety agencies have imposed the ICAO standards on certificate holders without developing matrices of how well they are maintaining the system demanded by law. Judging an agency’s implementation of SMS requirements to the industry belies what the ICAO standard encourages: constant self-examination to encourage exchanges that develop new and better involvement at all levels of an organization—whether of government or industry.

Aviation and business laws have created realities that have changed little since government began overseeing industry. No matter the positioning or posturing of leaders, aviation safety depends on an industry that generates financial success for the nation. Long-term viability in civil aviation depends on requires sound, knowledgeable and ever-changing humans.

A fully integrated SMS can ensure the priority of safety is established and maintained no matter the leadership. Unfortunately, assimilating the safety philosophy baked into the law with tomorrow’s headlines, congressional mandates or next quarter’s results has not been realized by either the government or its targeted Organization Designation Authorization holders.

Sarah MacLeod is managing member of Obadal, Filler, MacLeod & Klein and a founder and executive director of the Aeronautical Repair Station Association. She has advocated for individuals and companies on international aviation safety law, policy and compliance issues since the 1980s.