NOMIC Ramp · nomicramp.com · [email protected]

1. Get backing

   Management and the workforce agree the rules, in writing.

   The programme lead takes the business case to management, then agrees the rules with management and the workforce (and unions, where there are any): voluntary, de-identified and never used for discipline. The data protection officer reviews the assessment.

   Use: business case · agreement · data protection assessment Weeks 1 to 2

   Done when: the agreement is signed.

   Why: Crews only work normally when they trust it.Crews only work normally when they trust that nothing seen will be used against them. The signed agreement is that trust in writing.

2. Plan the cycle

   Choose where, when and how many turnarounds to observe.

   Choose the station, the shifts, days, aircraft types and stands to cover, and how many turnarounds: 75 to 100 is a good first look. Add local codes for any procedures of the organisation's own.

   Use: set-up checklist · sampling calculator · local codes Weeks 2 to 3

   Done when: there is a sampling plan with a target for each shift and aircraft type.

   Why: So the cycle covers where the risk is.A spread sample covers the operations where the risk is, not just the easy day shifts, so the results reflect the real ramp.

3. Choose and train the observers

   4 or 5 trusted ground personnel do the course and practise.

   Choose 4 or 5 experienced ground personnel the crews trust. Each does the online course (about 7 hours), codes the practice exercises until their coding agrees with the reference answers, then does 2 or 3 practice observations with support.

   Use: observer selection guide · observer course · observer briefing Weeks 3 to 7

   Done when: every observer has reached the pass mark and done their practice observations.

   Why: So the numbers measure the ramp, not the observer.If two observers would code the same turnaround differently, the results would measure the observers, not the ramp.

4. Tell the crews

   Every crew hears what it is, what it isn't, and that they can say no.

   Brief the crews before anyone is observed: toolbox talks, the leaflet and the launch message. Say what it is, what it isn't, who sees what, and that any crew can say no.

   Use: crew briefing leaflet · comms kit The week before observing

   Done when: every shift in the sample has been briefed.

   Why: No surprises, so crews carry on as normal.A crew that is surprised by an observer works differently. Crews who know why, and that it is safe, carry on as normal.

5. Observe, code and check

   Observe the planned turnarounds; code each one; check them weekly.

   Observers record on their phones, then code each observation after the turnaround. Once a week, 2 or 3 observers meet to check the coding together. The programme lead watches progress against the sampling plan and fills any gaps.

   Use: the app · paper form · checking session guide 3 to 4 weeks

   Done when: the planned turnarounds are observed, coded and checked.

   Why: Changes will rest on these findings, so they must stand up.Normal turnarounds show the risk before it becomes an incident, and checking makes sure the findings stand up before anything is changed because of them.

6. Read the results

   The tool shows where the risk is. Share it with the crews first.

   The results, dashboard and summary report come straight from the checked observations. Pick the few findings that matter most for safety: the threats that go with irregular loads, damage and near misses. Share them with the crews first, then management.

   Use: the app's results, dashboard and summary report · sample report About 2 days

   Done when: the top findings are chosen and the crews have seen them.

   Why: To find where to act, not to count for its own sake.The point isn't the counts. It is finding the conditions that go with things going wrong, so the changes target the biggest risks. Crews see it first because it is their data.

7. Learning Teams

   The people who plan and do the work choose what to change.

   For each top finding, run a 60 to 90 minute Learning Team with the people who plan the work and the people who do it. The app makes the pack: the data, quotes from the notes, and questions. Shop talks can add the crews' own explanations.

   Use: the app's Learning Team packs · Learning Team guide · shop talk guide 2 to 4 weeks

   Done when: each top finding has a change chosen to try.

   Why: Crews know why it happens and what would work.The data shows where the risk is; the people who do the work know why it happens and what would work, so the changes fit the real job and stick.

8. Make the changes, then measure again

   Each change gets a person responsible, a date and a measure. Then the next cycle.

   Put each change into the action plan with a person responsible, a date and one measure to watch, and run it through the safety management system. Tell the crews what is changing because of their data. Once the changes have bedded in, run the next cycle with the same codes.

   Use: the app's action plan · comms kit: results messages Then the next cycle

   Done when: the next cycle shows whether each change made the ramp safer.

   Why: A change that isn't measured is a guess.A change that isn't measured is a guess. The next cycle shows whether the risk really went down, so what works is kept and what doesn't is changed.