LEARNING ACHIEVED FROM SHADOWING OPPORTUNITY

Non Technical skills / Crew Resource Management – General Definition:

Non Technical Skills / Crew Resource Management can be defined as (and is understood to be) a management system which makes optimum use of all available resources: i.e. People / Procedures / Equipment to promote safety and to enhance the efficiency of Flight Systems.

Base: MEL

Date of visit: 03 JUN 2010

Cabin Crew Instructor’s name: Mark Langtry

Dept. where Shadowing occurred: Pit Crew Pit Crew Leader – Anthony Greco

Non Technical Skills:– Core Elements (defined)

Cabin Crew Instructor’s;Observation / Learning from visit

1. Information Acquisition & Processing

Involves understanding how humans acquire and process information. Items covered include short and long term memory and its limitations and information processing models.

Flexibility/Confirmation ! Don’t rely on memory/always changing! Use of FID screen constantly. Cancellations/Delays. “Flight File / Check list” Positions of Pit Crew team members,

Daily sequence, distribute workload, remove repetition- “WORKLOAD MANAGEMENT”

“Flight Following” ‘REFLECTIONS’ ProgramCONSTANTLY Communicating with fellow PIT CREW LEADERS (“Whiskey’s”) & “OFF LINE WHISKEY” + Airside Shift Manager (Clinton Cassidy)- re CANCELLATIONS / Changes + Staff available to work overtime, - Very bad Fog, morning of my visit.

POSSIBLY NEED TO “SPLIT” Teams to achieve desired “STRIPPING” / Loading of Aircraft.

2. Workload management

Covers prioritization, distraction management and tactical interrelated decision making associated with workload management.

Staff RESPECT Anthony, due to him thinking about their day. Sincere display of Empathy Imperative need to Prioritise, ESPECIALLY during Delays. Preparation Have your day sorted before you start Prioritise – Obviously for earliest flights Awareness of Transiting PAX / Connecting Flights Loading baggage accordingly – requires awareness. “Load Instructions Work Sheet - LIW” – Working out relationship between Freight & PAX Loads, Distribution of weight, Roughly 1/3 at front 2/3 at Back. Always seeking “Perfect Distribution” of “Load & Trim” – THINK AHEAD ! Use of ‘REFLECTIONS’ program Mindful of both PAX & staff interests at all times. (Connectors etc.

Anthony ensured Hamilton Island Bags loaded on first, - A/C was continuing on to HTI assist Pit crew in Sydney!)

Holistic view always !

3. Threat and Error management

Provides the cognitive and social skills to identify and mitigate environmental and organisation threats and avoid and manage human errors.

Cross Checking Connecting Baggage on Barrow (Awareness ! ) If incorrect, technically a security breach.

Radio on Whiskey Wired to all areas , (Changes! ) ALWAYS THINKING AHEAD – Possible scenarios ! Extremely challenging work enviro with A/craft Noise, Hearing

protection although vital, certainly compromise communication process.

Thinking ahead and managing the fatigue levels of fellow Pit Crew Members.

Clear concise communication at all times, Flight Crew, “Deltas”, “Tango’s”(Freight), “Juliet” Guest Services Supervisor, “Sierra”- Baggage Blues, Engineering, (Re use of PPU or Tugs for dispatch of Aircraft).

4. Leadership and Team behaviour

Identifies and develops the skills required to become and effective leader or follower. Also to understand team behaviour.

Very cold in Winter / Up to 67 on Tarmac in Summer - Dehydration Rotating staff through roles, as per “Workload Management” Councillor – Death of Pit Crew Member recently People Skills Human Beings – Speak to them – Allow some fun

sometimes – Morale - Empathise with people who work “With” you. Be prepared to “Give/ Support” – Look after your guys, (Anthony

jumped up into the Aircraft Cargo hold to get a Loading done, as due to shortage of staffing levels after the fog had lifted, (the shift had ended), - It just had to be done!

Thinking about the Health of Fellow Pit Crew Members. Liasing with Ground Crew “Delta”

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Pushing back the stairs / working with Delta to achieve this.

REALLY APPRECIATE WHEN RUBBISH NOT LEFT AT TOP OF STAIRS BY CABIN CREW also IF CABIN CREW ON BOARD, (AND IS APPROPRIATE AND SAFE), REALLY APPRECIATE L2 DOOR BEING CRACKD ASAP, MEANS REAR STAIS CAN BE POSITIONED EARLIER.

