The airport ramp is the crucible of airport operations. It is the convergence of numerous activities, people and equipment all contributing their jigsaw piece, within a complex, parallel (see Appendix A) and busy environment (see Appendices B and C), to create an aviation product. Because of this level of coordinated activity, the task/ time pressures and the ‘heavy metal’ that ground handling requires it is not unsurprising that ground handlers face a variety of hazards.
In addition to the inherent complexity of this co-ordinated effort there may be other ‘actors’ in and around the ramp area during the Ground Handling (GH) process further complicating a busy environment; these include security staff, cargo specialists (e.g. Dangerous Goods), wing walkers, Police, Ambulance, Rescue and Fire Fighting (RFF), and other aviation authorities (airport management, national aviation authority staff).
The definition of ground handling according to the International Air Transport Association (IATA) is that ‘Ground Handling covers the complex series of processes required to separate an aircraft from its load (passengers, baggage, cargo and mail) on arrival and combine it with its load prior to departure’, (IATA, 2013).
The rate of reported incidents, in the ground handling environment, was detailed in the 2006-7 Airports Council International (ACI) Apron Safety Survey as approximately one incident per 4000 movements. This rate is in the same area as the National Aerospace Laboratory (NLP) survey of 2008 which indicated a rate of one incident in 5000 movements, (Balk, 2008). The Flight Safety Foundation (FSF) estimates that ground incidents cost as much as $10 Billion annually when both direct and indirect costs are considered; e.g. reput...
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...ery model is predicated on a GHO ramp supervisor managing the whole turn-round process. The desirable qualities and questions asked during the GHO selection phase came from the FSF GAP Program, Ramp Safety Leadership (FSF, 2007) and the CAA Significant Seven Question Bank, (CAA, 2012). The chosen GHO to replace ‘Belgique Port’ is ‘Autograph’. While they are slightly more expensive than the previous GHO the anticipated reduction in GSE damage, based on their past track record, will more than negate the slight price premium.
The Management of Change Process
Only a limited percentage (typically 30-50%) of major change initiatives has a positive outcome (Dent and Powley, 2001, Kotter, 1995). However, this success rate can be greatly increased if “management has a clear strategy and a way to communicate and pursue this strategy with all the employees”, (Kotter 1996).
Handling and operating an airplane comes with great risk, but these risks that are present are handled with very different attitudes and dealt with in different ways depending on the environment the pilots are in.
On-site transportation service is currently favorable with managers at Deere’s plants and could be improved by standardizing the ...
David Winkler/ASC to provide snow modeling to determine if any requirement improvements of design need to be made based of off future builds.
Greer, M. E. (2001, October). 90 Years of Progress in Safety. Professional Safety, 46(10), 20-25. Retrieved April 22, 2014, from http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=5367632&site=ehost-live&scope=site
After World War II there was an excess of aircraft and trained pilots in the United States, which significantly increase in private and commercial flights. An increase in the use of private aircraft and large passenger planes meant an increase in the possibly of aircraft safety incidents. Even though safety measures had been put in place to tend to large number of aircraft in the skies, in late 1950’s there were two unfortunate accidents that finally led to legislation that would be a major change to the world of aviation that affects us even today. The introduction of the Federal Aviation Act of 1958 spurred several changes in aviation that eventually led to the creation of the Federal Aviation Administration.
Safety in the ethics and industry of aerospace technology is of prime importance for preventing tragic malfunctions and crashes. Opposed to automobiles for example, if an airplane breaks down while in mid-flight, it has nowhere to go but down. And sadly it will often go down “hard” and with a high probability of killing people. The Engineering Code of Ethics states first and foremost that, “Engineers shall hold paramount the safety, health and welfare of the public.” In the aerospace industry, this as well holds very true, both in manufacturing and in air safety itself. Airline safety has recently become a much-debated topic, although arguments over air safety and travel have been going ...
Manual Handling is specifically regulated for in Chapter 4, Part 2 of the Safety, Health and Welfare at Work, (General Applications) Regulations 2007 (S.I. no. 299 of 2007). In the Regulations, Manual Handling is defined as any transporting or supporting of any load by one or more employees, and includes lifting, putting down, pushing ,pulling, carrying or moving a load, which by reason of its characteristics or unfavourable ergonomic conditions, involves risk, particularly of back injury, to employees.
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
Change usually comes with resistance in any workplace because change disrupts the employees’ sense of safety and control (Lewis, 2012). Kurt Lewin (1951) created a three step process for assisting employees with organizational Change (Lewis, 2012). The three stages are Unfreeze, Change and Refreeze. These are the steps to a smooth transition for change within organizations. Further, these steps are not possible without good communication from upper Management through line staff. Communication was consistently listed as an issue in surveys conducted by the department.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
Prior to 1959, faulty equipment was the probable cause for many airplane accidents, but with the advent of jet engines, faulty equipment became less of a threat, while human factors gained prominence in accident investigations (Kanki, Helmreich & Anca, 2010). From 1959 to 1989, pilot error was the cause of 70% of accident resulting in the loss of hull worldwide (Kanki, Helmreich & Anca, 2010). Due to these alarming statistics, in 1979 the National Aeronautics and Space Administration (NASA) implemented a workshop called “Resource Management on the Flightdeck” that led to what is now known as Crew Resource Management (CRM) or also known as Cockpit Resource Management (Rodrigues & Cusick, 2012). CRM is a concept that has been attributed to reducing human factors as a probable cause in aviation accidents. The concepts of CRM weren’t widely accepted by the aviation industry, but through its history, concepts, and eventual implementation, Crew Resource Management has become an invaluable resource for pilots as well as other unrelated industries around the world.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
The primary cause is of airplane accidents does at some stage contain an element of a person being unable to discharge his duties correctly and in an accurate manner. More than 53% accidents are the result of ignorance or faults by the pilot during flight. Other staff is responsible for about 8% accidents. The most obvious errors by pilot are made during the take off or landing on the runway. Additionally errors can occur during the maintenance of the airplane outside the plane, whereby a lack of thorough inspection and oversight can lead to complication during mid-flight. Fueling and loading of the plane also sometimes create problems (Shapiro, 2001).
Airports are vast facilities covering many acres of land where passenger beginning the flight portions of their travels. The first flight by the Wright brothers in Kitty Hawk, NC in 1903 only required a runway. As the technology of flight advanced to offer passenger service, there was soon a need for a building to manage passenger needs. Airports of today provide many key services needed for the traveler whether they are beginning, transferring, or ending their journeys. The demand for air transportation rises each year, according to the Department of Transportation (United States Department of Transportation, 2013) 815.3 passengers traveled by airplanes in 2012. With the demand expected to rise, airports must be able to keep pace with services. There are many different services provided however, this report will discuss terminal design, baggage handling, and ground access.
Accidents at work can occur at any time and there are a lot of consequences and considerations, especially for the injured worker. Industrial workers or people who deal with heavy objects are not the only one at risk of getting into