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MCC TRAINING MANUAL

(in accordance with Part-FCL and Global Aviation Training Manual)

Produced by Global Aviation S.A ◊ September 2012

GLOBAL AVIATION MCC TRAINING MANUAL

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PREFACE

This MCC Training Manual is developed by Global Aviation in accordance to PART-FCL. Its main objective is to assist student pilots with Multi Crew Coordination Course and be used by the students to prepare for their MCC training. The MCC course aim is to train pilots to the level of proficiency in multi-crew co-operation in order to operate safely multi-pilot multi-engine aeroplanes under IFR. This manual is also beneficial to pilots who have already completed the MCC course but wishing to refresh their MCC theoretical knowledge, and those pilots preparing for an interview for an airline company.

The MCC training is conducted by Global Aviation team of synthetic flight instructors, with an international experience of thousands of hours in airline environment. The flight simulator used for the training is a FNPT II-MCC made by Elite Simulation Solutions AG, and it represents a twin-turboprop aircraft Beechcraft B200 King Air. The student pilot must spend at least a few hours preparing an MCC session before arriving at the airport; this manual will assist him/her to be better prepared. Special thanks to the team of people behind the making of this manual. Marios Samprakos The Head of Training Global Aviation SA


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Table of Contents

0 GENERAL DESCRIPTION ....................................................................................... 5

0.1 INTRODUCTION ................................................................................................................................ 5 0.1.1 The aim and objectives of the MCC course ........................................................................... 5

0.2 OBJECTIVES OF MCC TRAINING .............................................................................................. 5 0.3 THE HUMAN ELEMENT .................................................................................................................... 5

0.3.1 The SHEL model .................................................................................................................... 5 0.3.2 COMMUNICATION ............................................................................................................ 10 0.3.3 Decision Making .................................................................................................................. 14 0.3.4 Situational Awareness ....................................................................................................... 17 0.3.5 Teamwork ............................................................................................................................ 25 0.3.6 Leadership and Followership ............................................................................................ 26 0.3.7 Operation Of Multi- Crew Aircraft .................................................................................... 29 0.3.8 Task sharing and decision making ....................................................................................... 33 0.3.9 Standardization .................................................................................................................... 34

1 AIRCRAFT SYSTEMS ........................................................................................... 44 1.1 INSTRUMENT PANEL ...................................................................................................................... 44

1.1.1 CM1 INSTRUMENTS PANEL ............................................................................................. 45 1.1.2 CM2 INSTRUMENTS PANEL ............................................................................................. 45 1.1.3 ENGINES INSTRUMENTS .................................................................................................. 46 1.1.4 Pilot Fuel Control Side Panel .............................................................................................. 47 1.1.5 Copilot Circuit Panel ........................................................................................................... 48 1.1.6 Pilot Subpanel A .................................................................................................................. 48 1.1.7 Copilot Subpanel A .............................................................................................................. 49 1.1.8 Gear Control Panel ............................................................................................................. 49 1.1.9 NAVIGATION ...................................................................................................................... 50 1.1.10 PEDESTAL ..................................................................................................................... 51

2 PRACTICAL TRAINING ........................................................................................ 52 2.1 CALL OUTS ..................................................................................................................................... 52 2.2 ANNOUNCEMENTS ......................................................................................................................... 52 2.3 INSTRUCTIONS ............................................................................................................................... 52

2.3.1 COMMAND ......................................................................................................................... 52 2.3.2 ORDER ................................................................................................................................ 53 2.3.3 REQUEST ............................................................................................................................ 53

2.4 MUTUAL SUPERVISION, INFORMATION AND SUPPORT. ................................................................... 53 3 SIMULATOR TASKS ............................................................................................. 54

3.1 GENERAL DESCRIPTION ................................................................................................................. 54 3.1.1 Proof of competency ............................................................................................................ 54

3.2 SPEED LIMITATION &. POWER SETTINGS BEECH 200 ..................................................................... 55 3.3 PITCH AND POWER SETTING FOR THE TRAINING ............................................................................. 55 3.4 SYLLABUS .................................................................................................................................. 56

3.4.1 MCC SIM SESSION 1 .......................................................................................................... 56 3.4.2 MCC SIM SESSION 2 .......................................................................................................... 58 3.4.3 MCC SIM SESSION 3 .......................................................................................................... 59 3.4.4 MCC SIM SESSION 4 .......................................................................................................... 61 3.4.5 MCC SIM SESSION 5 .......................................................................................................... 63

4 PROCEDURES ...................................................................................................... 66 4.1 NORMAL PROCEDURES .................................................................................................................. 66

4.1.1 Work distribution and sequence on ground ......................................................................... 66 4.1.2 Cockpit Preparation ............................................................................................................ 67 4.1.3 AUTO PILOT CHECK: ....................................................................................................... 70 4.1.4 Departure Briefing............................................................................................................... 70 4.1.5 Take off & Emergency Briefing ........................................................................................... 71 4.1.6 TAKEOFF DATA CALCULATION ..................................................................................... 73 4.1.7 Engine Start ......................................................................................................................... 73 4.1.8 ENGINE START-UP PROCEDURE.................................................................................... 75 4.1.9 AFTER START PROCEDURES........................................................................................... 76


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4.1.10 BEFORE T.O. CHECKLIST ........................................................................................... 77 4.1.11 Normal Takeoff Procedure.............................................................................................. 78 4.1.12 After Takeoff Checklist .................................................................................................... 80 4.1.13 Climb Procedure ............................................................................................................. 80 4.1.14 Levelling Off ................................................................................................................... 80 4.1.15 Descent procedure .......................................................................................................... 82 4.1.16 Approach Preparation .................................................................................................... 83 4.1.17 Approach Briefing ........................................................................................................... 83 4.1.18 Approach ......................................................................................................................... 84 4.1.19 VISUAL APPROACHES ................................................................................................. 85 4.1.20 NON PRECISION APPROACHES ................................................................................. 87 4.1.21 CIRCLING ...................................................................................................................... 87 4.1.22 PRECISION APPROACHES .......................................................................................... 89 4.1.23 GO-AROUND ................................................................................................................. 90 4.1.24 LANDING ....................................................................................................................... 91 4.1.25 PARKING........................................................................................................................ 92

4.2 ABNORMAL AND EMERGENCY PROCEDURES .................................................................. 93 4.2.1 TASK SHARING .................................................................................................................. 93 4.2.2 MEMORY ITEMS ................................................................................................................ 93 4.2.3 INITIATION OF PROCEDURES ........................................................................................ 93 4.2.4 PROCEDURES IN FLIGHT ................................................................................................ 94 4.2.5 CREW COORDINATION .................................................................................................... 94 4.2.6 REJECTED TAKEOFF ....................................................................................................... 95 4.2.7 DECISION MANAGEMENT ............................................................................................... 96 4.2.8 ENGINE FAILURE AT TAKE-OFF .................................................................................... 97 4.2.9 PILOTS INCAPACITATION................................................................................................ 97

4.3 ABNORMAL/EMERGENCY CHECKLISTS ............................................................................. 98


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0 General Description 0.1 Introduction 0.1.1 The aim and objectives of the MCC course

The aim of the course is to become proficient in multi-crew co-operation (MCC) in order to operate safely multi-pilot multi-engine aeroplanes under IFR. The MCC course shall comprise at least 25 hours of theoretical instruction/ self-study and exercises 20 hours on a MCC training-device. The MCC training shall be accomplished within six months under the supervision of the Head of Training of GLOBAL Aviation S.A.

0.2 OBJECTIVES OF MCC TRAINING

(1) task sharing (2) decision making (3) communication (4) use of checklists (5) mutual supervision (6) teamwork and support throughout all phases of flight under normal, (7) abnormal and emergency conditions . � The training emphasizes the development of non-technical skills applicable to work It is

assumed, that all students are familiar with IFR, use of Jeppesen-Charts and basic operation of a dual engine airplane

� The training will focus on teaching students the basics on the functioning of crew members as teams in a multi-crew environment, not simply as a collection of technically competent individuals.

� Furthermore, the course should provide students with opportunities to practice the skills that are necessary to be effective team leaders and members. This requires training exercises which include students as crew members in the PF and PM roles.

Students should be made familiar with inter-personal interfaces and how to make best use of crew co-operation techniques and their personal and leadership styles in a way that fosters crew effectiveness. Students should be made aware that their behaviour during normal circumstances could have a powerful impact on crew functioning during high workload and stressful situations.

0.3 The Human Element

Objective

By the end of this section you will have: � Reviewed the SHEL model and will understand the interfaces that will exist � Investigate the effects of the-multi-crew environment and the added difficulties of

a 'close proximity' liveware interface. � Considered some basic approaches to allowing that interface to be effective.

0.3.1 The SHEL model

The name being derived from the initial letters of its components-Software, Hardware, Environment, and Liveware. It is intended as a basic aid to understanding of some Human Factors aspects.

The Imperfect person

In the centre of the model is a person (PILOT), the most critical as well as the most flexible component in the system, Yet people are subject to considerable variations in performance and suffer many limitations, most of which are not predictable in general terms. The edges of this block are not simple and straight, the other components of the system must be carefully matched to them if stress in the system and eventual breakdown is to be avoided. In order


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to achieve this matching, an understanding of the characteristics of this component is essential. Some of the more important characteristics are the following: Physical size and shape

In the design of any workplace and most equipment, a vital role is played by the body measurements and movements, which will vary according to age, ethnic and gender groups. Decisions must be made at an early stage in the design process. Personality and attitude

Our "personality" is largely fixed by the age of 5 years. We can do nothing to substantially change it but we can recognize our own personality deficiencies and by doing so can behave in a way that compensates for any negative personality features. Our "attitude" is our public image, how we behave. This is within our control Physical needs. People's requirement for food, water and oxygen Input characteristics

Humans have been provided with a sensory system for collecting information from the world around them; enabling them to respond to external events and then carry out the required task. But all senses are subject to degradation for one reason or another. Information processing

These human capabilities have severe limitations. Poor instrument and warning system design has frequently resulted from a failure to take into account the capabilities and limitations of the human information processing system. Short and long-term memory is involved, as well as motivation and stress. Output characteristics

Once information is sensed and processed, messages are sent to the muscles to initiate the desired response, whether it is a physical control movement or the initiation of some form of communication. Environment factors

Temperatures, pressure, humidity, noise, time of day, light and darkness can all be reflected in performance and also in well being. Here are some other factors that can also be expected to influence behaviour and performance. Enclosed spaces

Unusual positions (e.g. standing at the edge of a precipice, A working environment which is boring stressful. The person is the hub of the SHEL model of Human Factors. The remaining components must be adapted and matched to this central component. In the jargon adopted by Human Performance specialists, the person is known as the - Liveware element.

Hardware

Interaction between human beings and the other elements of the SHEL model are at the heart of Human Factors. It involves considerations such as the design of seats to fit the sitting characteristics of the human body, of displays to match the sensory and information processing characteristics of the human model. The user may never be aware of a liveware- hardware (L-H) deficiency, even where it finally leads to disaster, because the natural human characteristic of automatically adjusting to L-H mismatches will mask such a deficiency. But it will not remove its existence. This constitutes a potential hazard to which designers should be alert. The L-H interface addresses the mismatch in the human-machine design relationship and the source of confusion and error caused by poorly designed or located equipment. Many elements and skills can affect the L-H interface. During this course we will discuss those elements that can affect MCC. The following list contains some examples: � Hardware elements. � Controls and displays. � Design (movement, size scales, color, illumination, etc,). � Common errors in interpretation and control. � Glass cockpits, information selection. Habit pattern interference, design and

standardisation.


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Alerting and warning systems: � Appropriate selection and set-up � False indications � Distractions and response.

Personal comfort: � Temperature, illumination, etc. � Adjustment of seat position and controls. � Cockpit visibility and eye reference position. � Liveware-hardware interface skills

Human skills and considerations that are needed for liveware-hardware interface include: � Scanning � Detection � Decision making � Cockpit adjustment � Instrument interpretation � Situational awareness � Manual skills. � Selection of alternative procedures � Reaction to breakdown/failures/defects � Emergency warnings � Workload, physical allocation of task Vigilance.

Software

Liveware/software interaction his encompasses humans and the non-physical aspects of the system such as procedures, manual and checklist layout, symbology and computer programmes. The problems are often less tangible in this interface and are consequently more difficult to resolve (e.g., misinterpretation of checklists or symbology). Many elements and skills can affect the liveware-software interface. During this course we will discuss the elements that can affect MCC. The following list contains some examples of software interface elements and skills: Software elements: � Standard Operating Procedures � Written materials/computer software � Maps/charts � Checklists and manuals � Operational aspects of automation(overload/under load and phase of flight,

complacency and boredom) � Automated in-flight equipment; appropriate use

Liveware-software interface: � Self discipline and procedural behaviour � Interpretation � Time management � Self motivation � Task allocation � Computer literacy

Environment

The human-environment interface was one of the earliest recognised in flying. Initially, the measures taken were all aimed at adapting the human to the environment (helmets, flying suits, oxygen masks, anti-G suits). Later, the trend was to reverse this process by adapting the environment to match the human requirements (pressurisation and air-conditioning systems, soundproofing). Illusions and disorientation are at the root of many aviation accidents. Examples of this are the illusions which may be encountered during approach and landing phases. The L-E interface must therefore consider perceptual errors induced by environmental conditions. Many elements and skills can affect the liveware/environment interface. New challenges arise as new advances are made in our industry (e.g. ozone concentrations and radiation hazards at higher flight levels). The problems associated with disturbed


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biological rhythms and related sleep disturbance and deprivation as a consequence of the increased speed of trans meridian travel. The aviation system operates within the context of broad political and economical constraints and those aspects of the environment will interact in this interface. Although the possibility of modifying these influences is beyond Human Factors practitioners, their incidence is central and should be properly considered and addressed by those in management who have the authority, position and facility to do so. The following list contains some examples of environment interface elements and skills. Environmental elements: � Temperature, pressure and humidity � Noise and vibration � Lighting � Radiation � Pollutants, contaminants and carbon monoxide poisoning � Terrain: mountains, water, desert, "white-out" and "black-hole" � Weather: turbulence, wind shear and icing � Other air traffic � Time of day � Take-off and landing conditions: density altitude, snow and runway conditions � Legal and regulatory factors � Company organisational structure and economic climate � Employer operating pressures � Employer/employee relations/unions � Family relationships � Peer groups and professionalism � Pairing of inexperienced crews (experience in the operational context).

Liveware-environment interface: � Adaptation � Observation � Situational awareness � Stress management � Risk management � Prioritisation and attention management � Coping/emotional control � Decision-making.

Liveware Liveware/ Liveware interaction is the interface between people. On a single crew operation, with which you have been familiar, this workplace interface is generally 'distant' and consists of interactions with other groups or individuals such as: � Air traffic control � Operations staff and management � Airport ground staff (loaders, fuellers, marshallers).

Most of these interactions are conducted without prolonged close proximity and seldom involve tasks that are perceived to be 'shared', even although the activities of all contribute to the 'team' effect. Elements that affect liveware are: � Breathing: hypoxia and hyperventilation � Pressure effects on ears, sinuses and trapped or evolved gases � Limitations of the visual, aural and vestibular senses � Disorientation and illusions � Fatigue � Sleep disturbances and jet lag � Nutrition � Alcohol � Drugs (including nicotine/caffeine) � Medications (prescribed over the counter) � Blood donations � Ageing � Pregnancy


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� General fitness Liveware psychological elements: � Human errors and reliability � Workload � Information processing, mindsets and habit patterns, attention, vigilance,

perceptual imitations and memory � Attitudinal factors, personality, motivation, boredom, complacency and culture � Perceptual and situational awareness � Judgment and decision making � Stress and coping mechanisms � Skills, experience, currency and proficiency

For effective liveware/liveware interfaces some liveware skills will have been developed. These include: � Communication skills � Listening skills � Observation skills � Operational management skills, leadership and followership � Problem solving � Decision-making � Stress recognition/coping � Disorientation � Fatigue prevention and coping techniques � Pressure effects � Self discipline/control/tolerance � Perception � Attitudes and the application of knowledge � Exercise of judgment

The Multi Crew environment can result in added complications, which are highlighted by considering the dual nature of the MCC SHEL model. The obvious first consideration is that there is an additional liveware interface. Unlike other liveware interfaces this one is a "close encounter" and will last from the pre-flight briefing until the post flight activities. In this situation it is important that the interface, rather than becoming a barrier, should become the conduit for exchanging information, sharing experience and providing mutual support and monitoring. In order for this to be effective, allowances must be made for personality, attitude, experience gradient, knowledge gradient and differences in perception of the outside world. Hardware interfaces

Because of physical differences, each pilot will experience a different interface. Instruments and/or warning are sometimes misinterpreted (even by the most experienced and careful pilot) while selections of controls, radios, FMS input, etc., are notoriously prone to error. The liveware interface should be tactfully used whenever such an error is believed to have been made. Software interfaces

Manuals, maps, checklists etc., are all capable of being misread or misunderstood. Different people may well read them differently. Conflicts are possible in the case of such an occurrence. These must be resolved calmly and rapidly. Environmental Interfaces

As individuals we will be affected in different ways by the environment, both immediate and distant from the flight deck. It is necessary to be aware of this and to be prepared to make allowances for how the other person is feeling, both physically and mentally. Think of your own personal life and see if you can find instances where such interfaces have caused problems. Certainly, without too much searching, you will find some. With a little thought and diplomacy, could these problems have been avoided or resolved?


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0.3.2 COMMUNICATION

Objective

By the end of this section you will have reviewed the process of communication, will be able to identify the skills and components for effective communication and will be fully aware of the necessity of perfecting and practicing these skills within effective communication loops.

Content

Communication is a fundamental component of life. Effective communication is essential in life but is critical to the safety and efficiency of operating in a multi-crew environment. Effective communication is a transmission of a message from one brain to another with a minimum of change. Communication can be described as a cycle of activities. To be effective the cycle must be closed. The sender is the communication source. The cycle, which progresses from this source, is made up of the following elements: The sender

This person develops the message, selects the medium, and transmits the message. In developing the message, the sender makes a choice of words and, consciously or unconsciously, adds 'non-verbal1 content, body language, eye contact. Influencing factors that may distort the message, such as voice, noise and workload should be taken into account when selecting the medium. The Medium

There are a range of mediums and factors affecting their effectiveness. Some of the mediums are non-verbal, e.g., body language, signs or gestures, touch, written word. We "say" a lot with our bodies - studies have shown that about 55% of normal communications take place through body language. In the flight deck environment, body language effect is diminished. Signs or gestures can be used to convey information or instruction (marshalling signals) but can easily be misinterpreted, e.g., sender pointing to a control (flap selector) and the receiver thinks that the landing gear lever has been indicated. Touch can be useful as an "attention getter" but does not normally convey much information. Written word and diagrams can be very explicit but there is no immediate feed back. Our most effective means of communication in a team environment is the voice, which can convey information and meaning by using carefully selected and arranged words expressed in a suitable tone and transmitted at a suitable time. The Message

The message can be short and easy to understand, or long and complicated. Whenever possible, and especially during high workloads, use short common words. Examples of this include: using the words "keep" or "hold" instead of "let us try to maintain"; using the word "start" instead of "let us go ahead and do the," and using the word "stop" instead of "it is time to terminate ..." Casual communication is part of our everyday lives and it is more "cosy" to use it. However do keep in mind the fact that casual words, slang and long sentences have caused several accidents. Short and simple commands works better during high workload and prevent misunderstandings. The phraseology used in SOP's has been made with this in mind.lt is recommended that instructions should be given in the imperative form. For example: "Set heading 250 degrees - set speed 190 knots" is preferable to: "Can you set the heading bug to 250 and the speed bug needs to be set to 190." Apply a "KISS" rule - Keep It Short & Simple. This also applies when we deal with ATC. Do not give too much information at the same time. It is safer to break it up a bit. Consider this transmission:


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"Approach, Steal 235 at FL 250, pilots discretion to FL lBO, speed restricted to 250 knots, estimating to start descent in five miles, requesting a right turn to avoid weather, we have information Alpha, and could you tell us what runway to expect". The controller's short-term memory was just overloaded. The message should have been broken down. It was too much in one transmission. Use the words and phrases on the radio as contained in the ICAO publications as appropriate to the region. Some examples of the correct usage are restrictions' in the use of the words "clear", "clearance" and "take-off" (in order to prevent repeats of disasters such as Tenerife). The word "take-off" is used only for the single case of the take-off itself. The only situations in which the word "clear" may be used are the route, take-off, approach and landing clearances. Introducing the word "affirm" to replace affirmative prevents possible confusion between negative and affirmative responses. Communication with non-pilots or with ATC personnel can sometimes create problems caused by different vocabulary. Timing of Transmission

It is of little use to start a briefing of an approach chart when the other crewmember is still looking for the chart in his binder. The timing of transmission of a message is important. Is the receiver ready? This needs to be verified. Voice and noise

Is there a lot of noise in the cockpit? Are you talking at the same time as ATC or visitors from the cabin? Is your voice loud enough? Do you use clear language or do you have an accent that the other pilot is not used to? Workload

If the workload is high, the message should, if possible, be delayed. Examples of this would be to call for the after take-off checklist when the PM is changing frequencies and looking for essential traffic. Keep in mind that humans cannot do too many things at one time. Would it be safer to delay the message for a short time to avoid missing altitude restrictions etc.? How effective communication is, depends heavily on the sender. It is up to you the sender to ensure that your message is not only transmitted, but also received and understood. Ask yourself the question - Is the message received and understood? This is the sole purpose of the entire process and needs to be verified. The question remains how to do that. Step one is to look at the receiver: � Does he/she acknowledge? � What body signals can be read? � Does it look like he/she understands? � Is he/she busy and making the common mistake of just replying yes, when he/she

really was not paying attention? � If you are not sure, challenge by asking a follow-up question.

The good transmitter: � Constructs a clear, easy to understand message. � Uses a loud and clear voice. � Ensures a good timing of transmission. � Looks at the receiver, if duties permit, in order to see what reaction is shown. � Challenges understanding or feedback.

The good receiver: � Pays attention. � Notifies if unable to pay attention (e.g., if not ready for a checklist). � Acknowledges the receipt and understanding of a message verbally or by gesture.

In short, the good receiver gives a feedback to the sender. Communication assumptions

We have discussed how barriers in the communication process should be respected. Let us take a look at some common assumptions.

I. Assumption Do you assume that the message sent is the same as the message received? Or do you consider that the message sent is rarely the same as the message received? If you operate under the first assumption, you would be correct if you were communicating with a machine. However, almost all communication in organisational settings involves the sending of messages from one human to another. Consequently, the message sent is rarely


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the same as the message received. Each of us has our own unique set of attitudes, motivations and perceptual frames and we filter incoming messages to some extent. The message we think we are sending may be substantially different from the message that is received. II. Assumption

Do you assume that you communicate only when you consciously choose to do so? Or do you assume that communication is often unplanned and unconscious? The truth is, you cannot stop communicating. Simply being in the presence of another person is to communicate with that person, even if you choose not to say or do anything. Such non-verbal stimuli as physical stature, dress and gestures may all serve as unintended messages in the communication process. Furthermore, what others have heard about you and their mental image of you often contradicts the message you hope to transmit. The total image sent incorporates not only the intended message, but the unintended message as well. Remember that it is impossible not to communicate. III. Assumption Do you assume that meanings are inherent in words? Or do you assume that meanings originate in people? When structuring messages we often assume that the words constituting the message have a fixed, predictable meaning. We are surprised when others do not understand what we believe to be obvious. If we assume that others may attach their own definitions to words, then we are not so surprised when confusion arises. For example, "impending layoff" may mean, "tomorrow I get axed" to one person, and "I wonder who will be cut" to another. Words have a fixed meaning only when one machine communicates with another. IV. Assumption Do you assume that the communication process ceases after the message has been received? Or do you assume that feedback is an essential element of the communication process? Many people assume that the communication process ends when the message reaches its destination. Unfortunately, this assumption ignores the fact that feedback is necessary if the sender is at all concerned about the impact of that message. Has the message been understood? Has action been taken? How should the message have been structured in order to achieve the desired results? Each of these questions can be answered only by feedback from the receiver. Sending the message is only part of the communication process; the other part is being responsive to feedback from the receiver. V. Assumption

Do you assume that if a communication breakdown occurs, it is invariably the recipient's fault? Or do you assume that a communication breakdown may be a function of your own communication style? There is a popular saying among public speaking teachers, "if the audience is falling asleep, someone should wake up the speaker." Is the communication problem with the sender's behaviour rather than with the receiver's behaviour? How can the message best be adapted to the receiver's attitudes, motivations and perceptual frame? Routine communication

So far we have focused mostly on the sender, the message and the receiver in a technical operational way.

I. Listening Now look at the receiver. The sender could be exercising the highest levels of communication skills but if the receiver is not listening the communication will fail. How often have you heard but not listened? We all do it. If you have a partner how often have you been conscious of a message being sent by him/her but not listened? If you are busy or distracted, you may respond to a communication without actually listening to it. Car drivers do this to passengers. The active listener attends to the words and projects their mind into that of the speaker, so that they can align their thoughts and feelings more closely to those of the speaker. Active listening consists of the following two skills: II. Non-verbal attending � Face the speaker, smile and look relaxed.


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� Maintain eye contact. � Encourage the other to speak

III. Verbal Using questions or comment to show that you have heard the message and what you understand (or are unclear about). Closed questions (for short answers). These restrict the range of possible response. Improper use can make a person feel like they are being interrogated. Open questions (for long answers): � Allows the person a lot of freedom of response. � Useful for identifying attitudes and beliefs. � Can be quite time consuming.

