Final Periodic Activity Report - TRIMIS · 2015. 7. 3. · Final Periodic Activity Report Contract...

Final Periodic Activity Report

Contract No: 516181

Project Acronym: HILAS

Project Full Title: Human Integration into the Lifecycle of Aviation Systems

Period Covered From: 1 June 2005 – 30th November 2009

Date of Preparation: May 2010

Start date of Project: 1st June 2005

Duration: 4.5 years

Project Co-ordinator: Dr Nick McDonald,

Revision: Final Version

Project Co-ordinator Organisation: Trinity College Dublin

PRIVATE AND CONFIDENTIAL

HILAS Final Periodic Activity Report 2

Table of Contents

1 Executive Summary .................................................................................................................. 3

1.1 Overview of Original Project Objectives ..................................................................................... 3

1.2 HILAS Contractors ....................................................................................................................... 4

1.3 Coordinator contact details ........................................................................................................ 5

1.4 Project Achievements & Challenges .............................................................................................. 6

1.5 Deliverable Overview During the Reporting Period .................................................................. 12

1.6 Plan for using and disseminating results .................................................................................. 12

2 Work-Package Overview ......................................................................................................... 13

2.1 Knowledge Integration Research Strand ..................................................................................... 13 2.1.1 Overall Objectives ............................................................................................................... 13 2.1.2 Achievements....................................................................................................................... 13

2.2 Flight Operations & Maintenance Research Strands ................................................................... 18 2.2.1 Objectives ............................................................................................................................ 18 2.2.2 Achievements....................................................................................................................... 18

2.3. Flight Deck Research Strand ....................................................................................................... 27 2.3.1 Objectives ............................................................................................................................ 27 2.3.2 Achievements....................................................................................................................... 27

3 Consortium Management ............................................................................................................. 29

3.1 Key consortium management tasks included...................................................................... 29 3.2 Contributions from contractors........................................................................................... 29 3.3 Interaction with other European Funded Projects ............................................................. 29 3.4 Co-ordination activities ....................................................................................................... 29 3.5 Consortium Management Meetings ................................................................................... 30

Annex 1: Using and Disseminating Knowledge ................................................................................. 34

A1 Exploitable knowledge and its use ................................................................................................ 34 New HILAS Product Concept ......................................................................................................... 34

A2 Dissemination of knowledge......................................................................................................... 36

A3 HILAS Project Deliverables ............................................................................................................ 42



1 Executive Summary

1.1 Overview of Original Project Objectives

‘The HILAS project will develop a ‘system life-cycle’ model in which knowledge

generated about the human aspects of the system at the operational end is transformed

into an active resource for the design of more effective operational systems and better,

more innovative, use of technologies.

‘The HILAS project contains four parallel strands of work: the integration and

management of human factors knowledge; flight operations processes and

performance; the evaluation of new flight deck technologies, and the monitoring and

assessment of maintenance operations. A knowledge management system linking all

the strands of the project will facilitate the use of the project’s knowledge both inside

and outside the project. It will also examine how to transform operational knowledge

to stimulate new design concepts. A standardised European model for flight

operations performance monitoring and process improvement will be developed using

cockpit integration technology. The evaluation of new flight deck technologies will

address new and emerging technologies, such as synthetic vision, head-mounted

displays and multi-modal dialogue systems. The human factors of these technologies

will be evaluated in an integrated simulation rig. An integrated and standardised set of

tools and methods will be developed for assessing and managing human factors across

the aircraft maintenance lifecycle, from design to operations.’



1.2 HILAS Contractors

Participant

No.

Participant Name Country

1 TCD IRL

2 GE Aviation (formerly Smiths Aerospace) UK

4 Aircraft Management Technologies (AMT) IRL

5 NLR NL

6 Adria Airways SI

7 Thales Avionics FR

8 SAS Stockholm (formerly SAS Norge) NO

10 SR Technics Irl Limited IRL

11 Frederick Inst Technology CY

12 Delft University of Technology (TUD) NL

13 Lund University SE

14 Kungliga Tekniska Högskolan (KTH) SE

15 Avitronics GE

16 Fraunhofer IFF DE

17 Dedale S.A. FR

18 Selex Communications S.p.A IT

19 Rockwell Collins (UK) Ltd FR

20 Eurofly IT

22 Lufthansa Systems Flight Nav Inc Switz

23 TNO NL

24 OPTYKA Ltd (formerly Shevlin Technologies) IRL

25 Galileo Avionica IT

26 Deep Blue IT

27 KITE IT

28 Elbit IS

29 BAE Systems UK

30 Avtech SE

31 University of La Laguna ES

32 easyJet UK

33 Futura ES

34 ATITECH IT

35 Noldus Information Technology BV NL

36 Iberia ES

37 University of Groningen (RuG) NL

38 Civil Aviation University of China China

39 Turbomeca FR

40 Centre For Research And Technology – Hellas

(HIT/CERTH)

GR

41 Institute of Communication and Computer Systems GR



1.3 Coordinator contact details

Name: Dr Nick McDonald

Organisation: Trinity College Dublin

Address: College Green, Dublin 2

Email: [email protected]

Telephone: +353 1 896 1471

Fax: +353 1 896 8494

Website: http://www.hilas.info/mambo/

mailto:[email protected]

http://www.hilas.info/mambo/



1.4 Project Achievements & Challenges

Objectives

The overall objectives of the HILAS project were to develop a ‘System life-cycle’

model for Human Factors in which knowledge is generated about the human aspects

of the system at the operational end and this is then transformed into an active

resource for the design of more effective operational systems and better, more

innovative, use of technologies. The HILAS Knowledge Management System was to

manage the use of the project’s knowledge inside and outside project and support the

transformation of operational knowledge to stimulate new design concepts. The

human factors of new flight deck technologies were to be evaluated in an integrated

simulation rig. A standardised European model for flight operations performance

monitoring and process improvement using EFB was to be developed. Finally, an

integrated and standardised set of tools and methods was to be developed for

assessing and managing human factors across the aircraft maintenance lifecycle, from

design to operations.

Achievements

Human factors evaluation in cockpit system design

The Flight Deck Strand developed a two cycle experimental programme to support

the development and validation of a suite of human factors evaluation tools designed

to meet emerging certification requirements. During this programme a set of new

tools were developed, integrated with existing tools and deployed in a simulation rig

with specific new applications of technology. The integration of a diverse set of

human factors methodologies in a simulation environment, and the development of a

common framework for analysing and applying the results of these methods

represents a significant innovation, integrating a cost-effective HF assessment of new

flight deck prototypes, within the technology development cycle.

The management of operational performance, risk and change

The Flight Operations and Maintenance strands progressively integrated their research

and development programme to produce a best-practice set of organisational

processes for managing operational performance, risk and change, together with

implementation guidance, documented case studies & evaluations of implementation

in industrial partners. A services architecture to support an integrated set of software

tools and methods was developed. A set of operational process models were

developed representing the flight process (pre-flight to post flight) and a range of line

and base maintenance processes. A methodology was developed for the in-depth

analysis of the human role in operational processes. Methods for the survey and

analysis of different aspects of organisational culture were developed and

implemented in a number of organisations.

Inter-organisational sharing, learning and innovation

A Knowledge Management System was developed to manage the project’s

knowledge and materials. This facilitated and supported the emergence of an active

collaboration network, especially between Flight Operations and Maintenance



partners. This enables the development and sharing of best practice, based on the

centres of excellence concept, in which the different participating organisations

developed their own best practice in their areas of strength, supported by HILAS

partners. Sharing and integrating this knowledge created the overall HILAS

organisational concepts.

The ‘New Human Factors’

The overall conceptual framework developed in the HILAS project represents a

significant advance on the current state of the art. This framework has the following

characteristics. It is systemic in its approach to the operational systems of aviation,

addressing their underlying functional/ causal logic. It is naturalistic in addressing

how these systems actually function in the normal operational world. It is dynamic in

examining and supporting the processes underlying stability and change. Its scope

encompasses the aviation system-of-systems, using the links between flight operations

and maintenance to explore and develop the interactions between these components of

the overall system. It attempted an ambitious integration of different modes and levels

of analysis in a theoretically inclusive synthesis, from the actions of people in the

organization and process, the understanding that supports these actions and the shared

cultural meanings.

Challenges

A wide variety of challenges were faced and to a large extent overcome in the project.

Philosophical orientation

The HILAS project was informed by some broadly defined principles. These included

the industrial lifecycle orientation; an emphasis on mapping operational processes

(what needs to change) and developing organizational processes (means through

which change is attained); a goal to link the analysis of culture and system to

demonstrate their complementarity; and a desire to demonstrate a framework through

which principles of organizational resilience could be developed. The table below

lists these aspirations and some of the challenges associated with them. Despite the

challenges, significant achievements were evident across all these areas.

Philosophical stance Implementation challenge Lifecycle framework

Design, operations, maintenance and

regulation should have a common vision

& knowledge of the operation

Strong integration between FO & MX.

Less so between FD and operational

strands

Process orientation

The operational process produces the

outcome – this is what needs to improve.

Organisational processes deliver

improvements – the IT system enables

these processes

Delays in integrating all the tools.

Complexity in demonstrating the

management of operational change

through defined organizational processes



Culture and system

Organisational culture reflects and

informs all operational and organisational

processes

Difficult to integrate different approaches

to cultural analysis; Cultural analyses

reflected broad organizational domains of

safety and readiness to change

Developing Resilience

Look forward to where you need to be in

the future, learning from what has

happened in the past, while actively

managing the present

Requires complex organisational

framework integrating many functions

across organizational boundaries.

Methodology

Whereas the Flight Deck strand had a clear bounded experimental methodology,

which enabled it to deliver its programme of work very much according to the plan, in

the Flight Operations, Maintenance and Knowledge integration strands there was a

rather uneasy tension between action research and system development

methodologies (see figure 1 below). Operational organisations, unlike large design

and manufacturing organisations, do not have research and development departments

– thus research and development activities have to meet the short-term operational or

organizational goals of the participating organisations, as well as the medium to long

term research goals of the project. This fits well within an action research framework

which concerns the implementation and evaluation of change, but these HILAS

strands also had a mandate to develop supporting software systems. For the first two

years of the project a system development methodology predominated, but this met a

crisis when it was impossible to reconcile the range of scenarios offered – some of

which were closely tied to specific software developments and others having a wider

organizational context. The action research logic tended to dominate in the following

period, with the software development programme being focused on a small number

of distinct initiatives in different companies. As the integrated organizational

framework became more mature in the last year of the project there was a concerted

attempt to bring together a renewed system development programme, based on an

integrated services architecture. This was partially successful, and provides a strong

platform for continuing research and development to bring the software concepts

more downstream towards a commercially viable concept.



Figure 1: Research methodology models in HILAS

Flight Deck Technology Challenges

There were some conflicts between tools and technologies in the simulator that had to

be resolved. Access to pilots for the experimental runs was often difficult. The

importance of defining specific hypotheses for the experimental deployment of the

HF tools was no sufficiently appreciated in the first run of experiments. Finally,

maintaining the commitment to the experimental schedule was a challenge.

HILAS Organisational Process Challenges

The HILAS organizational processes encompassed the management of performance,

risk, learning and change. These are not separate organizational processes but, rather,

different views of the same set of processes, each representing a different stakeholder

view, partly depending on role and responsibility in the home organization. Each

stakeholder tended to see the whole process through its own particular lens

(performance management, safety and risk management, organizational learning).

This made it difficult to specify an overall integrated organisational system. The

response to this crisis was to develop a ‘centres of excellence’ concept in which

companies could initially develop the main parts of the overall framework in their

own image. This made for a lack of visibility of overall system while these basic

concepts were being developed, but as they become more mature the amount of

learning and exchange between these centres of excellence increased, creating a very

effective inter-organisational learning process. A series of Safety Management

System workshops developed a broad consensus view on strategic, tactical

operational processes, but this was always an‘ideal’ version, an integrated vision of

best practice which was never fully implemented in one organisation. This challenge



exposed the real organizational difficulty of building processes that span

organizational processes and functions.

