crew resource management.pdf

8142019 Crew Resource Managementpdf

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Copyright copy 2011 FlightSafety International Inc Unauthorized reproduction or distribution is prohibited All rights reserved 1

Copyright copy 2009 FlightSafety International Inc All Rights Reserved Unauthorized reproducti on or distribut ion is prohib ited

Crew Resource Managementfor 135 operationsShannon Forrest



Copyright copy 2011 FlightSafety International Inc Unauthorized reproduction or distribution is prohibited All rights reserved

CRM TRAINING FOR PART 135 ndash WHY

FAA reviewed 268 accidentsthat occurred under part 135between 1998 and 2008

24 accidents were directlyrelated to ineffective CRM andresulted in 83 fatalit ies and 12serious injur ies




PART 135 ACCIDENTS BETWEEN 2007-2009

Courtesy of National Transportation Safety Board




FAA FINAL RULE PART 135

Effective March 22 2011bull Requires CRM training for pi lots and flightattendants

bull Must establish ini tial amp recurrent training

bull No credit for previous CRM initial coursefrom a previous employer ndash must be uniqueto current operation

bull Some credit (maybe) from in-housetraining that occur red before the effectivedate of the rule

Operators have 2 years to comply with the rule




MINIMUM REQUIREMENTS FOR 135 CRM

bull Authority of Pilot in Command

bull Communication processes

bull Building and Maintaining a team

bull Workload Managementbull Fatigue and Stress Management

bull Aeronautical decision makingwithin the operator rsquos environment




COMMON ARGUMENTS AGAINST CRM

bull Itrsquos ldquo charm schoolrdquobull Itrsquos an old concept wersquove all been there done that

bull We all know what wersquore supposed to do

bull Itrsquos no longer relevant

bull We donrsquot have time for this

bull Our department is too small

bull Itrsquos too expensive

bull Itrsquos a lot of work


httpslidepdfcomreaderfullcrew-resource-managementpdf 720Copyright copy 2011 FlightSafety International Inc Unauthorized reproduction or distribution is prohibited All rights reserved

1 st Generation ndash Cockpit ResourceManagement ( 1981)

2nd Generation ndash Crew ResourceManagement (Late 1980rsquos)

3 rd Generation ndash Broadening theScope (Early 1990rsquos)

4 th Generation ndash Integration andProceduralization (1993)

5 th Generation ndash Error Management(1999)

6 th Generation ndash Threat and ErrorManagement (2001)

The Evolution of Crew Resource Management Training in Commercial Aviation University of Texas at Aust in Human Facto rs Resear ch Pro ject 235 Hel mrei ch RL Merri tt AC amp Wil helm JA (1999)Published by the International Journal of Aviation Psychology 9(1) 19-32

A CRM HISTORY LESSON



RELEVANCE

ASRS database indicates that between January2006 and July 2009 CRM was mentioned in 450air crew narratives (ACNrsquos)



bull Situational Awarenessbull Decision Making

bull Workload Management

bull Task Prioritization

bull Monitoring amp Crosschecking

bull Inquiry Advocacy Assertiveness

bull Leadershipbull Culture

bull Communication

bull Error Management

bull Teamwork amp Crew Coordination

bull Fatigue Education amp Awareness

bull Stress Management

CRM IS A FACTOR IN NEARLY ALL INCIDENTS amp ACCIDENTS



September 14 2007 ndash Atlanta GA NTSB probable causebull failure to execute a missedapproach

bull Failure to obtain propertouchdown point

bull Lack of standard operatingprocedures

bull Inadequate windshieldmaintenance

bull Poorinadequate CRM

HOW EXPENSIVE IS THIS



IS IT WORTH THE WORK THE TIME



IS THIS YOUR CRM PROGRAM



ARE WE JUST ldquo CHECKING THE BOXrdquo

Behavior that is not corrected sends themessage the behavior is accepted



WHAT SHOULD A CRM PROGRAM LOOK LIKE

OrganizationalCulture

Program Design

ImplementationEvaluation

Feedback



ldquo CRM deficiencies almost always contributeto the unsatisfactory performance of aTASKrdquo

ldquo CRM focuses on situational awarenesscommunication skills teamwork task allocationand decision making within a comprehensiveframework of standard operating proceduresrdquo

Influence of non-technical training ontechnical performance

CRM PERFORMANCE



ldquo Examiners are required to exercise proper CRM competencies inconducting tests as well as expecting the same from applicantsrdquo

ldquo CRM evaluations are still largely subjectiverdquo

ldquo PassFail judgments based solely on the CRM issues must becarefully chosen since they may be entirely subjectiverdquo

ldquo CRM is not a single TASK CRM is a set of competencies whichmust be evident in all TASKs in this practical test standard asapplied to the single-pilo t or the multicrew operationrdquo

CRM PERFORMANCE



CRM BEHAVIORAL MARKERS

bull Observable non-technical behaviors thatcontribute to performance

bull Structured in to a set of categories(sometimes sub-categories)

bull Derived from data and analysisbull Accident reportsbull Confidential reporting systemsbull Interviewsbull Surveysbull Focus groups



UNIV OF TEXAS BEHAVIORAL MARKERS

P=pre departuretaxiT=TakeoffclimbD=DescentApproachLDGG=Global

SOP BRIEFING The required briefing was interactive and

operationally thorough

bullConcise not rushed and met SOP requirements

bullBottom lines established

P-D

PLANS STATED Operational plans and decisions werecommunicated and acknowledged

bullShared understanding about plansbullldquoEverybody on same pagerdquo

P-D

WORKLOADASSIGNMENT

Roles and responsibilities were defined fornormal and non-normal situations

bullWorkload assignments were communicated andacknowledged

P-D

CONTINGENCYMANAGEMENT

Crew members developed effective strategies tomanage threats to safety

bullThreats and consequences were anticipatedbullUsed all available resources to manage threats