Probe Questions (for more information). Ask the person to clarify or elaborate. Can be verbal or non-verbal. Paraphrasing(to show understanding and encouragement):- putting the other person's ideas or feeling into your own words. Active listening is the genuine desire to understand another person's perception. Active listening is not: � Passive or token � Advice given � Agreement or disagreement � Judgmental or critical � Argumentative.

The art or effective listening. Being an effective listener takes practice and a sincere effort on behalf of the listener. Problems in effective listening are: � We speak at approximately 125 words per minute. � We have the capacity to listen at 900 words per minute.

Our brain spends the excess time available: � Pre-planning (anticipation) preoccupation and formulating a response and not

listening to what the sender is saying. This is very common if the sender is perceived to be boring, lacking in status, lacking in knowledge (waffling).

� Detouring (wandering) waiting for a key word and when it comes up, taking the conversation into another area of interest.

� Debating playing the devil's advocate; regardless of what was said, taking the opposite point of view. Tuning out when a message has been heard repeatedly, after a while the receiver does not listen because it is felt that the message is not important.

The effective listener is: � Caring. � Trustworthy with integrity. � Accepting. � Lets sender talk � Focuses on thoughts and feelings. � Constructive, focuses on problem solving, not blame. � Encourages self-determination, � Is capable of active listening. � Giving effective 'feedback'.

Additional factors Here are some other factors that may further affect the value of communication: Rate of speech Is the individual speaking quickly or slowly? Generally, people speak more quickly when they are excited, angry or upset. Speaking slowly generally suggests calmness and control.

I. Inflection Which word does the individual emphasize? Inflections can help indicate what is most important to the individual. Tone of voice. Is the individual's voice loud or soft, harsh or smooth? Tone of voice can help to determine the individual's emotional state. It can be critical in determining the stress level of the crewmembers. II. Crew attitude

The attitude among the crew can significantly affect their performance. For example, strong negative feelings in the cockpit can lead to a total lack of communication. Hostile


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environments create a safety hazard. Pilots must maintain a professional attitude to help overcome the psychosocial barrier. This requires some basic social skills, respect for others and common courtesy. We have discussed the importance of listening skills. Let us identify a few communication pitfalls and how to avoid them. Unpleasant types- they are everywhere. It is often a good idea to listen to yourself talk once in a while. Hear, for example, whether you are a conversational bully, monopolising, insisting you are right and never giving another a chance to agree or disagree. The bore- one who talks about himself or a subject that only he finds interesting, insisting on telling you at length in spite of your obvious boredom. The whaler. One of the fundamental rules of all conversation is that you talk about things that will be interesting and agreeable to all the listeners. Do not spend the entire long haul flight talking about the "good old air force fighter" days, if the, captain or co-pilot does not have the background to participate or be interested. The sentence finisher- some people are quicker to find words than others are. They have the irresistible urge to supply that word or to finish a sentence. The contradictor- everyone has a right to express his or her viewpoint. If you wish to express an opposing view, or contradict, say, 'I think it is this way or that way", not "You are wrong, I'm right" The wandering eye- nothing is more disconcerting than talking with someone who does not look directly at you. Some people do this while they are talking. Others only while listening. Both are lacking in that primary obligation of a good communicator namely, being a good listener. When you are talking to anyone, look directly at him/her, not with a fixed stare but sufficiently so that it is obvious that you are giving undivided attention. The non-stop talker- there are seldom regrets for what you have left unsaid. "Better to keep your mouth closed and be thought of as a fool than to open it and remove all doubts". Do not just talk to talk, be considerate, especially in the tightly enclosed area of a cockpit. Remember your fellow crewmember may only want some peace and quiet. Communication summary

Effective communication encompasses the entire scope of the sender's verbal, non-verbal symbolic message. Effective communication is recognition that a variety of assumptions and other filters could, potentially, distort the message that is sent or received. Effective communication involves active listening for clear comprehension. Effective communication completes the circuit of sending, receiving and feedback with all parties sharing a common understanding of the message. 0.3.3 Decision Making

Objective

By the end of this section you will have gained an appreciation of the role of decision making and of the steps necessary to ensure that the decision making process is recognised as requiring continuous monitoring, validation and refinement. Barriers to effective group decision making will have been considered and methods of ameliorating the effects of each barrier discussed. Content

� Identifying the problem and gathering Information � Firmly establish that there is a problem that requires action. � Establish the nature of the problem and identify its source.

To achieve these bullets we must gather information so that a complete mental picture of the problem can be constructed. Systematic steps to follow when identifying problems are:

I. Silence warning horns/bells. II. Do not extinguish annunciation lights automatically, before their indications have

been analysed. They should, however, be extinguished and re-armed as soon as possible to enable detection of multiple problems.

III. Call out the indications. Keep in mind that it is very easy to select the wrong checklist during stressful high workload situations, as this report confirms: "During idle descent the system annunciation light illuminated. A quick look at the overhead panel detected the number one generator bus "off" light illuminated indicating that the respective generator bus was un-powered. We completed the electrical bus "off" system procedure. When levelling off at the next altitude restriction the PF called out


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engine failure on engine number one. The generator had not failed. The bus "off" light was just one of many indications of on engine failure. There was, however little flight control change from the engine failure during the idle descent."

Other examples include simply not reading the text on the warning light correctly. "We incorrectly used the "bleed trip off" abnormal checklist for a "pack trip off" problem. This almost made a simple cabin temperature problem into a more serious pressurisation problem. " Carefully identify where the indication is. The next trap is to identify the correct location of the failed system. � Left of right? � Number 1, 2, 3 or 4?

There have been many examples of a crew shutting down a good engine or the operating hydraulic system and so on. A good way to navigate safely through these traps is to read out the indication and be very careful and thorough when identifying which side it is. "Engine number two oil pressure light," "electric hydraulic pump number 2 overheat light" or "number one generator drive high oil temperature light." Gather information

Crosscheck other sources of information such as instruments and caution or warning lights. Reading the name as it appears on the light or panel will help as the same terminology is used in the printed abnormal procedures. Adjust panel lights to illuminate any printed information next to gauges and lamps intended to help identify which engine or system it affects. Listen to the other team member. Experienced and inexperienced pilots are equally well fitted with sensory equipment (eyes, ears, nose etc.). They are both licensed and type rated and can therefore both identify and interpret instrumentation and warnings. Other team members such as cabin staff, air traffic control, ground handlers, etc., may also have valuable information. Once the problem is identified, gather information that will assist in identifying the options. Select the option

Remember that many options are Covered by procedures. It is important to know what kinds of "abnormal procedures" exist and where to find these procedures. Remember that a problem may require a number of different actions so be able to prioritize. Implement an action

Having selected an option you should now implement the appropriate action. Do not rush into action - at the very least this could lead to embarrassment.B747 cruising at FL 330. Cabin staff in upper galley knocked over a drinks trolley. The resultant loud crash caused the Captain to declare "Explosive decompression" and promptly entered an emergency descent. Result aircraft had to return to departure as it now had insufficient fuel to reach other side of ocean. Captain had red face}. The old adage "sit on your hands and count to five" is still valid in most occasions. In a flight deck the Captain must make the decision and see to its implementation. He should, as far as possible, inform the team of what action has been decided and perhaps the reasons for that decision. Monitor the effectiveness

Having implemented the decision, the crew must now monitor the situation to ensure that the action is having the desired effect and that, if the desired effect is achieved, the situation does not subsequently regress or deteriorate. Some examples of causes of bad decisions

The following have all been identified as causes of actual accidents/incidents, sometimes individually but often some acting together.

I. Peer pressure Poor decision-making based upon emotional response to peers rather than evaluating a situation objectively. Self imposed peer pressure by trying to live up to others' performance or expectations. II. Mind set

The inability to recognise, accept and cope with changes in situations that are different from those anticipated or planned. III. Get-there-it is This tendency, common among pilots, clouds the vision and impairs judgment by causing a fixation on the original goal or destination combined with a total disregard for any alternative course of action.


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IV. Duck-under syndrome The tendency to 'sneak a peek' by descending below minima during an approach. Based on a belief that there is always a built-in "fudge" factor that can be used or on an unwillingness to admit defeat and shoot a missed approach. V. Scud running

Pushing the capabilities of the pilot and the aircraft to the limits by trying to maintain visual contact with the terrain while trying to avoid physical contact with it. VI. Loss of Situational Awareness Another case of getting behind the aircraft which results in not knowing where you are, an inability to recognise deteriorating circumstances, and/or the misjudgement of the rate of deterioration. Poor communications Lack of information gathering. VII. Over- confidence Familiarity leads to contempt. Some general rules for use during decision making Fly the aircraft first: � The crew should not allow the decision making process to take everybody's attention

and lose the Situational Awareness of basic flying. � Confirm which pilot is to fly the aircraft (PF). This might be included in prior

briefing such as before take-off. The PF will pay attention to the aircraft and monitor/control the path, position and altitude.

� Make sure that there is 100% understanding about who is doing what. Do not rush too much: � Remain calm, think first then act and make sure to keep the other cockpit crew in the

loop. It is essential that all crewmembers understand what the PM is doing. PF must acknowledge information from PM and verify critical actions such as the procedure to be initiated.

� Reduce workload. Use autopilot if possible. Request "vectors" and extend your track to gain more time if the problem permits.

� Reduce speed and delay duties non-essential to flight safety until the situation is under control.

� Give distress (MAYDAY) or urgency (PAN PAN) if necessary. � Identify the problem. Admit that there might be a problem. PM will identify and

call out indications such as sounds, smell, instrument readings, aural warnings, caution and warning lights.

� Re-evaluate the remainder of the flight. The crew must determine how the problem will affect the remainder of the flight. Decide whether to continue, return or divert. Airport, weather and other operational aspects must be considered. How will the problem affect the rest of the flight? The abnormal procedure will list affected systems, alternate procedures and flight characteristics.

� Take the time to think through the practical implications. An example of this would be the information contained in the B-737 procedure for loss of system A hydraulic power. This procedure contains the following informative statement: "... Ground spoilers, inboard flight spoilers, autopilot normal nose wheel steering and alternate brakes are inoperative. - Plan for manual gear extension and alternate nose wheel steering." This should be read out, while pausing as needed, to make sure that the flight crew understands the implications of the problem and can take actions to deal with the practical implications. As an example it might be feasible to change controls if one side of the instruments controls or autopilot is affected.

Evaluate effectiveness - make sure the action taken is producing the desired result. The assumption that you are right is dangerous.


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0.3.4 Situational Awareness

Objective

By the end of this section you will be able to define "Situational Awareness" (SA), describe the three levels of SA and discuss the factors (productive and counterproductive) which will affect SA. You will be fully aware of the importance of maintaining Situational Awareness at the highest possible level. Loss of Situational Awareness occurs when a crew develops or fails to recognise a lack of attention or misunderstands the state of the aircraft and its relation to the terrain. Here are a couple of samples from what appears to be an endless list: A B-707 at FL-350 over Newfoundland experienced an autopilot disconnect and began a downward spiral. It took a long time for the crew to detect the problem and they reCovered at 6000 feet. On April 3, 1996, an U.S. Air Force CT-43A (B-737) crashed near Dubrovnik. Croatia. The accident investigation concluded that the crew was distracted from adequately monitoring the final approach course because of a rushed approach, improper aircraft configuration and the call from a pilot on the ground at Dubrovnik. These and countless other accidents and incidents demonstrate how even a highly trained crew, flying good equipment, can find themselves in circumstances where Situational Awareness has diminished to the point of disaster. A bag full of traps has always awaited the unwary pilot: � Distractions � Ambiguities � Poor communications � Automation-induced complacency � Fatigue, etc

Situational Awareness is a widely used term - but what does it really mean? A simple, easy to understand answer would be "knowing what is going on and being prepared for the unexpected". We use it to describe a flight crew's knowledge and awareness of important information. From the very first flying lesson, you were taught to aviate, navigate and communicate. This means that you must be aware of the aircraft, its position, its path and the people (crew, passengers, ground personnel and air traffic controllers). Not only do you need to monitor and evaluate these four elements, but also to anticipate what is going to happen in the future, including considerations of unforeseen problems that might occur. A lapse in awareness can be deadly and we should certainly take advantage of some of the lessons learned by others to provide a recipe for managing awareness. What we will try to do in the next few pages is to figure out how to direct our attention so that it is always where it needs to be. For simplicity, Situational Awareness is sometimes abbreviated to SA. The most used scientific definition of SA is: "the perception of the elements in the environment within a volume of space and time, the comprehension of their meaning and the projection of their status in the near future". The scientists have different ideas about which subjects should be part of the SA syllabus. The skills for being aware of what is happening now are different from the skills for anticipating what is going to happen later and considering what could happen. To many pilots these skills are second nature. They are continuously aware of the aircraft, the path and the people and can project into the future and maintain this awareness. However, like all skills, these can be refined and that is our goal here. But first, we will take a look at vigilance and how to stay alert. Vigilance

A good way to stay alert and vigilance is to be aware of all the traps that can distract your attention. Knowing the traps will hopefully make them easier to avoid. The human brain cannot do too many things at the same time. You need to focus on the right information at the right time. Keeping the priorities straight is a constant challenge as this report describes. "After we exited the runway, the co-pilot asked me a question about the ground control frequency and I looked down at the airport diagram which was on the yoke in front of me. When I looked up, I saw runway markings in front of me. I then looked right and observed a


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wide-body aircraft approaching us on his take-off run. I slammed on the brakes and came to a stop 20 feet short of the runway. Two cabin attendants were out of their seats but fortunately no one was injured, although I did have an aircraft load of concerned passengers". This brief lapse could have been fatal and it underlines the importance of knowing where you are at all times. Above all it highlights the need to control the aircraft first and deal with incidents later. If something does not look or feel right, it probably isn't. As humans, we are aware of many clues from our surroundings for which we cannot always identify the origin. These clues are very real. Do not ignore them, even when they only manifest themselves in a feeling of uneasiness. In this highly technological age, it may seem foolish to speak of intuition or gut feeling. Nonetheless, that nagging feeling that something is not quite right is often unfailing in its precision. It is an easy feeling to ignore because there is no specific course of action suggested; just an uncomfortable "there is something wrong" feeling. Many CVR tapes reCovered from aircraft involved in controlled flight into terrain accidents contain the recorded misgivings of at least one of the crewmembers. Words were spoken such as "I do not like this", or even "let's get out of here", but the action was taken too late. If you get a gut feeling, respond to it; do not ignore it. Excerpts from the cockpit voice recorder prior to the tragic accident in Cali, Columbia emphasise the point. (American Airlines, B-757 December 1995). The flight crew turned their aircraft into a mountain. Co-pilot: "uh, where are we" "we goin' out to"

Commander: "Let's go right to, uh, Tulua first of all.

OK?

A few seconds later, Commander identifies Tulua.

Commander: "Just doesn't look right on mine. I do not know why"

Two minutes later they impacted a mountain.

Stress

When a person is under stress his/her ability to maintain the level of attention necessary to sustain awareness may be severely limited, especially in situations where the workload is high. Arousal/stress Basically we are reacting to the 'fight or flight' syndrome which is natural to us all. As we become aroused, some chemical activity takes place within our body. This causes our senses to become alerted. Too much alerting or arousal, however, and we become like a rabbit caught in the headlights - we freeze and are unable to respond. Consider two people you know: A -Iald-back, zero stress character B - stressed, always worried. 'A' is almost lethargic but once sufficiently roused appears to have the capacity to take whatever is thrown at him/her. This person may need a "kick start". "B" is always jumpy, will respond to a stimulus very quickly. This character probably has a stress factor already working (financial, home, health, thwarted ambition, etc.). He/she will be unable to cope with as much additional workload or situation induced stress. In a two-crew flight deck it is important that each has an awareness, not only of their own stress level, but also of their commander or co-pilot as the case may be .. Be aware of your own stress level. If you feel stressed, tell your fellow team member. Monitor your fellow team member. If he/she is acting in an abnormal fashion, ask if anything is worrying them. If you have any reason to believe that they are under stress be extra vigilant. Fatigue Fatigue is a normal fact of life. It is the tiredness we feel after a period of physical and/or mental activity. If we are tired (fatigued) our performance is not up to scratch and we may easily make mistakes. Fatigue is cured by proper rest periods coupled with the balanced diet and regular exercise that are necessary inputs to a good physical condition. Unfortunately, fatigue can become chronic. This occurs when a person becomes tired but, for some reason, does not get sufficient quality rest. The effects are cumulative and a situation is reached where all the essential elements of: � concentration � judgment � tolerance


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� constructive thought � become adversely affected or even totally suppressed.

Chronic Fatigue requires an extended period of rest and recuperation under medical advice if a cure is to be effected. If you are aware that you are tired then tell someone. If you become aware that you are always tired and never get a proper sleep, then see a doctor. Bored

Studies of humans performing many different tasks show us that we will be less likely to detect something when we're busy attending to something else. We will also be less likely to detect something when we are not attending too much at all. During times of low and high workload, try to compensate for this human characteristic and be more violent. Work out crew procedures to keep each other in the loop during these times. Predetermine roles for high workload times, especially for abnormal situations. Vigilance is the task of constantly monitoring without lapses in attention. Moderate levels of stress generally enhance vigilance. Stress is considered as an increase in arousal. Fatigue and loss of sleep decrease vigilance. Habits are hard to break

As highly trained flight crews, you will have developed very complex habit structures. These enable you to perform all the tasks required to skilfully fly your aircraft. There are times when these habits can get in the way of safety. If you are required to perform a task in a way that is different from normal, watch out, because the habit pattern may take over without you even realizing it. The best way to combat this natural tendency is to create a barrier. This barrier can help you to prevent or at least to be aware of what you are doing. Expectation can reduce awareness

It is very common that incident and accident reports contain the phrase, "we heard what we expected to hear". This trap often comes in the form of published "expect" altitudes on arrival charts or familiarity with an airport, resulting in an altitude deviation. When you are expecting something, double check to make sure that really was the way you expected to be. Things that take longer are less likely to get done right

It is especially true in the cockpit with all the things going on that, if you are doing something over a period of time, it is less likely to get done correctly. Fuel cross feeding is an example that most of us are familiar with. The problem is that you get interrupted with other tasks during the time that you are cross feeding so that the time seems shorter. Or, you might even forget that you have the cross-feeds on. Take special precautions when a task takes a long time, is subject to interruption or is something that you cannot do right away and have to remember to do later. Fuel cross-feeding, check lists (especially before start) and contacting the tower at the outer marker, are examples of things that have shown up in reports as not getting done right or not at all. Reliable systems are not always reliable

We know that, in theory, all the systems we rely on to get an aircraft from point A to B can fail. We practice this stuff in the simulator. However, research has shown that people actually stop cross-checking reliable systems. When the system fails it can go undetected. This is especially true in glass cockpits where systems are very reliable and failures are difficult to detect. The only cure for this is to force yourself to double check information against other sources. The following report illustrates this point. "What I failed notice was that by inserting the arrival in the FMS, the computer dumped the crossing restriction I had inserted just a few moments earlier. Through about FL 180, ATC asked if we would make the BUMBY restriction (10.000 feet) and it was immediately obvious that we would not. The cause, I believe, was a combination of workload during the approach phase coupled with overconfidence in the FMS. I allowed myself to get too busy during the descent to make essential crosschecks to confirm the FMS was working as advertised". The cure? Always, double-check the FMS data against other available navigational data to ensure that your programming is correct and that the aircraft is following accurate FMS guidance. Overconfidence in the FMS and increased workload in the cockpit during bad weather and approach preparation are no excuse for sound airmanship and the maintenance of Situational Awareness.


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Be aware of the missing element

Probably the hardest task we have is to detect that something is not there. You will probably notice that the engine fire bell/light is not on but harder to detect is that the other crewmember didn't say, "after-take-off checklist complete" or that the green arc didn't move to reflect the new crossing restriction you thought you entered correctly sometimes even serious aircraft malfunctions can be manifested in the absence of a subtle clue, at least at first. The only way to detect something that is not there is to specifically look for its absence. These checks have to be built into your flying techniques, your personal checklists. Information presentation

The information in the glass cockpit is sometimes less obvious than in the traditional cockpit. A simple error in a numerical entry, if not caught at the time of input, can be nearly impossible to detect and correct. The following report of an altitude deviation illustrates this vulnerability. "This situation resulted from three crew errors: My first priority was data entry rather than Situational Awareness. I entered the crossing fix incorrectly in the legs page, and my co-pilot did not detect my data entry error before I executed the command. Cross checking data entry before execution is company policy and part of my cockpit briefing". Implications of automation are important matters and must be constantly kept in mind. Distractions Distractions

What are distractions and why are they relevant? Distractions are anything that causes attention to the task in band to be diverted. Ask a golfer to hit a ball off a tee and as he swings make a sudden move or noise. Will he hit the ball correctly? - Not very likely. This is not something which you are seriously recommended to attempt as golfers are likely a to suffer "sense of humour" failure. It does, however, very graphically illustrate a distraction and its effect. In a flight deck environment, distractions can vary from to being irritating to being downright dangerous. The questions are: � Can you control distraction? � Is it possible that the whole crew can become distracted?

We experience hundreds of distractions per flight. We have simply learned to tune out the more common ones like radio chatter. When we are faced with a less common distraction or ones that pose an immediate threat, there is a tendency for the entire crew to focus .on the distraction at the expense of maintaining SA on all the other areas. Distractions provide one of the easiest opportunities for an entire crew to lose SA in a very short period of time. What often happens is that everyone is engaged in solving the problem and no one is flying the aircraft. No one has the big picture. The safety consequences can include altitude deviations, course/track/heading deviations, and non-adherence to ATC clearances and non-compliance with regulations or company procedures. When a malfunction occurs, it should trigger a "red flag" for heightened sensitivity to a potential loss of Situational Awareness. Sometimes distractions come from something that has already happened and is over. Many incidents have been the result of a crew dwelling on something that has previously happened and neglecting the current situation. You must recognise that you are doing this and shake it off. A busy approach is not the time for you, as co-pilot, to start reading the manual about an abnormal condition. Delay further "nice to know" technical manual studies until later - on the ground. As we just discussed, distractions can be self-induced by the crew. The "sterile cockpit" concept is a company procedure in many airlines all over the world. The purpose is to reduce self-induced distractions during typically high-risk, high workload phases of flight. Over the years there have been dozens of air carrier accidents that occurred when the crew diverted attention from the task at hand and became occupied with items totally unrelated to flying. It is unrealistic to expect a crew to fly together for several days and never discuss anything except items related to flying the aircraft. In fact, experts have demonstrated that in order to be most effective, humans need to talk, even if it is just merely "get to know you" sort of chat. The sterile cockpit rule is a good rule because it clearly defines when it is time to set aside non-essential activities and attend strictly to the task at hand -that of


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safely operating the aircraft. In spite of the existence of the sterile cockpit rule over the past decade, pilots have continued to have accidents and serious incidents that perhaps could have been prevented. For the most part, disobeying the rule is not intentional. It just happens. Cockpit conversation between pilots and jump seat riders is the highest source of deviation from the sterile cockpit rule and has been a contributing factor in several accidents. Non-pertinent radio calls and PA announcements

Checklists Can a checklist be "called" at any time or is there a good time/bad time? Handling distractions We have looked at some causes of distractions. The remaining question is, will you allow the entire crew to "take the bait" presented by the distraction at the expense of Situational Awareness? An honest answer will probably be that sooner or later you will. But you can detect that this is happening and re-establish roles and priorities to make sure that someone is still "minding the store". Fight the tendency for the entire crew to latch onto the distraction. Assign the responsibility to investigate the distraction to some of the crew and instruct others to pick up their awareness requirements. This is not just the role of the commander. A co-pilot or flight engineer who detects that the entire crew is being distracted from the task at hand should also bring this to the crew's attention and suggest an assignment of roles and responsibilities. Any unusual or unexpected event that draws the entire crew's attention should be a red flag to everyone on the flight deck to ensure that someone is still "minding the store". The next time you get a TCAS traffic alert watch all eyes go in the cockpit and then watch everyone in the crew struggle to obtain the visual. See if your entire crew or a portion of your crew continues to look for the visual even after it poses no immediate threat. If one person in your crew gets the visual, see if everyone's attention is diverted to the visual. See how long the entire crew spends looking at the traffic. If you see that your entire crew's attention is being diverted away from the primary task, you may want to suggest a better division of attention and awareness. A simple statement like, "Will I continue flying the approach while you maintain the visual?" may be all that is needed to get the crew back on track. Recognise that your physiological condition will have an effect on how easily you are distracted and how many operational elements you can maintain awareness on. As you get towards the end of any duty day your capacity and vigilance may decline. You need to account for this and realise that you (and the rest of the crew) are more easily drawn to distractions, fixations and subsequent loss of awareness. Avoid self-induced distractions. If your company is enforcing sterile cockpit procedures, then comply. Crewmembers working in a cockpit where chatter occurs during critical phases should try to have good self-discipline during critical phases of flight. Do not start a story or get involved in any non-essential conversations. Avoid non-essential activities such as eating meals or non-essential communications between the cabin and cockpit crews. For the purposes of this section, critical phase of flight includes all ground operations involving taxi, take-off and landing and all other flight operations conducted below cruise level. Remember that the taxi phase is also very critical. There have been several crashes on runways and taxiways that have resulted from a distraction. (This is very hazardous towards the end of the duty day). Three levels of SA

We have talked about how the skills of being aware of what is happening now are different from the skills of anticipating what is going to happen later and what could happen. This leads us to consider the three levels of SA: � Monitor, � evaluate � and anticipate

SA level 1- Monitor

The first skill is monitoring. Unfortunately, we humans have limits to how much we can see and hear at the same time. If we had to put our monitoring goal into one rule, it would be "to be aware of what you need to and ignore everything else." That is very easy to say and


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probably impossible to do. Let us look at some techniques that can move us towards this goal. Think of how you focus and direct your attention as you would focus and direct a flashlight. Imagine that everything you are aware of is in the beam of the flashlight. You can hold it steady in one direction and focus the beam (your attention)very narrowly so that you are able to see a small area extremely well. This allows you to ignore all else and concentrate on that small area. Knowing what you can ignore, if even for a moment, allows you to focus on that which you need to be aware of. Narrowly focused attention can be appropriate when you are solving a difficult problem, as long as someone else is attending to the other aircraft/path/people issues. The checklist is probably the most common tool for focusing attention. Each crewmember knows what they are to look at, when, and very importantly, they know what the other crewmembers are looking at. On the other hand, if you broaden the flashlight beam and move it around, you are aware of everything about the aircraft, the path and the people. You have the big picture, but less detail in anyone area. Well, naturally, your job requires you to do both - to focus on a problem and to keep the big picture. This is difficult. There is no way to know when to step back from what you are attending to and move that flashlight around or move it to a developing problem area for a closer look. Remember, everything has to be covered all the time, so if someone has their attention focused narrowly in one direction, the other crewmember(s) should broaden their beam and keep it moving. You can focus your attention in the wrong direction and get sidetracked. There are also things that get in the way of where you are directing your attention. Things arise that block your view, both literally and figuratively. These are distractions and they come in many forms as we have discussed. A distraction is often the first link in the chain of events that leads to an incident, sometimes embarrassing and sometimes dangerous. You direct your attention in different ways: � Focus on a road region- keep the big picture � Focus on a narrow region- pay attention to detail � Focus on the right information- do not get side-tracked or distracted.