5. Stress & Stress Management

Understand the nature of stress, the types of stressors, understand the human limitation that result from excessive stress and develop stress management strategies.

Upon arrival, met Clinton Cassidy, (Airside Shift Manager). Clinton kindly introduced me to “Off Line Whiskey” – Tyson.

- “Morale GOOD”, Sick Leave GOOD !” - comment upon greeting. - Obviously / apparently an aspect of operation that is considered & discussed upon start of shift. As before, rotation of roles, - breaks both physically & mentally Light hearted fun sometimes, - Morale esp. important on a day

such as this when huge workload. Situation ever changing & at time very stressful. As if fog delays

were not enough, Pit crew, (& ground crew) had to deal also with the potential consequences of an aircraft that was “Over fuelled! ” I personally watched Anthony ‘Run’ between 3 aircraft, supervising 2 “Split” Pit Crews, Stripping and loading aircraft. He didn’t complain, he displayed amazing “Situational Awareness” & just moved effectively and efficiently between the aircraft, (he jumped in the hold at one point to assist). This required an amazing ability to maintain a cool head while managing crewmembers who were stretched to their limit. To complicate it further, there was a Crew bag mix up which he also had to sort out with a disgruntled Captain, (REALLY QUICKLY!) I was in awe as to how he managed all of this! Upon completion of the shift and as we walked back across the tarmac, amidst the noise of taxiing aircraft and between various pieces of Ground equipment, he turned to me and commented, a laconic grin upon his face;

“So, there you go mate, that’s our day!”

6. Cultural Factors

Understand the nature of culture, the layers and types of culture, the Hofstede cultural model; (HUMAN NATURE / CULTURE/ PERSONALITY) and cultural dimensions; (POWER DISTANCE / INDIVIDUALISM / MASCULINITY / UNCERTAINTY AVOIDANCE) and develop culture management strategies.

This certainly is a predominantly “Male / testosterone ” environment. Anthony mentioned that there are a couple of females who work as Pit Crew Members who display flexibility in their understanding of this. That stated, Anthony also re-iterated the values, importance and adherence of KOWF practices by all. On numerous occasions, I observed female Ground Crew Members, (“Delta’s”), liasing and interacting with the Pit Crew. At all times this occurered with the respect of their fellow work colleague’s dignity and with the utmost professionalism displayed.

Female Delta assisting Pit crew Member pushing back stairs, - all to ensure OTP, - wonderful Teamwork and camaraderie.

HOFSTEDE’S CULTURAL DIMENSIONS Although Hofstede’s dimensions refer to cultural diversity with in National / Regional population groups, some brief description / analysis / observation & hence “Opinion”, may be of interest; (NB: Allocated nos, not “Scores”, relate to perceived “Importance”)

POWER DISTANCE: (Hierarchical Gradient, strict seniority protocols)

- Seniority certainly considered important and respected, (Captain/ Airside Shift Manager + Pit Crew Whiskey’s). However, dealings carried out in a “relaxed fashion” but ever mindful of the responsibility each person held.

- Professional at all times!- On a scale of 1 100, possibly around 70 ?

INDIVIDUALISM: (Extent to which people feel they are supposed to take care of themselves /- Individual is “Integrated” into the group)

- Certainly observed Pit Crew Members displaying positive responsibility for their own actions / Health / Safety etc.

- However, Pit Crew Leaders, (Whiskey’s), definitely display a “Shepherding” role, but only in so far as they genuinely appear to care for those under their charge. Anthony, for example, mentioned management of his team members’ “Injuries”, “Just about all work sore”. In other words, people are not incapacitated but minor stains and bruises go with the job. He as a Supervisor is ever mindful of this.

- The group provides support and a sense of identity is apparent when fellow team members are integrated within the group. This displayed by light hearted fun and displays of positive morale.

- On a scale of 1 100, possibly around 35 -40 ?

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MASCULINITY(Dominance, Assertiveness, - Acquisition of things?)

- The word Dominant is not really appropriate in this environment. All Team Members understand the importance of their roles and carry them out accordingly. No one “Stands Over” them.

- Assertiveness is certainly a trait displayed. This to ensure clarity of direction and avoidance of misunderstanding. All very necessary in an environment where priorities appear to “Evolve” before one’s eyes!

- The only “Acquisition” I witnessed here was the desire to acquire a positive outcome / result!

- On a scale of 1 100, possibly around 80 ?

UNCERTAINTY AVOIDENCE(Degree to which people prefer “structured” over “Unstructured” situations / -Extent people seek to avoid “Uncertain” and “Ambiguous” situations.)

