Aviation Risk and Safety Management: Methods and Applications in Aviation Organizations

Springer Science & Business Media
2
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The International Civil Aviation Organization’s (ICAO) decision to require aviation organizations to adopt Safety Management Systems poses a major problem especially for small and medium sized aviation companies. The complexity of regulations overstrains the aviation stakeholders who seek to fully advantage from them but have no clear guidance. The aim of the book is to show the implementation of such a new system with pragmatic effort in order to gain a gradation for smaller operators. This approach should illustrate the leeway in order to adapt the processes and to show the interfaces between Corporate Risk Management and Safety Management. The book shows how to build a system with reasonable effort, appropriate to the size and complexity of the specific operator. It also gives inputs on the key aspects and how to effectively operate such a system with the various interfaces. Furthermore, the book highlights the importance of Corporate Risk Management independent of Safety Management Systems based on ICAO.
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About the author

Prof. Dr. iur. Roland Müller is Professor of Private, Commercial and Aviation Law and President of the Center for Aviation Competence at the University of St. Gallen. He serves in several boards as member and president and holds guest professorships at several universities. Furthermore, he is senior partner at the University of St. Gallen's Center for Corporate Governance.

Dr. oec. HSG Andreas Wittmer is Managing Director of the Center for Aviation Competence at the University of St. Gallen where he also holds courses. He is a guest professor at several international universities in the fields of Aviation Management and Economics. He is President of the Swiss Aerospace Cluster and works as a freelance aircraft accident investigator for the Aircraft Accident Investigation Office of Switzerland.

Christopher Drax is a Consultant at P3 Group, focusing specifically on aviation related subjects. His expertise comprises of Aviation Risk Management, Safety Management Systems, Quality Management Systems and various topics concerning commercial aviation. He holds a degree in Aviation Management from the International University of applied sciences in Bad Honnef and conducted his postgraduate studies in Strategy, Innovation and Management Control at the Vienna University of Economics and Business and Master of International Business at the Queen’s School of Business in Canada. Furthermore, he is an active aerobatic pilot.

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Additional Information

Publisher
Springer Science & Business Media
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Published on
Mar 31, 2014
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Pages
213
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ISBN
9783319027807
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Language
English
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Genres
Business & Economics / Management
Business & Economics / Operations Research
Business & Economics / Organizational Behavior
Business & Economics / Strategic Planning
Law / International
Technology & Engineering / Quality Control
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Content Protection
This content is DRM protected.
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Charles Duhigg
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From the Trade Paperback edition.
David Simchi-Levi
In recent years, management gurus have urged businesses to adopt such strategies as just-in-time, lean manufacturing, offshoring, and frequent deliveries to retail outlets. But today, these much-touted strategies may be risky. Global financial turmoil, rising labor costs in developing countries, and huge volatility in the price of oil and other commodities can disrupt a company's entire supply chain and threaten its ability to compete. In Operations Rules, David Simchi-Levi identifies the crucial element in a company's success: the link between the value it provides its customers and its operations strategies. And he offers a set of scientifically and empirically based rules that management can follow to achieve a quantum leap in operations performance.

Flexibility, says Simchi-Levi, is the single most important capability that allows firms to innovate in their operations and supply chain strategies. A small investment in flexibility can achieve almost all the benefits of full flexibility. And successful companies do not all pursue the same strategies. Amazon and Wal-Mart, for example, are direct competitors but each focuses on a different market channel and provides a unique customer value proposition -- Amazon, large selection and reliable fulfillment; Wal-Mart, low prices -- that directly aligns with its operations strategy. Simchi-Levi's rules--regarding such issues as channels, price, product characteristics, value-added service, procurement strategy, and information technolog -- -transform operations and supply chain management from an undertaking based on gut feeling and anecdotes to a science.

Roland Müller
Inhaltsangabe:Einleitung: In den letzten Jahren ist das Qualitätsbewußtsein der Unternehmen am Markt stark angestiegen. Zum einen ist dies auf die schon einige Jahre anhaltende schlechte Konjunkturlage zurückzuführen, zum anderen aber auch auf die starke Konkurrenz im wirtschaftlichen Wettbewerb. Wenn die Ideen für neue Produkte fehlen oder neue Innovationen aus finanziellen Gesichtspunkten nicht machbar oder rentabel sind, muß die Qualität der vorhandenen Produktpalette gesteigert werden, um konkurrenzfähig zu bleiben. Viele Unternehmen versuchen daher, durch die Einführung eines sogenannten Qualitätsmanagement-Systems nach der Normenreihe ISO 9000 ff. ihre Wettbewerbsfähigkeit zu steigern. Die Grundgedanken der geistigen Väter dieser Normen waren jedoch ganz andere: Zum einen soll Qualität für den Kunden klar erkennbar sein. Dem Kunden soll durch ein zertifiziertes Qualitätsmanagement-System klar dokumentiert werden, daß Qualität produziert wird. Das geht sogar soweit, daß der Kunde sich davon beim Lieferanten persönlich überzeugen kann, indem er sogenannte externe Audits bei ihm durchführt. Der andere, und wahrscheinlich viel wichtigere Gedanke war jedoch daß die Qualität nicht auf dem einmal erreichten und durch ein Zertifikat belegbaren Stand stehenbleiben soll, sondern daß die Qualität ständig fortentwickelt wird, daß das System "lebt" und ständig weiter vorangetrieben wird in Richtung "Total Quality Management" (TQM). Über die Normen der Reihe ISO 9000 ff. wird derzeit immer noch viel gesprochen, obwohl es im Vergleich zu den vergangenen Jahren bedeutend ruhiger geworden ist. Die Zielsetzung der Arbeit ist zum einen aufzuzeigen, was ISO 9000 eigentlich ist, welche Anforderungen die Norm an einzelne Bezugsgrößen stellt. Zum anderen soll exemplarisch die praktische Vorgehensweise der Einführung eines Qualitätsmanagement-Systems aufgezeigt werden. Schließlich wird anhand einer empirischen Erhebung überprüft, ob die im Einzelfall gemachten Erfahrungen auch auf andere Unternehmen zutreffen. Die Normen der Reihe ISO 9000 ff. umfassen mehr als die drei zertifizierbaren Normen zu Qualitätsmanagement-Systemen (9001-9003). Es gibt weiterhin Normen, die Leitfäden zur Umsetzung der zertifizierbaren Normen darstellen und Normen, hauptsächlich aus der 8000-er und 10000-er-Reihe, die sich mit Begriffsdefinitionen und Anwendungen einzelner Elemente der 3 zertifizierbaren Normen beschäftigen. Da eine Untersuchung all dieser Normen zu weit führen würde, [...]
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