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4. Is there an accountable executive that qualifi es to hold the position? Yes ___ No ___ Partial ___ CA (If required) _____________________________________


5. Does the company have a qualifi ed Safety manager to lead the development of the SMS and run it when fully in place? Yes ___ No ___ Partial ___ CA (If required) _____________________________________


6. Does this manager have a direct reporting link to the accountable executive? Yes ___ No ___ Partial ___ CA (If required) _____________________________________


As we move to Phase Two in the next issue, there will be


more questions for the Gap Analysis as we look at the Safety policy which will set the expectations of the SMS. If you have succeeded in setting up the foundation in Phase One, the toughest part is over. As the saying goes, “Rome wasn’t built in a day.” So, also, will a successful SMS take time to set up and be fully functional. Two to three years is not out of line. Stay tuned.


Gordon Dupont worked as a special programs coordinator for Transport Canada from March 1993 to August 1999. Prior to working for Transport, Dupont worked for seven years as a technical investigator for the Canadian Aviation Safety Board (later to become the Canadian Transportation Safety


Board). He saw fi rsthand the tragic results of maintenance and human error. Dupont has been an aircraft maintenance engineer and commercial pilot in Canada, the United States and Australia. He is the past president and founding member of the Pacifi c Aircraft Maintenance Engineers Association. He is a founding member and a board member of the Maintenance and Ramp Safety Society (MARSS). Dupont, who is often called “The Father of the Dirty Dozen,” has provided human factors training around the world. He retired from Transport Canada in 1999 and is now a private consultant. Visit www.system-safety. com for more information.


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