saco organizational changes july 2002 - true lock faa saconeworgr1.pdf · 2013-09-19 · page 1...

SACO ORGANIZATIONAL CHANGES July 2002

“Aviation safety begins with safe aircraft”

Overview of discussionAIR Strategic PlanACO key organizational conceptsPresent Organization Organization as of January 2003How will this work day to day?Benefits of changesSteps taken since July 2002

AIR Strategic Plan-Background

Vision - A world-class organization advancing aircraft safety throughout the global aviation system

SAFETY is a Continuum– Continued Operational Safety (COS) =>Safety Standards => Certification

AIR Strategic Plan - key elements� Safety Management� Organizational Effectiveness and Efficiency� Innovation and Technology� Globalization

Air Strategic Plan-Safety ManagementGoal: Enhance Aviation Safety through proactive use of both risks

reduction and oversight methodologyContinued Operational Safety (COS) Management:Expand & Standardize processes and programs to:- Monitor safety related data-Assimilate “lessons learned from accidents-apply information technology to support processesCertificate Management (CM) Process: Develop an integrated engineering & manufacturing CM Program

Risk Management: Institutionalize risk management & critical thinking methods w/in the organizational culture

Safer skies: Base operational decision making on the data driven results of the safer skies initiatives

Delegation: Mature & expand the existing system to facilitate innovative organizational delegation concepts

COS program & Program Manager

Designee & Delegation program

management

Air Strategic PlanOrganizational Effectiveness & Efficiency

Goal: Strengthen our aviation safety service function to employ best business practices & build & sustain a supportive infrastructure to reflect the

commitment to the AIR Value Statement

Process/Organizational Change:Develop innovative & efficient business practices to balance customer needs, resource limitations, & industry growth

Leadership: Institute leadership identification, development & growthinitiatives

Information Technology: Promote & integrate information technology into business practices to achieve the AIR safety mission Professional Environment: Foster a productive & hospitable environment that cultivates a diverse workforce w/ responsible, competent,& empowered employeesLabor Relations: Develop positive Labor Union Relationships

COS program & Program Manager

Designee &Delegations program

management

Aircraft certification program processes

& management

Air Strategic Plan-Innovation and Technology

Goal: Enable early engagement and maximize innovation in response to new aviation concepts and technology

Organizational Responsiveness:Ensure that our organizational processes &Structure facilitates early decision making & builds technical competencyrelated to new product technology

Partnerships/Alliances: Leverage partner-ships & alliances w/ other government& industry stakeholders to ensure opencommunication & early AIR involvementin emerging technology

Break-through Thinking: Exploit innovative thinking to improve organizational performance and productivity

Air Strategic Plan-Globalization

Goal: In a leadership role, enhance safety & security globally by working in partnership with the international community

Lead by example in moving towards mutually acceptable global safety standards and procedures

Broaden the network of partner civil aviation authorities

Encourage global adoption of safetyand security initiatives/interventions

Address the challenges of expanded global aircraft design and manufacturing

ACO key organizational conceptsSafety Management– A Systems approach to safety- Consisting of a Continued

Operational Safety program, a Certificate Management Program, Responsible Delegation and Oversight

– Using Risk Management - We make decisions everyday about what we need to focus on

• Risk Management is a more structured approach to setting priorities and effective use of delegation.

Organizational Effectiveness and Efficiency– Continually moving the organization to a structure which

facilitates the development and utilization of effective safety management principles, and improves customer relationships

Key ACO Organizational Concepts

Continued Operational Safety

Responsible Delegation &Oversight

Certification Program Processes

Technical support

SAFETY MANAGEMENT

Summary of SACO organizational changes

Dan Cheney assigned to continue working on the Certification Process Study follow-on action activities and Boeing SFAR 88 activities.From August 2002 to January 2003, an Acting Branch manager will be selected. Mike Pasion will be the Propulsion Branch Manager, ANM-140S, effective January 2003. Two Senior Engineers and a Rotorcraft Program Manager position will be created for the office.