If a crew fails to recognise a problem or misinterprets information they are "failing behind the situation". This is known as a SA level 1 failure. SA level I errors have causes the majority of accidents. As a matter of fact, about 80% of all SA related accidents are level!. The most common are: � Failure to monitor flight path. � Distractions, caused by malfunctions, radio, checklists, procedures and situations not

directly related to flying the aircraft. � Misunderstandings caused by confusing instructions, phraseology and mind-sets.

SA level 2- Evaluate

It is not good to "fall behind". Most of us prefer to stay on top of the situation. This leads us to the next level of SA. This level is called evaluation and comprehension of cues. We have the time and capacity to comprehend the current situation. In addition to monitoring the aircraft/path/people, we are able to evaluate the status of each. The evaluation entails first comprehending what we see and hear. Secondly, we make an assessment of the status of each of the aircraft/path/people issues. This leads to an understanding of what the situation is now. It will give Situational Awareness for the current state. Many problems in this category come from difficulties with automation. Examples would include misunderstandings of how systems work. Pilots who convert from old technology to new technology aircraft often find themselves asking, "What is the FMS doing now?" Use all the sources of information you have available to maximise your Situational Awareness. To stay on top of the situation we must utilise all our sources of information. Many of those sources are other people's eyes and ears. The following report shows how information from the tower, the cabin attendants and the relief pilot were critical in detecting a tail strike and making a prudent decision to discontinue the flight. Shortly after take-off the tower reported they had seen sparks from the rear of the aircraft. From the cockpit the rotation had seemed normal to all three crewmembers and the P/F felt nothing abnormal. Aft cabin attendants said they had heard scraping on take-off. With all systems normal and no other adverse information, it was decided by the commander and company maintenance it would be OK to continue to our destination. After levelling off at


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25,000 feet, the commander asked the relief pilot to clarify from the cabin attendants what noise had been heard on take-off. On return to the cockpit, he informed the commander that the cabin attendants in the aft had also heard a loud metallic bang or crashing sound on rotation. The commander then called this cabin attendant to the cockpit for more information. After receiving this new information, the commander felt it would not be prudent to continue over water not knowing if there was damage to the aircraft fuselage. A request for return and fuel dump was received. Upon inspection, paint was missing from the tailskid. It was found that the cargo bins had come loose. On take-off the cargo bins shifted aft causing a slight movement of the centre of gravity to the rear. This resulted in over-rotation and tailskid contact. SA level 3- Evaluate

Most of us do not just want to stay on top of the situation; we also want to be ahead of it. That is to anticipate and stay ahead of the aircraft. If you project what is going to happen later, you will go a long way towards that crystal ball view we talked about earlier. It is like having the answers before the test. Anticipating simply involves projecting the current situation into the future. Most of the time everything follows the laws of physics and the prediction is very accurate. Standard procedures allow you to anticipate what other crewmembers will do in a given situation. A crew that is skilled in managing their Situational Awareness has a shared vision of what is going to happen in the next few minutes and on into the future. Anticipation is particularly important for high workload situations. If you, as a crew, know what each person's responsibility is ahead of time, the awareness level can remain high on each person's part, even when a lot is going on. In effect, "level 3" SA is a structured approach to projecting forward using ail the available data. An example of level 3 SA should be the crew on final who hears TWR 'clear' another aircraft for immediate take-off. The departing aircraft is still at some distance from the hold short line and is moving slowly. The aware crew slows down to minimum speed and makes mental preparation for a go-around. The commander who is the PF makes this comment: "The noise abatement departure procedure for this RWY calls for an immediate right turn after takeoff. The departing aircraft will probably turn right after lift-off, so if we hove to go-around I will do it on the left side of the runway to stay clear of the deporting aircraft and you must keep visual contact." Years of experience clearly show that the most effective crew performance is found among individuals engaging in more advance planning. High levels of awareness are reflected through requests for assistance from outside the cockpit. High performing crews tend to ask more questions like: � Can we get a weather update? � What is your wind doing right now? � Does it look like a circle to land on the east side would be better than on the west side

where our radar is painting weather? � Could you check with our destination to find out how the snow clearance situation is

going? � Which approach can we expect? � Any crossing restrictions?

Higher performing crews also ask for more assistance from ATC in terms of holding, vectoring or long final approach in order to buy time to gather additional information before making a decision to accomplish their tasks during high workload periods. Consider future unforeseen events

Sometimes things happen that cannot be anticipated. These can be aircraft malfunctions, ATC clearances, or simply a normal event at an unexpected time. Playing the 'what if game has a tremendous advantage in the management of Situational Awareness. As a common example, when briefing an approach, the entire crew is made aware of the required flight path for the missed approach. Should a missed approach be executed, each crewmember has a shared awareness of the sequence of actions, the airport environment and the navigational information, They collectively know the 'what, 'where', 'when' and 'who' of the missed approach procedure. Plan

The plan is the current and future state of the aircraft, the path and the people. This plan is the foundation upon which all crewmembers are building their Situational Awareness. The plan is constantly being updated based on the awareness activities-. These awareness


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activities consist of monitoring, evaluating, anticipating and considering unforeseen events. Ensuring the entire crew has the same 'shared' plan will help them to have a shared Situational Awareness. People awareness

It is not enough to monitor just the aircraft and its path. We also need to keep an eye on our co-workers. Crew procedures are designed to focus attention and keep the big picture - by dividing the awareness responsibilities. When functioning as a crew, you not only have to concern yourself with what you are doing but also with what other people are doing. You need to check that the other crewmembers do certain things that fall into their area of responsibility. You also need to check that they do not do certain things that are inappropriate or unsafe. Crew-shared awareness is high when doing a checklist. Attention is focused on each item as one crewmember reads and another checks. It is obvious what is being looked at and by whom. We have developed other techniques, e.g., for handing over the job of listening to ATC, saying, "Your radio." Many of the other things we do in an aircraft are less structured. It is these other situations which cause a crew to misunderstand who is aware (or not aware) of what. A study showed that monitoring/challenging failures were identified in 31 of the 37 accidents reviewed. Crewmembers failed to monitor and challenge the errors or the lack of awareness of the other crewmembers. As a crewmember, you have to watch each other for what actions are taken and what actions are not taken. When something takes your attention away from what the other crewmembers are expecting you to keep an eye on, then you should tell them. There will be times when, despite your crystal ball, you will have a reduced level of awareness due to fatigue, distraction or some other factor. Let the other crewmembers know when this is the case, so that they can back you up more carefully. Ask yourself, "What do I know that we all need to know?" Or, "What are we, as a crew, not paying attention to?" If everyone is looking at the same thing, then something is getting missed. If you are unsure whether another crewmember is maintaining awareness of something, be sure to clarify. The request, "Keep an eye on that for me" comes in handy. Or a tactful reminder where necessary, "What's our cleared altitude, Captain?" Create reminders

A powerful way to ensure awareness is to create reminders. There are many that are employed by flight crews, both formally and informally. Checklists are formal reminders. Some people have developed informal reminders, such as, turning the checklist upside down on the yoke clip when it is interrupted, as a physical reminder that it has not been completed. Other reminders include selecting the radar test pattern when cross-feeding fuel and putting on the nose landing light upon being cleared to land. These are obvious visual reminders that are in the scan of normal flying activities. Reminders can be aural as well. Some pilots have the technique of selecting the audio for the outer marker when they have been instructed to contact the tower at the outer marker way out on the approach. This gives them a reminder that they do not have to look at during a busy time in the flight. As we discussed, things that take longer, things that are subject to interruptions or that cannot be done until later are less likely to get done right. Creating reminders for these things is probably the best, if not the only, defence against forgetting them. Reminders work for other things as well. Reminders should be unique and consistently used for the same thing. SA summary

There are a few tricks that you can use to get and to keep the awareness you need to fly safely. You can use "aircraft, path, people" as a checklist. Take a moment to assess the current state of each: � What are the aircraft, path and people doing now? � What is likely to be the state of each later? � Finally, consider all the "what if" possibilities for each. If you periodically run this

checklist, you will find that your awareness has increased. Most of the surprises will go away and the ones that pop up will be more manageable. Here are a few key points to help manage your Situational Awareness:

� Focus attention on details while keeping the big picture.


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� Anticipate; stay ahead of the aircraft. � Consider contingencies, have a plan for the "what if" situations. � Be sure of who will watch what in busy times. � Have a plan for handling distractions, especially malfunctions. � Be an active part of the awareness team. � Create reminders but don't keep them secret.

Don't forget to monitor the level of SA of your flight deck colleague - even if he/she is the flight manager. 0.3.5 Teamwork

Objective

By the end of this section you should will be able to discuss the structure and functioning of an effective team, consider the aim of the team and the tasks, roles and norms associated with the team. A team can be defined as "a group (of people) gathered together to perform a task". In a commercial aircraft operation, the task is to operate the aeroplane with the maximum safety and greatest efficiency possible. To achieve these goals the greater task is broken into a large number of smaller tasks, each of which may vary in detail, as circumstances change, and each of which will demand a different response from the team. If the task is to be completed successfully it is important that each member of the team is fully aware of what role he/she is supposed to be filling. It is equally important that each team member should be aware of what roles are supposed to be played by the other team member. But what of the team? Who makes up "the team"? The commercial success of an airline operation demands the activities of a very large team Covering all aspects or activities such as: � Marketing and sales � Passengers � Freight � Maintenance � Ground handling � Flight operations, etc.

In this course, although not forgetting that we are only a part of that much larger team, we will concentrate on the activities of the flight operations team and, more specifically, on the tasks, roles and norms associated with the flight deck of a multi crew aircraft. The tasks

These are the various activities that must be carried out in order to ensure the safe and expeditious process of happenings which are required if the aircraft is to be successfully operated. Every task can be broken into an ordered sequence of essential sub-tasks which can then be completed by conducting certain activities or procedures. The roles

The team (of pilots) is trained and constituted to carry out the tasks associated with the general task of conducting the flight safely and expeditiously from departure to destination. To be an effective team member: � You must clearly understand and conduct all the - task associated procedures for

which you are responsible � You must monitor all procedures and ensure that there are no gaps developing

between what you are doing and what the rest of the team is doing or achieving � If you become aware of an anomaly or 'out of standard' condition you must

communicate. Normally, by using procedures (Standard Operating Procedures) the roles of the flight deck crews are well defined. Role ambiguity

Where the role is not clearly understood by either (or both) of the team. Here are two entries from the SOPs for the same aircraft


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(1) Sink rate should be called out any time it exceeds 1000 feet per minute after reaching initial approach altitude. 1000 feet per minute will be considered the maximum useable rate of descent in FAF. Excessive descent rates shall be cause to abandon the approach (2) During non-precision, straight in approaches the power should be reduced to maintain at least 1000 feet per minute descent rate. In the structural operation of a flight deck, most tasks have associated roles that are clearly spelled out in SOPs. We must be sure that we clearly understand these roles and that means that we must be familiar with our SOPs. Wherever SOPs cause confusion they should be reported so that corrective action can be taken. Wherever actions of (or statements by) a crewmember cause or indicate ambiguity or confusion this must be resolved. If you are conscious that you have a personality trait or attitude which gives a negative 'assumed role' then control it. Positive roles must be adopted - roles that will enhance the working of the team by creating an air of cheerful co-operation mixed with critical professional monitoring. In effect, we are all responsible for the roles that must be carried out if the task is to be completed. However, we recognise that, in the final analysis, the captain is responsible for the task definition and role allocation and should, therefore, playa major role in resolving role ambiguities and conflicts. Norms

These are patterns of behaviour that can affect how we interpret our role and complete the task. Norms are developed over a period of time and are insidious in their effects. To illustrate a “norm" in everyday life - many of us who drive a car will quite happily (and regularly) drive at some margin over the declared speed limit - it has become a 'norm' of our method of operating the can In the same way, some pilots adopt procedures which are slightly different from the published procedure - these have become their norms. Norms can develop in a team organisational situation. Sometimes organisations put teams under time pressures to complete a task and the teams will develop 'shortcuts' through normal procedures in order to accelerate task completion. Anything which causes departure from a published procedure requires some careful consideration. The procedures will have been designed to ensure that there is an adequate margin of safety. You must ask yourself whether the 'norm1 that is being implemented has an effect which is worth the inevitable erosion of that safety margin. 0.3.6 Leadership and Followership

Leadership

The term 'leadership' implies that this skill is relevant only to the Commander. There are two reasons why this is not true. First, a flight crew is a team with a clearly designated leader: The Commander

The Commander, as the designated leader, retains the authority and responsibility for flight operations. However, there are times when other crewmembers must play functional leadership roles. A functional leader may carry out leadership duties for a specialised task on a temporary basis, such as a take-off or landing. In this case, the crewmember must direct task activities and serve as a functional leader to carry out that task. Second, leadership would more properly be called leadership/followership. These are reciprocal but complimentary. There are behaviours that both a leader and a follower must apply to ensure effective performance. As an example, one leader's behaviour might be to provide direction for carrying out a task; correspondingly, one follower's behaviour might be to provide feedback on performance of the task. In other words, a leader's behaviour is less effective without complementary follower behaviour. Leadership development.

Leadership is not just about Commander material. All crewmembers must perform leadership duties in some situations. Furthermore, leadership is not a one-way process but requires both leader actions and effective crewmember responses. Each member of a crew must recognise that he or she has a leadership responsibility that is important to effective decision making. No matter which position you occupy in the crew, you must learn to become a leader in that position. There is a fundamental difference


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between leadership, which is acquired, and authority, which is assigned. It is important to establish the difference between them. An individual's position as Commander does not automatically mean that he or she is an effective leader. An effective leader is a person whose ideas and actions influence the thoughts and the behaviours of others. Through the use of example and persuasion and an understanding of the goals and desires of the group, the leader becomes a means of change and influence. Leadership skills are a function of learning. An optimal situation exists when leadership and authority are combined. Leading involves teamwork and the quality of a leader depends on the success of the leader's relationship with the team. A co-pilot has equal opportunity for leadership in his position. Acquired leadership skills can enhance any position, regardless of the assigned authority, as everyone has their position to fill. Crewmembers are sometimes called upon to adopt a leadership role through the normal performance of their duties. This may occur when the co-pilot must take over from an absent or incapacitated commander, or when a junior cabin attendant must control the passengers in a particular cabin section. Skilled leadership may be needed to understand and handle various situations. For instance, personality and attitude clashes within a crew complicate the task of a leader and can influence both safety and efficiency. Aircraft accident and incident investigations have demonstrated that personality differences influence the behaviour and performance of crew members. Other situations requiring skilled leadership may be rooted in the frustrations of co-pilots over slow promotions or of pilots who are employed as flight engineers. Leadership skills

Leadership skills should be developed throughout a crewmember's career. Leadership involves teamwork. The quality of a leader is dependant on the success of the leader's relationship with the team just as the quality of the team will be affected by the quality of the leader. Leadership is needed in order to effectively understand and cope with a variety of situations. Personality or attitude clashes within a crew complicate the task of a leader and can have an influence on both safety and efficiency. Aircraft accident and incident investigations have demonstrated that personality differences can influence the behaviour and performance of crewmembers. Understanding the leadership role requires an understanding of what it is that leaders do. Effective leaders perform four primary functions: � Regulating information flow � Directing and co-coordinating crew activities � Motivating crewmembers � Decision making

Regulating information flow

The leader must regulate, manage and direct the flow of information, ideas and suggestions within the crewmembers and outside sources: � Communicating flight information � Asking for and listening to opinions, suggestions � Giving opinions, suggestions � Clarifying communication � Providing feedback � Regulating participation � Advising decisions and subsequent actions to be taken

Directing and co-coordinating crew activities

The leader must function as crew manager to provide orientation, co-ordination and direction for group performance: � Directing and co-ordinating crew activities � Monitoring and assessing crew performance � Providing planning and orientation � Setting priorities

Motivating crewmembers

The leader must maintain a positive climate to encourage good crewmember relations and to invite full participation in crew activities: � Creating a proper climate � Maintain an 'open' cockpit atmosphere


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� Resolving or preventing angry conflict � Maintain positive relations � Providing non-punitive critique and feedback

Decision making

� The leader is ultimately responsible for decisions � Assuming responsibility for decision making � Gathering and evaluating information � Formulating decisions � Implementing decisions � Providing feedback on actions

Leadership styles

Power-distance refers to the nature of the relationship between leaders and subordinates. Subordinates in high power- distance cultures tend to accept and expect autocratic leadership and are generally unwilling to question the acts or decisions of leaders. Individualism-collectivism reflects the extent to which an individual's behaviour is defined and influenced by others. Both of these dimensions represents a perspective with which to view the way flight crews interact. Delegation

High performers tend to be people who enjoy their work situation. In order to perform well one must be motivated by feeling trusted and involved. People must be informed and be given responsibility in order to stay involved. The delegation and supervision of tasks and duties are the signs of a professional management style. The most important thing for a leader is not what is going on when he or she can be present and pay attention 'but what is going on when he or she is not present. Followership

Followership is not about meekly following the leader - it is about taking an active part in the team contributing the skills, knowledge and experience you have accumulated to the whole. Do not believe that the Captain has a command by virtue of some form of divine intervention - he/she is human and requires human support. If you believe that there is a problem, do not sit on your beliefs - express them and be diplomatic where diplomacy is necessary and there is time. Make sure you know: � Your aeroplane � The SOPs � The checklists location and layout � The route � The weather � The limits

In short, make sure you are 'in the loop' and not drifting off into some little world of your own making. A wide-bodied aircraft is on final approach to R/W 17,surface wind calm. Captain is PF,first Officer is had down in paperwork etc. ATC requests overshoot and carry out visual circuit to land on 35. PF accepts circles and lands. On turning off R/W. F.O looks up and says: "Oh. We landed on 35 then". Remember that the role of an effective follower is to "close the loop" establishing within the mind of the leader a comfort factor that he/she has an active team, that actions are being monitored, problems highlighted and questions raised whenever doubt is encountered. The effective follower is at least as important as the good leader. In summary, the effective flight deck team in a two crew aircraft will consist of a leader and a follower, each of whom has an active role. Each has a responsibility to the "team" to ensure that: � Their contribution is effective and productive � They do not create barriers to effectiveness � They resolve potential conflicts by pro-active mediation � They act with integrity and professionalism � They accept and give comment in a diplomatic and professional manner.


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0.3.7 Operation Of Multi- Crew Aircraft

Objective

By the end of this section you will have a clear understanding of the team nature of a multi-crew aircraft operation, be aware of the importance of briefings and be able to author and deliver a clear briefing. You should also have acquired relevant knowledge of the importance of operating procedures, SOPs, design and use of checklists. The majority of commercial operations are carried out with aircraft requiring two pilots. Each pilot must be properly qualified, type rated and current. Multi-crew operation is necessary because the law stipulates specific requirements based on aircraft weight, equipment and types of operation. But why does the law stipulate such a requirement? The law makers, in their role of protectors of the safety of the travelling public, have considered that operations at these levels and above require the additional safety or protection that comes from having two qualified pilots -working on the old adage that 'two heads are better than one". But is this necessarily the case? Think of any situation where two or more people are thrown together by chance and are given a simple task to do. How often will those two people automatically adopt the roles and divide the workload so that the task can be completed efficiently? Even if each of those people are trained and qualified to do that task there is no certainty that the task will be done in the most efficient manner nor that the completed task will be effective. In an environment such as the transport of the public, where the tasks are related to the safety and efficiency of the transport undertaking, it is of fundamental importance that the various tasks are defined, recognized and are completed as effectively, safely and efficiently as possible. To do this the predictable tasks are broken down into a series of actions, each of which requires completion. These are referred to as Operational Procedures and their existence is a legal requirement that is imposed with the intent of enhancing safety. In order to turn the intent of the lawmakers into a fact of life, the team must be effective and that can only come about if everyone: � Knows the nature of the task knows what actions are required to complete the task � Knows what role they have to play in completing those actions

In short, if everyone is at home with the procedures. Operational Procedures

Operating Procedures are designed to ensure that all the activities/actions that are necessary (for the effective completion of a task) are carried out. When a manufacturer designs, builds and sells an aeroplane, that aeroplane will be delivered to the customer with a complete set of documentation which will include volumes of 'Operating Procedures'. These procedures enhance the technical content of the aeroplane's Flight Manual. The manufacturer will provide procedures for the operation of the whole aeroplane including: � Loading � Performance � Fuel planning/management � Maintenance procedures � Ground handling � Flight operation

For this course, we will consider the area of 'Flight Operations' although, as professional pilots, you must be sure that you become familiar with the layout and content of the other areas. The Operating Procedures, on which we will focus, concentrate on the actions necessary for the safe and efficient handling of the aircraft and its systems. Operating Procedures are written to cover the following areas: � Normal Operations Procedures � Abnormal Operations Procedures � Emergency Operations Procedures

Normal Operations Procedures include all aspects of day to day flight Covering every area of control, engine handling, system operation etc., from start-up through taxiing, take - off, climb, cruise, descent, landing and shut down.


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Abnormal (Non-normal) Operating Procedures are written to Cover occasions where there is an operation in which some part, component or system on the aeroplane is functioning in such a way that 'normal operations' are precluded. Emergency Operating Procedures are provided to ensure that all the tasks associated with, and essential for, the safe handling of an unexpected and serious occurrence (i.e., one that threatens the safety of the passengers, crew or aircraft) are properly completed. Some additional terms, associated with Operating Procedures, that you will encounter are as follows: � Expanded or Amplified Procedure as a series or list of sequential procedural steps with

detailed explanatory descriptions and/or instructions accompanying each step. � Abbreviated Procedure a list of sequential procedural steps without any form of

explanatory or descriptive material. When an airline takes delivery of a new aeroplane type into its fleet it is essential that it should be given a "corporate identity". You may easily say that this is only a marketing requirement. However, consider an airline that operates a significant number of types of aircraft. Would a Fokker manual look and feel like a King Air manual? Will these manufacturers' manuals reflect the type of operation that the new owner conducts? Will the manufacturers' manuals reflect the culture of the operating company? The answer to all these questions is probably 'No'. Airlines will, therefore, not only paint the new aircraft with their own distinctive colours and logos but will re-model the Operating Procedures documentation so that it has the same 'look and feel' as that used elsewhere over the fleet. This allows certain general philosophies and procedures to be carried across the different types while, at the same time, ensures that those involved will be familiar with the documentation layout. This has the advantage of enabling a person who is changing from one type to another to concentrate on the content rather than have to search the layout. In the re-modelling (of the documentation) of course the manufacturers' procedures must be unchanged and the relevant aviation regulations adhered to. Standard Operating Procedures

Standard Operating Procedures (SOPs) are designed to enhance safety, to assist the flight crews to manage risk and to ensure consistency in the cockpit. Consider them guidelines as to who-does-what-and-when. At all times, these procedures should encourage effective communication and teamwork in the cockpit. The acceptable standards of performance for a procedure will be stated if those standards are not commonly understood or clearly obvious. Since a variety of personnel with differing degrees of expertise are involved in procedures, adequate information concerning the accomplishment of a procedure must be provided for the least experienced individual. A procedure may be described very briefly and concisely when the user is capable of achieving the objective without extensive direction or detail. When the user has limited training or experience, however, a procedure must be described in enough detail for the user to correctly accomplish it. When the user has limited access to other sources of information and guidance while performing a procedure, enough detail should be provided to make the user independent of other sources of information. SOPs can be either general in nature or aircraft specific. Although aviation companies have a certain amount of latitude when creating their SOPs, under no circumstances should they contravene aviation regulations or the procedures outlined in the aircraft manufacturers approved flight manuals. Procedures incorporated into a SOP will normally be tailored by individual operator to accommodate the operator's type of operation, fleet, standardisation objectives, corporate culture and crew management objectives. SOP Format

The SOP could be written in a "phase of flight" type format. It will often refer to the manufacturer's manual for technical, performance and sometimes also procedural information. The general philosophy for the SOP is to break the information down into the following format: � Abbreviated procedures � Amplified procedure � Technique: A method of accomplishing a procedural step or a manoeuvre.


