Wes Bucey
Prophet of Profit
I apologize because this is an extremely cryptic headline (Heroes or Villains? Whom do we prefer?), but I came across the concept while reading the latest print issue of Business & Commercial Aviation (BCA.) https://www.AviationNow.com/BCA
The January issue has an article "How to Construct a Culture of Airmanship Excellence" by Fred George which describes a training program similar to "mistake proofing." There is also a press item about this 7 year old program at
https://www.jobwerx.com/news/Archives/Bombardier-Aerospace-Safety-Standdown.html
I'm sorry the BCA issue isn't available over the internet, yet, for nonsubscribers to read the article in its entirety. (keep checking - the holidays may have slowed them up.) The article describes a training program for pilots at Bombardier (a premier business jet manufacturer.) One of the recurrent points in the program is that management must make a distinction in whether to train
"heroes" who will try to get the flight through (ala US Post Office - "neither rain nor sleet, . . .") regardless of the personal risk or
"villains" who refuse to operate in unsafe aircraft or environment.
(I guess the real secret is in how you define hero or villain!)
From a cursory reading of this article about the training program, it seems that Bombardier is incorporating much of the good Deming stuff (continuous improvement, non-punitive reporting, etc.) we aspire to emulate.
Most importantly, it is a pro-active approach to improving air safety (substitute any other worthy goal here) BEFORE a disaster by creating good work habits rather than trying to correct bad habits AFTER a disaster.
Just thought you'd all like to know that not ALL corporate managers are jerks.
The January issue has an article "How to Construct a Culture of Airmanship Excellence" by Fred George which describes a training program similar to "mistake proofing." There is also a press item about this 7 year old program at
https://www.jobwerx.com/news/Archives/Bombardier-Aerospace-Safety-Standdown.html
I'm sorry the BCA issue isn't available over the internet, yet, for nonsubscribers to read the article in its entirety. (keep checking - the holidays may have slowed them up.) The article describes a training program for pilots at Bombardier (a premier business jet manufacturer.) One of the recurrent points in the program is that management must make a distinction in whether to train
"heroes" who will try to get the flight through (ala US Post Office - "neither rain nor sleet, . . .") regardless of the personal risk or
"villains" who refuse to operate in unsafe aircraft or environment.
(I guess the real secret is in how you define hero or villain!)
From a cursory reading of this article about the training program, it seems that Bombardier is incorporating much of the good Deming stuff (continuous improvement, non-punitive reporting, etc.) we aspire to emulate.
Most importantly, it is a pro-active approach to improving air safety (substitute any other worthy goal here) BEFORE a disaster by creating good work habits rather than trying to correct bad habits AFTER a disaster.
Just thought you'd all like to know that not ALL corporate managers are jerks.
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