- A structured day is probably the most sought after aspect of all these dimensions, however the likelihood of that occurring is dependant upon so many factors beyond the control of the Members of this work group.

- Anthony allocated great importance to planning his day, this to allow for flexibility if need be. Extremely salient practice in light of what transpired with the delays caused due to fog.

- Ambiguity is something that cannot be allowed to prevail in this work environment. Concise, clear and positive directions are required and necessary for realisation of all Company KRA’s and KPI’s.

- On a scale of 1 100, possibly around 90 - 95 ?

7. Situational Awareness

Understand the components that make up situation awareness, what leads to loss of SA and how to regain SA when it is lost.

In and out of Cargo Holds, moving in and around Ground Equipment Fog! There was almost a synchronicity in the manner all Pit Crew / Ground Crew Members worked in and around each other. Almost like footballers, “knowing where to be”.

- Amazing to witness! Many factors to deal with also, Aircraft noise, Whiskey with

earphones in place. – Processing Information. Moving conveyers, - adequate but certainly limited visibility

working in the fog. Tyson, (Pit Crew Member) noticed a single Crew Bag that, strictly

speaking, was in the incorrect place. Due to his diligence & SA, this was loaded at the very last moment.

Anthony checked Toilet & Water situation for Aircraft. - “Part of what I do !”

Later, Anthony explained operation of the “NIGS”, (Nose In Guidance System). 2 systems in place, - Gates 2&12 have an Automated system. Anthony, (Whiskey), - responsible for turning this system on.

Passwords / security awareness While dealing with the “Over Fuelling” situation, I was in awe of

how Anthony maintained an awareness of all that was going around him, (in multiple locations!)

Holistic Outlook / Approach at all times. I noticed personally that INTERESTINGLY the environment

appeared alien to me ! I was walking along similar routes but in different directions to that which normally I would be. I had to “Adjust” my “Situational Awareness” !

.8. Human Error, Reliability & Vigilance

Understand human limitations and what occurs when we reach our operational limit. Vigilance is also discussed and vigilance and alertness decrement issues covered.

Monitoring of Aircraft changes & cancellations via FID Screen. SOP adherence, but flexibility required to achieve positive

outcomes after Fog delays etc. Fatigue / Fatigue Management an issue hear also; Pacing oneself,

working through each allocated task, “Chalking Them Off” as it were.

Anthony had some his crew rest on some earlier flight departures, before the backlog “Hit”, he knew he would require the resources of his Team Members later.

Compensating, knowing what can and cannot be achieved safely and legally.

Cross - Checking Load & Trim sheet calculations. Following procedures and having an appreciation of Compliance

requirements. Monitoring fellow Pit Crew members, - Morale, Fatigue, Quality of

work. Always aware of Safety ! – VIGILANCE !

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9. Communication and Co-operation

Understand the communication process, where, when and how the process fails and what can be done to ensure effective efficient communication.

Liasing with Ground Crew “Delta” but also with fellow Pit Crew and Whiskeys, re assistance and allocation of resources.

Other Pit Crew Members working together with Ground Crew. - Tyson pushing back Forward stairs in the fog / working with Delta to achieve an On Time Departure.

Accurate communication of Information at all times, Flight Crew, “Delta’s”, “Tango’s”(Freight), Engineering, (Re use of PPU or Tugs for dispatch of Aircraft).

RADIO CHANNELS:1. Pit Crew2. Guest Services 3. Pacific Blue4. Engineering

All made extremely difficult with the mandatory and of course important use of hearing protection.

In times of less activity, Anthony was constantly liasing with Clinton, (Airside Shift Manager) - re CANCELLATIONS / Changes + Staff available to work overtime to move back log. Allocation of at times, limited resources.

Confirmation of changes with AMCO, relay of OTP info and Load and Trim Info also. I witnessed numerous changes in a matter of 8 minutes!

10. Decision Making & Conflict Resolution

Understand the types of decision making processes, when they are applicable and why they sometimes fail. Introduce the GRADE decision making model. Discuss expert decision making.

How to allocate Crew, “Splitting” when necessary. Anthony constantly discussing / liasing re loading of Aircraft

looking to achieve 1/3 Front – 2/3 Back “Over Fuelling” Issue; - Possible resolutions:

- Offload PAX, (Obvious commercial ramifications!)- Get re-fueler truck back, (Would take considerable amount

of time)- Captain to “Burn off” fuel before departure and during

sector. (Course of action agreed upon). This decision was arrived at after consultation between the

Captain, Anthony and Ground Crew.