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SOP Sections

The SOP is divided into sections. The kind of information that is incorporated in the SOP will depend on local regulations and type of operations. Large operators would typically have many manuals and a General Operations Manual that ties all information together. Specific manuals would address certain areas such as loading, performance, maintenance, cabin attendants, SOP for the pilots and so on. Smaller operators may include some or all of this information in one manual making the typical cockpit duties one of many sections in this publication. We will focus on the cockpit procedural parts. A typical layout of sections for this part would be: � Introduction � Normal procedures � Non-normal procedures � Emergency procedures � Manoeuvres � Special procedures-

Introduction section

This section will include information such as general philosophies, terminology, workload reduction and area of responsibility. Examples of these topics include food in the cockpit, who is responsible for various panels/areas in the cockpit and who takes care of specific steps of a procedure. Normal procedures section

Included in the SOP should be a section about normal procedures; it is considered an enhancement of the Aircraft Flight Manual (AFM). These normal procedures include all aspects of day-to-day flight, including the start-up and normal procedures checklist, the takeoff briefing, go around procedures, IFR approaches, etc. Non-normal procedures section

This section will describe the procedures to be followed during a flight that cannot be operated in accordance with 'Normal Procedures'. The following are examples of 'non-normal' operations: � Ferry flights with gear extended � Ferry lights with pressurization inoperative � Flight without FMS Etc.

Emergency procedures section

A section of the SOP should be dedicated to emergency procedures, with the expanded version of the emergency procedures checklists. Again, this should complement the AFM's emergency section and streamline procedures; thus removing any ambiguity. This chapter will explain the use of emergency procedures and would typically emphasize topics such as mandatory confirmation items. These are certain critical procedural steps that should be confirmed by a second crewmember before the step may be taken. The procedural actions must clearly identify the critical actions and the crewmember that is responsible for giving the confirmation. The types of procedural actions that require this confirmation include the following: � Actions resulting in the shutting down of an engine. � Actions resulting in the deactivation of flight controls. � Actions that if performed incorrectly, in the wrong sequence, or at the wrong

time produce a catastrophic result, even if the incorrect action is not highly likely. � Actions where past experience or analysis has shown that there is a high

probability of error or incorrect action and which creates a hazardous situation. SOP Terminology

SOP terminology may vary from country to country or between aircraft manufacturers. There are also differences between companies. The following is a brief description of some frequently used terminology. Normal-is used to describe a procedure or checklist referring to a routine operation(without malfunctions). Normal procedures verify for each phase of flight that: � the airplane condition is satisfactory � the flight deck configuration is correct


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Normal procedures are done on each flight. Refer to the Supplementary Procedures (SP) chapter for procedures that are done as needed, for example the adverse weather procedures. Normal procedures are used by a trained flight crew and assume: � all systems operate normally � the full use of all automated features (auto land, autopilot, and auto throttle as

applicable) Normal procedures also assume coordination with the ground crew before: � hydraulic system pressurization, or � flight control surface movement, or � airplane movement

Configuration Check

Before engine start, use system lights to verify each system's condition or configuration. After engine start, the master caution system alerts the crew to warnings or cautions away from the normal field of view. If there is an incorrect configuration or response:

i. verify that the system controls are set correctly ii. check the respective circuit breaker as needed. Maintenance must first determine that it

is safe to reset a tripped circuit breaker on the ground iii. test the respective system light as needed

Before engine start, use individual system lights to verify the system status. If an individual system light indicates an improper condition:

I. check the Dispatch Deviations Guide (DDG) or the operator equivalent to decide if the condition has a dispatch effect

II. decide if maintenance is needed If, during or after engine start, a red warning or amber caution light illuminates:

I. do the respective non-normal checklist (NNC) II. on the ground, check the DDG or the operator equivalent

If, during recall, an amber caution illuminates and then extinguishes after a master caution reset:

i. check the DDG or the operator equivalent ii. the respective non-normal checklist is not needed

Emergency - is used to describe a procedure or checklist referring to a non-routine operation in which certain procedures or actions must be taken to protect the crew and the passengers, or the aircraft, from a serious hazard or potential hazard. Non-normal or Abnormal - are used to describe a procedure or checklist referring to a non-routine operation in which certain procedures or actions must be taken. Alternate - is used to describe a procedure or checklist referring to a procedure which may be employed instead of another procedure. Alternate procedures may either be normal, non-normal, or abnormal procedures. Supplemental- is used to describe a procedure or checklist referring to a procedure which may be employed in addition to a normal, non-normal, or abnormal procedure. Supplemental procedures may either be normal or non- normal procedures. Phase checklist - is used to establish and/or verify aircraft configuration during a specific phase of flight. An example of a phase checklist is an after-takeoff checklist. Immediate action (memory action, recall action) - is an action that must be taken in response to a non-routine event. The action must be taken so quickly that reference to a checklist is not practical because of a potential loss of aircraft control, incapacitation of a crewmember, damage to or loss of an aircraft component or system which would make continued safe flight improbable. Such items are referred to as boxed items, memory items or recall items. High workload environment - any environment in which multiple demands on the flight crew necessitate the prioritizing of work functions. For example, operations below cruising level during arrival or departure from a terminal area (including taxiing) are considered to be high workload environments. Critical Phase (of flight) is defined in EU-OPS as including the following: � Take off run � Take off flight path � Final approach


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� Landing � Landing ground roll � Operators may add to this minimum list if they so wish

Systems management- the management of those systems that sustain the mechanical functions of the aircraft as opposed to the management of the aircraft's thrust, flight-path, or aerodynamic configuration. Warning- an instruction about a hazard that (if ignored 0 could result in injury, loss of aircraft control, or loss of life Caution- an instruction concerning a hazard that (if ignored) could result in damage to an aircraft component or system that would make continued safe flight improbable. Note - information or instruction of such significance that special emphasis is required. 0.3.8 Task sharing and decision making

In general, in a multi-crew environment the duties are divided between the two pilots according to their role in each phase of flight. The roles are Pilot Flying (PF)and the Pilot Monitoring (PM).Each crewmember is responsible for moving the controls and switches in their area of responsibility. The phase of flight areas of responsibility for both normal and non-normal procedures are shown in the Area of Responsibility illustrations in this manual. The task sharing is clearly defined by the Operators Standard operating procedures, which comprises : � Aircraft manufacturer regulations and requirement (Flight Crew Operation Manual,

Training Manual) � international and national rules and regulations of the air � operator requirements (chief-pilots ideas and experience) � and good airman ship

The SOP itself defines the roll and tasks of Pilot Flying (PF) and Pilot Monitoring(PM) as well as Crew member 1 and 2 (CMl and CM2) Crew Member 1 - the responsible person is a pilot and sits on the left seat. Crew Member 2 - sits as second pilots on the right seat On ground all procedures are assigned by an appropriate announcement of theCM1 and all necessary check lists are requested by him. CM1 specifies the task distribution for the flight and determines the pilot flying (PF)and the pilot non flying (PM=pilot monitoring-PM) for each flight. The PF accomplishes the Departure Briefing, Take off Briefing and Approach Briefing The CM1 may direct actions outside of the crewmember’s area of responsibility. The general Pilot-flying PF is the pilot who is controlling the path of the aircraft at any given time, whether or not the aircraft is in flight or on the ground. PF phase of flight responsibilities are: TASKS OF THE PILOT FLYING (PF)- HE •••••

� fly 's the A/C � makes the decision of the flight procedures, to be used during the � flight � prepares the A/C for the different flight phases � acts according ATC-c1earances � correctly complies to the SOP's � Requests the appropriate checklists for normal and Non normal � operation when airborne � observes the airspace during the flight with AP

The general Pilot Monitoring (PM) - is the pilot who is not controlling the path of the aircraft but who is carrying out a complimentary role.PM phase of flight responsibilities are: TASKS OF THE PILOT MONITORING (PM) -HE•••••

� supports and checks the actions of PF


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� performs radio-communication � sets and identifies the appropriate NAV AIDS � reads the normal checklists during flight � reads the non normal checklists on request of the PF and � observes the air space

PF and PM duties may change during a flight. For example, the CM1 could be the PF during taxi but be the PM during takeoff through landing. Normal procedures show who does a step by crew position (CM1, CM2, PF, or PM): � in the procedure title, or � in the far right column, or � in the column heading of a table

The mode control panel is the PF’s responsibility. When flying manually, the PF directs the PM to make the changes on the mode control panel. The CM1 is the final authority for all tasks directed and done. 0.3.9 Standardization

Standard Phraseology - Standard Calls

Standardisation of crew communications increases the efficiency of crew coordination during times of high crew workload such as take-off, emergency conditions, instrument approaches and landings. It is also extremely useful for detecting partial incapacitation. The normal call-outs are one example of standard phraseology used to convey vital information with a minimum number of words that have an exact meaning to all crew members. General

a. Standard intra - crew phraseology is essential to ensure effective crew communication, particularly in the modern operational environment. Standard calls are intended and designed to enhance the efficiency of the crew coordination and update the flight crew situational awareness. Standard calls included in this TM are designed to : • Give a command or transfer information; • Acknowledge a command or the transfer of information; • Give a response or ask a question; • Callout an observed or expected change in configuration (e.g. AP/FD mode

transition); • Identify a specific event (e.g. crossing of an altitude or flight level);

b. The following are calls that have broad application or are not specifically dealt with elsewhere in the TM. The calls are listed in alphabetical order by the situation that requires the call. Terms that are underlined are defined in the "Definitions" section of this chapter. The standard calls pertaining to altitude are in the section titled "Standard Calls - Altitude" which is found later in this chapter.

c. Generic Standard Calls The following generic standard calls will be used to express a command or response: � CHECK a command to a crew member to check or verify a specific item; Checked

a confirmation that an item has been verified; � SET a command for a crew member to set a specific value or configuration; Arm a

command to the other pilot to arm a specific AP/FD mode; o - "SET GO AROUND ALTITUDE ____FT!" o - “SET QNH____!” o - "SET FL ___!" o - "SET ALTITUDE ___!” o - "SET HDG ___!" o - "SET COURSE ____!”

� ARM a command to the other pilot to arm specific AP/FD mode;The “ARM____” command means arming a system by pushing the specified P/B on the AP/FD control panel. Example: “ARM APPROACH!”.

� PUSH The "PUSH" command means PF required PM to push a push button to engage, or arm, a mode or target.

o Example: o "HEADING PUSH!" (Heading button is to be pushed by PM). o "NAV PUSH!" (NAV button is to be pushed by PM).


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.•..

o "ALT PUSH!" (Altitude button is to be pushed by PM). o "IAS PUSH!" (Indicated Airspeed button is to be pushed by PM).

� ENGAGE a command for the other pilot to engage an AP/FD mode; CONFIGURATIONS CHANGES

Before requesting a configuration change, PF will check if the current airspeed is compatible with the required configuration. If it is, he/she will then request the configuration change. PM will check the airspeed and state “SPEED CHECKED!”. Only then may the configuration be changed by the PM. If the current airspeed is not the correct one for configuration change, PM will call “SPEED!” and wait for another command from PF to change configuration. After the PM has set the required configuration he/he will state the requested configuration. FLAPS CALL-OUT (Example):

CALL REMARK

PF “FLAPS 40!” PF commands flaps to be FLAPS 40 PM checks airspeed before selecting the flaps to

PM “SPEED CHECKED!” FLAPS 40 If speed is below 200 KTS, he/she will then set the flap lever to FLAPS 40

PM “FLAPS 40!” Call out from PM when the flaps selector is set at the desired position

L/G CALL-OUT (Example): CALL REMARK

PF “GEAR DOWN!” PF commands L/G to be extended PM checks airspeed before selecting the L/G down.

PM “SPEED CHECKED!” If speed is below 180 KTS, he/she will set the L/G lever down

PM “GEAR DOWN!” Call out from PM when the L/G Handle is selected to the DOWN position

Abnormal Bank Upon observing Abnormal Bank the PM should call "Bank". The PF should respond with “Check, correcting" and correct the bank to less than 30° or if excess bank is necessary, call "Intentional" and continue. Abnormal Rate of Descent Upon observing Abnormal Rate of Descent the PM should call "Descent Rate." The PF should respond with "Check, correcting" and reduce the rate of descent to within normal parameters or, if abnormal rate is necessary, call "Intentional" and continue. Abnormal Speed Upon observing Abnormal Speed the PM should call "Speed." The PF should respond with ""Check, correcting "and correct the speed to within the normal parameters, or if abnormal speed is necessary, call Intentional" and continue. ATC Heading Should ATC issue a heading for the aircraft to fly, the PM should respond by reading back to ATC the heading to be flown (and altitude, and/or speed if included in the clearance or direction). The PF should turn the aircraft to achieve the heading and state the following as applicable. If a speed change is required see ATC speed below. If an altitude change is required see the section on Standard Calls Altitude. These calls would be combined as required.

(1) "Turning to xxxo” if a turn is required; (2) "Steering xxxo” if no turn required;

ATC Speed Should ATC issue a speed restriction, the PM should respond by reading back to ATC the speed to be flown (and altitude, and/or heading if included in the clearance or direction). The PF should change the aircraft speed to achieve the speed instructed and state to xx« knots" or "Stable at xxx knots" If a heading change is required see ATC Heading above. If an altitude change is required see the section on Standard Calls Altitude. These calls would be combined as required. Climb Power To command the setting of Climb Power call "Set Climb Power" The PM should then set Climb Power as specified in the AFM.


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Configuration Changes. The PM will call out any configuration change made by the PF. Additionally, he/she will call out any instruction given by the PF to execute configuration changes. Flight Mode Annunciation (FMA) Changes The PF/PM will call out any observed or pilot initiated change in the-Auto flight mode status, as shown on the EFIS.

WARNING

Always use the annunciations provided on the EFIS in order to determine the status (active and armed AP/FD modes) of the Auto-flight system. Full Power To command the setting of Full Power call "Set Fun Power" The PM should then set the engine controls to the limit of their travel to obtain the absolute maximum power available, and respond "Full Power Set" This setting should be used only in the direst of situations. Heading Deviation Upon observing a Heading Deviation, the PM should call The PF should respond with and correct the aircraft heading. If the PF believes that the aircraft heading is correct as indicated on the PF's display, the flight crew shall determine the source of the discrepancy and deal with it appropriately. Maximum Continuous Power To command the setting of Maximum Continuous Power call "Set Max Continuous Power" The PM should then set Maximum Continuous Power as specified in the AFM. Climb Power To command the setting of Climb Power call "Set Climb Power," The PM should then set the recommended climb power that is specified in the AFM and respond "Climb Power Set" Take-off Power To command the setting of Take-off Power call "Set Take off Power" The PM should then set the maximum power that is approved for a normal take-off as specified in the AFM and respond "Take off Power Set" Time Out (CRM call out) This call out will be used in the following circumstances to provide a warning for a deviation from established normal flight parameters or for the loss of situational awareness. Immediately following a Time Out call the PF will stabilize flight conditions, and the crew member initializing the call will brief the rest of the crew on the conditions he that he felt made the call necessary. Standard Calls - Altitude

Similarly to the General Standard Calls, some standard calls are designated that apply specifically to altitude. The purpose of these calls is to reduce the likelihood of inadvertent deviation from a desired altitude or missing of a target altitude. Underlined terms are defined in the "Definitions" section of this chapter. Altitude Deviation Upon observing an Altitude Deviation the PM should call "Altitude" The PF should respond with "Check" and correct the altitude to within the normal parameters or if, abnormal altitude is necessary call "Intentional" and continues. Approaching an Altitude Upon reaching 1000 ft away from a target altitude the PF shall confirm the altitude alert and flight guidance settings(if applicable)and should call for Altitude Select" An example of such a call follows, level one niner zero for eighteen thousand, Altitude Select" If the target altitude is less than 1000 ft away from the altitude that the aircraft is level at, no additional calls are required to those described in the Departing an Altitude" subsection. The calls for approaching an altitude that is part of an Instrument Approach Procedure are found in the chapter pertaining to Normal Flight Procedures Arrival. Arriving at an Altitude Upon arriving at a target altitude the PF should call "Level at(FL or Altitude)"The PM will reply "Check" and if appropriate make any radio transmission to ATC that may be required. Departing an Altitude Upon departing an altitude the PF shall confirm the altitude alert and flight, guidance settings and then should call "Leaving (altitude or flight Level vacated) for (target Altitude) Altitude Select, Vertical Mode set to (vertical mode, mode setting i.e IAS, VS). The PM will confirm that the settings are appropriate and call "Check" Instrument Approaches For Instrument Approaches the guidance for standard calls, including altitude related calls, is found in the chapter pertaining to Normal Flight Procedures Arrival.


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FL100 Procedures for climbing and descending through Flight Level 100 or 10000 ASL are found in the applicable chapters for Normal Procedures Departure and Normal Procedures Arrival. Transition- Altimeter Setting/Standard Pressure Regions Transition procedures and standard calls are found in the next section of this chapter.

Barometric Altimeter Setting Procedures

The procedures in the following paragraphs should be followed for setting of altimeters in various circumstances. When receiving an altimeter setting that is either new or unchanged from another agency by radio, the PM should read that altimeter setting back to the agency. An example follows: "GLOBAL 001, leaving FL110 descending 8000 feet QNH one zero one two milibars" For transition between the Standard and Altimeter Setting Regions the PM should call "Transition, set 2992 inches." If the NAV is occupied with other duties and does not call for an altimeter-setting at transition, the PF or PM should make that call. When cleared to descent through the transition level the PF may set the altimeters to the local setting, provided that no levelling above the transition level is anticipated. The PM will maintain standard altimeter setting until the transition level is crossed. Once the call at transition is made, the procedure in the next paragraph and following table should be used. When a new altimeter has been received for transition between the Standard and Altimeter Setting Regions, or when the checklist calls for a verification of the altimeter setting, the following procedure should be used to set or confirm the aircraft altimeters. Altitude Alert The Altitude Preselect or / Alerter (APA) system shall be used to the extent possible to prevent the aircraft from occupying other than the desired / cleared altitude. Procedures applicable to specific phases of flight are found in the relevant chapters throughout the TM. See also the section titled Standard Calls Altitude found earlier in this chapter. Altitude Alert Setting Except if otherwise specified elsewhere in the TM, the following procedures should be used for setting the APA: If in auto flight, the PF should set required altitudes in the APA, arm the Flight Guidance System, and advise the remaining flight crew.

(1) If in manual flight, the PF may direct the PM to set required altitudes in the APA, arm the Flight Guidance system (if required), and advise the remaining flight crew of selections.

Altitude Confirmation. The pilot who responds on the radio to an Air Traffic Control initiated altitude change should confirm that the APA has been set appropriately or confirm the existing setting (if no change is required). If an altitude change is required, the pilot who responded on the radio shall also confirm that the Flight Director System vertical mode is appropriately set or armed. Whenever an altitude setting is changed or confirmed the pilot taking the action shall advise the remaining flight crew members. These ensure that all crew members are aware of aeroplane altitude, position and instrument indications. Casual and non- essential conversation can be distracting and may interfere with normal communications, thereby reducing crew efficiency and alertness to the task at hand, i.e. approach and landing. The pilot Monitoring (PM) will accomplish the appropriate call-out based on instrument indications or observations. The pilot flying(PF) will verify the condition/location from their instruments and acknowledge. If the pilot not flying does not make the required call-out, the pilot flying should make it. One of the basic fundamentals of the "Crew Concept" is that each crewmember must be able to supplement or act as a backup for another crew member. Proper adherence to standard call-outs will stimulate more meaningful and standardized crew communications and provide for early detection of crewmember incapacitation during critical phases of flight.

Checklist

A checklist is a formal list used to identify, schedule, compare, or verify a group of elements or actions. A checklist is used as a visual or oral aid that enables the user to


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overcome the limitations of short-term human memory. Although a checklist may be published in a manual, it is designed for independent use so that the user does not have to refer to a manual. Checklists are used to ensure that a particular series of specified actions or procedures are accomplished in the correct sequence. Aircraft checklists, in particular, are used to verify that the correct aircraft configuration has been established in specified phases of flight. To provide appropriate degrees of emphasis on specific points in the text, "cautions," "warnings," and "notes" should be included in the operator's manuals and checklists. Any instruction, particularly a warning or a caution, must begin with a simple directive in the imperative form that informs the reader precisely of what must be done. To avoid obscuring the directive in the background information, the directive must be stated first and then followed with an explanation. An example of how a directive can be obscured in background information is as follows: "Warning - To avoid the hazard of striking ground handling personnel with the free end of a swinging tow bar, do not place feet on rudder pedals until the Commander receives the appropriate signal from the ground handler. The hydraulic nose wheel steering can sling the towbar with great force" In contrast the following is an example of the preferred method of placing the directive first. "Warning - Do not place feet on rudder pedals until the Commander receives the signal from the ground handler. The hydraulic nose wheel steering can sling a towbar with sufficient force t cause serious injury to ground handling personnel. " Aircraft checklists and the operator's policies for the use of checklists are one means by which an operator structures and defines flight crewmember roles. Research has shown that standardised procedures and effective cockpit communications are significant factors in flight safety.

Checklist content

Aircraft checklists have traditionally been divided into three categories. These categories are referred to as normal, non-normal, and emergency. Operators may use other titles for these categories such as abnormal instead of non- normal. Operators may also further divide these categories into subcategories such as alternate and supplemental. Checklists are normally limited to action items or verification items. The aircraft checklist should not contain elaboration or explanation. The required actions and decisions for flight crews when performing a checklist will be thoroughly described in the operator's SOP. Non-normal and emergency checklists contain each sequential step of a procedure. A normal checklist is typically a listing of action items to be performed and verified at a particular point in light. Normal checklist items do not necessarily represent a procedural step and may even represent completion of an entire procedure. For example, the item "Gear - up and locked" could indicate the gear handle had been raised, the gear indications checked, "normal" noise noticed, variations in hydraulic pressure observed, the gear handle had been placed in the neutral position to check the up-locks, and that the handle had then been returned to the "up" position. Most normal procedures do not require itemisation or incorporation into a checklist. For example, the procedures for making normal takeoffs and landings are not itemised in a checklist format. Criticality of checklist items can be ranked according to the potential effect of the crewmember failing to perform the action. Critical items are those items that, if not correctly performed, have a direct adverse effect on safety. Non- critical items are "housekeeping" items or systems management items, for which operating practices must be routinely accomplished during a specific phase of flight, but if omitted would have a minimal effect on safety. An item may be considered to be critical on one checklist but non-critical on another checklist. For example, a flight crew's failure to set the flaps while accomplishing the before-takeoff checklist has had extremely adverse consequences. A flight crew's failure to retract the flaps while performing the after-landing checklist, however, has had little effect on safety.


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The flight crew's attention is diverted from other tasks when performing a checklist. Checklists must be kept as short as practical to minimize "heads-down" time and diversion of the crew's attention while performing the checklist. Each additional item that is added to a checklist increases the potential for interruption and diversion of the crew's attention at a critical point and the resultant omission of critical items. Operators must weigh the benefit of including each item on a checklist against the possible adverse affects that can occur. Items not associated with aircraft operations (such as calls to the company) should not be placed on the checklist.

Aircraft sophistication and checklist design

The degree of technological sophistication in the design of the aircraft directly affects checklist items. In older aircraft, the flight crew must manually select and monitor most items. In technologically advanced aircraft the same items are accomplished and monitored by automatic systems that relieve the flight crew of these tasks. Checklists for technologically advanced aircraft tend to be shorter and simpler than those for older aircraft.

Fleet Standardisation

Operators should try to standardize checklist items and the sequence of items, to the extent allowed by individual aircraft differences across all aircraft in the fleet. Many operators use common before-landing checklists. Items appear in a standard sequence to the degree possible. Methods for checklist design (Challenge and Response) Operators may choose from at least two accepted methods of checklist design: The "challenge-do-verify” (CDV) method and the "do-verify" (DV) method. The challenge-do-verify (CDV) method consists of a crewmember making a challenge before an action is initiated, taking the action, and then verifying that the action item has been accomplished. The CDV method is most effective when one crewmember issues the challenge and the second crewmember takes the action and responds to the first crewmember, verifying that the action was taken. This method requires that the checklist be accomplished methodically, one item at a time, in an unvarying sequence. The primary advantage of the CDV method is the deliberate and systematic manner in which each action item must be accomplished. The CDV method keeps all crewmembers involved (in the loop), provides for concurrence from a second crewmember before an action is taken, and provides positive confirmation that the action was accomplished. The disadvantages of the CDV method are that it is rigid and inflexible and that crewmembers cannot accomplish different tasks at the same time. The "do-verify" (DV) method (or "clean-up" method) consists of the checklist being accomplished in a variable sequence without a preliminary challenge. After all of the action items on the checklist have been completed, the checklist is then read while each item is verified. The DV method allows the flight crew to use flow patterns from memory to accomplish a series of actions quickly and efficiently. Each individual crewmember can work independently which helps balance the workload between crewmembers. The DV method has a higher inherent risk of an item on the checklist being missed than does the CDV Both the CDV and the DV methods of checklist design are currently being successfully used for normal checklists. Several operators have preferred the DV method for normal checklists and the CDV method for non-normal and emergency checklists. Operators have, however, successfully used the CDV method for all checklists. Many operators use a combination for normal procedures. This combination includes CDV on the ground and DV in flight. Non- normal and emergency checklists are more effective when the CDV method is used. The correct accomplishment of the actions and procedures incorporated in the non-normal and emergency checklist categories is critical and warrants a methodical approach. Since these checklists are seldom used, however, crewmembers are usually not as familiar with the procedures incorporated into these checklists as they are with the procedures in normal checklists. In addition, many non-normal and emergency checklists do not lend themselves to developing flow patterns


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which crewmembers can readily recall. The CDV method also enforces crew co-ordination, cross checking, and verification, all of which aid the crewmember in overcoming the adverse effects of stress. Few governments will approve or accept the DV method for non-normal or emergency procedures unless the operator can provide substantial evidence that the method is effective for this application.