IT system challenges

The first challenge for IT system development came from the realization in the first

year of the project that separate IT systems for Flight Operations and Maintenance

would not be feasible – their emerging requirements overlapped and there were not

enough resources in either strand to develop sufficient functionality on its own. Thus

an integrated system for Flight Operations and Maintenance was agreed, based around

common capabilities, and this was to be linked to the flight deck strand through the

tools registry, hosted on the Knowledge Management System. Originally conceived as

a central IT system with which to facilitate data sharing between partners, it then

became clear that the industrial demand from partners was for a local system to meet

internal organizational needs. A change of emphasis led to prioritising local

integration in the host organization and development work centred around one airline

and one maintenance organization. It was difficult to bring all the elements together to

reconcile technical and operational requirements. In the final phase of the project a

hybid concept was developed based on a flexible central capability which adds

functions and integrates with local system, provides a template for customization, and

is based on a central Services oriented architecture which can link different systems.

Operational Processes and operational data

Operational process models were developed according to specially tailored model

parameters in the MEGA modelling tool. Sharing data between MEGA and other

tools was a problem which was only partially solved during the project. Nevertheless

an archive of operational models was developed. It had been hoped to link the

operational process models with real operational data in the participating

organisations, creating the basis for analyzing risk, based on data analysis. Despite

considerable efforts it was difficult to specify a set of common safety performance

indicators and it was not possible to gather and analyse operational data from the

participating organisations.

Culture - Challenges

Diverse groups with different priorities and approaches made it difficult to provide a

strong central focus for the research on culture. These included the implementation of

change, the management of safety, and perceptions of human factors. There were also

methodological differences including questionnaire surveys and an agile enquiry

approach for resilience safety culture. There was however progressive engagement

with organisations in Maintenance and Flight Operations in both Europe and China

and an increasing integration with the overall HILAS approach around two themes:

change processes, and safety in HILAS processes.

Safety Management System - Challenges

The emerging SMS framework of ICAO and EASA called for a proactive,

performance-based regulation in which safety management is fully integrated into

overall management system. The HILAS framework was always wider than that of an

SMS, thus it was well placed to demonstrate this integration. However HILAS was



never implemented in one organization as one integrated system – it is an ‘ideal’

framework - beyond the common denominator of the participant organisations.

Within the project there were specific exemplars of an SMS developed – for example

easyJet’s SIRA concept.

Collaboration across organisations

Despite these difficulties and challenges, one of the most interesting developments out

of the HILAS operational strands concerned the development of a joint risk

management approach between a maintenance company and its airline customer,

through an improvement initiative in the maintenance check processes. This bilateral

collaboration, within a highly competitive commercial environment, provides initial

tangible evidence that more extensive networks of collaboration based on shared

management of common risks, organizational learning, design for operations, or

smarter more transparent regulation are feasible aspirations.

Figure 2: – Collaboration between Airline and Maintenance Provider

Figure 3: Potential future networks of collaboration



1.5 Deliverable Overview During the Reporting Period

See appendix 2 for a complete overview of all HILAS project deliverables completed

and submitted throughout the lifetime of the project.

1.6 Plan for using and disseminating results

The initial route for exploitation of the HILAS results is through the internal use of

the IP developed by the partners concerned. Thus the airlines and maintenance

companies will continue to deploy the concepts, methods and tools developed in the

operational strands of the project, and the manufacturing and research partners of the

flight deck strand have their tools and methods for continued use.

A second route to exploitation has opened up with a grant to TCD from Enterprise

Ireland to develop a commercial product out of some core methods and tools

developed in HILAS. This work and a business plan to accompany it are currently

ongoing.

A wide range of publications have been produced during the project and this will

continue over the coming months. A programme to edit a number of books bringing

together core elements of the HILAS programme is underway. Initially four books

were envisaged based on the HILAS work. Editorial review of the first round of

chapters produced suggests that this number should be reduced and that there should

be greater focus. This is in line with advice from the potential publisher, Ashgate,

Creating coherence across the wide range of results of the HILAS project is a key

challenge in this post-HILAS phase. The product development programme mentioned

above has forced a further integration and clarification of certain key concepts in

HILAS. It is expected that this can help provide both a practical and theoretically

sharp focus for the books, which is important to ensure the required impact from the

investment of research in HILAS. This work is continuing.

TCD has proposed the initiation of a Masters and Professional doctorate programme,

based in part on the knowledge gained from the HILAS project. This is part of the

development plan of the School of Psychology and is likely to commence in 2011.

The HILAS project was broad and ambitious in scope – it sought to develop an

integrated life-cycle concept for human factors and to embed new human factors

capabilities from design and manufacture to operations and maintenance, influencing

the deployment of regulation. Not surprisingly, not everything it sought to do was

successful, but it is clear that if this new approach to human factors in aviation is to

develop and thrive, it is necessary to develop a clearer common understanding of the

problems, the methods and theoretical formulations which give traction over finding

solutions. The development of high-level education for future managers, practitioners

and researchers is essential to fostering the next stage of human integration in the

lifecycle of aviation systems.



2 Work-Package Overview

2.1 Knowledge Integration Research Strand

2.1.1 Overall Objectives

The Knowledge Integration Strand was re-configured after the 18 month period of the

project as a transverse activity in order to more fully support and integrate the key

developments and outputs across the other three strands and the key working groups.

While most of the key activities in the Knowledge Integration Strand were absorbed

within the other strands of work, three key activities were carried out within the

Knowledge Integration Strand of work.

Continually support & co-ordinate all collaboration, implementation and

evaluation activities

Oversee the development of the Knowledge Management System (KMS)

ensuring that this development was fully aligned with FO and Mx integrated

systems as well as including elements from the FDT strand (Tools Registry)

Drive and support the overall dissemination & exploitation strategy &

activities

2.1.2 Achievements

HILAS Knowledge Management System (KMS)

The HILAS KMS (web-site) provides a central, searchable repository and

collaborative and learning environment that contains all HILAS documents,

publications, system tools and communication media. HILAS partners can also log

onto a Content Management System (CMS) that enables an ongoing review and

updating functionality that will be fully utilised in finalising the HILAS books and all

other HILAS related publications.

This system provided (i) efficient, effective and easy to use web based support for

content management and collaboration between HILAS partners during the project.

(ii) a post HILAS resource to support industry collaboration in and across the areas of:

on-going research and development; education and training; business ventures.

HILAS partners can log into the CMS and view all current deliverables, conference

papers etc. Partners also utilised the system in actively collaborating on the

development and review of HILAS deliverables and the site will be utilised for all

future HILAS related activity (e.g., modules for the Professional Doctorate and

publications).



HILAS Doctorate Programme for Human Factors and System Resilience

One of the outcomes of the HILAS project is that it provided a mechanism for

mobilising the academic and research expertise as well as the industrial experience in

developing a tailor made postgraduate/4th

Level education. A proposal for a doctorate

programme was submitted to the EU and is currently under review in Trinity College

Dublin. The doctorate programme will address all the ‘people related functions’

across the lifecycle of complex systems – from design to operations, maintenance and

regulation. The programme seeks to develop the necessary competence-in-depth to

lead strategic programmes in the area of:

Design for operability

System resilience

Management of risk in relation to safety, competiveness and sustainability

Smart regulation

Industrial innovation

The main target is the education and training of managers and other professionals who

will lead major change initiatives in their industry. It is expected that the majority

would be sponsored by their companies. The course will be delivered to an

international student cadre, using an international network of academic and industry

experts, using a distance learning infrastructure, with periodic direct contact teaching

over a three year period. It will deploy cutting-edge knowledge to foster advanced

standards of professional practice and world-class research in pursuit of the

programme’s objectives. A world-class international team already collaborating

through the HILAS partnership will be mobilised in order to provide the highest

calibre research led teaching, supervision and professional expertise. The exact start

time of this course has yet to be finalised but it is expected that it could be available

from September 2011

Establishment of Centres of Excellence

Effective collaboration required each working group or centre of excellence to

produce materials and provide access to other partners who wish to learn, adopt and

implement the HILAS system all of which should be facilitated by a central

knowledge exchange service. To facilitate this a set of rules for collaboration were

developed where each centre of excellence agreed to accept support from the HILAS

consortium to enable it to:

(i) Develop, implement and evaluate its core component of the HILAS

system

(ii) Provide an implementation manual

(iii) Provide training materials

(iv) Provide access to those organisations who want to learn from the

centre of excellence

(v) Provide training

(vi) Share data and information

(vii) Learn from other centres of excellence, especially in those areas where

it is not yet a centre of excellence

(viii) Increase the competence and qualification of its staff.



In parallel with this each learning organisation agreed to accept support from the

HILAS consortium to enable it to:

(i) Implement and evaluate progressively the core components of the

HILAS system

(ii) Review and improve the implementation manual

(iii) Evaluate and improve training materials

(iv) Enable staff to take up access to the relevant centre of excellence

(v) Participate in training

(vi) Share data and information

(vii) Learn from other centres of excellence, especially in those areas where

it is not yet a centre of excellence

(viii) Increase the competence and qualification of its staff

HILAS Tools Registry

A Human Factors Tools Registry demonstrator was created in collaboration with the

Flight Deck Technologies Strand. In essence it is an on-line electronic catalogue of

Human Factors tools that provide users with information on a variety of Human

Factors tools (e.g., their characteristics, advantages, limitations, level of expertise

required to use them etc).

The demonstrator comprises the input screen and the database to store the content.

Two of the FDT tools have been uploaded as sample tools - Observer and Eye

Tracker – have been and this iteration has been evaluated.

HILAS Dissemination & Publication Strategy

HILAS Lecture Series

Right from the outset of the project there was a plan to host an annual ‘lecture series’

where external parties were invited to participate and benefit from the key HILAS

findings and outputs. Each of these lecture series coincided with the annual review,

were industry driven and provided an excellent forum for dissemination and

discussion on HILAS outputs and guiding the overall innovation.

1st Lecture Series (June 2006)

Building on HF Harmonisation Working Group

Aligning HILAS research with industrial challenges

2nd

Lecture Series (June 2007)

Focus on HF tools and methods

Input from external projects

Supports the development of HF Toolbox concept within KMS

3rd

Lecture Series (July 2008)

Implementing HILAS

4th

Lecture Series (October 2009)

Bringing it all together!



HILAS Dissemination Event – Biarritz April 2009

A hugely successful HILAS dissemination event was held in Biarritz France on the 1-

2 April 2009 entitled ‘The Human Role in Aviation: Design, operate, maintain and

regulate for an efficient, safe and sustainable operation’. The overall objectives of

the dissemination event were highlighted as follows:

The way in which people co-ordinate and operate the system is central to how

aviation faces unprecedented challenges in competition, safety and the environment.

New ICAO safety management regulations have to be implemented from 2009; new

European regulations require design to take account of human factors. These

regulations must deliver measurable benefits. At the same time hyper-competition is

forcing all organisations to become leaner, smarter and more resilient.

When you attend this conference, you will be engaging directly with, not only the

HILAS partners, but with people who are leading future developments in the aviation

system and will be actively participating in the conference. If you are concerned

about safety in aviation, if you are concerned about the way in which aviation is

changing and developing, you have to be concerned about the human factor in

aviation. HILAS is transforming the capability to manage the human factor in

aviation; this conference addresses a turning point in the aviation industry.

It will engage with the new regulation that every aviation organisation has to deal

with, it will engage with implications of this research for new air traffic control

systems and it will engage with the way with companies are reconciling the need to be

lean, reduce costs, enhance safety and at the same time without compromising their

quality of service.

HILAS had developed a continuing programme to support and enable the industry to

change: documentation of processes and best practice, tools and methodologies,

software, training programmes, collaboration and support from leading industry

organisations and an advanced educational programme for the leaders of this

transformation of aviation.

The attendance at this work-shop included Maintenance Repair and Overhaul

(MRO’s), Manufacturers, Airlines (World-wide including South America, Africa

and Eastern Europe), Regulatory Bodies, Research Institutes, European Commission

and Technical Publishing.