11. Automation

Understand the issues associated with the automated flight deck such as mode confusion, automation complacency and automation calibration. Develop automation use strategies.

After some discussion Anthony felt this area of work requires a “Hands On” approach rather than an ”Automation” orientated approach.

NIGS maybe fell into this category ? From my observation, much of what Anthony is dealing with

requires the use of initiative and excellently honed People skills. His ability to think quickly and make informed decisions based on available information, determines in most cases, the positive outcome / result required. The deleterious effects of external factors such as weather, (Fog), are of course beyond his control. To adjust for factors such as this, his (and the fellow Pit Crew Member’s), “Human” input is vital.

12. Health

Understand the health issues associated with commercial aviation dehydration and cosmic radiation.

My immediate observation probably relates to noise, - The people it affects and the Communication Process it compromises. Of course one would be deaf very quickly with out the use of hearing protection !

The physical aspect of this work is also somewhat obvious. - Luggage “Barrows” are heavy and awkward to manoeuvre.- Use of “Rollers” to assist loading of freight sometimes.

Important to have breaks and adequate rest between shifts. Importance of healthy diet ! Shift work, Circadian ramifications. Pace your self and your Crew. Manual Handling awareness -Vital ! Moving conveyors, Must be

careful of potential Back injuries. Crying out; “Heavy!” when loading bags, to warn Pit Crew members positioned within the Aircraft hold.

Importance of “Situational Awareness” in this regard, don’t like “Surprises”, (especially heavy unmarked / Untagged Crew Bags!)

13. Fatigue & Fatigue Management

Understand the nature of fatigue, the degradation of human performance when fatigued and the difference between tiredness and fatigue. Understand the nature and stages of sleep and develop fatigue management strategies.

As mentioned, vital to manage Pit Crew workload. Once again Circadian factors. Early Shifts and then a late shift,

adjusting to this change to one’s Cicadian Rhythm. Must have breaks, - “Can’t keep adrenaline levels high all day!” As observed, Weather affects workload. Delays. Need to

workback, (of course overtime is granted, but with overtime accumulation of fatigue will occur.

Crew Members personalities are of course affected. – Determines Morale. Sick leave can be affected.

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GENERAL COMMENTS

Who I Observed:

Whiskey’s Anthony’s Team “Off Line Whiskey” Airside Shift Manager- Anthony - Paris - Do not recall name - Clinton Cassidy- Tyrone - Daniel (Possibly Tyson)- Macca - George- Paul - Paul- John - Tyson - Antonio

The learning achieved from this opportunity was immense and extremely valuable. It will serve me well as not only a Cabin Crew Instructor facilitating in Non Technical Skills / Crew Resource Management, but in may ways and more importantly, daily in my role as an online Cabin Crew Member !

It would be my hope that anyone undertaking a similar experience would glean learning such as I was able. Naturally Operational and commercial requirements dictate, (and sadly and of course necessarily), compromise, opportunities for greater interaction between departments. It is my humble view however, that many “Bridges” would be built if such an undertaking were to occur across the business.

Some General and Specific Observations:

The requirement for Teamwork between departments is not only obvious but also extremely imperative. This cannot be reiterated enough. The privilege of undertaking this Shadowing experience has served greatly to re-enforce this aspect of our operational capability.

From a Non Technical Skills Facilitator’s perspective, a holistic view and appraisal of all CASA endorsed - Non Technical Skills Core Elements, is also vital. Only then can synchronicities be observed, enhanced and exploited. Naturally and consequently a salient approach, relevant and necessary for the ongoing day-to-day operations in all business where Human Factors are predominantly at play.

A true appreciation of Situational Awareness is indeed vital and necessary to empathise with our fellow colleagues, - no matter what role or department. This not only to prepare us well ahead of time during times of disruption but most importantly and from a safety perspective, to provide insight into the protocols and Standard / Non Standard Operating Procedures of our colleagues from other departments.

Finally and most importantly, we as Cabin Crew Members need to be open to the learning that our colleagues in other departments are able to provide. Much expertise and professionalism goes on before our very eyes. However with out an appreciation and empathy for our fellow colleagues from other departments, such as those working as Pit Crew, we are naïve to the possibilities of greater interaction, understanding and teamwork.

In closing may I take this opportunity to express my sincerest thanks for the opportunity to undertake this Shadowing Exercise. I fully appreciate that much liaison and co-operation between our two departments was necessary for this opportunity to occur.

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