The existing Part 23 program manager will report to ANM-100S.The present ANM-190S staff will continue to support the applicants they have now while being assigned to one of the technical branches.Over the long term a core group of engineers will be assigned to work

GA programs, residing in the technical branches

Timeline of notification related to Organization Change

Formal notification to NATCA Thursday, July 11, 2002Notification to PNAA Friday, July 12, 2002Advance notification of changes to the Propulsion Branch and the Special Certification Branch on Friday July 12, 2002 Notification to the SACO Staff via email on Friday July 12, 2002Notification of Temporary Promotion Opportunity to ACO and TSS Tuesday July 16, 2002All hands meeting Thursday July 18, 2002 Meeting with PNAA membership on Friday July 19, 2002 in Portland

SEATTLE AIRCRAFT CERTIFICATION OFFICE ANM-100S-Present

Judy BrundageSecretary

Linda RapozoSecretary

Kanji PatelBoeing 747,767

Program Manager

Dorr AndersonBoeing 757, 777

Program Manager

Holly ThorsonBoeing 737

Program Manager

Julie AlgerBoeing TS&M

Program Manager

Angelos XidiasSystems & Equipment

Branch ManagerANM-130S

Adriano PasionSpecial Certification


Phil FordeAirframe & Cabin Safety


John CraycraftContinued Op Safety

Program Manager

Tamra LeeDesignee/Deleg OrgProgram Manager

Alvin HabbestadProgram Management


Dan CheneyPropulsion


Thomas ArcherFlight Test


Lirio Liu-NelsonOffice Manager SACO

ANM-100S

7/8/02

Present staff working General Aviation (ANM-190S): 7 engineers 1 program manager

SEATTLE AIRCRAFT CERTIFICATION OFFICE ANM-100S-January 2003

Judy BrundageSecretary

Linda RapozoSecretary

TBDRotorcraft

Program Manager

Jeff MorfittSmall Airplane

Program Manager

Kanji PatelBoeing 747,767

Program Manager

Dorr AndersonBoeing 757, 777

Program Manager

Holly ThorsonBoeing 737

Program Manager

Julie AlgerBoeing TS&M

Program Manager

Angelos XidiasSystems & Equipment


Phil FordeAirframe & Cabin Safety


John CraycraftContinued Op Safety

Program Manager

Tamra LeeDesignee/Deleg OrgProgram Manager

Alvin HabbestadProgram Management


Adriano PasionPropulsion


Thomas ArcherFlight Test


Lirio Liu-NelsonOffice Manager SACO

ANM-100S

7/8/02

Staff working General Aviation: 16 engineers 2 program manager

PROGRAM MANAGEMENT BRANCHANM-102S

Tanya SteepinSecretary

Barbara PraterAdmin. Officer

Mathew LystraFOIA Paralegal

Kandy MulronyProg Support Asst

Office Support

Roxi HanshawTech. Support Spec.

Part 25

Julie ZacharyTech Support Spec.

Kris PavlikTech Support Spec.

23,27,29,31

Tech Support

Tamra LeeDDO PM

John CraycraftCOS PM

PM's

Al HabbestadManager

Program Management

8/15/2002

Nubian-Elon DupreeAdministrative

Assistant

Ivan Li727/737 COSP

Duong Tran707/727 COSP

Dennis Stremick757 COSP/

Flight Controls

Susan Masterson767/777 COSP

Gary OltmanCOSP

Mark FreisthierCOSP

Sonic Cruiser

Steve FoxCOSP Senior Engr.

Tammy Anderson747 COSP/Cert

Scott Fung737 COSP/Cert

Rick Kawaguchi747 COSP/Cert

Sue Lucier737/COSP/Cert

Nancy Marsh737 COSP/Cert

Howard HallCOSP/CertPart 23-31

TBDCOSP Senior Engr.

Nenita Odesa757 Cert/STCs

Dorothy LundyPart 23,27,29,31

Certification

James Rehrl767/777 Cert/STCs

Richard McCauleyPart 23,27,29,31

Certification

TBD-New HirePart 23-31

Certification

John SheldenPart 23,27,29,31

Certification

Della SwartzPart 23,27,29,31

Certification

Walter SippelStructures Cert.

Senior Engr.

