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Safety Management System (SMS) is a systematic approach to safety management that includes the necessary organizational structures, responsibilities, policies and procedures.

Safety Management:

  1. a)    includes all activities;
  2. b)    focuses on processes with a clear distinction between the processes and the resulting consequences;
  3. c)    based on data;
  4. d)    includes continuous monitoring;
  5. e)    being documented;
  6. f)     it is aimed at gradual improvement, not abrupt changes;
  7. g)    based on strategic planning rather than piecemeal initiatives.


When implementing SMS, the following processes should be implemented:

Process No.1 Safety Risk Management

Risk safety management is the application of specific technical and organizational skills in a systematic, forward-looking approach to hazard identification and management throughout the life of a project, program, or activity. The traditional approach focuses on the technical side. Safety management adds emphasis on controls.

It is necessary to identify problems, identify compensating actions, systemic corrective actions, and preventive performance checks.

Many engineering problems are the result of changes in design processes. Therefore, there should be a process to verify that the revised process has become effective. If the problem persists, it means either failure to take corrective action or an incorrectly identified cause.

It is necessary:

  • Develop a documented procedure for the safety risk management at all stages of the design and implement it in the organization.

Process No.2 Updating of procedures of the aviation equipment designer under SMS requirements.

It is necessary to conduct:

  • Development of the  Design organization handbook;
  • Development of measures to change the structure of the Design organization in accordance with the leadership of the Design organization handbook;
  • Updating of procedures of the aviation equipment designer under SMS requirements;
  • Familiarization of engineering personnel with Design organization handbook and adjusted procedures.

Process No.3  Design data compliance .

Standard indicators that are designed to assess the compliance of design activities with the requirements of the design assurance. Data must be ready to meet the needs of internal and external users. If the compliance is not assessed, how do we know that the design is being done correctly and that something needs to be changed?

It is necessary:

  • Develop standard indicators to assess the compliance of the design system with the requirements of the SMS in the organization;
  • Document the compliance assessment system;
  • Check the compliance with documented procedure requirements.

Process No.4 SMS documentation development

It is necessary to conduct:

  • Development of a plan for the SMS documentation issue;
  • SMS documentation development ;
  • Ensure that documentation  might be manageable;
  • Familiarization of engineering personnel with documentation;
  • Personnel knowledge audit.

Process No.5 Suppliers / subcontractors management

Process No.5.1     Suppliers / subcontractors management program.

The ability of suppliers to manage costs, timing, and technical aspects of the product should be evaluated before the program launch. The supplier / subcontractor, which is the weak link of the program management, will cause a chain effect on all other activities.

It is necessary:

  • To develop suppliers / subcontractors management program;
  • The program follow-up;
  • Correct the program if

Process No.5.2 Product/process supplier / subcontractor approval.

The lack of reliable qualification in the verification of suppliers/ subcontractors of processes and products raises the possibility of risk. Inconsistencies in test results at the end of the program can be mitigated by applying early checks and a reliable supplier qualification process.

It is necessary:

  • Develop a documented procedure for the supplier/subcontractor selection, verification and approval process;
  • Evaluate and approve suppliers/subcontractors according to the procedure.

Process No.5.3  Bring to notice of the requirements to suppliers/subcontractors.

That includes notification of engineering changes (e.g. technical documentation, materials, processes) as well as changes in additional requirements (e.g. inspection, testing, delivery, transportation, packaging).

It is necessary:

  • Develop and implement a documented procedure to notify suppliers/ subcontractors of engineering changes.

Process No.6 Personnel training.

All specialists should be trained. An actively managed training plan should be implemented, including the process of design assurance and risk management.

It is necessary to conduct:

  • Assessment of personnel qualifications;
  • Evaluation of personnel training system (development of training plan, development of training materials, training);
  • Development of personnel SMS training plan;
  • Development of SMS training materials;

SMS Training of personnel;

  • Periodic assessment of personnel SMS knowledge.

Process No.7 The accumulated experience is continuously invested in instructional guideline  materials

It is necessary to conduct:

  • Development of a plan for the issuance of documents containing guidance materials with deadlines and responsible;
  • Issue of documents containing and summarizing the accumulated experience in design in accordance with the plan;
  • Familiarization of engineering specialists of the organization with the documents summarizing the design experience;
  • Ensure that documentation is manageable, constantly adding to them information on new experience gained in the design process.

Process No.8 Defining the boundaries of product changes

The less products are corrected and processed, the lower the cost and resource requirements.

It is necessary:

  • Develop a documented procedure for design documentation  update, product change management,   product deviations management;
  • Ensure that documentation is manageable;
  • Evaluate design activities for compliance with the procedure requirements.

Process No.9 Project manageable integration

This includes defining interfaces between system development teams and product characteristics, payloads, hardware, and software. The more complex the interfaces, the more important the integration of project activities becomes.

It is necessary:

  • Assess all relationships between engineering departments within the organization and with external organizations;
  • Establish if there are duplicated links or not;
  • Develop recommendations for interface adjustments.

Process No.10 Reliable configuration and data management system

Electronic models, drawings, test results and simulations are under constant control.

It is necessary:

  • Develop  configuration management system;
  • Issue a documented procedure for this process;
  • Monitor compliance of the current system with the approved procedure.

Process No.11 Assessment of safety management system requirements

It is necessary:

  • Develop SMS audit plan;
  • Conduct system audits;
  • Develop measures for SMS functioning

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