P-D

MONITOR

CROSSCHECK

Crew members actively monitored and cross-

checked systems and other crewmembers

bullAircraft position settings and crew actions were verified P-T-D

WORKLOADMANAGEMENT

Operational tasks were prioritized and properlymanaged to handle primary flight duties

bullAvoided task fixationbullDid not allow work overload

P-T-D

VIGILANCE Crew members remained alert of theenvironment and position of the aircraft

bullCrew members maintained situational awareness P-T-D

AUTOMATIONMANAGEMENT

Automation was properly managed to balancesituational andor workload requirements

bullAutomation setup was briefed to other membersbullEffective recovery techniques from automationanomalies

P-T-D

EVALUATION OFPLANS Existing plans were reviewed and modified whennecessary bullCrew decisions and actions were openly analyzed tomake sure existing plan was the best plan P-T

INQUIRY Crew members asked questions to investigateandor clarify current plans of action

bullCrew members not afraid to express a lack of knowledgebullldquoNothing taken for grantedrdquo attitude

P-T

ASSERTIVENESS Crew members stated critical information andorsolutions with appropriate persistence

bullCrew members spoke up without hesitation P-T

COMMUNICATIONENVIRONMENT

Environment for open communication wasestablished and maintained

bullGood cross talkbullFlow of information was fluid clear and direct

G

LEADERSHIP Captain showed leadership and coordinatedflight deck activities

bullIn command decisivebullEncourage crew participation

G



NOTECHS BEHAVIORAL MARKERSCategories Elements Behaviors

COOPERATION Team building amp maintaining Establishes atmosphere for opencommunication and participation

Considering others Takes condition of other crew members intoaccount

Supporting Others Helps other crew members in demandingsituation

Conflict Solving Concentrates on what is right rather thanwho is right

LEADERSHIP ampMANAGERIAL SKILLS

Use of authority and assertiveness Takes initiative to ensure involvement andtask completion

Maintaining standards Intervenes if task completion deviates from

standards

Planning and coordinating Clearly states intentions and goals

Workload Management Allocates enough time to complete tasks

SITUATIONAWARENESS

System Awareness Monitors and reports changes in systemstates

Environmental awareness Collect information about the environment

Anticipation Identifies possiblefuture problems

DECISION MAKING Problem definitiondiagnosis Reviews causal factors with othercrewmembers

Option generation States alternative courses of actionAsks other crewmembers for options

Risk assessment option choice Considers and shares risk of alternativecourses of action

Outcome review Checks outcome against plan



Shannon Forrest FlightSafety DFW

817-449-3544

Shannonforrestflightsafetycom




CRM TRAINING FOR PART 135 ndash WHY

FAA reviewed 268 accidentsthat occurred under part 135between 1998 and 2008

24 accidents were directlyrelated to ineffective CRM andresulted in 83 fatalit ies and 12serious injur ies















































RELEVANCE










bull Communication




























Program Design


Feedback






CRM PERFORMANCE







CRM PERFORMANCE















P-D



P-D

WORKLOADASSIGNMENT



P-D




P-D

MONITOR

CROSSCHECK




WORKLOADMANAGEMENT



P-T-D






P-T-D




P-T






G



G











standards



SITUATIONAWARENESS











817-449-3544
















































RELEVANCE










bull Communication




























Program Design


Feedback






CRM PERFORMANCE







CRM PERFORMANCE















P-D



P-D

WORKLOADASSIGNMENT



P-D




P-D

MONITOR

CROSSCHECK




WORKLOADMANAGEMENT



P-T-D






P-T-D




P-T






G



G











standards



SITUATIONAWARENESS











817-449-3544










bull Communication




























Program Design


Feedback






CRM PERFORMANCE







CRM PERFORMANCE















P-D



P-D

WORKLOADASSIGNMENT



P-D




P-D

MONITOR

CROSSCHECK




WORKLOADMANAGEMENT



P-T-D






P-T-D




P-T






G



G











standards



SITUATIONAWARENESS











817-449-3544
























Program Design


Feedback






CRM PERFORMANCE







CRM PERFORMANCE















P-D



P-D

WORKLOADASSIGNMENT



P-D




P-D

MONITOR

CROSSCHECK




WORKLOADMANAGEMENT



P-T-D






P-T-D




P-T






G



G











standards



SITUATIONAWARENESS











817-449-3544







CRM PERFORMANCE







CRM PERFORMANCE















P-D



P-D

WORKLOADASSIGNMENT



P-D




P-D

MONITOR

CROSSCHECK




WORKLOADMANAGEMENT



P-T-D






P-T-D




P-T






G



G











standards



SITUATIONAWARENESS











817-449-3544








CRM PERFORMANCE















P-D



P-D

WORKLOADASSIGNMENT



P-D




P-D

MONITOR

CROSSCHECK




WORKLOADMANAGEMENT



P-T-D






P-T-D




P-T






G



G











standards



SITUATIONAWARENESS











817-449-3544
















P-D



P-D

WORKLOADASSIGNMENT



P-D




P-D

MONITOR

CROSSCHECK




WORKLOADMANAGEMENT



P-T-D






P-T-D




P-T






G



G











standards



SITUATIONAWARENESS











817-449-3544












standards



SITUATIONAWARENESS











817-449-3544





817-449-3544


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