The event consisted for a series of plenary presentations and well as a series of

interactive demonstrations from the key industrial partners supported by all the

research partners.



All the presentations/demonstrations from this dissemination are on the following

web-site - http://www.humaninaviation.com/

The HILAS project was represented at a number of high profile academic and

industrial conferences. For a full list of all conference papers please see Table 6 in

Annex 1..

HILAS Books

Right from the onset of the project there was always a plan to submit one overall final

integrated HILAS deliverable (D1.50) at the end of the project. As the project

progressed in terms of development, implementation and evaluation a decision

emerged to expand the original idea of a final integrated deliverable in a series of

books that would reflect the HILAS conceptual and theoretical framework, the key

tools and methodologies and the overall HILAS implementation and evaluation. The

proposed books outlined have been submitted to Ashgate publishing and all content is

currently under review – please see Annex 1 section 3 below for a full list of all

HILAS related books.

http://www.humaninaviation.com/



2.2 Flight Operations & Maintenance Research Strands

2.2.1 Objectives

The work programme in the Flight Operations and Maintenance Strands was

redesigned around three main work packages concerning Development,

Implementation and Evaluation of the HILAS integrated system in pursuance of the

HILAS goal. The overall objective in Flight Operations and Maintenance was to

develop an integrated system and approach for managing risk and performance and

supporting collaboration and innovation across the sector through a common program

of work designed to implement the HILAS approach supported by technology. At the

higher level the KMS and collaboration framework would enable and support

collaboration and innovation across all strands and the sector. The work program

within FO & MX concentrated on the following specific areas/ work packages:

(i) Performance support and management.

(ii) Risk and Safety Management

(iii) Organisational Learning and Implementing Change

(iv) Support Technology

The main principles of the Year 4 work-programme were:

Development of a common HILAS system integrating the different work-

packages and tasks

This common HILAS system to be developed, implemented (in appropriate

trials) and evaluated with full regard both to the distinct requirements and

characteristics of Flight Operations and Maintenance as well as the common

organisational forms between these strands.

The HILAS system to be supported by the development, integration, trial

implementation and evaluation of software.

The work-programme to demonstrate the ways in which the HILAS systems in

flight Operations and Maintenance should link and relate to each other in an

integrated ‘system of systems’ framework.

The integration of the outputs of this work into a common documentary

resource (managed through the KI transverse strand), which will include

material on process description, implementation guidance, relation to

standards, training and educational materials, evaluation reports and specific

technical reports where appropriate.

2.2.2 Achievements

Performance Management and Support

The principle achievements in this area centre around development of (i) the FO

Unique Reporting and Intelligent Flight Planning concepts and (ii) the Maintenance

Task Support including Virtual Reality support across the life-cycle.



Overview of the Iberia implementation resulted in the specification of new

performance/safety/risk management processes and tools. The emerging performance

management concept reflects a strong emphasis on managing the human in the

context of the broader operational process. This has led to new crew management

processes which have an impact on Flight Planning processes. Critically, core human

factors training concepts (e.g. CRM/TEM) have been embedded in the specification

of new performance/safety/risk management processes and tools.

The implementation of HILAS at Iberia has resulted in the introduction of new

processes and tools concepts – albeit most of this has been at a theoretical level.

Further, research is required to advance the specification of these processes and

systems/tools. Critically, additional implementation and evaluation is required, to

ensure that real-world suitability of what is proposed.

Check Process Improvement

The check process improvement programme led by SR Technics was iteratively

developed and improved over a series of 20 checks. Subsequently work was carried

out on adapting and transferring the process to Adria Airlines. Evaluation workshops

in SRT and Adria have provided very positive results.

This work was organised around the three HILAS intervention levels as follows.

Operational / Real Time Level: this is based on a three strand approach of

Culture and Team Engagement, Process Mapping and Efficiency (including

development of the Blocker Report, a process of examination of all existing

Self Reports by staff and working to develop a unique reporting form for

check staff in an electronic format, and procedures for Real time Visibility of

Check Performance, and Workplace Environment Management).

Tactical Level: a process for resolving any blockers to task performance has

been established with different actors involved across the organisational

system. This process is supported by the Meeting Schedule on a daily, weekly

and monthly basis again with different actors involved across the organisation.

Strategic Level: Review of data outputs from HILAS processes and linking

these to relevant KPIs/SPIs across the organisation (e.g. Turnaround Time,

Cost (Recoverability, Spent hours), Quality/HF/Safety Incidents, Workforce

attendance, Overtime hours etc). Also linking company KPIs/SPIs to

individual level objectives through a Performance Management Development

System (PMDS).

As referenced above, the development and implementation of an IT support system

was an important component in the success of this development. The initial

development was a web based application to support people development, with a

specific focus on competencies management including human factors. The application

functions covered performance assessments and people development planning and

learning management. It incorporated links to time and attendance, training and

educational records, and approval records to facilitate searching and profiling.

This concept was developed to incorporate the blocker report and inprovement

suggestion form and Meda Report. The concept and system design also integrates data

for existing organisational systems containing work records, etc. The system is built

using open standards, the design is platform independent and database independent.



Risk and Safety Management

In year 4 a SMS Workgroup was set-up with the objective of consolidating work to

date and finalising the developments around risk and SMS. Following are the main

achievements and deliverables in this area:

- Retrospective risk analysis process

- Prospective risk analysis process

- Investigation process

- Integration of human factors in risk management

- Maintenance fatigue management system

The above component developments form elements of the HILAS approach to Safety

Management. The work on culture, referenced below, is also an important component

of the HILAS approach to safety management.

A comprehensive description the HILAS approach to safety risk management

as being implemented by easyJet is detailed in the deliverable “Operational Risk

Management”. This also describes how the HILAS developments and the

implementation of the SMS has led to the development of risk data sharing processes

between the airline and the maintenance provider SR Technics, allowing inter-

organisational learning.

Retrospective Risk Analysis - KITE and TCD

Describes methods and techniques for retrospective assessment of safety level and

performances of an organisation and, in particular, on the evaluation of the risk that

can be derived from the study of data collected from Mandatory Occurrence Reports

(MOR), in Aviation Operations, Maintenance and Ground Operations.

Prospective Risk Analysis - TCD

Presents a high level discussion of prospective risk analysis within the HILAS human

factors data integration framework. Prospective risk analysis is a strategic

management function which aims to take a “preventative health” approach to dealing

with aviation safety risk and involves the integration of data from all parts of the

aviation system and the three layers of management (strategic, tactical and

operational). A process map for performing PRA is discussed as well as the

organisational and data requirements, also the relationship between different actors

and tools within the HILAS management system.

Investigation Process – easyJet and the SMS Work Group

Describes a user friendly (can be used by any Safety Officer) incident investigation

method that is capable of delivering, time efficient, reliable, procedural, repeatable,

scalable, diagnostic and comprehensive investigative methodology for any member of



an airline safety department to use as an investigative tool for any incident that may

arise within flight, ground and/or engineering operations.

Maintenance Fatigue Management System – CERT and SMS Work Group

Provides guidelines for developing a Fatigue Risk Management program within an

aircraft maintenance organization (line or base maintenance). It describes fatigue

management within the overall framework of Risk and Safety Management within

HILAS. The guidelines have been developed in line with existing instantiations of

FRMS in certain industries and organizations, and extend beyond those by describing

ways in which they can be implemented specifically to aircraft maintenance

operations. The appendices offer resources (e.g., examples of surveys, reporting

forms) that can be used by organizations wishing to implement HILAS processes to

ensure the safety of their operations and their compliance with SMS/EASA

requirements.

Operational Risk Management – easyjet and the SMS Work Group

Describes a systems approach applied to the development and implementation of a

dynamic Safety Management System (SMS) in a major airline in Europe with a focus

on management of Fatigue-related Risks. This work has been realised as a part of the

in the HILAS project. The SMS comprises both Risk Management System (RMS) and

a Safety Assurance processes and the SMS working group adhered to the principles of

Organisational Learning and Resilient Safety Culture in the development of the

HILAS RMS. As a result, the RMS is conceived as an aspect system with functions,

actors, supporting processes and connecting data streams. The RMS is supported by

an Investigation Process that is invoked by the RMS when needed. The Investigation

Process may trigger a 'culpability' process to elicit sensitive operational information

from operators who have acted in violation with rules. Selection from options is

supported by Decision Making processes through which interests between different

stakeholders is being balanced and the acceptance of choices is mutual. The

principled development and implementation of the SMS has also led to the

development of risk data sharing processes between the airline and a main service

provider, allowing inter-organisational learning, amplification of weak risk signals

and faster risk communication between different players in the sector.

Process Risk Management – Turbomeca

This procedure covers the management of process risks. It provides a description of

the risk management process and presents the risk assessment criteria. The procedure

describes the risk management process applying to the firm’s processes. Its aim is to

provide a framework within which risks can be managed in a consistent, controlled

manner. It contains provisions which enable the organisation to:

Identify, evaluate and map risks;

Develop and implement plans of action to deal with risks;

Report on progress.



Process risk management is part of the strategic management. It is the process

whereby the firm takes into account and systematically examines the risks linked to

its activities in order to guarantee the long-term success of each individual activity

and its entire portfolio of activities.

Integration of human factors in risk management: In the final year of the project a

process was developed by Turbomeca to integrate the identification analysis and

treatment of HF risks.

Establishment of the global International Fatigue Risk Management Forum

With the objective of bridging the gap between operators, regulators and scientists the

International Fatigue Risk Management (FRM) Forum was set up and implemented.

The Forum facilitates inter-organisational safety communication and learning and is

an extension of the HILAS collaborative network in combination with the HILAS

centre of excellence. The concept was formulated as an initial idea between Douglas

Mellor (Qinetiq) and Simon Stewart (easyJet & HILAS SMS Working Group) in

2008.

Achievements Relating to Human Factors and Culture

A number of significant activities were undertaken in relation to culture and outcomes

are significant for the industry:

- Safety Culture Model and Survey

- Safety Assumptions and Resilient Attitudes (SARA) Survey

- Resilience Safety Culture in Aviation Organisations

- Cultural Enablers and Barriers in the Implementation of Change

Safety Culture Model and Survey

This deliverable aims to introduce research on safety culture from theory to practice.

Firstly, an in-depth analysis on safety culture’s structural components and their

reciprocal correlations was conducted. The analysis was based on generalising

previous typical definitions, models and theories of safety culture. The analysis

resulted in a new definition of safety culture. This definition was later complemented

with seven safety sub-cultures, which were; Priority Culture, Standardising Culture,

Flexible Culture, Learning Culture, Teamwork Culture, Reporting Culture and Just

Culture.

Secondly the new definition led to the Integrated Safety Culture Model (ISCM). This

model divides safety culture into intrinsic and extrinsic dimensions. The intrinsic

latency level includes all dimensions of safety philosophy. The extrinsic indication

level includes all dimensions of safety environment and safety behavior. Meanwhile

the model demonstrates the potential relationship between the safety sub-culture and

all of the safety culture dimensions. Implications for safety culture improvement at

decision-making level, management level and operational level are also given.



The Safety Culture Survey was implemented in 3 organisations.

Safety Assumptions and Resilient Attitudes (SARA)

This deliverable presents the results from carrying out a survey designed and

developed to measure Safety Assumptions and Resilient Attitudes (SARA) in the

aviation industry. The objective of the research was to map the belief in safety

assumptions of aviation professionals across the industry in Europe. The primary

interest was in the differences in points-of-view across aviation professions. The

survey questions are designed to establish whether the respondent rejects or accepts

assumptions inherent to the “traditional safety paradigm” as defined in the Resilience

Engineering literature.

The origin of this study is found in the challenge of communicating and cooperating

in the HILAS project. HILAS consisted of forty partners representing different

professions, organisations, and national cultures, on a Ergonomics/Human Factors and

safety related project in spite of the fact that they did not all share a single vision

about Ergonomics/Human Factors. The results of this work highlight some of the

variations which remain in the industry, in spite of a high level of standardisation.

