and cumbersome. The same is true with the FARs. They can be changed, but it is not a swift process. To be aligned with the law, even if you see a discrepancy, you must include that discrepancy in your actions until the change officially occurs. This doesn’t sit well with technicians. Case in point, the maintenance manual says to remove
duct A for access, but we find out we can remove and replace the part without removing duct A. This may pose a little more difficulty but saves time in the task. We have improved the process but violated the FARs by not following prescribed manual instructions. We might think this is minor. What if we carry this further and skip a couple of steps in the check to save time? We never find anything in those areas, so why check them? This is escalation of error or the dog chasing its tail. This can be intentional or innocent. We have been given antibiotics for numerous diseases and our body has looked upon this help as an invasion and fought back. Even though the antibiotic was intended to cure whatever ailed us, our body saw it as a foreign object that must be attacked and it built immunities. As more powerful antibiotics were developed, our body reacted and countered with more powerful immunities. We have gotten to the saturation point where chemicals cannot compete; you can’t fool Mother Nature. This is our risk aversion at work. If we stand on top of a two-foot ladder a number of times without incident, our confidence is built up. Next we will stand on top of a four-foot ladder and if that is not met with disaster we will escalate to taller ladders. Conversely, if we stood on top of the two-foot ladder and fell off we may try it once more just to test the theory, and if we fall again we will not stand on the top step of any ladder. We will also be urged to stand on the top step by our
peers. “Here you can reach it with this four-foot ladder, just stand on the top.” With the absence of a culture that frowns on standing on the top step of ladders, we will also be more prone to step on the top step when no one is watching. Out of sight, out of mind. We say we always follow safety and regulatory practices. However, the term “always” is fleeting and subject to interpretation at the moment. We are all pressured to perform. Get the plane out on
time, get those sales figures up, that project has to be done by tomorrow, that surgery need to be finished by 4 p.m. We are constantly under the gun for something. We have to meet deadlines and goals that may be unreasonable and we do unreasonable things to meet those deadlines and goals. We are goal oriented, not task oriented.
THE QUALITY MINDSET Quality is a mindset and has to be part of an organization’s culture and climate and embedded in the controls. Every individual needs to have the trust that they can say “Stop
S.E.A.L. AVIATION
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954-492-3522
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