Keith Ladderud707/727/737/757

Cabin Safety/SUPS/COSP Focal

Tony Jopling747 Cabin Safety/

Cockpit Doors

Shannon Lennon737NG Cabin Safety/Cockpit Doors/STCs

Dan JacquetGoodrich DAS

STCs, Cockpit Doors737 AEW&C

George Panger767 Cabin Safety

TS&M, STCs

Bob Kaufman777 Cabin Safety

Cockpit DoorsSpecial Projects

Patrick GillespieCabin SafetyPMA's/STC's

Part 23-31

Dave CrottyFSU, Northwest

Composites, STC's

TBD-New HirePart 23-31

Victor WicklundActing Cabin SafetyCert. Senior Engr.

Phil FordeManager

AIRFRAME BRANCHANM-120S

8/14/2002

SYSTEMS & EQUIPMENT BRANCHANM-130S

Molly DesjardinsSecretary

Patrice AdjiblyFlt Dynamics/Honeywell/

EGPWS/TSOPart 23-31

Pete SkavesDetail to Washington

Walt CameronCommunication/

Navigation

Sam SlenzFMC

Bob CastonguaySoftware

Tin TruongAugo Flight/ADSB/

CDTI/TCMS

Paul FeiderIndications Comm/

Recording Sys/TCAS/Data Link

Frank VanLeynseeleAutoflight/FBW

Jay YiFMC/CDU/EICAS/

AIMS/CDS ND

John Hill

Liz ZurcherPMA/COS/PLOD/ALOD

Varun KhannaSoftware/ASIC

Shiela MarianoHoneywell/NAT/WXR

Warning Sys/HUD

Tony CastillosActing Senior Engineer

Avionics

VacantElectrical System New

Models/SFAR 88

George RoussosElectrical System

777/747

Ken FreyFlight Controls/

Pneumatics/Hydraulics

Binh TranElect Systems707/727/737

Louis NatsiopoulosElectrical Systems

757/767

Steve OshiroIFE/Aging Wiring

Doug TsujiFlight Controls

John V. MasseyElectrical & Mechanical

Part 23,27,29,31

Ken FairhurstSenior Engineer

Electrical/Flt Controls

Donald EifordLavatories/Waste/Icing

Pneumatics

Rick MorrisFire Protection/Pressurization

David HerronLanding Gear/Brakes/Tires/Wheels/Antiskid

Barbara MudrovichContinued Airworthiness/

PMA

Clint JonesE/E Cooling/Cargo

Mech

Jeff PalmerAir Conditioning/

Ventilation/Ozone/Fire Protection

Sue LetcherTSO/Oxygen/Lighting

Donald L. KurleSr Eng. Mechanical Section

Angelos G. XidiasManager

8/14/02

PROPULSION BRANCHANM-140S

TBDAdministrative Assistant

Steve ClarkProgram Manager

Part 25 ETOPS

Dan KinneyAerospace Engineer

Part 25

John VAnnAerospace Engineer

Part 25

Judy ColyeAerospace Engineer

Part 23-31

TBD-New HireAerospace Engineer

Part 23-31

Jon RegimbalSenior Engineer

Bernie GonzalezAerospace Engineer

Part 25

Sherry VeveaAerospace Engineer

Part 25

Douglas PegorsAerospace Engineer

Part 25

Margaret LangstedAerospace Engineer

Part 25

Richard SimonsonAerosapce Engineer

Part 23,27,29,31

Katherine RaskSenior Engineer

Mike PasionManager

8/14/2002

FLIGHT TEST BRANCHANM-160S

Donald B. WilsonSenior Engineer

Certification747

Steven E. O'NealSenior Engineer

Safety Management737

Eugene F. ArnoldFlight Test Pilot

A320/330/340/380B737/747/757/767

Edward P. KolanoFlight Test Pilot

B737/747Part 23-29

Patrick M. MorrisFlight Test PilotB737/757/767

Part 23-29

Tim R. SeeleyFlight Test Pilot

A320/330/340/380B737/747/767/777

Clyde L.HalsteadFlight Test Engineer

B767

John A. HeadFlight Test EngineerA320/340/380, B737,

EMB170, F900EX

John P. NeffFlight Test Engineer

B757/777

Shaun C. RippleFlight Test Engineer

HGSPart 23-31

Jean A. NewtonFlight Test Engineer

Part 27, 29

Tammy M. NgFlight Test ProjectSupport Assistant

Thomas E. Archer IIManager

(425) 227-2666

8/14/2002

How will this work day to day?Assignment of work:– All existing projects assigned to ANM-190S personnel

will remain with that person in their new branch assignments

– FAA/applicant matrix for GA will be primary tool for assignment of work following re-organization in January 2003

– Organizational charts for the branches, which reflect employee designations, indicate the employees primary task.