This presents challenges to the industry at all levels (operational, strategic, etc.)

because the differences can be felt when working together in daily operations and in

the development and adoption of new tools and approaches. The differences

highlighted here are particularly relevant when regulating, designing, or transferring

safety management tools or other non-technical interventions within the industry.

A broad interpretation of the results indicates a lack of strong convection in either

direction which could ease the shift to a new paradigm. These results and the broader

issues for conceptualising and fostering resilience safety culture in organisations are

discussed in the deliverable: Resilience Safety Culture in Aviation Organisations.

Cultural Enablers and Barriers in the Implementation of Change

This deliverable focuses on the social and organisational requirements essential for

the successful implementation of a major organisational change. The organisational

change in question is the implementation of a Knowledge Management Systems

(KMS) for improving organisational safety. The requirements are discussed in terms

of concrete barriers and enablers for successful implementation.

The first section explores the topic of KMS and its relationship with organisational

safety. Furthermore, the role of organisational culture as an enabler or potential

barrier in the implementation of KMS is described.

The second section puts forward the results of two exploratory research studies that

have been carried out in the HILAS project. Likewise, a proposal about cultural

barriers and enablers that influence change is presented.

The final section describes the principal conclusions extracted from these studies.



Organisational Learning and Implementing Change

The HILAS approach to Organisational Learning and how it is integrated with risk

management is described in the deliverable “Operational Risk Management System”.

Elements of organisational learning and its integrated application are also described in

the deliverables “Finding and Implementing Solutions at the Tactical Level”,

“Modelling and Analysing Operational Systems” and the deliverable “Maintenance

Performance Reporting” which includes a description of the reporting concept and

process developed for maintenance and successfully implemented in SR Technics.

Finding and Implementing Solutions at the Tactical Level

This deliverable describes management of change and improvement at the tactical

level together with the earlier chapter on ‘Complex (Innovative) solutions;

Knowledge Transformation and the HIRE’ it sets a requirement for an integrated

organisational change programme that simultaneously drives changes at the strategic,

tactical and operational level. The processes described were successfully implemented

in SR Technics (see below).

Organisational Change, Practical Guidance, Tools and Techniques

This deliverable describes a comprehensive review of existing approaches and how

existing tools and approaches are integrated with the HILAS approach.

Improving Base Maintenance Performance in SRT

A change initiative commenced in the company to address the aims and objectives

outlined above. This linked HILAS with existing continuous improvement initiatives

in the company using Lean and Six Sigma. The tools and techniques applied in this

change initiative are outlined in the deliverable, “Practical Tools and Techniques of

Change”. What is presented in this deliverable is how this initiative broke the mould

and grew to be both accepted and successful within the organisation. The overall

results of the initiative in terms of meeting the objectives as laid out by management

in relation to the first hangar to be involved were significant for the organisation and

included the following:

- 20 aircraft were delivered ‘Early’ or ‘On-time’ (No ‘Lates’) to the customer.

- There was improved aircraft availability for the operator by 136 hours (8.5

days) over the course of the line of 20 aircraft.

- The contract with the customer included Bonus / Penalty payment – the

maintenance provider ended up receiving a substantial Bonus payment.

- There was great involvement of all hangar staff Hangar and increased morale.

- The customer was very satisfied and complimented the programme.

To evaluate how the improvement initiative was perceived from the perspective of

participants, a two-day evaluation workshop was set up. The evaluation was carried

out by two HILAS partner organisations independent from the maintenance

organisation, Dedale and ICCS. The results of the evaluation from the perspective of

the people were very positive.



A subsequent evaluation in Adria Airways resulted in similar conclusions.

Modeling and Analysing Operational Systems

This deliverable describes the on-going development of the KSM/OPM tools within

HILAS. In HILAS the KSM has been built into the HILAS processes to support a new

way of system performance analysing. As a set of tools the KSM approach has been

integrated into the HILAS system and to date facilitated a series of implementation

activities at tactical and strategic level across end-user organisations.

The KSM/OPM framework has been extensively applied to modelling of processes

within aircraft line and base maintenance and within flight operations, principally

within SR Technics and Iberia. Application of the OPM was one of the successful

innovations in the SRT Check Improvement Process.

Support Technology and Integration

The HILAS technology development has been a complex, evolving process. Initially

there was a tendency to focus on a traditional industrial specification and development

approach. This proved to be slow and difficult because of the evolving nature of the

HILAS concept and process. Also as the concept developed, the system deployment

focus shifted from a central/ common system to local implementation with broader

functionality complemented by a central implementation to facilitate sharing and

collaboration. Consequently an “Agile Software Development” approach has been

progressively implemented. Organisational needs and priorities have also changed

during the project, mainly due to the changing economic and competitive

environment, resulting in changes in organisational requirements.

HILAS has developed the basis for an integrated technology support system

composed of the following broad functions: reporting and monitoring, data

integration, data analysis including risk analysis, change requirements and

implementation management, implementation evaluation, monitoring and reporting to

support performance and risk management. Technology integration has focused on

the following: integration of the various components of the HILAS System,

integration with existing organisational systems and data, integration with the HILAS

organisational processes.

Extensive work by TCD and Iberia supported by AMT resulted in the concept

development, validation and specification of the unique reporting and intelligent

flight planning support tools. Iterative prototypes tested in Iberia validated and refined

the specification. TCD supported by KITE adapted the specification to the

requirements of Eurofly incorporating additional risk management support. At the end

of the project Eurofly were committed to implementing the system. Iberia were

examining how best to implement the concepts and were working on incorporating

elements concerning the analysis of implementation management.

Work by TCD, SRT, Thales, NLR and others produced a prototype performance

support system based on the Central Maintenance Interface developed by Thales. This

prototype developed through an iterative software development process resulted in the



implementation of initial support functions on a Service Oriented Architecture (SOA).

The performance support concept is focused at task level, and can be deployed on a

portable computing device or tablet PC or accesed on a workstation. It includes the

following functions/ capabilities: links to supporting documentation and VR, task

management support, monitoring of task performance and the environment, reporting

and feedback, RFID technology. The functions have been evaluated and validated

through a number of workshops and the following are at functional prototype stage:

Documentation (not contextual), RFID, Sensors, WiFi and 3G. Inter-application

communication via the Enterprise Service Bus (ESB). The VR life-cycle support

concepts led by Selex have also progressed through a number of cycles of

specification, development and evaluation. The concept has now been described in

detail and two functional demonstrators have been produced.

Work within maintenance, led by SRT also focused on developing support functions

for maintenance performance management which can be deployed on a workstation or

portable device including the Thales prototype described above. The functions focus

on providing people and performance related information to support check

performance management and process improvement. It includes reporting and survey

capabilities. The system was deployed to support of check management and

improvement in SRT. The maintenance system development, in common with the

other main technology developments, takes an industry standard approach based on

the Service Orientated Architecture (SOA). It follows the Model-View-Controller

(MVC) design pattern.

A detailed description of the technology developments is contained in the deliverable

“Technology Integration”. More details on the development of concepts and

processes implemented and supported through the technology are contained in the

following deliverables:

Flight Operations Performance Reporting

Performance and Task Support in Maintenance

Intelligent Planning

Maintenance Performance Reporting

Task & Operational Support VR Based Maintenance Performance Support

and Training



2.3. Flight Deck Research Strand

2.3.1 Objectives

The overall objective of the Flight Deck Technologies Strand was to improve and

encourage the practice of Human Factors Knowledge in design and technology

evaluation phases and provide tools and methods to support this. The Flight Deck

Technologies strand selected a range of new and emerging technologies, which could

support or contribute to relevant new flight deck application requirements. These

technologies were integrated into an existing simulated flight deck environment,

which enabled a comprehensive Human Factors evaluation. Eventually the evaluation

methodology that will be used may be relevant for HF certification purposes as well.

Therefore the three major outcomes of the strand are:

• new and improved HF design tools

• new and improved HF evaluation tools

• new and improved flight deck technologies

2.3.2 Achievements

The FDT strand focussed their work on new / improved design and evaluation tools

while they used the flight deck technologies as vehicles to validate the HF tools upon.

As such they designed, executed and analysed two major high fidelity simulation

experiments divided two phases. On top of that a number of smaller scale experiments

and literature surveys were performed in order to prepare the experiments and

understand their outcomes.

The reason for splitting the work in two phases is that lessons learned from the first

phase could be implemented in the second phase, so the phases served as a kind of

safety net to minimise the risk of missing relevant information. This turned out to be,

especially with a huge amount of partners, an efficient approach.

Flight Deck Technologies that were tested comprise:

Direct voice input

Interseat haptic touch screen

Dual layer display

Head mounted display

En-route moving map

Graphical input device

Adaptive automation

The HF (evaluation and design) tools that were tested comprise:

Eye tracking

Psychophysiology (heart and respiration rate)



Human Factor Expert Administered Debriefing Survey (HEADS)

Electronic Questionnaires

Critical Analysis InterAction (CRIA) methodology

The Observer XT

Insight

Nose temperature

Gwylio

ISA

CARS

SART

Response rates (speed and errors)

Human Observer

GazeProc

Heart

Facereader

Anaconda

Some additional (not originally planned but very relevant for HILAS) work was done:

Demonstration of added value of eye tracker and HMD for pilots of trauma

helicopters

Experiment in which adaptive automation made taxiing aircraft brake

automatically when the pilot was not looking out of the window.

Further software developments of tools like Insight, GazeProc, The Observer

XT and Gwylio were made.

The above mentioned technologies and tools were thoroughly tested and reported

about in the HILAS deliverables, but also in papers, presentations, dissemination

events, the HILAS tools-registry on internet, etc. The most important, high level,

outcome of all of this work is detailed knowledge about the pro’s and con’s of all

these tools when assessing Human Factors issues like mental workload, pilot

Situational Awareness, etc.

This knowledge is relevant for researchers who study Human Factors, but also for

industry who want to develop their Technologies in a, Human Factors wise, most

responsible way. Finally it is interesting for (certification) authorities to have

knowledge of the techniques that are available nowadays.

The results were presented and disseminated in numerous occasions; see amongst

others, Table 16, for details.

Two journal articles are still under review.



3 Consortium Management

3.1 Key consortium management tasks included

Ensuring progress of research activities and completion of deliverables

Ensuring adherence to all financial, administrative and contractual

requirements

Ensuring effective communication and collaboration between all HILAS

partners and strands of work

Development and update of the HILAS web-site

3.2 Contributions from contractors

Throughout the lifetime of the project all person month breakdown and update status

was provided in the Periodic Management Reports. All relevant financial information

and audit certificates (when required) were consolidated at project each year end. The

final set of financial information across all partners will be collated, verified and

submitted to the EU together with this report.

3.3 Interaction with other European Funded Projects

HILAS provided the opportunity to build upon the results of previous projects both

national and international. Included in these projects are:

NOTECHS, ICAO’s LOSA programme in relation to Flight Operations

FANTASTIC, ISAWARE, AFAS, MA-AFAS, DIVA, SOURDINE, IMCAD,

VINTHEC I, II, NEWSCREEN, SAFESOUND in relation to Flight Deck

ADAMS I, II, AMPOS, TATEM, in relation to Maintenance. The project will co-

ordinate closely with TATEM

SAFEE – The project will co-ordinate with SAFEE on security matters, through joint

membership of projects and interaction at the user-groups.

The major interactions with other framework projects during the project life-time was

the TATEM project, where it is clear that there are complementarities, synergy and

the chance of overlap between the HILAS maintenance and Flight Deck strands and

some aspects of the TATEM project. Several organisations were partners in both

projects TCD, GE Aviation, NLR, SRT and Thales. Des Gaynor (SRT) gave a

presentation Integrating Human Factors Knowledge for Safer Maintenance – the

HILAS Perspective at the Institution of Engineering and Technology Seminar on

Aircraft Health Management for new operational and enterprise solutions 25-26 June

2008 IET, Savoy Place, London, UK. Organised by the IET Aerospace Network., all

of which was organised by TATEM

3.4 Co-ordination activities

There was ongoing co-ordination at all levels of the work-programme throughout the

life-time of the project.