Mechanical/electronic checklists

Mechanical or electronic devices differ in format from paper, hand-held checklists, but not in the design method or use. The CDV or DV methods can be applied to any type of checklist. Many safety experts encourage the use of such aids when operators find them effective.

Verification.

Keep in mind that all checklist designs are subject to Human Error. Crewmembers may omit and skip checklist items. Crewmembers may erroneously respond to a checklist at times believing that an item or task was accomplished when it was not. At times, crewmembers may see what they expect to see rather than what has actually been accomplished. Both the CDV and the DV methods are subject to such Human Errors. Checklists should require stringent cross-checking and verification to overcome these human limitations. These policies must be appreciated and respected by the crewmembers.

Checklist accomplishment

The appropriate sections of the SOP contain the specific crewmember responsibilities for monitoring, verifying, and managing the accomplishment of checklists. The primary objective of the SOP is to standardize crewmember interaction; it will include items such as: � Decision Making � Flight crew responsibilities for maintaining aircraft control, analyzing situations,

and for requesting the appropriate checklist in non-normal and emergency situations

� The specified crewmember responsible for initiating each checklist � The specified time when>ach checklist is to be initiated. � The specified crewmember responsible for accomplishing each item on the checklist � The specified crewmember responsible for ensuring that each checklist is

completed and for reporting that completion to the crew. � Crewmember responsibilities for bringing to the attention of the Commander

and the rest of the crew any observed deviation from prescribed procedures

Methods for managing checklists

A crew may use several methods for managing checklist accomplishment. These methods are not all-inclusive and may not meet all of the operations needs. For those aircraft in which either pilot can steer on the ground the norm is for the PM to read all checklists. In all two-pilot aircraft, the PM should read all checklists when the aircraft is airborne. The crewmember responsible for reading the checklist should be responsible for ensuring that the checklist is completed systematically and expeditiously. This crewmember should be responsible for managing interruptions, crosschecking controls and indicators to ensure that the required actions have been accomplished, and for reporting that the checklist has been completed. The pilot flying (PF) should not be distracted from controlling the aircraft to perform a checklist item that another crewmember can accomplish. The PF should activate only those switches or controls (other than the manual or automatic flight controls, throttles, and nose wheel steering) which are not within practical reach of another crewmember. Only one pilot should be "heads down" at any time.


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Pre-start phase

In the pre-start phase, flight guidance and navigation checklist items have proven to be critical items. A response should be required from both when the same setting is required for more than one device (such as computers, flight instruments, and altimeters). Inertial platform alignment and computer programming should be accomplished by one crewmember and independently confirmed by another crew member. As many of these checklist items as possible should be accomplished and verified before the aircraft is moved.

Taxi and pre-take-off phase

In the taxi and pre-takeoff phases, aircraft configuration (such as flaps, trim, and speed brakes) and flight guidance items (such as heading, flight-director, altitude select panel settings, and airspeed bugs) have proven to be critical. All flight crewmembers should confirm these items and at least two crewmembers should respond to applicable checklist items.

Approach Phase

The approach phase flight guidance checklist items have proven to be critical items. At least two crewmembers should confirm and respond to these items. A response should be required from each pilot when the same setting is required on two separate devices (such as computers, flight instruments, or altimeters).

Before-landing phase

A" checklist items that are critical in the before-landing phase vary with the type of aircraft involved. In the operation of small aircraft, the landing gear has proven to be a critical checklist item and both pilots should confirm and respond to this item. Although the landing gear and flaps are critical items for large, transport category aircraft, the multiple warning devices and systems which are associated with these systems make the need for a response and confirmation by both pilots slightly less critical. All checklists, except the after-takeoff and after-landing checklists, should be accomplished by one crewmember reading the checklist item and a second crewmember confirming and responding to each item. Once a checklist is complete, the PM must advise the PF and announce " ... Checklist complete."

Crew Briefings

A crew briefing is not limited to reviewing an instrument approach procedure, or detailing aspects of the flight to the flight attendants. In fact, the cockpit crew briefing is an important tool for improving safety during any critical phase of flight. In a somewhat modified form, it's of use to the single-pilot flight operation as well. In the simplest terms, the crew briefing is the verbalization of the plan for executing a critical phase of the flight. Given a normal transport flight ops profile, most would agree takeoffs and departures, as we" as descents and arrivals, constitute critical flight segments. For the novice briefer, verbalizing these two major events is an excellent beginning. A good brief is concise and Covers; what one intends to do, what is going to be used, how it is going to be done and what will be done if unable to do it. As you would expect, you will not easily brief something you have not planned. Also one must avoid becoming too ritualistic or institutionalized with their crew briefing. Conducting appropriate and meaningful briefing enhances individual as well as crew performance. It is an art born of practice in identifying the key elements of every departure and arrival and conveying the information with clarity and brevity. For the first officer the briefing is the means by which he/she becomes involved in the operation of the aircraft. They are also the platform that provides an insight as to how the Commander expects the flight to be conducted. Do not be a passive listener, show interest and ask for clarification of points with which you are in doubt. The briefing sessions also allow you to formulate in your own mind what a good briefing is (and regrettably sometimes what a bad briefing is) and this is a valuable experience for your own career development.


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Brief Beginning

The takeoff and departure briefing is not as common as the arrival brief, yet it's no less critical. In fact, given the pilot flying/pilot not flying discipline so widely accepted today, the departure crew briefing goes far to establish or clarify what's expected of crew members in their respective roles. This is the opportune time for the captain to establish or promote the atmosphere of enlightened leadership within the confines of the workplace. Even if the captain is the PM on a particular leg, the responsibilities of command dictate that he or she include amendments or modifications to the PF crew briefing should it be warranted. A typical takeoff and departure crew briefing should include: � Weather and related precautions � Any special modification to the standard takeoff and initial climb profile � Initial routing via designated SID and/or vector fix � Initial clearance altitude including the transition altitude � Com and Nav radio configuration to include the assigned transponder code � Contingencies for critical emergency situations � Weather conditions for the takeoff and departure should be part of every briefing. � Special procedural precautions such as the use of engine or wing anti-ice, modified

takeoff computations, or restrictions on the applicability of using a reduced power takeoff are examples of weather-related modifications best reviewed before getting involved in the actual activity.

� Included in the briefing any special noise abatement takeoff and climb profile to be flown, a high terrain/obstacle clearance manoeuvre to execute, or a possible windshear complication.

When briefing the departure climb, either by reference to a published SID or radar vector clearance, the initial clearance altitude should be emphasized. The NAV radio set up should be noted, crossing restrictions discussed, and any special duties clarified. Many different emergencies are possible during any takeoff and climb out. Reviewing the basics of "who will do what" in the event of a reject or engine failure, are commonly briefed. Attempting to address further emergencies could run the brief too long to be effective. Once cleared onto the runway for take-off, the pilot flying should re-brief � The initial heading and/or route to be flown, � The initial clearance altitude, and confirm the takeoff flap settings and

respective takeoff flap settings and takeoff speeds. Conducting this last chance mini-brief will focus the crew on the details at hand. Pilot workload increases in inverse proportion to the distance from touchdown. For this reason, the best time to conduct the approach briefing is before or soon after, commencing your initial descent. This scheduling may network in some situations but the intent is to avoid trying to brief and fly at the same time. That will result in neither briefing nor flying being done well. As your briefings become more polished, you will be better able to accommodate last- minute alterations like a runway change However, if what you have briefed is rendered totally inappropriate, make the time to do an approach and landing briefing that's relative to your actual situation. Mindful of the intent to promote crew co-ordination and enhance communication with your fellow pilots, the content of the approach and landing briefing should contain no more than 8 to 10 key elements beyond a common understanding of the current weather conditions; • Name and effective date of the instrument approach procedure • Minimum sector altitudes(s) • Airport elevation • Initial approach manoeuvre and respective minimum altitude(s) • Final approach course and defining navaids • Final approach fix minimum altitude • Applicable approach minimums (DH or MDA) • MAP for the non-precision approach • Published missed approach procedure • Approach lighting and runway information


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It is imperative to clarify the name and currency of the instrument approach procedure (lAP) to be used. It is a good idea to state the airport elevation as an overall awareness factor. If you anticipate radar vectors to intercept the final approach course, it is important to brief the published minimum final approach fix (FAF) altitude. In the absence of radar vectors to final, your briefing must be expanded to include depicted transitions, procedure turns, arcs or other published routings and the associated minimum altitudes. Focus attention on the frequency of the defining navaid as well as the published final approach course. You may want to brief the pilot not flying on a special sequence for tuning and identifying navaids specific to your radios. All crewmembers must know the decision height (DH) or minimum descent altitude (MDA) and the advisory minimum visibility. For non-precision approaches, 'step-down fixes' and the corresponding 'minimum descent altitudes' and 'missed approach point (MAP)' should be called out by the pilot Monitoring. Brief the timing or DME fix for every lAP as a means of identifying the MAP. Granted, the MAP for the ILS is the DH, but should you lose the glide-slope signal inside the FAF, you have the option to descend to the LOC minimums and a better reference for the location of the MAP. In the absence of ATC intervention, your clearance for the published lAP includes a clearance for the published missed approach procedure. It is good practice to emphasize the initial route and altitude in your briefing. Should Nav-Radio changes be required, these are best included as pilot not flying duties. And if the missed approach procedure culminates in a holding pattern, the type of entry is worth mentioning.

Do not be too brief

Do not complete your briefing with just the approach. The airport chart contains an abundance of valuable information. If you are faced with conducting an approach and making a landing in IMC, or at night, or in particularly low-visibility situations, briefing the type of approach light system available is critical. Whoever is not monitoring the instruments will be looking for the lights, so it is appropriate to know what to look for. Also useable runway length and width are worthy parts of every briefing you make.


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1 Aircraft Systems 1.1 Instrument Panel


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1.1.1 CM1 INSTRUMENTS PANEL

1.1.2 CM2 INSTRUMENTS PANEL


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1.1.3 ENGINES INSTRUMENTS


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1.1.4 Pilot Fuel Control Side Panel


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1.1.5 Copilot Circuit Panel

1.1.6 Pilot Subpanel A


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1.1.7 Copilot Subpanel A

1.1.8 Gear Control Panel


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1.1.9 NAVIGATION

Name Control Function NAV / COMM 1 Push buttons, turn knobs, display

elements Functionality based on KX 165-25

NAV / COMM 2 Push buttons, turn knobs, display elements

Functionality based on KX 165-25

ADF Push buttons, turn knobs, display elements

Functionality based on KR87, with BFO and ANT mode

DME Slide switches, turn knobs, display elements

Functionality based on KN 62A, with remote and standalone frequency

Transponder Push button, turn knobs, display elements

Functionality based on KT 70 Transponder unit

Autopilot Push buttons, rocker switch (mom. up / mom. down, neutral), display elements. Unit may be located in glare shield panel

Functionality based on KFC 150, MODES: FD-ALT-HDG-NAV-APR-BC


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1.1.10 PEDESTAL


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2 Practical Training 2.1 Call outs They are used as pure information transmission and are to create or emphasise the realization of a certain situation . Examples: Calls of Vi, VR V2 during T/O Likewise "Approaching minimum" and “minimum" are announced, furthermore the speeds at deceleration during Rollout. In addition during T/O "60" is announced and before landing "500 Feet" by the PM as an "Incapacitation gate" . These calls must be answered by the PF (pilot Flying) with "checked". If it does not happen, the call is repeated again. Still if no answer, the PF is considered as "incapacitated". PM takes over the controls "with the loud command "I have control".

ATC PF PM GLOBAL001,HDG140 Sets HDG and says

"140o Set"

Checks and Answers to ATC: "GLOBAL 001, HDG 140"

GLOBAL 001, Speed 150 Sets the Speed bug and says "150 Set"

Checks and Answers to ATC: "GLOBAL 001, Speed 150"

GLOBAL 001 climb/descent FL 070

Sets the cleared FL/ALT and says

"070 Set"

Checks and Answers to ATC: "GLOBAL 001,

climbing/descending

FL070"

2.2 Announcements These are given by all CM's, if deviations are observed, e.g. "below glide slope";"high sink rate", "speed ". The condition should be corrected by the other crewmember. Announcements must always lead to the reaction in terms of a correcting action. That may lead to PF answer- "Checked" followed by the appropriate correction. If no reaction takes place and if the condition which was observed continues to exist, the announcement has to be repeated and after missing correction immediately announce "I have control" for the same reason mentioned above.

2.3 Instructions This complex is divided into : Command, order and request 2.3.1 COMMAND

A command is an instruction for the change of the configuration, thus driving flaps, gear or maybe power-setting. It requires: an acknowledgement and the completion notice - a report. The wording of COMMAND, ACKNOWLEDGEMENT and REPORT are accurately fixed . Command and ACKNOWLEDGEMENT must be the same in the wording, the report has to be different and must indicate the condition reached. Hereby tasks and responsibilities for these actions are delegated. It begins with the operationally caused command of the PF to drive flaps or gear. The PM repeats the command in the wording. This Acknowledgement (verbal confirmation) is to have as a consequence: 1. Reversal of the attention-capacity of PF to his main task- Fly the aircraft- . 2. Conscious receipt of tasks and their execution by PM. 3. Increase of attention of the PM and thus increase of the probability of a conscious action . 4 . Avoidance of misunderstandings (transmission errors). With the verbal confirmation the PF hears that its intention was understood and for the execution no direct attention is needed. The other crew member examines, after confirmation, the conditions, like speed, climbing or descent rate, i.e. he is not blindly executing the command. If the conditions permits the execution, it will be done by PM silently.


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Example: Check lAS before selecting flaps or gear, check minimum height and climb rate before ordering climb power, A command initiates the following "flow Pattern" with the command receiver thus : 1. Confirmation of the command, 2. examination of the current situation in the cockpit, 3 . The execution of the task and monitoring the procedure up to reaching the new configuration, Report if the condition is reached. 2.3.2 ORDER

This is an instruction, which concerns systems, whose priority stands behind from "Flaps, Gear, power". Also the "order" requires Acknowledgement and Report. But the wording is not compellingly fixed by the order, confirmation and completion notice, although desirably (good airmanship), if time and capacity permits Examples: Set of Nav. Aid 's switching of anti - Ice, Ignition or switching of the Flight-director system, if the PF f lies by hand. Wording: PF: "VOR KEA on # 1" PM: "VOR KEA on # 1"; "VOR Tegel set" 2.3.3 REQUEST

This is an instruction, which can be controlled by the requesting pilot (PF) directly. Therefore neither confirmation nor completions notice is necessary. Examples: Switch from windshield wipers or landing-lights.

2.4 Mutual supervision, information and support. (a) Any action in handling the aircraft should be performed by mutual supervision. The pilot responsible for the specific action or task (PF or PM) should be advised when substantial deviations (flight path, aircraft configuration etc.) are observed. (b)Call-out procedures are essential , especially during take-off and approach, to indicate progress of the flight, systems status etc. (c) Operation of aircraft systems, setting of radios and navigation equipment etc. should not be performed without demand by the PF or without information to the PM and his confirmation. Practice and feedback of MCC with regard to the L-L (Liveware - liveware) interface should also make provision for students for self and peer critique in order to improve communication, decision-making and leadership skills . This phase is best accomplished by using simulators and video equipment, Video feedback is particularly effective because it allows participants to view themselves from a third person perspective; this promotes acceptance of one's weak areas which encourages attitude and behavioural changes.


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3 Simulator tasks 3.1 General Description

� pre-flight preparation including documentation, and computation of take-off performance

data, pre-flight checks including radio and navigation equipment checks and setting ; � before take-off checks including power plant checks, and take-off briefing by PF; � normal take-offs with different flap settings, tasks of PF and PM, call-outs; � rejected take-offs, crosswind take-offs, take-offs at maximum take-off mass, engine failure

after V1 ; � normal and abnormal operation of aircraft systems, use of checklists; � selected emergency procedures to include engine failure and fire followed by single engine

landing, incapacity at ion of a flight crew member, etc � early recognition of and reaction on approaching stall in differing aircraft configurations; � instrument flight procedures including precision approaches using raw navigation data, one

engine simulated inoperative approaches, non-precision approach briefing by PF, setting of navigation equipment, call-out procedures during approaches, computation of approach and landing data;

� go-around, normal and with one engine simulated inoperative, support of the PF by the PM; � Normal landings & crosswind including with one engine simulated inoperative, transition

from instrument to visual flight on reaching decision height or minimum descent height/altitude.

The training-sessions will be conducted in a 2h flying time as PF and 2h flying time as PM accordance (see page 55 ff), whereby the time as PF is completed from the right seat, as usually the way into commercial aviation starts with an F/O position. We think that this is the best way to collect valuable experiences for a possible follow-up type-rating. 3.1.1 Proof of competency

Upon completion of the MCC training the applicant shall demonstrate the ability to perform the duties of a pilot on multi-pilot aeroplane and thereafter shall be given a certificate of completion of MCC.


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3.2 Speed Limitation &. Power settings Beech 200

Condition: ISA ,GW 2.500 Ibs

VMO 259 KIAS

Mmo 0.52 Mach

VA(12500 [bs) 181 KIAS

VX -BEST ANGLE 100 KIAS

VY -BEST RATE 125 KIAS

VXSE 115 KIAS

VYsE(blue line) 121 KIAS

VMcA(red line) 86 KIAS

VFE(Approach Position -40%) 200 KIAS

VFE(Full Down Position -100%) 157 KIAS

VLE 181 KIAS

VLO (down) 181 KIAS

VLO (up) 163 KIAS

Vs (flaps 40%) 84 KIAS

Vs(flaps 100%). 74 KIAS

VREF(f1aps up) 128 KIAS

VREF (flaps 40%) 111 KIAS

VREF(flaps 100%) 103 KIAS

3.3 Pitch and Power setting for the training

Condition KIAS Configuration Torque

(FT-LBS)

Props

(RPM)

Max. ITT

Max. N1 Pitch

V1=VR 94 Flaps 40%

Gear Down 2200 2000

800o

101,5% +10o

Initial Climb 125 Flaps 40%

Gear Up 2200 1900

800o

101,5% +10o

Cruise Climb

160

140

130

120

Flaps Up

Gear Up 2200 1900

800o

101,5% +10o +6o

MSL-FL 100

FL 100-200

FL 200-250

FL 250-350

Training 160 Flaps Up

Gear Up 900 1700

800o

101,5% +1o

Holding 160 Flaps Up

Gear Up 900 1700

800o

101,5% +1o


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3.4 SYLLABUS 3.4.1 MCC SIM SESSION 1

MC

C F

LIG

HT

SY

LLA

BU

S 1

FIRST FLIGHT CM1 CM2 PF PM U S

1 COCKPIT PREPARATION 2 BEFORE START 3 ENGINE START 4 AFTER START 5 TAXI 6 T.O. LPPT RWY 03 7 SID 8 AIRCRAFT FAMILIARIZATION (STALLS) 9 AP/FD MODES DEMONSTRATION 10 RADAR VECTORS CP – HOLD 11 APP PREPARATION ILS CAT I RWY 03 12 APPROACH ILS CAT I RWY 03 13 LANDING

SECOND FLIGHT

CM1 CM2 PF PM U S

14 T.O. LPPT RWY 03 15 SID 16 AIRCRAFT FAMILIARIZATION (STALLS) 17 AP/FD MODES DEMONSTRATION 18 RADAR VECTORS LAR – HOLD 19 APP PREPARATION ILS CAT I RWY 21 20 APPROACH ILS CAT I RWY 21 21 LANDING 22 AFTER LANDING 23 PARKING IF TIME PERMITS, REPEAT APPROACH WITH AP/FD


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OBJECTIVES

� The objective of this session is to allow both crewmembers to adapt themselves to the simulator, to the use of checklists and to develop the basic principles of two-man crew communication and interaction.

� The AP will be used extensively during this course. So, during this session, all modes of operation of the FD/AP will be demonstrated.

� Pilots will also have the opportunity to hand-fly the aircraft to allow them to gain a feeling of its behaviour and its potential as a tool for MCC learning.

� CAT I Precision approaches will be flown with and without the assistance of the autopilot or flight director.

� Special emphasis will be made on the use of specific power setting during the approach The briefing should include the following subjects: � Communication discipline between the two members of the crew � PF/PM Tasks � Sequence of events during the ground operation of the aircraft � T.O procedures � Sequence of events for a ILS CAT I Approach

STALLS

For the STALLS exercises use the following procedures: Flaps up � Pull the control column smoothly and establish a 15 degree nose up attitude; � Set the THRUST LEVERS to IDLE; � Trim the aircraft down to 140 KTS, then stop trimming; � Increase back pressure as speed bleeds off to keep the 15 deg attitude all the way; � At about 99 KTS the aircraft will STALL.

Recovery: � Push the control column full forward in a brisk manner and set an attitude of 20º nose

down; � Apply full power on the THRUST LEVERS (be careful not to exceed 2200LBS/FT of TQ); � As soon as speed builds up, the nose will tend to come up to the trimmed speed of 140

KTS. Flaps 60 � Continue to raise the nose of the aircraft to the 5 deg nose up attitude; � Set flaps to APPROACH and reduce the THRUST LEVERS to IDLE; � Keep the attitude at the 5 deg setting; � Set the L/G down; � Set flaps to 60; � Trim the aircraft down to 140 KTS, then stop trimming; � STALL will occur at about 75 KTS.

Recovery: � Push the control column full forward in a brisk manner and set an attitude of 20º nose

down; � Apply full power on the THRUST LEVERS (be careful not to exceed 2200LBS/FT of TQ); � As speed builds up and goes through 100 KTS retract flaps to the UP position; � Retract the L/G; � As speed continues to build up the aircraft will tend to come to a nose up position.

Recover to level flight; � As speed reaches 200 KTS level off and reduce THRUST LEVERS to a cruising setting

of1800LBS/FT – 1700 RPM.


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3.4.2 MCC SIM SESSION 2

MC

C F

LIG

HT

SY

LLA

BU

S 2

FIRST FLIGHT

CM1 CM2 PF PM U S

1 COCKPIT PREPARATION 2 BEFORE START 3 ENGINE START 4 AFTER START 5 TAXI 6 T.O. 7 SID 8 RADAR VECTORS – HOLD 9 APP PREPARATION ILS CAT I 10 APPROACH ILS CAT I – USE AP/FD 11 GO-AROUND -DEMO 12 HOLD 13 APP PREPARATION VOR/DME 14 APPROACH VOR/DME USE AP/FD 15 LANDING

SECOND FLIGHT

CM1 CM2 PF PM U S

16 T.O. 17 SID 18 RADAR VECTORS – HOLD 19 GEN INOP – ABNORMAL OPERATION DEMONSTRATION 20 APP PREPARATION VOR/DME 21 APPROACH VOR/DME – USE AP/FD 22 GO-AROUND -DEMO 23 HOLD AT POR 24 APP PREPARATION LOCATOR 25 APPROACH LOCATOR RWY USE AP/FD 26 CIRCLING - DEMO 27 LANDING 28 AFTER LANDING 29 PARKING

OBJECTIVES

� In this session, it is assumed that the use of the checklists is well understood by both crewmembers.

� FD/AP will be extensively used during this session to allow both Pilots to be free to direct their attention to the exercises.

� The non-precision approach profile will be introduced and practiced. � GO-AROUND and CIRCLING to LAND procedures will also be practiced. � There will also be an introduction to the Abnormal Operation.

The briefing should include the following subjects: � Non-precision approaches � Go-around � Circling to land � Abnormal Operation


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MC

C F

LIG

HT

SY

LLA

BU

S 3

FIRST FLIGHT

CM1 CM2 PF PM U S

1 QUICK START 2 AFTER START 3 TAXI 4 T.O. RWY 03 5 SID 6 GEN FAILURE ABOVE V1 7 ENGINE FAILURE IN FLIGHT -DEMO 8 HANDLING WITH ONE ENGINE INOP -DEMO 9 ENGINE AIRSTART – SUCCESSFUL -DEMO 10 RADAR VECTORS TO xxx -HOLD 11 APP PREPARATION VOR/DME RWY xx 12 APPROACH VOR/DME RWY xx – USE AP/FD 13 GO-AROUND 14 RADAR VECTORS TO xx -HOLD 15 ENGINE FIRE 16 APP PREPARATION ILS CAT I RWY 21 – SINGLE ENGINE 17 APPROACH ILS CAT I RWY 21 – SINGLE ENGINE – USE AP/FD 18 LANDING

SECOND FLIGHT CM1 CM2 PF PM U S

19 T.O. RWY 03 20 MAINTAIN RWY HEADING, CLIMB TO FL 50 21 ENGINE FAILURE ABOVE V1 -DEMO 22 HANDLING WITH ONE ENGINE INOP 23 ENGINE AIRSTART -SUCCESSFUL 24 RADAR VECTORS TO LAR – HOLD 25 APP PREPARATION LOCATOR RWY 21 / CIRCLING RWY 03 26 APPROACH LOCATOR RWY 21 – USE AP/FD 27 CIRCLING 03 28 GO-AROUND – ENG FAIL 29 RADAR VECTORS TO xx – HOLD 30 APP PREPARATION ILS CAT I RWY 03 – SINGLE ENGINE 31 APPROACH ILS CAT I RWY 03 – SINGLE ENGINE 32 LANDING 33 AFTER LANDING 34 PARKING


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OBJECTIVES

� In this session, both Pilots are expected to start the engines without the assistance from the instructor.

