Stabilized Approach And Flare Are Keys to Avoiding Hard Land(43)

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Figures, tables, appendixes, glossary, index.
T
hebookisdesignedtohelporganizationsthat want to go beyond the requirements of ISO [International Organization for Standardization] 9001:1994 or iSo 9001:2000 for quality manage-ment systems (QMSs). It focuses on “raising an organization’s business practices from minimum requirements to best-practices level — and ultimately to world-class status — rather than on addressing deficiencies in meeting basic requirements,” the author writes.
The book discusses key QMS issues, including strategic direction and implementing action plans; focusing on the customer; focusing on resource management; assessing and manag-ing risk; focusing on product realization; focus-ing on measurement and analysis; focusing on continual improvement; benchmarking; and applying project-management tools to achieve continual improvement.
Effective risk management, the author writes, involves five steps:
. Planning how the organization will identify
its exposures to loss; will quantify the poten-tial financial risks and nonfinancial risks; will examine the feasibility of alternative risk-management techniques; and will select the best risk-management techniques;
. testing the selected risk-management
techniques;

. Checking the techniques’ effectiveness,
making necessary adjustments or selecting a new alternative;
.  acting to implement the full process and
monitoring the techniques for adequacy; and,
. improving the techniques.
“Although it’s often easy to see what could have been done after a loss occurs, seeing what could happen that would adversely affect your orga-nization — and then taking steps to eliminate or minimize those vulnerabilities — is more difficult,” the author says. “However, techniques and tools exist for identifying and analyzing loss exposures.” The focus is on risks to the organi-zation itself rather than operational risks, but the methodologies discussed could stimulate thought and discussion at the operational level as well.
Business and Corporate Aviation Management.
Sheehan, John J. New York, New York, U.S.:
Mcgraw-hill, 2003. 376 pp. Figures, tables,
glossary, appendixes, index.
A
lthough they provide safe and reli-able public transportation, airlines can be inconvenient for business travel involv-ing an organization’s key personnel. Airlines that operate on the hub-and-spoke system do not provide direct point-to-point trans-portation to many destinations, necessitating multiple-segment trips and sometimes time-consuming layovers between segments. Furthermore, flights to destinations with rela-tively little passenger traffic tend to be scheduled infrequently.
Business aviation — whether in the form of
chartered aircraft, fractional aircraft ownership or full aircraft ownership — is widely established as an answer to the requirements of many companies.
　
中国航空网 www.aero.cn
航空翻译 www.aviation.cn
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