Premium On Safety - Issue 27, 2018 - 1



Quiz: NOTAM Notes 03

Best Practices: 04
SMS and the Just Culture
Lessons Learned: 06
Frosted Freight
ASI Message: 07
Find one, Bring One

I read a short item in Inc magazine recently about
how Tesla's well-known CEO Elon Musk responded to
an increase in work-related injuries at his automobile
factory. The focus was an e-mail that Musk sent in
which he:
1. Took responsibility,
 howed emotional support for those injured
2. S
while "trying their best to make Tesla
successful," and
3. T ook a personal role in the flow of corrective
actions to improve the problem.
He further encouraged all of his managers to do the
same by leading from the front line on safety issues.
Too often, organizations leave it to one person (or
one small department) to look after safety and that
person or department may not be viewed as a large
part of the company's success. What Musk did was
elevate safety leadership to a very visible and high
priority. This was done not only to show concern for
employees, but also to make clear the link between
safety and the company's overall success.
It's pretty easy to draw a connecting line between
an organization that lives a safety culture and one
that produces a quality product or service because
of those same conscientious habits. Are the leaders
and managers of your company practicing front line
safety leadership? Are you that leader in your
own department?
Make 2018 the year where you connect the line in
your organization between safety and success.
John Brogan is President and CEO of USAIG


You've Got the Answer
It's right there on the checklist

During a simulator session preparing
for his combined ATP and type rating
check ride the candidate-a highly
experienced pilot-reacted to indications of an engine fire just after rotation by immediately shutting down
the stricken powerplant. The instructor paused the scenario and asked,
"What do you think you're doing?"

argument was the same: Doing the
wrong thing immediately is usually
worse than doing the right thing after
a brief delay.
Defining that right thing, of course,
is the reason the QRH-and the
myriad of other checklists-exist in
the first place. People who know the
aircraft much better than most of

Doing the wrong thing immediately is usually worse
than doing the right thing after a brief delay.
Instincts honed by a career chiefly
spent flying piston airplanes proved
inappropriate in the jet, where the
correct reaction was to continue a
stable climb to a safe altitude-then
have the pilot monitoring consult the
Quick Reference Handbook (QRH) for
the engine shutdown procedures.
Before cockpits became all-electric, tradition held that the first step
in dealing with almost any in-flight
anomaly was to wind the panel clock.
This helped the pilot slow down
enough to assess the situation. The

us ever will and have the luxury of
repeated experimentation systematically worked out the optimal responses to abnormal situations, untroubled by adrenaline or time pressure.
Improvisation is scarcely ever as
successful, and the consequences of
doing the wrong thing right away can
rapidly cascade toward disaster.
By now, lots of King Air pilots are
probably familiar with one case in
point. In 2007, the inner ply of the
left windshield of a B200 shattered
(but remained in place) at FL 270.
(continued on page 2)


Table of Contents for the Digital Edition of Premium On Safety - Issue 27, 2018