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November 2012
November 2012
November 2012
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NOVEMBER 2012 | ROTOR & WING MAGAZINE
3
EDITOR’S
NOTEBOOK
Every Day Safety Plan
By Andrew Parker
aparker@accessintel.com
I
n early October Sikorsky Global
Helicopters (SGH) invited
Rotor
& Wing
to its commercial pro-
duction facility in Coatesville,
Pa. The site of the former Keystone
Helicopter, which Sikorsky acquired
in 2005, Coatesville houses the pro-
duction of the S-92, the S-76D—
which received an FAA type cer-
tificate on Oct. 12—the S-300C and
airframe assembly for the CH-148
Canadian Maritime Helicopter. (See
story on page 12.)
Since the drive to Coatesville was
only a couple hours, and because
my sche dule w as op en—which is
rare these days with a two-month-
old baby at home—I decided to
head north and get a first-hand look
myself. From the outside, the Coates-
ville facility is pretty basic, just a
series of office-type buildings along a
stretch near Chester County Airport
(MQS) in Pennsylvania. Inside is a
dynamic helicopter production line
that is preparing for further expan-
sion. Dorith Hakim, general man-
ager of SGH operations, led a tour
of the Coatesville plant, which now
includes a customer delivery center
among other recent additions.
While at Coatesville, I met Rich-
ard Mintern, president and CEO of
Bond Aviation Group, who was there
for first acceptance of two baseline
S -92s . M inter n w a s face d w ith a
unique challenge in the second week
of his new position back in May, as a
Bond-operated EC225 was involved
in a ditching incident in the North
Sea. He initiated a “100-day safety
plan” that just wrapped up in late
September. Mintern explained that
a total of 40 “change agents” across
the company worked to address four
key areas, including three “ongoing
streams” of organization and leader-
ship, systems and pro cesses , and
communications. “We had to dem-
onstrate that we are interested, and
make sure that what we’re saying is
happening, is actually happening.”
Initially, “people were—I wouldn’t
say skeptical, but they had different
reactions, and they weren’t used to
the change,” Mintern note d. “But
when we went back a second and
third time, and they realized that this
was very sincere, and we mean what
we’re trying to do, it’s satisfying to see
the changes we’ve made in a short
period.” People feel like they’ve “let
the side down if they’ve not deliv-
ered,” he continued. “But if delivering
that piece means that they’re putting
additional risk into the business, then
that’s what we have to manage very
carefully.” Mintern estimated that
Bond has invested around $2 to $3
million in “both people and systems”
in the effort to improve safety aware-
ness and safety management sysytem
(SMS) programs across the company.
When asked how he measures the
results, Mintern replied that a head
of one of the offshore oil companies
asked him the same question about
three months ago.
“One of them said to me, ‘All
this sounds great, but how will you
know whether you’re making a dif-
ference? How will you know that
you’re getting there?’ So I couldn’t
easily answer the question at that
point, honestly, and spent a lot of
time thinking about it and talking
to other people.” After searching for
answers, Mintern conclude d that
“some of these goals are measured
around performance, tangible things,
and some are soft targets. But we’ve
experienced a two percent reduction
in our on-time delivery. Is that good?
Yes, because it means we’re not dis-
patching the aircraft as precisely as
we were previously. We’ve doubled
the number of occurrence reports—
low-level items, but we’ve doubled
the reports from May 9 until now, in
terms of an average.”
Other examples of measurable
results include a case where techni-
cians noted a small deviation in a
H U M S i n d i c at i o n . Acco rd i n g to
standard procedure, Bond contact-
ed the OEM immediately, and the
response was that it was safe to fly
and to monitor for 10 hours before
issuing another report. “We decided
that we felt there should be other
barriers in place,” Mintern said. “We
want to be in a place where if the
guy’s uncomfortable, then we don’t
go.” So the helicopter in question was
taken out of service.
“It caused delays and inconve-
nienced people coming back after two
weeks offshore,” Mintern continued,
“but they took it to the hangar and
replaced a small bearing with a total
delay of 2-3 hours. It wouldn’t have
been catastrophic, but actually we
re warde d that team. Those thre e
people have been congratulated and
recognized.” He added: “Guess what
the customer reaction was? Fantastic.
No flight is too important to an oil and
gas provider like that. They were real-
ly pleased and said they felt that we
are going in the right direction. This is
where safety should be going.”
Even with the circumstances lead-
ing up to the 100-day effort, Bond’s
plan is imp or tant b e cause it set s
short-term, company-wide objectives
for safety. It’s easy to think of safety
as a long-term goal, but it needs to
be considered a daily/all-the-time
priority for each operation—what
might be termed an Every Day Safety
Plan.
4
R OTO R & W I N G M AGA Z I N E | NO V E M B E R 2 0 1 2
WWW.ROTORANDWING.COM
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