3.5 Consortium Management Meetings

The following provides an overview of all key HILAS Core Team Meetings

Table 1- All HILAS Core Team Meetings

Meetings Dates and Location

HILAS Core Team Meeting 13th

June 2005, Dublin

HILAS Kick-Off Meeting 14th

& 15th

June 2005, Dublin


September 2005, Amsterdam


December 2005, Dublin

HILAS Core Team Meeting 22nd

March 2006, Tenerife


May 2006, Luton


June 2006, Dublin


October 2006, Dublin

HILAS Core Team Meeting 22nd

and 23rd

January, Dublin


and 29th

March, Larnaca, Cyprus


& 10th

May, Ispra, Italy


and 27th

June 2007, Cheltenham


and 20th

September 2007, Oslo

HILAS Core Team Meeting 21st November 2007, Luton.

HILAS Core Team Meeting 22 – 23 January 2008, Cheltenham

HILAS Core Team Meeting 30 April 2008, SRT, Dublin

HILAS Core Team Meeting 19 May 2008, SRT, Dublin

HILAS Core Team Meeting 3rd

July , Iberia, Madrid

HILAS Core Team Meeting 23-24 September 2008, Biarritz

HILAS Core Team Meeting 17-18 November, 2008 Luton

HILAS Core Team Meeting 5-6 February 2009, Dublin

HILAS Core Team Meeting 9 March 2009, Biarritz

HILAS Core Team Meeting 13 March 2009, Biarritz

HILAS Core Team Meeting 15 July 2009, Dublin

HILAS Core Team Meeting 01 September 2009, Dublin

HILAS Core Team Meeting 20 October 2009, Dublin

The Core Team also ensured ongoing co-ordination and communication by frequent

tele-conferences using the go-to-meeting tool.

Table 2 - All Knowledge Integration Strand Meetings


KI Kick-off Meeting 27th


KI Strand Meeting 11th

November 2005, Amsterdam

Theoretical Work-shop 22nd

– 24th

March 2006, Tenerife




& 10th

May, 2006, Ispra

KI Strand Meeting October 2006, Dublin

KI Strand Meeting November 2006, Amsterdam

KI Strand Meeting 8 & 9th

February 2007 Paris


and 27th

April, 2007 Lund

Due to the reconfigurement of the KI strand all activities under this strand were

represented at all the FO/MX strand meetings rather than dedicated KI strand

meetings.

Table 3 - All Flight Operations Strand Meetings


FO Kick-Off Meeting July 2005, Reading

FO Planning Meeting September 2005, Stockholm

FO Strand Meeting October 2005, Palma

FO Strand Meeting February 2006, Dublin

FO Strand Meeting May 2006, Ispra

FO Strand Meeting September 2006, Dublin

FO Review Meeting November 2006, Oslo

FO Review Meeting Jan/Feb 2007, Dublin

FO Review/Strand Meeting March 2007, Stockholm

FO Review Meeting April 2007, Dublin

Technology Working Group

Meeting

1-2 August 2007 Laveno

Flight Operations Strand

Meeting

12–13 September 2007 Dublin

Technology Development

Meeting

8–12 October 2007 Dublin

Implementation & Evaluation

Meeting

23–24 October 2007 Madrid

End User Implementation

Meeting

20 November 2007 London

Organisational Learning

Work-shop

3rd

& 4th

December 2007, Dublin

FO/MX Implementation

Work-shop - 1

19 - 20 February 2008, Dublin


Work-shop - 2

13 - 14 March 2008, Madrid


Work-Shop - 3

17 - 18 June 2008, Dublin

FO/MX Strand Meeting 17-18 September 2008 Biarritz

FO/MX Strand Meeting 16-17 December 2008, Dublin

FO/MX Strand Meeting 27-28 January 2009, Milan

FO/MX Strand Meeting 27-28 April 2009, Florence



FO/MX Strand Meeting 20 October 2009, Dublin

Table 4 - Maintenance Strand Meetings



– 27th

October, Amsterdam

Strand Meeting 9th

January 2006, SRT, Dublin

Task Force Meeting 7th

February 2006, SRT, Dublin

Strand Meeting 4th

April 2006, NLR, Amsterdam

Strand Meeting 25th

May 2006, Athens

MX Strand Meeting 25th

September 2006, Dublin

MX Strand Meeting 20th

November 2006, Ispra, Italy

Maintenance IT Task Force 15 - 16th January 2007, THAV Toulouse

Maintenance Strand Meeting 12 - 13th February 2007, NLR Amsterdam

Maintenance Planning Meeting 28th March 2007, Cyprus Workshop

Maintenance / flight

Operations Integration Meeting

12th April 2007, TCD Dublin

Maintenance Strand Meeting 21 - 22 May 2007, SRT Dublin

Maintenance IT Task Force 4-7 June 2007, THAV Toulouse

VR Scenario Specification 10 July 2007, Magderburg

Maintenance Strand Meeting 7 October 2007, Dublin

Maintenance Tool A CMI

Evaluation

10th

March 2008, Toulouse

Maintenance Technology

Meeting

11th

March, Paris

Maintenance Tool A Pamela

Evaluation

21 April 2008, Dublin

Maintenance Tool A CMI

Evaluation

19 May 2008, Dublin

Maintenance Technology

Meeting

20 May 2008, Dublin

FO/MX Strand Meeting 17-18 September 2008 Biarritz

FO/MX Strand Meeting 16-17 December 2008, Dublin

FO/MX Strand Meeting 27-28 January 2009, Milan

FO/MX Strand Meeting 27-28 April 2009, Florence

FO/MX Strand Meeting 20 October 2009, Dublin

Table 5 – All Flight Deck Technologies Strand Meetings



& 14th


FDT Strand Meeting 23rd

& 24th

November 2005, London



FDT Strand Meeting 6th

& 7th

June,2006 Athens

FDT Strand Meeting 6th

& 7th

March, 2006 Rome

FDT Strand Meeting June 6th

& 7th

2006 Athens

FDT Strand Meetings Sept 6th

and 7th

2006 Netherlands

FDT Strand Meetings 29th

and 30th

November 2006, Amsterdam


and 15th

March 2007, Torino


and 13th

June 2007, Groningen


& 26th

September 2007, Rome

FDT Strand Meetings 26th – 28th

November, 2007 Amsterdam


– 5th

March 2008, Bristol

FDT Integration Meeting 6th

March 2008, Bristol

FDT Strand Meetings 8-10 December, Israel 2008

FDT Strand Meetings 3-4 March 2009,

FDT Strand Meetings 6-7 May 2009

FDT Strand Meetings 20 October 2009, Dublin

In addition to all the meetings outlined above a number of other meeting also took

place between the SMS working groups, the Technology working group and the

Organisational Learning groups. These meetings both involved face-to-face and

teleconferences.



Annex 1: Using and Disseminating Knowledge

A1 Exploitable knowledge and its use

The industrial partners of the project continue to use and exploit internally the

knowledge and methods developed in the project. For example, easyJet continues to

develop its SIRA risk management framework, and is seeking to apply the employ the

shared risk management framework developed in HILAS with its current maintenance

partners; Adria further developed its maintenance improvement initiative with the

support of TCD and plans to develop this across its organisation; Iberia is using the

enhanced BRISA safety management tool and safety management concepts.

However one initiative has taken the core HILAS flight operations and maintenance

system and moved this significantly towards commercial exploitation. TCD were

awarded a grant by Enterprise Ireland to develop the software concepts of the HILAS

system into a commercial product. A business plan for the development and delivery

of this product is currently under preparation. A brief description of this product is

below.

New HILAS Product Concept

Product definition

A system of reports drives the management of risk in operational performance. Using

process modeling and data integration, people and technologies are combined in

effective and sustainable change and new system design.

Product description

A management system enables strategic control of the operational space through

providing knowledge about:

What the current status of the operation is, as a process system with inputs and

outputs

What the operational problems are

How serious they are, in terms of risks of different types of consequence –

safety, operational, commercial

How these problems should be fixed (both local problems and wider systemic

problems)

Priming the operation with up-to-date information about risks that need to be

actively managed

Tracking & evaluating the implementation of solutions

The integration of an operational model with current operational data supports the

identification and analysis of problems and their transformation into effective

sustainable solutions. The operational model describes how the operation actually

works (including processes and tasks, resources, control, external influences and

outputs). It is based on generic process maps, validated for each specific customer

application and is linked to the integration of operational performance data (related to

process inputs, activity and outputs), operational reports and analyses.



A self-regulating process tracks and evaluates the progress of the change actions

through the management system – have they actually reduced the risk? This provides

accountability to internal stakeholders, from senior management to all staff, and &

external stakeholders including customers, suppliers and regulators.

Software components

The core software product combines three elements:

A reporting system. This manages reports across organizational processes

(performance management, risk management, organizational learning and

change, system redesign). It combines reports in ‘projects’ so that large

number of reports can be conveniently organized for the purposes of analyzing

risk and managing change and redesign.

A process mapping, modelling & analysis tool. This maps the technical

activity, the co-ordination that enables the process to function and the

information flow across the network. It defines the key process states and

related dependencies that are critical for analyzing risk. It is designed to

support a progressive process of description, evaluation and change.

Data integration, processing & analysis. This comprises a data-fetching

instrument; a database; a data cube that permits access to and a view of

complex multidimensional data in a relational database; and a standardized

risk analysis protocol that delivers equivalent outputs for the analysis of risk

from operational reports and risk from other operational data.

Comparison with currently available systems

The HILAS system integrates functions which have up until now been supported by

separate types of software tools. This integration delivers a more powerful

methodology for achieving effective control or leverage over the operational system,

because the linkages between rich process models and operational data delivers much

more meaningful analysis and solutions into the management processes which are

governing the improvement system. The system thus has the following characteristics:

Strong grounding in operational reality

Integrated quantitative and qualitative assessment of different risks

In-depth analysis of problems and solutions

Strong support for the full cycle from problem identification to evaluated

solution

In turn, the existence of this integrated functional system makes it possible to monitor

and manage the system’s performance in delivering effective risk reduction. The

system is thus genuinely ‘self-regulating’, which can transform a number of

governance functions – internal management, contractor and supply chain

management, regulatory compliance.



A2 Dissemination of knowledge

Internal dissemination There was ongoing and active internal dissemination activities throughput the life-

time of the project. This internal dissemination was facilitated through the ongoing

working groups, centres of excellences, and the annual lecture series programme.

External dissemination A hugely successful HILAS dissemination event was held in Biarritz France on the 1-

2 April 2009 entitled - The Human Role in Aviation: Design, operate, maintain and

regulate for an efficient, safe and sustainable operation. Please refer to section on

Knowledge Management in this report for full account of this event.

Table 6 below provides a full list of HILAS conference presentations made

throughout the lifetime of the project.



. Table 6 List of Conference Presentations Presenter Title of paper Full conference title,

date & Location Type presentation

L.J.M. Mulder (Noldus)

Using eye scan pattern-analysis for detecting task strategy differences in a simulated ambulance dispatcher’s task

Human Factors and Ergonomics Society Europe Chapter, Annual Meeting 2005, Human Factors in Industrial and Consumer Products and Services, Orbassano (TO), Italy, October 2005

Paper

Dick de Waard, Ben Mulder (RUG, NULDUS)

Can cardiovascular indices be used to adapt the ambulance dispatch worker’s task?

IEA 2006 16th World Congress on Ergonomics Maastricht, The Netherlands, 1 July 2006

Paper

Ramos Sapena, Y.; Hernández-Fernaud, E.; Díaz-Cabrera, D.; Isla Díaz, R. and Villegas Velásquez, O.

Perspectivas en la evaluación de la cultura organizacional y la cultura de seguridad (Perspectives on Organisational Culture and Safety Culture Evaluation)

IV Occupational Risk Prevention May 10-12, 2006.

Poster

Villegas, O., Isla Díaz, R., Hernández-Fernaud, E., Díaz-Cabrera, D., Ramos-Sapena, Y., y Rolo, G.