How will this work day to day?Assignment of work (continued):– New applicants (not presently identified on the FAA/applicant

matrix) for part 23/27/29 or 31 STC, TSO, PMA projects will be distributed to the appropriate branch based on description ofthe modification

• Branch manager will assign work to the GA personnel in his branch.

– New part 23 TC applications will go to Small Airplane PM (Jeff Morfitt)

– New Part 27/29 TC applications will go to Rotorcraft PM (TBD)

– Branch assignment may be assigned to the employees working GA programs if requested by the employee & if the GA workload permits

How will this work day to day?Mail Distribution– Application recieved in the mail room– GA focal point for administrative support logs into tracking

system– If applicant has previously worked with the ACO:

• FAA/Applicant matrix used to distribute mail to assigned personnel within the branches

• Mail goes directly to the engineer without further coordination within the branch

– If applicant is new for a part 23/27/29 or 31 STC, TSO, or PMA project:

• application will be distributed to the appropriate branch based on description of the modification

• Branch manager will assign work to the GA personnel in his branch.

Benefits of changesImprove service to the customers through additional resource availability – new employees will now be working on part 23-31projects, rather than just part

25. Effective utilization of the SACO’s existing resources– of both management and staff

Enhanced career opportunities for SACO employees– Inter/intra Directorate opportunities resulting from diversity of programs– 3 additional promotion opportunities, NOW, through better utilization of our

management and staff Heighten visibility of Part 23 and 27/29 TC programs within the Seattle ACO – The program managers report directly to the ACO manager– Higher level of accountability for COS and Cert

Standardization of the two largest ACO’s (Seattle and LA) within the Transport Airplane Directorate

Steps taken since July 2002 & Next steps

Acting ANM-140S manager selected – Jon Regimbal until Mike Pasion’s effective date in January

Senior Engineering positions for Airframe and Flight Test Branch bid– Flight test selected

Rotorcraft Program Manager position reporting to ANM-100S bid – closes 8/22/02

Development of GA applicant matrix – tool to facilitate project assignments and identification of project focals

Field Visits to PNAA members and other GA applicants scheduled– 8/20-21/02 Spokane, 9/12-13/02 Portland, 9/26-27/02 Boise– Seattle TBD

Identification and transition plan for processes and procedures utilized for the existing ANM-190S branch

Q&A - 8/02 r1Q: Will the change affect timing for approvals? Will customers still be able to get 1-day turnaround?A:No, our goal is to continue and enhance the service now received. The same people will be doing the same work,but will be sitting in a different branch - timing of approvals should not change since the same people will have the same assignments when they move to thenew branches. This will be per the FAA/Applicant matrix. The project “teams”, if they consist of 1 person now will still consist of 1 person. The ACO’s management staff supports this.Q: What is the experience level of the personnel that will be handling the approval process? Will we have to work with new inexperienced staff for our approvals?A:The same people will be doing the same work,but will be sitting in a different branch - the level of experience will not change, however, additional resources may be available in the branch for project work-applicants may be working with “new inexperienced staff”, but they will be assisting the experience project manager

Q&A - 8/02 r1

Q: Why the consolidation? What drove the ACO to make the change?A: These changes are designed to move the ACO towards the AIR Strategic Goals and supports the TAD key organizational concepts Q: Are the resources from your office being moved to help with Boeing BAS under staffing? Will the most experienced engineers be used for Boeing projects?A: No, on both accounts. The existing -190S staff will continue to work GA programs.