� Pilots are also expected to know how to perform all the correct call-outs during all phases of flight.

� Pilots should also have assimilated the correct procedures to perform a GO-AROUND � During this session the use of the abnormal checklists will be introduced, emphasizing

the need to perform the normal checklists before tackling the abnormal ones. � There will be a demonstration of the engine failure in flight emergency procedure. � This demonstration will be practiced from a cruise setting at 5000’ feet QNH. Emphasis

should be made on the necessity of having irreversible actions confirmed from the other pilot before execution.

� There will also be a demonstration of the engine failure during TO. The Rudder Booster will be introduced and its interaction with the autopilot demonstrated.

� After this exercise is completed, the engine will be restarted in flight. � Emphasis should be made on the separation of the PF and the PM task in an

abnormal/emergency situation. � After the engine is started and stabilized it will be set on fire by the instructor. Notice

that there will be no aural warning associated with the ENG FIRE indication. � Single engines approaches with auto-pilot engaged will be trained. The instructor may

require both pilots to perform the approaches without the assistance of the auto-pilot. The briefing should include the following subjects: � Engine failure below V1 � Engine failure above V1 � Engine Fire � Engine Air start � Single Engine Approaches � Single Engine Go-around


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MC

C F

LIG

HT

SY

LLA

BU

S 4

FIRST FLIGHT

CM1 CM2 PF PM U S

1 QUICK START

2 AFTER START

3 TAXI 4 T.O. RWY 03 5 SID xxx

6 GEN FAILURE BELOW 60 KTS

7 GEN FAILURE ABOVE 60 KTS

8 RADAR VECTORS TO xx – HOLD

9 APP PREPARATION ILS CAT I RWY 03

10 APPROACH ILS CAT I RWY 03 – USE AP/FD

11 LANDING 12 T.O. RWY 21 13 MAINTAIN RWY HEADING, CLIMB TO FL 50

14 ENGINE FAILURE ABOVE V1

15 ENGINE AIRSTART -SUCCESSFUL

16 RADAR VECTORS TO xx -HOLD

17 APP PREPARATION VOR/DME RWY 21

18 APPROACH VOR/DME RWY 21 – USE AP/FD

19 LANDING

20 T.O. RWY 21 21 MAINTAIN RWY HEADING, CLIMB TO FL 50

22 ENGINE FIRE BELOW V1 -RTO DEMO -PASSENGER EVAC

SECOND FLIGHT

CM1 CM2 PF PM U S

23 T.O. RWY 21

24 SID xxx

25 ENGINE FAILURE ABOVE V1

26 ENGINE AIRSTART -UNSUCCESSFUL 27 RADAR VECTORS TO POR -HOLD

28 APP PREPARATION ILS CAT I RWY 21

29 APPROACH ILS CAT I RWY 21 – USE AP/FD

30 LANDING

31 T.O. RWY 03

32 MAINTAIN RWY HEADING, CLIMB TO FL 50

33 ENGINE FAILURE ABOVE V1 34 ENGINE AIRSTART – SUCCESSFUL 35 RADAR VECTORS TO xx – HOLD

36 APP PREPARATION VOR/DME RWY 03

37 APPROACH VOR/DME RWY 03 – USE AP/FD

38 LANDING

39 T.O. RWY 03

40 MAINTAIN RWY HEADING, CLIMB TO FL 50 41 ENGINE FIRE BELOW V1 -RTO -PASSENGER EVAC


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42 AFTER LANDING

43 PARKING

OBJECTIVES

During this session, all the trained procedures introduced in the previous session are expected to be performed with proficiency. The REJECTED T.O. procedure will be introduced. Special emphasis will be given to the necessity to consider well the possibility of a rejected T.O. above 60 KTS. There will be a demonstration of the PASSENGER EVACUATION. Special emphasis will be given to the necessity to advise cabin crew to be at their stations in case of a passenger evacuation being required. The briefing should include the following subjects: � RTO � Passenger Evacuation � Pilot Incapacitation


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MC

C F

LIG

HT

SY

LLA

BU

S 5

FIRST FLIGHT

CM1 CM2 PF PM U S

1 COCKPIT PREPARATION 2 BEFORE START 3 ENGINE START 4 AFTER START 5 TAXI 6 T.O. RWY 21 7 SID xxx 8 ENG FIRE ABOVE V1 9 RADAR VECTORS TO xx – HOLD 10 APP PREPARATION ILS CAT I RWY 03 – SINGLE ENGINE 11 APPROACH ILS CAT I RWY 03 – USE AP/FD – SINGLE ENGINE 12 LANDING 13 T.O. RWY 03 14 SID xxxx 15 GEN FAILURE BELOW V1 16 CLIMB FL210 17 CABIN ALERT – EMERGENCY DESCEND 18 RADAR VECTORS TO xx -HOLD 19 APP PREPARATION VOR/DME RWY 21 20 APPROACH VOR/DME RWY 21 – USE AP/FD 21 GO-AROUND 22 RADAR VECTORS TO xxx -HOLD 23 APP PREPARATION ILS CATI RWY 03 24 APPROACH ILS CAT I RWY 21 – USE AP/FD 25 LANDING

SECOND FLIGHT CM1 CM2 PF PM U S

26 T.O. LPPR RWY 03 27 SID xxx 28 ENGINE FAILURE ABOVE V1 29 ENGINE AIRSTART -SUCCESSFUL 30 CLIMB TO FL 200 31 RADAR VECTORS TO LAR -HOLD 32 APP PREPARATION LOCATOR RWY 03 33 APPROACH LOCATOR RWY 03 – USE AP/FD 34 GO-AROUND 35 HOLD AT xxx 36 APP PREPARATION ILS CAT I RWY 03 37 APPROACH ILS CAT I RWY 03 – USE AP/FD 38 LANDING 39 T.O. LPPT RWY 03 (MAINTAIN RWY HEAD, CLIMB 4000’) 40 RADAR VECTORS TO xxx -HOLD 41 APP PREPARATION ILS CAT I RWY 21 42 APPROACH ILS CAT I RWY 21 – USE AP/FD


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43 LANDING 44 AFTER LANDING

45 PARKING

OBJECTIVES

� During this session, all the trained procedures introduced in the previous sessions are expected to be performed with proficiency.

� There will be an introduction to the EMERGENCY DESCEND procedure. � Special emphasis will be given to the problems of the loss of conscience due to oxygen

deprivation to the brain. � At the end of this session, the instructor will issue a PASS (APTO) or NOT PASSED

(NÃOAPTO) classification regarding each pilot. The briefing should include the following subjects: � Emergency descent


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Version 1.0 MCC:

TAKE OFF CARD

DATE: APT: FLT. NR:

TOW Flaps 40 Power

12500lbs

V1 85

ATIS: Vr 94 MTOW: lbs

WIND: V2 106 ELV. TRIM: deg

VIS: Vyse 121 ACCEL. ALT: ft

CLD: Vy 125 APT ELEV: ft

TEMP:

QNH:

RWY: RMKS:

Version 1.0 MCC:

LANDING CARD

DATE: APT: FLT. NR:

LW

ATIS: lbs MDA /DA DH ft

WIND: Vyse 121 APT ELEV ft

VIS: Vref 111

CLD: Vapp 116

G/A POWER

TEMP: oC

QNH: mb

RWY: RMKS:


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4 Procedures 4.1 Normal Procedures Normal Procedures are used by the trained flight crew to ensure the airplane condition is acceptable for flight and to operate the airplane and its system properly for each phase of flight. These procedures assume that all systems are operating normally and that automated features are fully utilized. The procedures are written for the first flight of the day or a crew change. Before engine start, individual system lights are used to verify system status. After engine start, the system annunciator lights are used as primary means to alert the crew to a non-normal system condition. During accomplishment of procedures, it is the crew member responsibility to assure proper system response. If an improper indication noted, first verify that the system controls are properly positioned . Then, if necessary, check the appropriate circuit breaker(s) and related system test light(s). For ground operation, flight crew member's duties are organized in accordance with an area-of responsibility concept. A normal scan flow is encouraged; however, certain items may be handled in the most logical sequence for existing condition . Actions outside the crewmembers area of responsibility are initiated by the captain (CM1). Co-ordination with ground crew, if required, establishing hydraulic power and starting engines are initiated by the captain. All of the in-flight procedures in this chapter assume CM2 as PF. If the CM1 is PF, the responsibilities are reversed. The CM1 however, retains final authority for all actions directed and performed. 4.1.1 Work distribution and sequence on ground

Performed BY ITEM Command Initiated By Phase

CM2 Cockpit Safety Inspection

Pre-flight Procedure

CM1

Pre

-flig

ht

Pro

cedure

s

BOTH Cockpit

Preparation Cockpit Crew

Check CM1

CM2 ATIS

BOTH Nav &

Instrument Setup

Instrument Check

PF

PF Departure and Emergency Briefings

Departure Briefing

CM1

CM2 Before Start Procedures

Before Start Procedures

CM1

Befo

re S

tart

Pro

cedure

CM2 Start-Up Clearance

Request Start-Up & Clearance

CM1

CM2 Before Start Check List

Before Start Check List

CM1

CM2 After Start Procedures

After Start Procedures

CM1

Befo

re T

axi

CM2 After Start Check List

After Start Check List

CM1

CM2 Before Taxi Procedures

Before Taxi Procedures

CM1

CM2 Taxi Check List Taxi Check List CM1 CM2 Taxi Clearance Request Taxi CM1

CM2 Before T/O Down to the

Line

T/O Check List Down to the

Line CM1

Befo

re T

/O

CM2 Before T/O

Below the Line T/O Check List Below the line

CM1


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4.1.2 Cockpit Preparation

The sequence of events leading to the aircraft being ready for departure is as follows:


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As soon as both pilots take their places CM1 will request the PRELIMINARY COCKPIT PREPARATION PROCEDURES. This checklist prepares the cockpit to be energized

PRELIMINARY COCKPIT PREPARATION PROCEDURES

SEATS ADJUSTED BOTH Adjust your seats so as to reach the rudder pedals and

flight controls in a comfortable manner

L & R STAND-BY PUMPS OFF CM1 Check that both Left and Right STBY Fuel Pumps switches

are OFF

AUX TRANSFER PUMPS AUTO CM1 Make sure that the Auxiliary Tank Pumps switches are in

the AUTO position

CROSSFEED OFF CM1 Check that the Crossfeed is in the OFF position

PARKING BRAKES AS REQUIRED CM1 When parked, always set Parking Brakes to ON by pulling

the parking brake lever out. If the brakes are hot from a

previous landing, leave the Parking Bakes OFF but be

sure to check that the wheels are choked

IGNITION AND START SWITCHES OFF CM1

Since these switches are not spring loaded to the OFF

position, make sure they are set to off before turning the

battery switch to ON

GENERATORS OFF CM1 Check that both generators are in the OFF position

MICROPHONE SWITCHES NORMAL BOTH Setting the Microphone switches to NORMAL assures that

you can use the headset microphone for communications.

Otherwise the Oxygen mask microphone would be used

AVIONICS MASTER PWR OFF CM1 Check the Avionics Master Power switch is set to OFF

INVERTER OFF CM1 Check the Inverter switch is set to OFF

L & R ENG AUTO IGNITION OFF CM1 The auto ignition system will energize the igniters as soon

as engine torque is bellow 400 foot-pounds (below green

arc). Unnecessary activation of the igniters will reduce its

life

L & R ICE VANE RETRACT CM1 Make sure both switches are in the RETRACT position

AUTOFEATHER OFF CM1 Check that the Auto Feather switch is in the OFF position

LIGHT PANEL ALL OFF CM1 Check that all light are set to OFF

ICE PROT PANEL ALL OFF CM1 Check that the Wing Anti-Ice switches are set to OFF

LANDING GEAR LEVER DOWN CM1 Check that the Landing Gear Lever is down and secured

and the 3 green lights are on

BEACON OFF CM1 Check that the Beacon switch is set to OFF

STROBE OFF CM1 Check that the Strobe Lights switches is set to OFF

TAIL FLOOD OFF CM1 Check that the Tail Flood switch is set to OFF

PITCH TRIM ZERO CM1 Set Elevator Pitch Trim wheel to zero manually

THRUST LEVERS IDLE CM1 Set the THRUST LEVERS to the full aft idle position.

Caution: Make sure that they are not in the REVERSE

position

PROPELLER LEVERS FEATHER CM1 Set the PROPELLER LEVERS to the full aft FEATHER

position.

CONDITION LEVERS CUT-OFF CM1 Set the CONDITION LEVERS to the full aft CUTOFF

FRICTION KNOB SET CM1 Adjust quadrant friction knob

FLAP LEVER UP CM1 Check that the flap lever is in the UP position

CABIN LIGHTS ALL OFF CM2 Set the Cabin Lights switches to the OFF position

VENT BLOWER AUTO CM2 Set the Vent Blower switch to the AUTO position

CABIN TEMP SET CM2 Set Cabin Temp to the 9 o’clock position

CABIN TEMP MODE AUTO CM2 Set Cabin Temp Mode to AUTO

BLEED AIR VALVE ENVIR OFF CM2 Set the Environment Bleed Air Valve to OFF (middle

position)

AFT BLOWER OFF CM2 Set the Aft Blower switch to the OFF position

RADIANT HEAT OFF CM2 Set the Radiant Heat switch to the OFF position

EFIS CONTROL PANEL ALL OFF CM1 Check that the EFIS Control Panel BEARING and COURSE

switches are OFF

CABIN PRESSURE DUMP SWITCH

PRESS CM1 Set the Cabin Pressure Dump Switch to PRESS

RUDDER BOOST OFF CM1 Set Rudder Boost switch to the OFF position

ELEVATOR TRIM OFF CM1 Check that the Elevator Trim switch on the pedestal is

OFF

PRESSURIZATION PANEL SET CM1 Set cabin altitude to SL and cabin rate to maximum

CIRCUIT BREAKERS (LEFT/RIGHT)

CHECKED BOTH Check that all CB are in. If not, check the reason why

before pushing it back in. WARNING: Make sure that

maintenance personal did not pull it out on purpose


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Now that all switches are set to the correct position, you can energize the aircraft COCKPIT PREPARATION PROCEDURES

BATTERY ON CM1 Set the BATT switch to ON

AVIONICS MASTER POWER ON CM1 Setting the Avionics Master Power switch to ON allows

all avionics to be energized and prepared for departure

INVERTER 1 OR 2 CM1 Use inverter 1 on odd days and inverter 2 on even days.

Check that Red INVERTER LIGHT on the WARNING

ANNUNCIATOR PANEL goes off after inverter ON

COCKPIT LIGHTS (OVHD PANEL MASTER SWITCH)

ON CM1 Set cockpit and instruments lights to the required level

NAV LIGHT ON CM1 Set the NAV Light switch to ON

FUEL FIREWALL VALVES OPEN CM1 Open the red guards and make sure both switches are in

the ON position. Close the guards.

L & R STAND-BY PUMPS ON CM1 Check that both Left and Right Fuel Press and NO

TRANSFER annunciator lights (WARNING PANEL) are off

L & R STAND-BY PUMPS OFF CM1 Check that both Left and Right Fuel Press and NO

TRANSFER annunciator lights (WARNING PANEL) are on

again

FUEL QUANTITY AND BALANCE CHECK CM1 Check that the fuel quantity is the required for the

present flight and that the tanks are not unbalanced.

Press the AUXILIARY FUEL QUANTITY SWITCH to check

the auxiliary fuel tank

CABIN LIGHTS NO SMOKE & FSB CM2

Set the CABIN LIGHTS switch to bright or dim and to the

NO SMOKE & FSB position, unless the airplane is being

refueled

FIRE DETECTION AND EXTINGUISHER TEST SWITCH

TESTED CM2

Perform the following test: 1. Rotate the TEST SWITCH

to each of 1 -2 -3 positions and check the L ENG FIRE –

PUSH TO EXT and R ENG FIRE – PUSH TO EXT light up

on the glareshield panel. 2. Continue to the LEFT and

RIGHT EXT position and check that amber D light and

the green OK light on each FIRE EXT push button, one

at a time, on the glareshield light up. Then set if to OFF

again

OXYGEN PRESSURE CHECKED CM2 Check that the oxygen pressure is at 1900 PSI

FLIGHT INSTRUMENTS CHECK BOTH Check that all instruments show normal readings for

present situation. Perform the check in the following

order: AIRSPEED, RMI, SLIP&TURN, ND/HSI,

PFD/ARTIFICIAL HORIZON, ALTIMETER, V/S

PROP SYNC OFF CM1 Set the Propeller Auto-Synchronizer to off

L/G HANDLE LIGHT TESTED CM1 Check that both red lights inside the LG handle light up

ENGINE INSTRUMENTS CHECKED CM1 Check from bottom to top that all engine instrument

readings are symmetric

ANNUNCIATORS LIGHTS TESTED CM1

Press and hold the PRESS TO TEST ANNUNCIATOR push

button next to the WARNING PANEL. Check all light

illuminate. Check that MASTER CAUTION and MASTER

WARNINIG LIGHTS flash and press them to cancel.

Release the Push button and check that only the

following lights remain illuminated: L/R FUEL PRESSURE,

L/R OIL PRESSURE, L/R DC GEN, RVS NOT READY, ELEC

TRIM OFF L/R BL AIR OFF, EXT POWER (if on)

FD/AP SWITCH SET FOR PF CM1 Set the switch for the PF to allow him/her to make the

necessary changes in his/her EFIS or HIS Controls.

HSI NAV1/NAV2 CM2 Set the F/O HSI selector for the appropriate NAV

ALT ALERT SET FOR DEPARTURE

CM1 Set altitude alert to the first altitude constraint on the

SID

AUDIO PANEL SET CM1 Set COM 1 and 2 to ON on the receivers buttons and

COM 1 on the transmitter selector

FMA & FD/AP MODE SELECTOR TESTED CM1 The test will light up all mode annunciator lights and

sound an aural sound. It finishes in GA mode. Press TEST a second time to get out of GA mode

RADIO STACK SET FOR DEPARTURE

CM1 Turn all radios and NAV equipments to on. Prepare all

NAV aids for the expected departure procedure

RUDDER & AILERON TRIM ZERO CM1 Set both Rudder and Aileron Trim wheels to zero

EFIS CONTROL PANEL SET CM1 Set the EFIS control panel as required for departure

AUTO PILOT CHECKED CM1 Perform the AP check as explained next

Cockpit Crew Check List


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4.1.3 AUTO PILOT CHECK:

1. Press the HDG mode on the AP/FD mode selector panel and push the HDG bug selector to synchronize the bug with the present heading. 2. Push the AP push-button on the AP control panel and check that the AP green light illuminates on the FMA. The yoke should be centered. 3. Turn the heading bug 45 degrees to the left. The yoke should turn to the full left position. Do the same to the right. 4. Turn the heading bug to the present heading until the yoke centers. With the yoke centered, the HDG bug must equal to the present heading +- 5º. 5. Disconnect the AP with the red button on the yoke. 6. Turn off the FD. 7. Both pilots set the runway heading on their bug selectors. ATIS information and ATC Clearance should be obtained and NAV systems reset to account for the departure clearance just received if it differs from the one briefed earlier. While the clearance is being received, it is very important for both Pilots to listen to it. The pilot who will perform the PF duties will now give the DEPARTURE BRIEFING. 4.1.4 Departure Briefing

The T.O. BRIEFING will put both pilots in a common mind-frame regarding the necessary procedures to be accomplished during the initial phase of the flight. This phase is very critical and therefore it’s essential that both Pilots know exactly what the planned action is, especially in case of an emergency. This briefing will be performed by the PF and will cover at least these points:

DEPARTURE BRIEFING

STATUS TAKEOFF DEPARTURE RWY_ STATE / WIND TO CONF TAXI OUT NOTAMS TRH RED / ACC ALT SID / MSA / INIT ALT / TA ANTI-ICE/IGNITION EMERG BRIEF: SID & ROUTE CHECK -STOP/GO RAD NAV

-MIN ALT FOR CHECKLIST LOST COMM EXECUTION

EOSID/MAA

TOFF ALTERNATE


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The DEPARTURE BRIEFING is initiated by the PF. It is a description of the flight path with emphasis on anticipated track and altitude restrictions. It assumes normal operation procedures will be used. Additional briefing may be required when any elements of the takeoff and departure are different from those routinely used. These may include weather, adverse runway conditions, unique noise abatement requirements, dispatch using MEL-List or any other situation where it is necessary to review or define crew responsibilities. During the departure briefing both pilots acknowledge all radio settings, limitations and all published routings.

4.1.5 Take off & Emergency Briefing

The TAKEOFF BRIEFING is initiated by the PF. It is a summary of the selected T/O configuration and a description of all actions to be taken in case of system failures during and after T/O, which require "Immediate crew, concerning the reasons below to reject T/O, � Engine Failure/Fire � Crew incapacitation � Airplane unable-unsafe to Fly or other, flight-safety impairing items: � Unusual slow acceleration

Step PF(CM2) PM (CM1)

1 LGAV, SID page 10-3J date 20

Aug 10. Transition Alt 9000 "Checked"

2 MSA 7000 Based on SPA VOR "Checked"

3 SID SOREV 1E RWY 03R "Checked"

4 Climb on SAT R-047 set on NAV

1 "Checked"

5 at 3000' or D10 SAT whichever

is earlier, turn RIGHT to KEA, "Checked"

6 KEA R-164 SET NAV 2 "Checked"

7 to SOREV, join airway A10 "Checked"

8 These SIDs require a minimum

climb gradient SOREV 1E 407'

per NM (6.7%) up to 3000' for

Speed 150 1018 Ft/min

"Checked"

Departure Briefing Completed


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The following take-off briefing should be understood as a guideline only.

CM1 CM2

"During Take- off run we'll monitor the engine

instruments. In case we have to abort the T/O"

I will abort the T/O by calling "STOP”

My actions are": Power lever IDLE

Apply BRAKES

(operating Engine) max REVERSE

Before reaching 40 kts I will stow the Reverse

'Thereafter my actions":

Monitor your actions

Announce 60 kts

Select FLAPS FULL DOWN

Inform ATC

ENG COND LEVER CUT OFF

Push the fire warning SW's if necessary

When the A/C comes to a full stop, I decide for

PAX evacuation or Normal Operation

"My actions are":

� Set PARKING BRAKE

� "ATT CREW AT STATIONS"

� Recheck FLAPS DOWN

� Initiate EVAC if necessary

� ("Passenger Evacuation" 2x)

� Push the fire warning SW's if necessary

(if CM2 is PF)

In case of any malfunction at or beyond V1. no

action below 400ft,when positive climb gear

� At 400 ft : "Identify" You inform me what

has happened

� After my confirmation I announce "take

action" (if necessary)

� At acceleration altitude or memory item

completed

� Speed Blue Line and clean up

� We climb to _______ft (MSA or Higher)

and perform QRH and after T/O check list

NOTE: acceleration altitude ---> 1500ft +airport elevation as CM2 in our case is always PF we perform that simplified emergency briefing only!


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4.1.6 TAKEOFF DATA CALCULATION

As soon as the load sheet arrives, CM2 calculates TO performance and prepares a TO DATA CARD. CM1 will crosscheck the calculations to be ascertained that they are correct TO DATA CARD (EXAMPLE): When ready, CM1 requests the BEFORE START CHECKLIST DOWN TO THE LINE 4.1.7 Engine Start

On CM1 command CM2 requests t he clearance by ATC. "GLOBAL001 request start up" Both CM shall list en carefully, when getting the clearance and must verify that the route and departure route corresponds to the actual instrument setup.

BEFORE START PROCEDURES

COCKPIT PREPARATION COMPLETED BOTH All initial cockpit preparation, TO data calculations,

loadsheet, etc. should be completed before responding to

this item

GEAR PINS AND COVERS REMOVED CM1 Check if the landing gear pins, pitot and engine covers

are removed

SIGNS ON CM1 If the signs were OFF for refueling, set them back to ON

NAV SYSTEMS SET FOR DEPARTURE

BOTH Check that all NAV systems are properly set for departure

FUEL QTY _____LBS CM1 State the actual quantity and compare it to the required

for the intended flight

TO DATA CARD COMPLETED BOTH Check that TO DATA CARD was completed taking into

consideration the latest ATIS

BARO REF _____ SET BOTH Confirm QNH on all altimeters

WINDOWS/DOORS CLOSED CM1 Check that all windows and doors are closed and CABIN

DOOR light is not lit

BEACON ON CM1 Set the BEACON to ON

THR LEVERS IDLE CM1 Check that THRUST LEVERS are in the IDLE position

PARKING BRAKE SET CM1 If the brakes were off to allow for cooling, set them back

to on now

DC Volt/Loadmeter (GPU Volts)

CHECKED CM1 Check that the Voltage of the GPU is at 28-28.5V. If not,

or if not available, perform a Battery Start

BEFORE START CHECK LIST Start engine 2 first. Use the Engine Start Procedures

described next

CM1 checks with cabin crew if cabin is ready and order all doors to be closed. CM1 checks with ground crew if area is clear and order external power connection. At CM1 discretion, CM2 requests START UP CLEARANCE from ATC. All clearances should be received by both pilots

STANDARD CALLOUTS AND TASK SHARING WITH CABIN CREW PRIOR TO REQUEST START-UP CLEARENCE

CM1 CABIN CREW PURSER, THIS IS COCKPIT.