Sistemas de Evaluación del Desempeño en Operaciones de Vuelo (Flight Operations Performance Appraissal Systems)

IV Occupational Risk Prevention May 10-12, 2006.

Poster

Elena Beauchamp (TU Delft)

Firms as complex dynamic systems & computational approaches to strategizing. Strategic Decision-Making: Towards a Meta-Rationality

EURAM2006 - Sixth International Conference of the European Academy of Management

Paper

Fergal Shevlin

Real time stereoscopic 3-d depth reconstruction in the real-time image processing track

SPIE (Society for Optical Engineering). San Jose, USA Jan 2006

Joan Cahill, Nick McDonald TCD

HILAS Flight Operations Research: A New Framework for System Performance Monitoring

International Conference on Human-Computer Interactions in Aeronautics Seattle, USA 20-22 September 2006

Paper

Nick Mc Donald TCD

Action System and Context

Working on Safety Conference (International Network on the Prevention of Accidents and Trauma at Work)

Paper



Zeewolde The Netherlands 12-15 September 2006

Nick Mc Donald TCD

Modelling the Human Role in Operational Systems

ESREL 2006 Conference: Safety and Reliability for Managing Risk (European Safety and Reliability Association Estoril Portugal 18-19 September 2006

Keynote Address

Nick McDonald (TCD)

Human Factors in Maintenance

Crises & Opportunities in Research Regulation and Practice, EAAP Conference (European Association of Aviation Psychologists) Postdam Germany 24-27 September 2006

Keynote Address

Nick McDonald, Rabea Morrison (TCD)

Modelling the Human Role in Operational Systems – Theory and Practice

2nd Resilience Engineering Symposium Antibes, France 8-10 November

Paper & poster

Yvonne Ward (TCD)

Integrating Operational and Safety Improvement in Aviation through A European Innovation Network

Glasgow European Operations Management (EurOMA) Conference Proceedings, 18-21 June 2006 Glasgow UK

Full paper presentation

Nick McDonald (TCD)

Human Integration in the Lifecycle of Aviation Systems (HILAS)

Fifth Community Aeronautic Days – European Commission 19-21 June 2006, Vienna, Austria

Full Paper presentation

Díaz Cabrera, Dolores; Ramos Sapena, Yeray; Hernández Fernaud, Estefanía; Isla Díaz, Rosa; Rolo González, Gladys y Villegas, Oskelys (ULL)

Un modelo de prácticas y valores organizacionales: evaluando la cultura de implementación (A Model of Organisational Practices and Values: Evaluating Implementation Culture)

I Jornadas Latinoamericanas de Seguridad de Vuelo y Factores Humanos (1st Latin-American Congress on Flight Safety and Human Factors) June 28-30, 2006. Aranjuez, Spain

Poster presentation

Joan Cahill (TCD) Gabriel Losa (Iberia)

Flight Crew Task Performance and the Design of Cockpit Task Support Tools”

European Conference on Cognitive Ergonomics 2007 August 2007 in London UK

Paper

Nick McDonald (TCD)

Human Factors in Maintenance Crises & opportunities in research, regulation & practice

STAMINA Human Factors Trainer’s Conference 23-24 May 2007, Guinness Storehouse, Dublin

Presentation

Marie Ward (TCD) Integrating Human Factors Knowledge for Safer

STAMINA Human Factors Trainer’s

Presentation



Maintenance - The HILAS Project.

Conference 23-24 May 2007

Desiree Hoving

Robert Verburg (Delft University of Technology)

Knowledge processes at networks aimed at innovation

OLKC conference in Canada, June 14-17 2007

Paper

Kyla Steele (Dedale)

Barriers to Safety Innovation: Experiences Applying the “Safety Model Based Analysis” Approach in European Aviation

International Symposium of Aviation Psychology Dayton Convention Center, Dayton, Ohio, 23 June 2007

Paper

Yvonne Ward (TCD) Marisa de Brito (TU Delft)

Lean-Safe Operations for the Aviation Industry

14th International

Annual European Operations Management Association Conference Ankara Turkey 17-20 June 2007

Paper

Torsten Schulz (IFF) Marie Ward (TCD)

The Use of VR in Supporting Aircraft Maintenance Performance – a Perspective from the HILAS Project

HCI Conference, China, July 2007

Paper

Joan Cahill (TCD) Nick Mc Donald (TCD), Pernilla Ulfvengren

(,KTH) Franklyn Young (RUK)

Yeray Ramos (LaLaguna),

Gabriel

Losa (Iberia)

HILAS Flight Operations Research: Development of Risk/Safety Management, Process Improvement & Task Support Tools


Paper

Nick McDonald (TCD)

Human Integration in the Lifecycle of Aviation Systems


Paper

Marie Ward (TCD) Nick McDonald (TCD)

An European Approach to the Integrated Management of Human Factors in Aircraft Maintenance: Introducing the IMMS


Paper

Rolf Zon and Mariska Roerdink (NLR)

HCI Testing in Flight Simulator: Set Up and Crew Briefing Procedures. Design and Test Cycles for the Future


Presentation and Paper

Peter Jorna (NLR) Human performance enhancements: from certification to HCI innovation


Presentation and Paper

Pernilla Ulfvengren, (KTH)

HILAS Tools For Continuous Improvement In Aviation?

8th International CINet Conference, "Continuous Innovation - Opportunities and Challenges", 7-11

Paper

http://www.continuous-innovation.net/Events/CINet2007.html







September 2007

Pernilla Ulfvengren, (KTH)

Study on how to increase reporting in aviation.

39th Nordic Ergonomics Society Conference NES2007 in Sweden, October 1-3 2007

Paper

Amditis. A., Schulz, T., Ward, M., & Mantzouranis, I

Using Virtual Reality Simulation to support Aircraft Maintenance Operators – the HILAS Project approach.

INTUITION Conference, Athens, Greece, October, 2007.

Paper and Presentation

Marie Ward (SRT) HILAS Maintenance Solutions

8th Annual World

Aviation Maintenance Seminar & Conference, Prague, 11-13 March 2008

Paper & Work-shop

J. Cahill (TCD) Human Factors methodologies utilized in the envisionment and design of improved Flight Crew task support tools.

British Psychological Society Annual Conference, 4

th April

2008, Dublin

Symposium paper

Simon Stewart (easyJet)

An Aviation Risk Management System

International System Safety Regional Conference ISSRC April 23-25 2008

Paper

Jacobson, D. and Musyck, B

"HILAS: A European Network Approach to Innovation in Human Factors"

The 2008 Pacific Northwest Regional Economic Conference, "Spirit of Innovation" in Tacoma, Washington, USA, May 14th to 16th, 2008

Presentation

F Koornneef, J Kingston, R. Verburg, (TU Delft); R. Akselsson (Lund)

Key Issues on Sharing and Transforming Lessons from experience by Actor Organisations in the Aviation Industry

PSAM9 - 9TH

International Probabilistic Safety Assessment and Management Conference 18-23 May 2008

Paper

Marie Ward (SRT) Challenge of Maintenance SMS: Practical Implementation

ICAO Asia and Pacific Ocean Approved Maintenance Organisation and Air Operator Maintenance Organisation SMS Implementation 3-4 June 2008

Paper

Rolf Zon (NLR), Dick de Waard (RuG), Tobias Heffelaar (Noldus)

Human Factors measurement- and analysis tools for cockpit evaluation and pilot behaviour Measuring Behavior 2008

Measuring Behavior 2008, The Netherlands, August 2008

Paper / Workshop

A. Kay (TCD) Flight Crew auditing of everyday performance in airline Safety/Risk Management processes and systems.

Europe Chapter of The Human Factors and Ergonomics Society, 15

th-17

th October 2008,

Soesterberg, Netherlands.

Poster



M.C. Leva, J. Cahill, A.M. Kay, G. Losa, M. De Ambroggi

Martine Hakkeling-Mesland, Koen van de Merwe, (NLR)

PAMELA, a portable solution for workflow support and human factors feedback in the aircraft maintenance environment

Human Factors and Ergonomics Society (HFES) European Chapter annual meeting held on 15-17 October, 2008, Soesterberg, The Netherlands

Presentation

Y. Ramos Sapena; D. Diaz Cabrera R. Isla Diaz & E. Hernández Fernaud (La Laguna)

A study of cultural facilitators and barriers in the implementation of health & safety systems.

European Academy of Occupational Health Psychology. 8

th

Conference. University of Valencia, Spain. Dates: 12

th - 14

th

November 2008.

Poster

D. DÍaz Cabrera . (La Laguna)

Safety and Implementation Culture developments in the framework of two European projects: ADAMS 2 and HILAS.

European Academy of Occupational Health Psychology. 8

th

Conference. University of Valencia, Spain. Dates: 12

th - 14

th

November 2008.

Presentation

N. McDonald (TCD) Enhancing human performance and overall airline safety levels through improvements in system information flow Joan Cahill1, Nick Mc Donald1 and Gabriel Losa

28th Conference of the European Association for Aviation Psychology, 27-31 October 2008, Valencia, Spain

Conference Paper

C. Leva (TCD) Flight Crew auditing of everyday performance in airline Safety/Risk Management processes and systems. M.C. Leva, J. Cahill, A.M. Kay, G. Losa, M. De Ambroggi

National Safety Representative Conference, 4

th

November 2008, Dublin

Poster

N.McDonald, (TCD) G.Lopez (Iberia)

Operational Risk in Aviation- The HILAS Approach

3rd

Human Factors and Flight Safety Latin American Conference, 5-6 December Recife, Brazil 2008

Presentation



A3 HILAS Project Deliverables

The following provides an overview of all HILAS project deliverables completed and submitted throughout the lifetime of the project. The

overview reports on all deliverables across three different sections

Section 1 is from reporting period 2005 - 2008 where deliverables were organised per strand – Strand 1 Knowledge Integration; Strand 2 Flight

Operations; Strand 3 Flight Deck Technologies and Strand 4 Maintenance Operations. Section 2 is from reporting 2008-2009 and this reflects

the reconfiguration of the HILAS work-programme. This reconfiguration reflected the integration between the flight operations and

maintenance strands while recognising the continued supporting role of the Knowledge Integration Strand. The Flight Deck strand also had an

integrating function through the development of the HILAS Tools Registry. Therefore the HILAS work-programme was re-structured as

follows:

Strand1/WP1 – Knowledge Integration

WP2.50 – Flight Operations Performance Management (Strand 2 Flight Operations)

WP4.50 – Maintenance Operations Performance Management (Strand 4 Maintenance)

WP24.50 – Risk and Safety Management (Strand 2 & 4)

WP24.60 – Organisational Learning and Implementing Change (Strand 2 & 4)

Strand 3 – Flight Deck Technologies

Technology Integration (across all strands)

Section 2 provides an overview of the HILAS books. Right from the onset of the project there was always a plan to submit one overall final

integrated HILAS deliverable (D1.50) at the end of the project. As the project progressed in terms of development, implementation and

evaluation a decision emerged to expand the original idea of a final integrated deliverable in a series of books that would reflect the HILAS

conceptual and theoretical framework, the key tools and methodologies and the overall HILAS implementation and evaluation. This document

provides an overview of all deliverables submitted and in particular it maps those deliverables that were scheduled for submission from Month

40 onto the relevant HILAS book chapters. Over the course of the project there were a number of deliverables that were not submitted as



individual reports, most notably because they were combined with other deliverables. This level of detail and explanation was reported in each

Periodic Activity Report and therefore is not included here.