Q&A - 8/02 r1

Q: How has the news of reorganization affected your staff? What was the overall reaction? Have you noticed a change in efficiency since the announcement?A: The Staff has felt comfortable sharing their comments, concerns and considerations of issues and no change in efficiency has been noticed since announcement Q:Will there be dedicated GA personnel within each of the five specialty groups (structures, propulsion, flight testing, mechanical systems, and electrical systems) or will we be put in the queue with transport projects?A:The same people will be doing the same work, but will be sitting in a different branch based on their technical background. An additional position will be established for systems. As reflected in the organizational charts, we will now have coverage in each branch,which has not previously been available.

Q&A - 8/02 r1Q: Is this a disbandment of the ACO?A: NOQ: Why is a change being made to the most productive of the SACO branches?The change is being made to continue to enhance to office’s overall productivity, and this change moves the organization towards the AIR Strategic Goals - with the focus on Certification, continued operational safety, and designee/oversight issues. Q: Is this a movement to push companies toward DAS and ODA certifications?A: NO this change is not a move to push companies towards DAS or ODA

Q&A - 8/02 r1Q: Will the current project managers still be the ones to approve data based upon their own review, or will they be forced to send all applications to a specialists group for review?A:The same people will be doing the same work, but will be sitting in a different branch based on their technical background. The same project managers will still function as they always have on their assigned GA projects. They will not be forced to send applications to specialist, unless they feel that they need their expertise (just as it has always been).Q: Will this drastically change the way a project is submitted and/or approved?A: NO -there should be no change seen by the applicant. The mail will still come into the office, as it does now (per security) and will be logged, and then distributed to the assigned specialist per the FAA/applicant matrix

Q&A - 8/02 r1Q: Once implemented what assurances will we have that the system will work better than ever? What recourse aside from Congressional intervention will we have to mediate problems with the new reorganization?A:The same people will be doing the same work, but will be sitting in a different branch based on their technical background. There should be no noticeable change in project certification performance. However, to assure this, we have begun to develop some trend analysis on the productivity to assure that we continue with the same efficiency and work on ways to improve.Q: Will the changes affect signing a PSP between the PNAA and the FAA?A: NO

Q&A - 8/02 r1

Q: Aircraft manufactures specific, When we are close to a delivery, we often have one or two NCR's that are written at the last minute and require FAA approval prior to delivery. We have had terrific support from the ACO special cert. branch; they are often able to approve these last minute items within a day. Will we be able to continue to get this level of support under the reorganization?A: Yes, the same people will be doing the same work, but will be sitting in a different branch based on their technical background. The same assignments and working relationships will exist, so the performance should remain unchanged.

Q&A - 8/02 r1Q: The Special Cert Branch is a portion of the Seattle ACO that is dedicated to general aviation. By eliminating this branch, aren't you also weakening the commitment to guaranteeing support for this industry?A: No, the changes will strengthen the commitment to GA since the Small Airplane and Rotorcraft PM will report directly to the Seattle ACO office manager.Q: What happens to the travel budget for supporting GA projects?Will there still be money specifically allocated for support of GA?A: Nothing will be different for travel budget to support GA. And YES, the same money for GA will be available based on the project work. The PMs working for the ACO manager, will continue the emphasis on attaining the budget

Q&A - 8/02 r1Q: Why wasn't public comment sought before this decision was made?A:The same people will be doing the same work, but will be sitting in a different branch based on their technical background. There should be noticeable change to the industry, however meetings with the TC/STC applicants are being scheduled to obtain comments prior to the effective date of January 2003. Additionally, we are new to working in a Union environment, and may not have recognized or utilized all the possible options which we had available to us prior to announcing the change.

Q&A - 8/02 r1Q: How supportive of this are the engineers in the current Special Cert. Branch?A: The response has been varied, however the majority of responses have been positive. Based on feedback since July, there are internal concerns within the branch, and we are committed to taking theirfeedback to assure we consider all the issues, and make changes to address those concerns. Q: Why should small companies be burdened with training FAA engineers to the peculiarities of small aircraft, rotorcraft, etc., when the majority of them will then work Boeing and other transport projects?A: The small companies will not be burdened since the same people will be doing the same work, but will be sitting in a different branch.

saco organizational changes july 2002 - true lock faa saconeworgr1.pdf · 2013-09-19 · page 1...

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