COCKPIT, THIS IS PURSER. GO AHEAD.

CLOSE ALL DOORS

ALL DOORS ARE CLOSED AND CABIN IS READY

Set the communication selector to EXT on the ACP (Audio Control Panel).


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STANDARD CALLOUTS AND TASK SHARING WITH GROUND CREW PRIOR TO REQUEST START-UP CLEARENCE

CM1 GROUND CREW GROUND, THIS IS COCKPIT.

COCKPIT, THIS IS GROUND. GO AHEAD.

CONFIRM ALL CARGO DOORS ARE CLOSED AND THE AREA IS CLEAR FOR ENGINES START.

ALL DOORS ARE CLOSED AND AREA IS

CLEAR FOR ENGINES START STAND-BY

STANDING-BY

CM1 now directs CM2 to request start-up clearance from ATC. Don’t forget to set the communication selector back to COM1. After the clearance is received, CM1 requests BEFORE STARTCHECKLIST COCKPIT TO GROUND COMMUNICATION DURING ENGINES START

CM1 establishes communications with ground crew to prepare for start-up.

WARNING: The use of standard phraseology is paramount to avoid accidents

Communication from cockpit to ground crew must be clear and restricted to the minimum. Standard phraseology should be used at all times. This communication is done by CM1. Set the communication selector to EXT on the ACP (Audio Control Panel).

ENGINE START STANDARD CALLOUTS AND TASK SHARING CM1 GROUND CREW

“GROUND, COCKPIT”

“COCKPIT, THIS IS GROUND. GO AHEAD”

“STARTING SEQUENCE ENG 2 THEN 1! STARTING ENG 2 NOW!”

“NUMBER 2 IS CLEAR”

CM1 STARTS ENGINE NUMBER 2 (3.9) “STARTING ENGINE NUMBER 1”

“NUMBER 1 IS CLEAR”

CM1 STARTS ENGINE NUMBER 1 (3.9) CLEAR TO DISCONNECT, HAND SIGNAL LEFT/RIGHT

ALL EQUIPEMENT DISCONNECT, SIGNAL ON

THE LEFT/RIGHT. GOODBYE.


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4.1.8 ENGINE START-UP PROCEDURE

ENGINE START-UP PROCEDURE AND TASK SHARING

CM1 CM2 SET IGNITION AND ENGINE START SWITCH TO ON

WHEN IGNITION GREEN LIGHT COMES ON: “IGNITION ON!”

“N1!”

WHEN FUEL PRESS LIGHT OFF: “FUEL PRESSURE!”

WHEN N1 AT 15%: SET CONDITION LEVER TO LOW IDLE “FUEL ON!”

AT FUEL FLOW RISE: “FUEL FLOW!”

START TIME – ITT SHOULD RISE WITHIN 10 SECONDS.

AT ITT RISE: “ITT!” NOTE: MAXIMUM ITT DURING STARTUP IS 1000ºC

WHEN RPM INCREASES: “RPM!”

WHEN OIL PRESSURE LIGHT OFF: “OIL PRESSURE!”

WHEN N1 AT 50%: SET THE IGNITION AND ENGINE START SWITCH TO OFF

WHEN IGNITION GREEN LIGHT GOES OFF: “IGNITION OFF!”

AFTER ENGINE STABILIZATION: “STABILIZED!”

REPEAT THE PROCEDURE WITH ENG 1 AFTER BOTH ENGINES START: “ALL PARAMETERS CORRECT!”

After both engines are started, CM1 requests ground crew to disconnect external electrical power and to give an OK sign if all is clear for taxi. After the engines are started and the ground crew and ground equipment is clear from the aircraft, CM1 requests the AFTER START CHECKLIST. WARNING: Only request the after start checklist after the ground crew has cleared

the aircraft and given the OK sign.

Engine Idle Values

ITEM VALUE PT6A-42 N1 RPM 56% ITT 500oC

FUEL FLOW 160 lbs/hrs


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4.1.9 AFTER START PROCEDURES

AFTER START CHECKLIST

GROUND CREW CLEARANCE

OBTAINED CM1 Wait for the ground crew to give an OK sign before

continuing with the checklist

PROPELLER LEVERS FULL FORWARD CM1 Advance both PROPELLER LEVERS to the full forward

position

L & R GEN RESET/ON CM1 Connect one generator at a time. Hold the generator switch

in the RESET position for at least 1 second. Check L & R DC

GEN annunciator lights goes off

FD HDG PUSH set 12º UP set RWY HDG

CM1 Push the HDG on the FD/AP mode selector panel. Check

that the green HDG label comes on. Set the FD to 12º pitch

up using the VS control. Set RWY heading on the HDG bug.

ANTI-ICE AS REQUIRED CM1 Set A-Ice to on if temperature is below +8ºC and there is

visible moisture

PITOT HEAT ON CM1 Turn Pitot Heat switches to on

STALL WARNING ON AND TESTED CM1 Turn the Stall warning heating switch to on and perform the

stall warning test. The stall warning sound will come up.

L & R BLEED VALVES OPEN CM2 Check that both L/R BL AIR OFF lights are extinguished

AFT BLOWER ON CM2 Set the Aft Blower switch to the on position

RADIANT HEAT ON CM2 Set the Radiant Heat switch to the on position

FLAPS T.O./APPROACH CM2 Set the Flap Lever to TO/APPROACH position

PNEUMATIC PRESSURE CHECKED CM2 Check the Pneumatic Pressure indicator in the Green Arc

RUDDER BOOST ON CM2 Set the Rudder Boost switch to on

ELEVATOR TRIM ON /CHECKED BOTH Set Electric Trim switch to on. CM1 checks trim forward and

backward to zero. CM2 does the same and sets the trim to

2,5 units UP

AFTER START and TAXIING Check List

The CM1 must receive the clear signal from ground crew before commencing the taxi. CM1 now directs CM2 to request TAXI clearance. When the TAXI clearance is received, CM1 requests the TAXI CHECKLIST.

TAXI CHECKLIST

TAXI LIGHT ON CM1 Turn on the Taxi Light

PARKING BRAKES RELEASED CM1 Set Parking Brakes to

OFF

BRAKES CHECKED CM1 Test brakes for

efficiency.

Both CM verify that taxi area is free of obstructions and traffic. CM1l announces:" LEFT SIDE CLEAR" and CM2: "RIGHT SIDE CLEAR" after positive verification. TAXI LIGHT CM1 switch on taxi light. PARKING BRAKE CM1 release parking brake and smoothly increase power to minimum required(about 40% N1) for the airplane to roll forward then reduce to lower power as Required. BRAKES The CM1applies brake smoothly and verify proper operation. TAXI Nose wheel (by use of brakes) and rudder pedal steering are used for manoeuvring the airplane. FLIGHT INSTRUMENTS Both CM will check compasses and turn coordinator for proper turning indication.


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FLAPS CM1 command: "FLAPS 40%" and CM2 set flaps to assigned take-off flap setting. FLAP EXT flap position indicator shows commanded flap position. Both CM must confirm that the selected is the same as calculated with. FLIGHT CONTROLS CM1 asks "READY FOR FLIGHT CONTROLS" and after CM2 stated "READY" the CM1 checks aileron and elevator free movement through full travel movement. CABIN REPORT CM1 shall receive the "CABIN CLEAR" report from the cabin manager.

TAXI STANDARD CALLS AND TASK-SHARING EVENT CM1 CM2

During Taxi BEFORE TAKE-OFF C/L TO THE LINE

BEFORE TAKE-OFF

CHECKLIST TO THE LINE When cleared to line up BELOW THE LINE

BEFORE TAKE-OFF C/L COMPLETE

CM1 now requests the BEFORE T.O. CHECKLIST. 4.1.10 BEFORE T.O. CHECKLIST The BEFORE T.O. procedures and checklist may be done while taxiing to the holding point. However, only the three first items are performed, down to the black line. When ATC gives the line-up clearance, CM1 requests the checklist to be continued below the line. The items below the line should be done, if possible, with the aircraft stopped.

BEFORE TAKE OFF PROCEDURES FLIGHT CONTROLS CHECKED CM2 Check for full deflection and freedom of movement

FLIGHT INSTRUMENTS CHECKED BOTH Check flight instruments for flags

BRIEFING CONFIRMED PF Make a final revision of the SID and T.O. conditions

CONDITION LEVERS HIGH IDLE CM1 Slowly advance the CONDITION LEVER to full forward

L & R AUTO IGNITION ARMED CM1 Set the Auto Ignition Switch of both engines to the ARM

position.

AUTO FEATHER ARMED CM1 Set Auto Feather switch to the ARM position

LANDING LIGHTS ON CM2 Set both Landing Lights to ON

STROBE LIGHTS ON CM2 Set the Strobe Lights to ON prior to entering a runway

TRANSPONDER ON CM2 Set the Transponder to ON

WARNING LIGHTS ALL OFF CM2 Check that all Warning lights are extinguished

BEFORE TAKE OFF CHECK LIST


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4.1.11 Normal Takeoff Procedure

TAKE-OFF STANDARD CALLS AND TASK SHARING

EVENT/ACTION PM(CM1) PF (CM2)

PF advances the THRUST LEVERS half way to

allow engines spool-up and announces….

“TAKE-OFF!”

When T.O. Torque and RPM stabilizes “STABILIZED!”

PF advances the THRUST LEVERS to a

vertical position and removes his/her hand

saying

PM Adjust T.O. THRUST to 2000RPM and

2200 LBS/FT Torque

“THRUST SET!”

“SET T.O. THRUST!”

“CHECKED!”

At 60kts “60 KTS!” “CHECKED!”

At 85kts

CM1 removes hands from THRUST LEVER

“V1”

AT 96KTS

PF rotates to 12º with a rate of 3 deg/sec

“ROTATE!”

At positive rate of climb on Baro Alt and V/S

PM set gear up, switch all Lights off

and set Prop Sync to ON

“POSITIVE CLIMB!”

“GEAR IS COMING UP!”

“GEAR IS UP”

“GEAR UP!”

At 500ft AGL Minimum

PM Sets Rudder Booster to OFF and push AP

“AP ENGAGED!”

“ENGAGE AP!”

“CHECKED!”

PF at THRUST reduction ALT (1500’ AAL

minimum)

PM Sets CLIMB THRUST (TQ 2200, RPM

1800)

“CLIMB THRUST SET!”

“SET CLIMB THRUST!”

“CHECKED!”

AT 3000’ AAL

When passing 140kts

“ACCELARATION”

“SPEED CHECK, FLAPS

UP!”

“FLAPS UP!”

At Transition Altitude or as soon as ATC gives

a clearance to climb to a FL

STANDARD CROSS-

CHECKED, PASSING

_____ FT”

“AFTER T.O. CHECKLIST

COMPLETED!”

“ STANDARD AFTER T/O

CHECKLIST!”


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T.O. TECHNIQUE

When VR is reached at 96kts, PF pulls the control wheel to obtain a 3º/second rotation up to 12º target attitude. That’s about 4 seconds. This attitude will allow the aircraft to lift-off avoiding a tail-strike and to accelerate to the optimum single-engine climb speed of 120kts. This speed will be maintained during initial climb so that in case of an engine failure the aircraft is already at its optimum single engine climb speed. When reaching 1500ft AAL, the THRUST is reduced to CLIMB THRUST of 2200 LBS/FT TQ and1800RPM. This THRUST reduction may be done by the PF if the AP is engaged, or he/she may request PM to set the CLIMB THRUST for him/her if he/she is too busy with other tasks. But in this case he/she must make a small reduction on the THRUST LEVERS of about 100 FT/LBS (to avoid overboosting the engines at PROP reduction).When reaching 3000’ AAL, the airspeed is increased to the clean climb speed of 160kts, and the flaps retracted to the UP position at 140kts. INITIAL CLIMB OUT With all engines operating, maintain V2+15 and take-off flaps to the flap retraction altitude. FLAP RETRACTION At flap retraction altitude, decrease pitch attitude to maintain approximately1000 fpm. climb (10 pitch up) accelerate and retract flaps on the TAKE-OFF FLAP RETRACTION SCHEDULE. There is no restriction on retracting flaps while turning at these speeds. The PM operates the flaps, must check speed, observe the flap position indicator and monitor the movement. PF should include the flap indication in his instrument scan to assure proper speed and control during flap retraction. CLIMB SPEED After flap retraction accelerate to cruise climb speed. Adjust pitch angle for steady climb during climb on(1000 fpm). Cruise Climb: • Sea Level to 10.000ft 160 Knots • 10.000ft to 20.000ft 140 Knots • 20.000ft to 25.000ft 130 Knots • 25.000ft to 30.000ft 120 Knots TURBULENT AIR ENROUTECLIMB In turbulent air it is recommended to maintaining 170 kts. NORMAL TAKE-OFF PROFILE


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4.1.12 After Takeoff Checklist PF calls for :" AFTER TAKEOFF CHECKLIST", the PM performs after T/O set-up and read the checklist silent except item "Altimeters "which has to confirmed by both CM.

AFTER TAKE OFF PROCEDURES (Silent) LDG GEAR UP PM Check the Landing Gear handle is up and check all light

off

TAXI & LANDING OFF PM Check the Landing Lights and Taxi Lights are all off

LIGHTS PROP SYNC ON PM Check the Prop Auto-Synchronizer switch is on

YAW DAMPER ON PM If the AP is not engaged immediately after T.O., set the

Yaw Damper to on.

FLAPS UP PM Check on the flap position indicator that the flaps are

retracted to full up position

CLIMB THRUST SET PF Check 2200LBS/FT of Torque and 1800RPM on the

propellers

AUTOFEATHER OFF CM1 Autofeather is used only to assist the pilot in case of

engine failure at low speeds.

BARO REF _____ SET BOTH Check all altimeter are set to 1013

SIGNS OFF PM Set the Fasten Seatbelt sign to OFF only after passing

FL100 climbing

AFTER TAKE OFF CHECK LIST (Silent) PM state's "AFTER TAKEOFF CHECKLIST COMPLETED". 4.1.13 Climb Procedure INITIAL CLIMB OUT With al l engines operating, maintain V2+15 and take-off flaps to the flap retraction altitude. TURN AFTER TAKEOFF Obstruction clearance, noise abatement or departure procedures may require an immediate turn after take-off. Initiate the turn at the appropriate altitude and maintain VYSE (Blue Line Speeds) with takeoff flaps . After completion of the turn or at or above the flaps retraction altitude, retracting flaps on the flap speed schedule while continue acceleration . FLAP RETRACTION At flap retraction altitude, decrease pitch attitude to maintain approximately 1000fpm. climb (10 pitch up), accelerate and retract flaps on the TAKEOFF FLAPRETRACTION SCHEDULE. There is no restriction on retracting flaps while turning a these speeds. The PM operates the flaps, must check speed, observe the flap position indicator and monitor the movement. The PF should include the flap indication in his instrument scan to assure proper speed and control during flap retraction . CLIMB SPEED After flap retraction accelerate to cruise climb speed . Adjust pitch angle for steady climb during climb acceleration (1000 fpm.). TURBULENT AIR ENROUTE CLIMB In turbulent air it is recommended to maintaining 200 kts below FL 150 and 210 kts respectively above FL 150. 4.1.14 Levelling Off The AP doesn’t have an ALTITUDE CAPTURE feature. The ALTITUDE SELECTOR is only used to provide an aural warning 1000’ prior to reaching the selected altitude and again when reaching the selected altitude. So, when using the AP it is necessary to use the ALT function to capture the required altitude. The problem is that the AP will always overshoot the altitude at the time the ALT button is pushed by exactly10% of the climb (or descent) rate. The trick to capture the required altitude is to push the ALT button to engage the ALT mode at an altitude equal to about 10% the present rate of climb before reaching the required altitude. In this way, the level off will be at the required altitude. But if nothing is done after this, the AP will then direct the aircraft to descend (or climb) to the altitude at the time the ALT button was pushed, which the system memorizes. To avoid this, the PF just has to recycle the ALT mode to memorize the correct altitude as soon as the altimeter pointer stops.


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Example: ATC clears to climb from 3000’ to 5000’. If the rate of climb was, for example, 2000’/min, when passing 4800’ PF pushes the ALT button. The altimeter continues climbing up to 5000’. If nothing was done, the AP would now start a descend to 4800’. To avoid this, when the pointer reaches 5000’,PF will recycle the ALT mode by pushing the ALT button twice. Be advised: if you push the second time too soon, the ALT mode will not be engaged. Always look at the green ALT legend on the mode control panel to be sure that the ALT mode is engaged. When reaching an altitude, let the aircraft accelerate up to 220 Kts and then set the CRUISE THRUST of 2200 LBS/FT / 1700 RPM. This power setting will allow the aircraft to maintain 235 Kts, the cruising speed. When reaching the final cruise altitude, PF sets the CRUISE THRUST and requests the CRUISECHECKLIST.

CRUISE THRUST SET BOTH Check that cruise power of 2200 FT/LBS /

1700 RPM is set

FUEL (QUANTITY AND BALANCE) CHECK BOTH Check

ENGINE INSTRUMENTS CHECK BOTH Check all parameters of the engines

instruments

PRESSURISATION MONITOR BOTH Check on the pressurization instruments for

normal operation

NAVIGATION MONITOR BOTH Monitor the RADNAV used for navigation

If a step climb is required after level off, perform the following action in this order:

1. Set the cleared altitude on the ALT SELECTOR; 2. Choose a climb mode. For climbs of 1000’ or less, use V/S. For more than 1000’ use

CLIMB mode. CLIMB mode will be done at 160 Kts by the AP; 3. Set CLIMB THRUST of 1800 RPM / 2200 LBS/FT (first set the RPM and then the

TORQUE); 4. Set the Altimeter setting as required according to the cleared altitude or FL.


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4.1.15 Descent procedure When you are about 30 min prior to the descent point, prepare the instrument approach for landing. Start by receiving the ATIS or request ATC to give you landing data. Then complete the LANDINGDATA CARD (one will be provided to you by your instructor at this time). Set all RADNAV for the approach.LANDING DATA CARD (EXAMPLE)

Perform the Arrival Briefing

ARRIVAL BRIEFING STATUS APPROACH LANDING

RWY_ STATE / WIND TOP OF DESCENT LAND CONF NOTAMS STAR/MSA/TL/IAF/MINIMUMS REV ANTI-ICE / IGNITION STAR / APP & GA CHECK RWY EXIT/TAXI IN RAD NAV ALT RTE/FUEL

G/A PROCEDURE LOST COMM

Descent preparation

The Top of decent (TOD) should be calculated by the pilots . Calculate the distance to the OFF Level Point as follows : Check the time to the destination, check the distance between the present Altitude or Level and thereafter calculate the Rate of Decent. For example: Present FL 100, FAF 3000 ft, Distance to the Airport 10 min. Descent distance 10000ft - 3000ft = 7000ft : 10 min= approx. 700ft/min Rate . The early lowering of landing gear results in additional increase of rate of descent. The flaps are not to be used to increase the descent rate or drag. High sink rates during the approach should be avoided .To optimize crew efficiency and to minimize cockpit talk level and work load, continue as follows . Prior the descent: � Weather Information/ ATIS received and briefed � Approach Preparation performed � Descent Set Up performed � Approach Briefing performed � Descent CL completed

The PM should receive the latest weather from destination as well as at least one alternate and brief it to the PF. Inbound routing, active RWY and the corresponding approach must be prepared. To descend, perform the following actions in this order:

1. Set the cleared altitude on the ALT SELECTOR; 2. Push DSC PB on the FD/AP Mode Selector. This will result in a 1500 fpm descent; 3. Reduce the THRUST LEVERS as much as necessary in order to maintain the cruise

speed (about1000 LBS/Ft Torque, 220 kts). Leave the propellers at 1700 RPM; 4. Set the Altimeter setting as required according to the cleared altitude or FL;

When starting the descend, set the cabin SIGN to ON. When passing Transition Level perform the APPROACH CHECKLIST.


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4.1.16 Approach Preparation The PF prepares the cockpit for intended approach.

1. PRESSURIZATION SYSTEM

FLT ALT indicator ……………………………………… SET

2. OBS Set on both course pointers the approach course for intended landing RWY. If

necessary (VOR APP) set on PF side intermediate approach course.

SET

3. VHF NAV RADIOS Set on both VHF NAV Radios the ILS respective VOR (DME) frequency of the

intended landing RWY.

SET

4. ADF RADIOS Select appropriate ADF frequencies. Set main reference NDB (e.g. OM) on ADF No. 1

and MM respective first outbound on ADF No. 2

SET

5. MINIMUM Set amber Reference Altitude Marker according valid baro minumim.

SET

6. DECISION HEIGHT Alt Bug to Decision Altitude to desired DA.

SET

4.1.17 Approach Briefing The APPROACH BRIEFING is a description of the flight path with emphasis on anticipated track and altitude restriction. It assumes normal operation. Additional briefing may be required when any elements of the approach and landing are different from those routinely used. These may be include weather, adverse runway condition, unique noise abatement requirements, dispatch using the minimum equipment list or any other situation where it is necessary to review or define crew responsibilities. During briefing both pilots verify that radios and minimums are correctly set and cross-checked with the published route. A typical briefing is stated in the table below:

PM (CM1) PF (CM2)

STAR page 10-2D, date ….. “CHECKED”

“CHECKED”

MSA around SPA is 4500ft within the approach sector

Speed Limit 250 knts below FL 100

“CHECKED”

We expect VELOP 1B, IAF is KEA VOR with holding, inbound track 357o , right turn, min. holding altitude 6000 ft

From KEA VOR we expect radar vector for ILS Z approach 21R

“CHECKED”

“CHECKED”

ATH chart 11-7, date ….. , ILS Z RWY 21R ILS freq. 110.5 set on NAV 1 and 2, EGN NDB 382 set on ADF 1 and 2

“CHECKED”

Final App. CRS 214o set in both OBS

“DA 682 ft set”

Final altitude is 3000 ft, 4.0 DME altitude 1610ft, DA 682 ft set

“CHECKED”

In case of GA climb STRAIGHT AHEAD to SAT VOR, then turn RIGHT to intersept R-230 SAT. At D8.0 SAT turn RIGTH onto

255o to NDB climbing to 5000ft and hold.


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Approach Setup

On PF's command the PM performs the approach set up. The approach set up procedure completes the approach preparation and includes a final check that all necessary items for the approach have been carried out. The PM follows a fixed setup sequence announcing every step.

APPROACH SETUP NAV FREQUENCIES The PM announce tuned navigation frequencies

OBS PM verify and announce that appropriate or

final inbound courses are set

RMI ADF/VOR BEARING POINTERSWITCHES

Announce ADF/VOR bearing pointer setting from left to right for the approach. The PF repeat his setting

NAV AID IDENTIFICATION The PM identifies all tuned radio aids

• The approach SET UP should be made at a distance of approximately 20NM before intercepting the final course. • The appropriate set up procedure is valid for VOR/DME, LOC/DME or NDB/DME approach.

Descent Procedures

After commencing of the descent PF calls for "DESCENT CHECKLIST" and both pilots confirm that have already performed their items.

DESCENT CHECKLIST PM(CM1) PF(CM2) ARRIVAL BRIEFING COMPLETED ICE AND RAIN PROT AS REQUIRED CABIN PRESS CABIN PRESS FSS ON PM reads it and both CM responds their respective parts. PM state's "DESCENT CHECKLIST COMPLETED". Crew Coordination during Descent

APPROACH CHECKLIST PM(CM1) PF(CM2) Passing TL “TRANSITION LEVEL”

“XXXX SET”

“QNH XXXX APPROACH CHECK LIST”

ALTIMETERS

“SET X-CKD”

“SET X-CKD”

NAV AIDS PM state

“SET X-CKD”

“APPROACH CL COMPLETED”

“SET X-CKD”

4.1.18 Approach During an ILS approach the initial approach configuration should be flaps up and gear retracted (no tailwind) . With approaching the glide slope start with final configuration (flaps and gear). A standard profile of 3° will result in a descent rate of 500-800 ft/min . Trim the airplane during the approach to reduce elevator forces. High, low or offset condition should be corrected as early as possible, in order to have stabilized conditions through the last 1000ft of the approach. Control the path profile by pitch and power. When visual contact to the RWY is established, maintain attitude by scanning the AI and VSI.


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Flap Setting

PF commands flap extension according to flaps speed schedule, announces and vsets respective target speed, if autopilot is engaged, or commands the corresponding flaps manoeuvring speed while in manual flight. Next flaps setting should be ordered maximum 15 kts, optimum 5 kts before manoeuvring speed for present flap configuration. PM positions flaps as directed and monitor flap position indicator and leading edge lights. Select flaps 40 when approaching under tailwind condition, wet or short RWY. In general try to keep speed between target speed and Ref.

FLAP EXTENSION SCHEDULE

FLAP POSITION MAXIMUM SPEED COMMAND/SELECT

“FLAPS” MANOEUVER SPEED

40% 200 “FLAPS 40” 160 60% 170 “FLAPS 60” VBLUE LINE 100% 145 “FLAPS DOWN” VBLUE LINE

Gear

On PF's command PM positions gear lever to DOWN and checks 3green lights ON.