Section 1 – Reporting Period (2005-2008) Strand One - Knowledge Integration Deliverables 2005-2008

No (1) Deliverable Title WP No Responsible

Partner

(author)

Responsible

Reviewer(s)

Delivery Date

for review

Delivery date for

submission to EU

electronically

D1.1.1 Specification of HILAS KMS 1.0 WP 1.1 TCD Core Team

KI WP leaders

All partners

Month 9

Month 12 (May

2006)

D1.1.2 HILAS KMS 1.0 (the actual system) WP1.1 TCD Core Team

KI WP leaders

All partners

Month 12 Month 12 (May

2006)

D1.1.3 HILAS KMS 1.0 (KMS1 Implementation and Training Guides) WP1.1 TCD Core Team

KI WP leaders

All partners

Month 12 Month 18

(November 2006)

D1.1.4 User Requirements Survey Results WP1.1 TU Delft Core Team

KI WP leaders

All partners

Month 20

(submitted M21

Feb 07

Month M22

(March 2007)

D1.1.5 KMS 1 Evaluation Results WP 1.1 TCD Core Team

KI WP leaders

All partners

Month 24

Submitted M24

Month 27

(August 2007)

D1.2.1 Lecture programme on harmonised Human factors approach

WP1.2 NLR Core Team

KI WP leaders

Month 12 (in

conjunction with

HILAS Year 1

Review)

Lecture

Programme took

place on June 27th

2006

D1.2.2 Report on founding the EU/ HILAS HUFAG (PP)

WP1.2 NLR Core Team

KI WP leaders

Month 9

Month 12 (May

2006

D1.2.3 Theoretical Work-Shop Review & Evaluation WP1.2 TCD Core Team

KI WP Leaders

Month 14 Month 17

(October 2006)



D1.2.4 Knowledge Integration Support Programme WP1.2 TCD Core Team

KI WP Leaders

Month 16

Month 17

(October 2006)

D1.2.5 Towards a common Human Factors perspective in HILAS and an

inventory of industries needs for the future

Lecture Series 1 - Evaluation Report

WP1.2 NLR Core Team Rescheduled

until month 16.

Month 18

(November

2006)

Month 20

(January 2007)

D1.2.6 HILAS HUFAG kick-off meeting report WP1.2 NLR Core Team Rescheduled

until month 16

Month 20

(January 2007)

D1.2.7 Training Deliveries on Tools and Certification (Training Event) WP 1.2 NLR All partners Month 20

rescheduled for

Lecture series in

Month 25

Lecture series

completed Month

25

D1.3.1

Implementation Requirements - Knowledge Integration

WP1.3 TU Delft Core Team

KI WP leaders

ULL

CAUC

All partners

Month 24 Month 26

(July 2007)

D1.3.2 Implementation Requirements – Organisational Learning WP 1.3 TU Delft All partners Month 24 Month 27

(August 2007)

D1.3.3 Implementation Requirements – Innovation WP1.3 FIT All partners Month 24 Month 26

(July 2007)

D1.3.4 Implementation Requirements – Operations Management WP 1.3 TCD All partners Month 24 Month 26

(July 2007)

D1.3.5 Implementation Requirements – Safety & Risk Management WP 1.3 Lund All partners Month 24 Month 26

(July 2007)

D1.3.6 Implementation Requirements – Lessons Learned WP 1.3 Dedale All partners Month 24 Month 26

(July 2007)

D1.4.1.1 Transformation of Operational Knowledge into design state-of-the-

art review report

WP 1.4 TU DELFT KI WP leaders

Lund

Dedale

Month 12

Rescheduled

until month 16

Month 22

(March 2007)



Avitronics

CAUC

D1.4.2.1 Knowledge Management Survey (formerly Conditions for

Communities Toolkit).

This became D1.1.4 as part of the 18-month implementation plan

and will be due at Month 20

WP1.4 TU DELFT KI WP leaders

Lund

Dedale

Avitronics

CAUC

Month 9

Rescheduled

until Month 20

Month 22

(March 2007)

D1.5.1.1 Description of the aviation SSI in Europe (amalgated with D1.5.1.2) WP1.5 FIT KI WP leaders

Lund

Avitronics

CAUC

Month 9

Month 17

(October 2006)

D1.1.6 HF Toolbox Pilot Demonstrator (FDT Tools only)

WP1.1 TCD(1) NLR M32 (Jan 2008) Month 32

(January 08)

D1.1.7 KMS2 Scenarios Document

WP1.1 TCD(1) TCD M32 (Jan 2008) Incorporated in

D24.10.1

submitted June

2008

D1.2.8 HILAS/HUFAG Annual Report (for year 2006/2007)

WP1.2 NLR TCD M30 (Nov 2007) M32 (January

2008)

D1.2.9 Training Opportunities Report WP1.2 NLR TCD M32 (Jan 2008) (April 2008)

D1.2.10 Knowledge Integration Support Programme Annual Report (for year

2006/2007)

WP1.2 TCD All partners M32 (Jan 2008) M32 (21/01/08)

D1.2.11 HILAS Integration Workshop No 3 WP1.2 TCD All partners M34

(March)Event

Month 35 (April

2008)

D1.3.7 Cultural Implications of Implementation Requirements WP1.3 La Laguna

CAUC

TCD M32 (Jan) Month 35 (April

2008)

D1.3.8 Evaluation Plan WP1.3 FIT TCD M32 (Jan) Month (M34)

D1.4.2 Data-sharing Capablity Input to KMS2 WP1.4 TCD TCD M34 (March) Incorporated in

D24.10.1

submitted June 08

D1.28 HILAS Lecture Series – Year 3

WP1.4 TCD/NLR All partners M38 (July 2008)



Strand Two Flight Operations Deliverables 2005 - 2008

No(1) Deliverable Title WP No Responsible

Partner

(author)

Responsible

Reviewers

Delivery

Date for review

Delivery date for

submission

D2.1 Process Re-engineering Report WP 2.1 AMT All airlines

TCD

Month 12 Month 14 (July

2006)

D2.2 Performance Analysis Report WP 2.2 AMT All airlines;

KTH

ULL

KITE

JRC

Avtech

AMT

Month 12 Month 13 (June

2006)

D2.3.2 Model Integration Report WP 2.3.2 TCD All airlines

KTH

ULL

KITE

JRC

Avtech

AMT

Month 21 (Month 24

May 2007)

Working Papers submitted under the Flight Operations

Strand

HILAS: Performance Monitoring Case Studies Report

WP 2.2 TCD Iberia No formal

review required

Month 11 (April

2006)

HILAS: Performance Monitoring Tools Literature Review


review required

Month 11 (April

2006)

HILAS: Performance Monitoring Overall Report


review required

Month 11 (April

2006)



Strand Three Flight Deck Technologies Deliverables 2005 - 2008


Partner

(author)

Responsible

Reviewer(s)

Delivery Date for

review

Delivery date for

submission

D.3.1.1 Report with the envisaged changes in operational concepts,

followed by the identification of potential conceptual solutions

WP 3.1 SMITHS Flight Ops.

Specifically

airlines

Month 10

Month 11

(April 2006)

D.3.1.2.1 Document describing the used assessment methodology including

the background

WP 3.1 SMITHS Strands 1,2

and 4

Month 10

Month 11

(April 2006)

D.3.1.2.2 PC-based tool to assist an evaluator with the assessment of both

concepts and full designs (will be presented at core team meeting)

WP 3.1 SMITHS Deep Blue,

Noldus

Month 10

Month 11

(April 2006)

D3.1.2.3 Updated VINCENT (old DAISY) assistance and evaluation

module

WP 3.1 NLR Deep Blue,

Noldus

Month 10

Work-shop took

place

D.3.1.3.1* HILAS Technologies and Application Platform for Tool

Evaluation

WP 3.1 SMITHS Flight Ops. Month 10

Month 17

(October 2006)

D.3.1.5.1 Implementation of the applications WP 3.1 SMITHS SMITHS Month 20

Non paper

deliverable. Was

reviewed on

9/1/2007 at the

NLR

D.3.1.6 Integration of the applications in the simulation environment

GRACE

WP 3.1 NLR SMITHS Month 20

Non paper

deliverable. Was

reviewed on

9/1/2007 at the

NLR

D3.2.1.1 Descriptions of the conditions to be varied and the applicable

scenarios. Implementation of those conditions/scenarios in the

simulation environment

WP 3.2 NLR SMITHS Month 20

Month 24

(May 2007)

D3.2.2.1 Briefing guide and briefing material WP 3.2 NLR SMITHS Month 20 Month 22

(March 2007)



D3.2.2.2 Table with selected measures WP 3.2 NLR Deep Blue Month 22

Month 26

(July 2007)

D3.2.2.3 Questionnaires WP3.2 NLR tbc Month 23

(April 2007)

Strand Four Maintenance Deliverables 2005-2008


Partner

(author)

Responsible

reviewer(s()

Delivery

Date for review

Delivery date for

submission

Int.

D4.1.1.1

Internal Report: Synthesis of HF methods in Aviation

Maintenance

WP 4.1

JRC MX Strand Month 12 Month 12

(June 2006)

Int.

D4.1.1.2

Report: Review of existing norms and regulations WP 4.1

JRC MX Strand Month 11

Month 12

(June 2006)

Int

D4.1.1.3

Report: Review of new approaches and techniques for improving

maintenance

WP4.1

THALES MX Strand Month 12 Month 12

(June 2006)

Int.

D4.1.1.4

Internal Report: Preliminary guidelines for implantation of an

integrated system for HF in Aviation Maintenance

WP4.1 KITE MX Strand Month 12 Month 17

(October 2006)

D4.1.1 Report of outcome of Users Group feedback on needs WP4.1 TCD MX Strand Month 19 Month 21

(February 2007)

D4.1.2 Summary report on HF methods and techniques WP4.1 TCD MX Strand Month 19

Month 23

(April 2007)

D4.1.3(Pre

viously

numbered

4.14)

Report on basic requirements and objectives of an Integrated

Maintenance Management System (IMMS)

WP4.1 JRC MX Strand Month 19

Month 24

(May 2007)

D4.1.4(Pre

viously

numbered

4.13)

New and advanced approaches and technologies for improving

maintenance performance

WP4.1 IFF/NLR MX Strand Month 19 Month 23

(April 2007)

D4.1.5 Definition of new regulatory requirements (from 2nd

work-shop of

user group) (now redundant merged into D4.1.1)

JRC, Adria,

SRT, SELEX

MX Strand Month 30

Incorporated into

D4.1.1



D4.1.6 In-field Research and maintenance process mapping

(This is a new deliverable added to capture the findings of field

research)

WP4.1 TCD MX Strand Month 20

Month 24

(May 2007))

Int. Del

4.2.1

Interim Report: Front-end and task support technologies -

Integration and communication with IMMS

Now called Interim Report: Front application and task support

technologies of the HILAS Integrated Concept - Integration and

Communication with back application technologies

WP 4.2 NLR/IFF TCD Month 21 Month 23

(April 2007)

Int. Del

4.2.2

Interim Report: back-end technology (IMMS)- Integration and

communication with front-end technologies.

Now called Interim Report: Back Application Technology -

Integration and Communication with Front Application

Technologies in the new HILAS Flight Operations and

Maintenance Integrated Concept.

WP 4.2 JRC TCD Month 21

Submitted Month

24

Month 24 (May

2007)



Section 2 – Reporting Period (2008-2009)

Strand/Work-Package 1 – Knowledge Integration


Partner

(author)

Responsible

reviewer(s)

Delivery

Date for review

Delivery date for

submission

D1.50.2 Collaboration Framework

WP 1 KI TCD All partners M43 (Dec 08) M47

(April 09)

D1.60.1 Exploitation: Strategic issues in the design operation and

regulation of large integrated operational systems

WP 1 KI TCD All partners M43 (Dec 08) M47

(April 09)

D1.60.1.1 Proposal for Professional Doctorate: 4th

level Education &

Learning (previously D2.50.4; D4.50.4; D24.50.4; D24.60.4)

WP1 TCD All partners M38 M47

(April 09)

D1.60.2 HILAS Dissemination Report WP1 TCD All partners M53 M54 (Nov 2009)

Work-Package 2.50 Flight Operations Performance Management


Partner

(author)

Responsible

reviewer(s)

Delivery

Date for review

Delivery date for

submission

D 2.50.1

HILAS process specification and implementation guidance

document

WP2.50 Iberia TCD M43 (Dec 08) M46 (March 09).

Work-Package 4.50 Maintenance Performance Management

No (1) Deliverable Title

WP No Responsible

Partner

(author)

Responsible

reviewer(s)

Delivery

Date for review

Delivery date for

submission

D4.50.6 HILAS process specification and implementation guidance

document

WP4.50

SRT TCD M37

Incorporated into

D1.50.34 &

D1.50.37 (Book 4



Chpts 1,-4) (M53)

WP24.50 – Risk and Safety Management


Partner

(author)

Responsible

reviewer(s)

Delivery

Date for review

Delivery date for

submission

D24.50.1

HILAS process specification and implementation

guidance document

WP24.50

Risk & Safety

Management

easyjet All partners M43 (Dec 08) Incorporated into

D1.50.35,

D1.50.36 &

D1.50.37 (Book 4

Chps 5, 6, 7

(M53)

D 24.50.2

Strategic Risk Analysis report 24.50

Risk & Safety

Management

TCD Easyjet/KTH/

Lund

M43 (Dec 08) M47

(April 09)

Also in D1.50.10

D1.50.13,

D1.50.14,

D1.50.18 (Book 2

Chps 2, 6, 7, 12)

& D1.50.28

(Book 3 Chapter

4) (M53)

WP24.60 – Organisational Learning and Implementing Change


Partner

(author)

Responsible

reviewer(s)

Delivery

Date for review

Delivery date for

submission

D24.60.1 HILAS process specification and implementation

guidance document

24.60 Organisational

Learning &

Implementing

SRT TCD/Delft/

Lund

M43 (Dec 08) M47

(April 09)

Also in D1.50.5



Change (Book 1 Chapter

5) & D1.50.11,

D1.50.12,

D1.50.16 (Book 2

Chapter 4, 5, 10)

D24.60.2 Culture assessment report 24.60 Organisational

Learning &

Implementing

Change

UL/CAUC All partners M43 (Dec 08) M47

(April 09)

Also in D1.50.29

– D1.50.33 (Book

3 Chapters 6-10)

Integrated Deliverables across WP24.50 & WP24.60


Partner

(author)

Responsible

reviewer(s()

Delivery

Date for review

Delivery date for

submission

D24.10.1 Overall System Specification for the HILAS System F0/Mx TCD All partners M35 M38 (June 08)

Also in D1.50.13

(Book 2 Chapter

6)

D24.20.1 Implementation Phase 1 of the HILAS System FO/MX TCD All partners M37 Incorporated into

D1.50.34 –

D1.50.41. (Book

4 Chapters 1-8)

D24.30.1 Evaluation Report FO/MX FIT All partners M37 Incorporated into

D 1.50.17 (Book

2 Chapter 11)

Integrated

Deliverable

Regulations & Standards Document (previously D2.50.2;

D4.50.2; D24.50.2; D24.60.2)

All KTH/TCD All partners M43 M46 (March 09)

Also in D1.50.27

(Book 3 Chapter

3)

Integrated

Deliverable

Training Modules (previously D2.50.3; D4.50.3; D24.50.3;

D24.60.3)

All TCD All partners M43 All books will

provide basis for

training modules



Integrated

Deliverable

Evaluation Plan (previously D2.50.6; D4.50.6; D24.50.6;

D24.60.6)

All FIT All partners M43 Incorporated in

D1.50.17 (Book 2

Chapter 11)

Strand 3 Flight Deck Technologies


Partner

(author)

Responsible

Reviewer(s)

Delivery Date

for review

Delivery date for

submission to EU

D3.3.3.1

Description of the conditions to be varied and the applicable

scenarios Implementation of those conditions/scenarios in the

simulation environment

WP3.3 NLR All FDT partners 37 Completed -

submitted to EU

Sep (M40

D3.3.3.2

Briefing guide and briefing material (e.g. presentations) WP3.3 NLR All FDT partners 37 Completed -

submitted to EU

Sep (M40

D3.3.1.1 Phase 2 application and technologies implementations WP3.3 Elbit (28) All FDT partners M39 (August

2008)

Completed Email

confirmation to

EU (Sept M40)

D3.3.2.1 Phase 2 Toolset & Briefing Material WP3.3 NLR All FDT partners M39 (August

2008)

Completed Email

confirmation to

EU (Sept M40)

D3.3.4.1 Simulator ready for Phase 2 experiments WP3.3 NLR All FDT partners M39 (August

2008)

Completed Email

confirmation to

EU (Sept M40)

D3.4.1.1 Report with the results of the second phase experiments WP3.4 GE M48 (May 09) M53 (Sep 09)

D3.4.2.1 FDT Dissemination Promotion Brochure WP3.4 NLR M48 (May 09) M51 (August 09)

D3.4.2.2 Information for the Tools Register for KMS WP.3.4 NLR M48 (May 09) This was part of a

work-shop and

not as a specific

report



Technology Integration


Partner

(author)

Responsible

reviewer(s)

Delivery

Date for review

Delivery date for

submission

D24.10.1 Overall System Specification for the HILAS System FO/Mx/KI TCD All M35 M38 (June 08)

D24.70.10** Prototype: Maintenance performance support Mx THALES/SRT All M43 Included in

D24.70.12 – final

delivery oct 09

D 24.70.11** Prototype: Flight Operations Performance Support FO AMT All M43 Included in

D24.70.12 - –

final delivery oct

09

D 24.70.12 Prototype: The HILAS Knowledge Management System

Report D24.70.12 – Guidance & Navigation Document for

KMS

TCD/SRT

M43 1st prototype

submitted. Final

to be presented at

the final Review

Meeting. This

integrated demo

will also include

D24.70.10 and

D24.70.11 and as

such these will

not be submitted

as separate

demos.

D 24.70.13 Technical documentation for each of above

A. HILAS System Technology Development

FO/Mx/KI All partners Reports A,B,C

submitted M47

Also in D1.50.26

& D1.50.21



Plan (Maintenance)

B. HILAS Tool C and SDS data Model.

C. Tool C Investigation Process (draft) .

(Book 3 Chapter 2

& Book 2 Chapter

16

D 24.70.14 User manuals and training materials All partners The books as

outlined above

will provide the

basis for all

training and

education

materials. So the

formal book

proposal will not

be submitted as

the deliverable



Section 3 – HILAS Books

Book 1 Transforming the Conceptual Framework of Human Factors

Deliverable No Chapter & Title Main Author Date submitted

D1.50.1 1 Overview Nick Mc Donald

(TCD)

October 2009

D1.50.2 2 State of the Art Nick Mc Donald

(TCD)

October 2009

D1.50.3 3 Crisis of Practice Nick Mc Donald

(TCD)

October 2009

D1.50.4 4 Impact Nick Mc Donald

(TCD)

October 2009

D1.50.5 5 Human Factors &

Organisational Change

Nick Mc Donald

(TCD)

October 2009

D1.50.6 6 Dignity, Trust & Org

Change

Marie Ward (TCD) October 2009

D1.50.7 7 Knowledge Transformation Nick Mc Donald

(TCD)

October 2009

D1.50.8 8 Strategic Issues Nick Mc Donald

(TCD)

October 2009



Book 2 The HILAS Framework

Deliverable No Book 2

Chapter & Title Main Author Date Submitted

D1.50.9 Section 1 The HILAS

Theoretical Framework

1 Intro to HILAS Theoretical

Framework

Nick Mc Donald

(TCD)

September 2009

D1.50.10 2 Performance Management Joan Cahill (TCD) September 2009

3 Risk Management Nick Mc Donald This is now

incorporated into

D1.50. 13 (Book 2

Chapter 6 )and

will not be

submitted as a

separate chapter

D1.50.11 4 Org Learning & Org

Memory

Floor Koornneef

(TU Delft)

September 2009

D1.50.12 5 Org Change Theory &

Issues

Marie Ward (TCD) September 2009

D1.50.13 Section 2 The HILAS

Process Framework:

Processes for managing

performance, risk and

organisational learning.

6 The HILAS system for

Aviation Performance, Risk

Management and Operational

Change

Nick Mc Donald

(TCD)

October 2009

D1.50.14 7 Prospective Risk Analysis Michael Cooke

(TCD)

October 2009

D1.50.15 8 Complex (innovative)

solutions KTP & HIRE

Rabea Morrisson &

Marie Ward (TCD)

September 2009

9 Exploratory Analysis of risk

in future systems

Nick Mc Donald

(TCD)

This is now

incorporated into

D1.50.13 (Book 2

Chapter 6 ) and

will not be



submitted as a

separate chapter

D1.50.16 10 Organisational Change,

Practical Guidance, Tools &

Techniques


D1.50.17 11 Monitoring & Evaluation –

SPI’s

Pernilla Ulfvengren

(KTH)

September 2009

D1.50.18 12 Retrospective risk

assessment

Carlo Cacciabue

(KITE)

September 2009

D1.50.19 13 Investigation Simon Stewart

(easyjet). F

Koornneef (TU

Delft) R.

Akselsson, (Lund) J

Kingston, D

Stewart

September 2009

D1.50.20 14 Finding & implementing

solutions at a tactical level

Rabea Morrison &

Marie Ward (TCD)

September 2009

D1.50.21 15 Intelligent Planning Joan Cahill (TCD) September 2009

D1.50.22 16 Task & Operational

Support – electronic only

Tony Nugent

(TCD), NLR,

Thales, IFF

September 2009

Completed will be

submitted as

electronic version

only as part of the

HILAS KSM

demo

D1.50.23 17 Maintenance Performance

Reporting

Rabea Morrison &

Marie Ward (TCD)

September 2009

D1.50.24 18 FO Performance Reporting Joan Cahill (TCD) September 2009



Book 3 HILAS Supporting Tools & Processes

Deliverable No Book 3

Chapter & Title Main Author Date

Submitted

D1.50.25 Section 1 Knowledge and

Information about the

process

1 Modelling and analysing

operational systems

Rabea Morrison (TCD) September

2009

D1.50.26 2 Integration Technology Tony Nugent (TCD) October

2009

D1.50.27 Section 2 Safety

Management

3 ICAO SMS & HILAS Pernilla Ulfvengren

(KTH)

October

2009

D1.50.28 4 Operational Risk

Management

Simon Stewart (easyjet).

F Koornneef (TU Delft)

R. Akselsson, (Lund) J

Kingston, D Stewart

September

2009

D1.50.28 5 Managing Fatigue in

Maintenance

Loukia (certh) September

2009

D1.50.29 Section 3 Culture 6 Introduction to Culture Yeray (ULL) September

2009

D1.50.30 7 Safety Culture in

Organisation

Wang Lei (CAUC) September

2009

D1.50.31 8 Resilience Safety Culture in

Aviation Organisations

Roland Akselsson

(LUND)

September

2009

D1.50.32 9 Safety Assumptions and

Resilient Attitudes (SARA)

Kyla Steele (Dedale) September

2009

D1.50.33 10 Culture & the

implementation of KMS

Yeray (ULL) September

2009



Book 4 – HILAS Implementation Case Studies

Deliverable No Chapter & Title Main Author Date Submitted

D1.50.34 1 Intro to Case Studies Nick Mc Donald

(TCD)

October 2009

D1.50.35 2 Advancement of

Performance Management

Concepts

Joan (TCD) September 2009

D1.50.36 3 SAS Experience &

participation in HILAS

Pernilla Ulfvengren

(KTH), Johan

Rigner (SAS)

September 2009

D1.50.37 4 Engaging people in

improving Base Maintenance

Performance in SRT


D1.50.38 5 Developing a management

system for fatigue related risk

in easyjet

Simon Stewart

(easyjet)

October 2009

D1.50.39 6 Safety Assurance Process

for FRMS at easyjet

Simon Stewart

(easyjet), F

Koornneef, R

Akselsson, P

Barton

September 2009

D1.50.40 7 Establishment of the Global

International Fatigue Risk

Management Forum: A

Component of Safety

Promotion and feedback in

SMS

Simon Stewart

(easyjet), R

Akselsson (Lund)

Koornneef, F (TU

Delft)

September 2009

D1.50.41 8 Developing a Just Culture at

easyjet

Simon Stewart

(easyjet)

September 2009

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