STANDARD LANDING CONFIGURATION DURING THE TRAINING

FLAPS 40 & LANDING GEAR DOWN

Approach speed

The target speed on final approach in landing configuration is the VBLUE LINE. Before Landing Checklist

The PF calls for: " LANDING CHECKLIST", the PM reads and both responds to its respective items. PM state's " LANDING CHECKLIST COMPLETED". Approach Technique and Guideline

Basic Procedure Approach set up & Checklist must be completed initial approach configuration flaps 40/g ear down on intercept course in manual flight cleared for approach Start final configuration when glide slope alive and it should be accomplished at least at start of descent 4.1.19 VISUAL APPROACHES This type of approach will be used in good weather conditions only. All useful NAV aids must be tuned and used to monitor the approach. FD/AP can be used and the AP may remain engaged until late in the approach. The AP must be disconnected not later than 80’ AGL. Above 1000’ AAL you may use IAS or V/S modes. Do not use IAS mode below 1000’ AAL. When entering the traffic pattern, maintain 200 kts (1380 LBS/Foot Torque / 1700 RPM). When abeam the RWY threshold, set propellers to MAX and set flaps to 40. Reduce your airspeed to 140 KTS. Start time. When ready to turn for base leg, start your descent and when passing 1500’ AAL set the L/G down When established on final, reduce to VAPP of 120Kts to be stabilized by 500’ AAL and perform the LANDING CHECKLIST.


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4.1.20 NON PRECISION APPROACHES Non precision approaches are “STABILIZED” approaches, which mean that the aircraft must be in its landing configuration by the FAF or equivalent. To allow for proper aircraft deceleration perform the following actions: � At 2 NM from FAF, set FLAPS to 40, L/G Down and PROPS TO MAX .Your target speed

will be 120 Kts. When NAV becomes engaged (NAV GREEN), set RWY HDG. At 500 ft above elevation (final incapacity check), set MAA. When reaching the MDA, PM states “MINIMUM DESCEND ALTITUDE!”. When reaching the MAP, PM states “MISSED APPROACH POINT!” On Non Precision Approaches, do not continue to descend below MDA and a missed approach must be performed at MAP unless at least one of the following visual references for the intended runway is distinctly visible to and identifiable by the Pilot: � Elements of the approach light system or � The threshold, or its markings, lights or indication lights or � The visual Glide Slope Indicator(s) or � The touchdown zone, zone markings or zone lights or � The runway edge lights, or � Other visual references accepted by the appropriate authority

4.1.21 CIRCLING When the prevailing wind dictates that a runway without an instrument approach must be used, a CIRCLING MANEUVER must be performed. Perform the approach as for a non precision approach, but maintain FLAPS 40 and L/G DOWN with 140 Kts. Extend the downwind beyond the RWY end by 20’ for each 500’ ± 1’ for each Kts of tail or head wind. When ready to turn to FINAL, set RWY heading and maintain speed 120 Kts, switch off the AP and FD and request LANDING CHECKLIST. The turn on final must be completed (wings leveled) at 300’ minimum.


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Crew Coordination during a VOR/DME and NDB approach procedures POSITION PM (CM1) PF (CM2)

At initial approach altitude “MDA SET”

“SET MDA”

First Positive inward Motion to lateral deviation

indicator bar (only for VOR)

“RADIAL ALIVE” “CHECKED”

Established inbound “RWY HDG SET”

“SET RWY HDG”

2 miles to POD

“FLAPS 40 , GEAR DOWN

,THREE GREEN”

“FLAPS 40, GEAR DOWN”

PM reads landing checklist “LANDING CHECKLIST”

While approaching POD “1 MILE TO START OF

DESCENT”

“CHECKED”

AT 0,1 NM TO POD “START DESCENT NOW”

PM Announce step descent altitudes Continuously during descent down to

MDA PF adjust rate of descent

as necessary

7 MILES-2100FT

500 ft above elevation (final incapacity check)

“500”

“CHECKED SET MAA”

100ft above MDA “APPROACHING MINIMUM”

At MDA and visual references established

“MINIMUM”

“CONTINUE”

At MDA and NO visual references established

“MINIMUM NO CONTACT” “GO AROUND”

4.1.22 PRECISION APPROACHES Precision Approaches are flown with the CM1 as PM and CM2 as PF. In this course we will only conduct CAT I ILS Approaches. The AP doesn’t have an Auto-Land capability. FD/AP must be used to fly a CAT I ILS approach. In a CAT I ILS approach, do not continue below DA and a missed shall be performed unless at least one of the following visual references for the intended runway is distinctly visible to and identifiable by the pilot: � Elements of the approach lighting system; � The threshold, or its markings, lights or identification lights; � The visual glide slope indicator(s) � The touchdown zone, zone markings or zone lights or � The runway edge lights

Precision Approaches are “DECELERATED APPROACHES” which means that the aircraft speed is reduced progressively during final approach. � When GS is alive, reduce THRUST LEVERS to 800 FT/LBS and let the airspeed drop

below 200Kts; � At one dot GS set FLAPS to 40, L/G down and PROPS TO MAX. Maintain the airspeed of

120 KTS � Perform the Landing Checklist;

Always be “go-minded”, ready to initiate a missed approach, if necessary. WARNING or MASTER CAUTION will imply an immediate overshoot, unless visual conditions are obtained.


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Crew Coordination during an ILS approach procedure POSITION PM (CM1) PF (CM2)

First Positive inward Motion of LOC pointer

“LOCALIZER ALIVE”

“CHECKED”

First Positive inward Motion of GS pointer

“GLIDE SLOPE ALIVE” “CHECKED”

Established inbound “RWY HDG SET”

“SET RWY HDG”

1 dot glide slope

“FLAPS 40 , GEAR

DOWN ,THREE GREEN”

“FLAPS 40, GEAR DOWN”

PM reads landing checklist “LANDING CHECKLIST”

Established on GS

“MAA SET”

“ON GLIDE , SET MAA”

Passing OM or FINAL FIX “OM ALT xxx FT”

“CHECKED”

500 ft above elevation

“500”

“CHECKED”

100ft above DA “APPROACHING

MINIMUM”

At DA and visual references established

“MINIMUM”

“CONTINUE”

At DA and NO visual references established

“MINIMUM NO

CONTACT”

“GO AROUND”

4.1.23 GO-AROUND Going Around is a critical manoeuvre. To initiate it, PF will perform the following actions: � state “GO-AROUND, FLAPS!” � advances the THRUST LEVERS to GO-AROUND THRUST OF 2200LBS/FT TQ – 2000RPM � activates the Go-Around switch on the THRUST LEVER � rotate to follow F/D.

The AP will disengage automatically. The FD will command about 7º nose up attitude, wings level. But wings level is hardly what you want. So as soon as the climb is established, the gear is retracted and as speed increases above 120 Kts, switch the FD to HDG . PM will set flaps to UP initially at the “GO-AROUND, FLAPS” command of the PF. The PF may request the AP to be reengaged. At 1500’ AAL set CLIMB THRUST (2200 LBS/FT – 1800RPM) .Maintaining speed 120 Kts, up to 3000’ and then accelerate to 160KTS. After the aircraft is cleaned from its landing configuration, PF requests the “AFTER T/O CHECKLIST!”. The aircraft will continue to climb at 160 Kts.


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GO-AROUND STANDARD CALLS AND TASK SHARING

EVENT PM PF When a need to GO-AROUND “GO-AROUND, FLAPS!”

Retract flaps to UP “FLAPS UP!” With a positive rate of climb

When flaps are up and L/G retracted

“POSITIVE CLIMB!”

“FLAPS UP GEAR UP

“GEAR UP!”

If speed is above 120 Kts

“HDG PUSHED”

“HDG PUSH!”

When the HDG green lights come on in the FMA

After confirming that the HDG green

lights come on in the FMA

“HDG!”

“CHECKED!”

After checking that AP green lights up on FMA

“AP ENGAGED!”

“ENGAGE AP!”

“CHECKED!”

At 1500’ AAL adjust normal CLIMB THRUST of 2200LBS/FT-1800RPM

“CLIMB THRUST SET!”

“SET CLIMB THUST!”

At 3000’ AAL accelerate to 160kts ACCELERATION

Continue climb at 160 Kts

“AFTER T.O.

CHECKLIST

COMPLETED”

“AFTER T.O.

CHECKLIST”

4.1.24 LANDING When the landing configuration is set, PF requests the LANDING CHECKLIST LANDING GEAR DOWN/3 GREENS PF Check that the three green lights are on.

PROP SYNC OFF PF Turn the Propeller Auto-Synchronizer to OFF

AUTO-FEATHER ON PF Turn the Auto-Feather to ON

PROPELLER LEVERS MAX PF Push both PROPELLER LEVERS to full forward.

FLAPS AS REQUIRED PF Call the actual Flaps setting

LANDING & TAXI LIGHTS

ON PF Even during the day turn on the Landing and Taxi

Lights to prevent a bird strike.

As soon as you cross the runway threshold, set the THRUST LEVERS to IDLE and allow the airspeed to bleed of all the way to touchdown. With FLAPS 40, the optimum approach speed is 120 KTS. You have to maintain 120 KTS during approach because of the possibility of an engine failure occurring. Even though you can continue the approach in a CAT II ILS using the autopilot with an engine failed, if you have to overshoot, 120 KTS would be optimum climb speed single engine. As soon as the aircraft lands, set the nose wheel on the ground and keep forward pressure on the flight control wheel. Set full reverse on both engines. If you feel the aircraft veering to a side, immediately deselect the reverse on both engines. Smoothly apply the toe brakes and using the rudder pedals keep the aircraft in the centre line. At 40 KTS PM says “TAXI SPEED!”. PF deselect the reversers on both engines. CM1 takes control from now on and vacates the runway. Do not perform any after landing task before the runway is vacated.


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AFTER LANDING

As soon as the runway is vacated, CM1 requests the AFTER LANDING CHECKLIST

CONDITION LEVERS LOW IDLE CM2 Set both CONDITION LEVERS to idle and allow the engine to cool

down for 1 minute before shutdown

LANDING LIGHTS OFF CM2 Turn off both landing lights. They are not design to be used at

slow speeds and may overheat

STROBES OFF CM2 As soon as the aircraft exits the runway the Strobes must be

selected to Off

FLAPS UP CM2 Retract the Flaps to the full up position

ELEVATOR TRIM ZERO CM2 Set Elevator Trim to zero using the electric trim motor.

ELECTRIC ELEV TRIM OFF CM2 Switch of the Electric Elevator Trim pushing the AP Instinctive

disconnect PB all the way down and then setting the Electric

Elevator Switch to Off.

TRANSPONDER STBY CM2 Set the Transponder to STBY and code 2000 unless required by

ATC

FD OFF CM2 Push the HDG button on the AP/FD control panel as many times

as required until the FD are OFF

Taxi speed is limited to the equivalent of a man walking at a fast walking pace 4.1.25 PARKING When turning facing the ramp marshal, turn off all lights to avoid glaring him. When the aircraft stops, set the parking brake to ON. The engines should only be shut down after a 1minute cool down period. CM1 requests the PARKING CHECKLIST

TAXI LIGHTS OFF CM1 Turn off the Taxi Light when turning into the gate to

avoid glaring the ramp marshal.

PARKING BRAKE ON CM1 Set the Parking Brake to on

L&R ENG AUTO IGNITION OFF CM1 Set both L&R Auto Ignition Switches to OFF

AUTO FEATHER SWITCH OFF CM1 Set the Auto Feather Switch to OFF

THRUST LEVERS IDLE CM1 Confirm both THRUST LEVERS are in the Idle position

PROPELLER LEVERS LOW CM1 Set both PROPELLER LEVERS to low

L & R BLEED VALVES ENVIR OFF CM2 Set both switches to Env Off

FUEL CONDITION LEVERS CUTOFF CM1 Set both CONDITION LEVERS to the Cutoff position.

Monitor Fuel Flow, ITT and N1 decreasing

PROPELLER LEVERS FEATHER CM1 Set both PROPELLER LEVERS to Feather

L & R GENERATORS OFF CM1 Set both Generators switches to OFF

PITOTS OFF CM1 Turn both Pitot heathers to OFF

ICE & RAIN PROTECTION OFF CM1 Turn off any Ice & Rain protection being used for landing.

STALL WARNING OFF CM1 Turn the Stall Warning to off

AFT BLOWER OFF CM2 Set the Aft Blower switch to the Off position

RADIANT HEAT OFF CM2 Turn off the Radiant Heater

CABIN SIGNS ALL OFF CM2 Turn Off the Cabin signs to advise cabin crew to open

cabin doors

BEACON OFF CM1 Switch off the Beacon so that ground crew may approach

the aircraft for unloading

GROUND CREW OK RECEIVED CM1 Confirm that the aircraft is chocked using the interphone.

CABIN CREW OK RECEIVED CM1 Cabin Crew should notify CM1 that the cabin doors are

ready to be opened

SECURING THE AIRCRAFT

When ready to leave the aircraft, perform the SECURING THE AIRCRAFT CHECKLIST INVERTER OFF CM1 Turn the Inverter OFF

AVIONICS MASTER PWR OFF CM1 Turn Off the avionics Master Power switch

NAV LIGHTS OFF CM1 Turn Off the NAV lights except for a quick turn

around

COCKPIT LIGHTS ON OVERHEAD PANEL

OFF CM1 Turn off the Cabin Lights Switch on Overhead Panel.

No need to set the light regulators to off

AFTER GPU CONNECTION OR JUST BEFORE LEAVING THE AIRCRAFT BATTERY OFF CM1 Turn the Battery switch to Off


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4.2 ABNORMAL AND EMERGENCY PROCEDURES Abnormal and emergency procedures are the actions the crew must take after a failure occurs. The crew uses the "READ AND DO" principle in when reading abnormal and emergency checklists. ABNORMAL AND EMERGENCY CALL OUTS

1. Emergency checklist is commanded by PF when required. 2. "EMERGENCY CHECKLIST COMPLETED!" is the announcement by the PM that ALL

APPLICABLE ACTIONS have been completed. 3. Should the PF require an action from the PM during ABN / EMERG Procedures, like a

configuration change, the order "STOP CHECKLIST!" will be used. When ready to resume the ABN/EMERG procedures the order "CONTINUE CHECKLIST!" will be used.

4.2.1 TASK SHARING

The following general task sharing shown below applies to all procedures. PF controls the aircraft throughout the procedure. PF is responsible for: � THRUST LEVERS; � control of flight path and airspeed; � aircraft configuration (request PM to perform configuration change); � navigation (request PM to tune NAVAIDS); � communications (request PM to change frequencies); � execute the required action as directed by the ABN / EMERG checklist when instructed

to do so by the PM. PM is responsible for: � PROPELLERS LEVERS; � CONDITION LEVERS; � reading out loud the ABN/EMERG checklists; � executing the required ABN/EMERG checklists actions or actions requested by the PF, if

applicable 4.2.2 MEMORY ITEMS

For training purposes the only recall items that you have to perform by memory are all PRIMARY ACTIONS that are referenced to the following emergencies: ENGINE FIRE CABIN FIRE / SMOKE EMERGENCY DESCENT 4.2.3 INITIATION OF PROCEDURES

Procedures are initiated on the PF's command. No action is taken (apart from cancelling the MASTER WARN or MASTER CAUTION signs by pushing its respective lights) until: � The appropriate flight path is established, and � The aircraft is at least 400 feet AGL, if a failure occurs during takeoff, approach or go-

around. A minimum height of 400 feet is recommended to be achieved before starting any emergency procedure, because it is a good compromise between the necessary time for stabilization, and excessive delay in procedure initiation. In some emergency cases, like an engine fire, PF may initiate actions before this height, provided that the appropriate and safe flight path is established. Always remember these golden rules: � FLY (Control the aircraft) � NAVIGATE (Return to the normal SID or perform the required EOSID) � COMMUNICATE (contact tower/approach and notify them of your intentions) � MANAGE (what to do next)


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4.2.4 PROCEDURES IN FLIGHT

When in flight, some controls and all irreversible actions must be performed only after both pilots confirm that the correct action is going to be taken. Items that require cross confirmation are: � Retarding THRUST LEVERS; � Retarding PROPELLER LEVERS; � Retarding CONDITION LEVERS; � Closing FUEL FIREWALL VALVES; � Discharging FIRE EXTINGUISHERS;

If a failure occurs during Takeoff/Go Around phase, ABN/EMERG Checklists must be performed only after completion of the After Takeoff Checklist except for situations listed below, which require immediate action as soon as a minimum height of 400’ AGL is achieved: � Engine Failure, Fire, Stall, Low Oil Press, and Over limit; � Landing Gear recycling; � Abnormal Slats/Flaps; � Any action deemed necessary to fly the aircraft safely;

In these situations, primary actions must be completed before acceleration and cleanup. The minimum altitude for aircraft cleanup is 1500’ AAL. When the aircraft is cleaned from the T.O. configuration, continue the ABN/EMERG Checklists. The primary actions are marked in BOLD LETTERS in the relevant checklist. When all the ABN/EMERG Checklists are completed, perform the AFTER T.O. CL. 4.2.5 CREW COORDINATION

� PF will state “I HAVE CONTROLS AND COMMUNICATIONS!” which will be acknowledged by the PM with “YOU HAVE CONTROLS AND COMMUNICATIONS!”.

� Emergency checklist is commanded by PF when required (above 400’ AGL). � Should the PF require an action from the PM during ABN/EMERG procedures, the order

"STOP CHECKLIST!" will be used. When ready to resume the ABN/EMERG procedures the order "CONTINUE CHECKLIST!" will be used.

� "EMERGENCY CHECKLIST COMPLETED!" is the announcement by the PM that all APPLICABLE ACTIONS have been completed.

During our simulator training we are practicing the engine fire during take-off climb and cruise. Example of crew coordination and cross confirmation during engine fire

CONDITION PM(MC1) PF(CM2)

One pilot realizes engine fire

He calls out “ENGINE FIRE”

“IDENTIFY”

“ENGINE FIRE NO.x” “ENGINE FIRE NO.x,

TAKE ACTION”

MEMORY ITEMS

(While PM is performing the memory

item the PF is controlling the a/c.)

“CONFIRM CONDITION LEVER N.x”

“CUT-OFF”

“N.x COMFIRMED”

“CONFIRM PROP. LEVER N.x”

“FEATHER”

“N.x COMFIRMED”

“CONFIRM POWER LEVER N.x”

“IDLE”

“N.x COMFIRMED”

“CONFIRM FUEL VALVE NO.x”

“CLOSED”

“N.x COMFIRMED”

“MEMORY ITEMS COMPLETED”

Read/performs the Emergency engine

checklist.

“EMERGENCY ENGINE SHUTDOWN

C/L COMPLETED”

“EMERGENCY ENGINE

SHUTDOWN C/L”

If appropriate SINGLE ENG. APPR,+LDG.

CHECKLIST

SINGLE ENG GO AROUND

CHECKLIST


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Although it is the PF responsibility to request ABN/EMERG Checklists, CM1 has the authority to change roles at any time and take control of the aircraft or ordering actions as he/she see fit. 4.2.6 REJECTED TAKEOFF

The decision to reject the takeoff and the stop action is made by CM1. Therefore CM1 should keep his/her hand on the THRUST LEVERS until V1 is reached whether he/she is PF or PM. If CM1 wishes to initiate a RTO he/she will say “STOP!”, takes over the aircraft control, and performs the stopping actions. If he/she wishes to continue the T.O. he/she will say “GO!”. Rejected takeoffs have sometimes resulted on runways overrun even though the performance was correctly calculated. This may be due to the following: � delay in initiating the stopping procedure; � tires damaged; � brakes worn or not working correctly, initial temperature higher than normal; � brakes not fully applied; � runway friction coefficient lower than expected; � error in gross weight determination.

Above 60knots, rejecting the takeoff becomes a serious action that may lead to a hazardous situation. As speed approaches V1, the pilot should be "go-minded".


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4.2.7 DECISION MANAGEMENT

The decision to reject the takeoff may be taken at the CM1's discretion, depending on the circumstances. Although we cannot list all the causes, CM1 should seriously consider discontinuing the takeoff, if any warning is activated. Below 60 knots: The speed of 60knots is not critical. It was chosen in order to help CM1 make his/her decision, and to avoid unnecessary stops from high speed. Any warning below 60 kts should result in a discontinued TO. As a general rule, any MASTER CAUTION or MASTER WARNING should result in a Rejected T.O. Above 60 knots and below V1: Rejecting the takeoff at these speeds is a more serious matter, particularly on slippery runways. It could lead to a hazardous situation, if the speed is approaching V1.Very few situations should lead to the decision to reject the takeoff at speeds above 60 kts. The main ones are: � Fire warning or severe engine damage; � Sudden loss of engine THRUST; � Malfunctions or conditions that give unambiguous indications that the aircraft will not fly

safely. Nose gear vibration should not lead to a RTO above 60 knots. In case of tire failure between V1 minus 10 knots and V1:

Unless debris from the tires has caused serious engine anomalies, it is far better to get airborne, reduce the fuel load, and land with a full runway length available. As a general rule, any MASTER WARNING above 60 kts should result in a Rejected T.O. but not a MASTER CAUTION.

The V1 call has precedence over any other call. � Above V1 takeoff must be continued, because it may not be possible to stop the aircraft

on the remaining runway. If the decision to perform a RTO is taken, apply the following procedures: � Reduce THRUST LEVERS to IDLE; � Simultaneously apply full brake pressure; � Unless in case of an engine fire or failure, apply full reverse; � When passing 40kts, CM2 advised “TAXI SPEED!”; � If it is not necessary to stop the aircraft, CM1 cancels the reverse and continue taxing

the aircraft until the runway is vacated; � If it is necessary to stop the aircraft on the runway, as soon as it stops CM1 sets the

parking brakes and advises cabin crew: “CABIN CREW AT STATIONS!” over the PA; � CM2 Notifies ATC; � CM1 call for the appropriate checklist; � There is no requirement to confirm any actions when the aircraft is on the ground; � If necessary to evacuate the aircraft, CM1 notifies cabin crew: “PASSENGER

EVACUATION BY THE LEFT/RIGHT SIDE OF AEROPLANE!”

� CM2 Continues checklists and when done, exits the aircraft to assist passengers on the ground;

� CM1 is the last person to exit the aircraft after ascertaining himself that everyone has safely evacuated the aircraft;

� If evacuation is not necessary, CM1 notifies cabin crew:“CABIN CREW NORMAL OPERATIONS!”


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4.2.8 ENGINE FAILURE AT TAKE-OFF

If an engine fails after the aircraft passes V1, the takeoff must be continued. Apply the following procedures: � Use rudder conventionally to stay on the runway centreline. � At VR, rotate the aircraft smoothly using a continuous pitch rate to a pitch attitude of

5°degrees � nose up to allow airspeed to increase to 120Kts and after that to 7º. � When airborne and with a positive rate of climb, select the landing gear up. � Use rudder to prevent yaw. Adjust Rudder Trim. Control heading conventionally with

bank. � maintain 120Kts (V2) speed or actual speed if higher (not greater thanV2+15). � Adjust MAX THR on the remaining engine. Max TAKEOFF THRUST is allowed for 10 min

in emergency condition. � Consider the use of autopilot. Autopilot will only engage after the Rudder Boost is

disconnected and the rudder trim properly set. � PF will say “I HAVE CONTROLS AND COMMUNICATIONS!” to what PM replies

“YOU HAVE CONTROLS AND COMMUNICATIONS!”. � While waiting to reach the minimum altitude for checklists execution PF will call ATC

(better talk to APPROACH, not to TOWER) and declare emergency (MAYDAY, MAYDAY, MAYDAY) and state his/her intentions.

� At 400 feet AGL minimum, apply the ABN/EMERG checklist primary actions (bold) by requesting the ENGINE FAIL CHECKLIST.

� At or above acceleration height (1500’ AAL minimum), if primary actions are completed, push ALT on FD/AP mode selector for level off and allow the airspeed to increase.

� At 140kts select Flaps 0. � At 160kts (engine-out operating speed in clean configuration) resume the climb . � Set MAXIMUM CONTINUOUS THRUST (MCT) (2200LBS/FT – 1900RPM) and climb at

160kts to a safe altitude (check MSA). � Continue Emergency checklist. � When checklist is completed, perform the After TO checklist

4.2.9 PILOTS INCAPACITATION

If one pilot confirms that the other pilot is incapacitated he/she shall take over the controls and check the position of essential controls and switches. � If airborne, an emergency should be declared and the autopilot used to reduce

workload. � After the autopilot is engaged and the airplane is under control, notify and utilised the

cabin crew. � If practicable, try to restrain the incapacitated pilot and slide the seat to the full back

position. The shoulder harness lock should be used to restrain the incapacitated pilot. � Flight deck duties should be organised to prepare for landing. Consider using help from

other pilots or crew members who may be among the passengers. For our training purposes we are practicing the pilot’s incapacitation during T/O. Normally the PM does not respond to the incapacitation call (60kts). Thereafter PF take over the controls, abort the T/O and informs ATC.


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4.3 ABNORMAL/EMERGENCY CHECKLISTS On the ABNORMAL/EMERGENCY checklists, the following rules apply: BOLD items are PRIMARY ACTIONS to be performed as soon as the minimum altitude for checklist execution is attained (400’ AGL minimum). After all PRIMARY ACTIONS are completed, stop reading the checklist, wait for EO Minimum Acceleration Altitude (1500’ AAL), level off if engine failure, accelerate, clean up and climb to a safe altitude. Then complete all the SECONDARY ACTIONS. After completing the SECONDARY ACTIONS, perform the AFTER T.O. CHECK LIST.

Emergencies procedures within a bold box are memory items.

Emergencies procedures are identified by a black box label: For example: EMERGENCY PROCEDURE Abnormal procedures are identified by a diagonal lined box label. For example:

All checklist actions are to be performed by the PM except the THRUST LEVERS, which are actuated by the PF as well as any other unreachable item to the PM.


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