Crew Resource Management.pdf

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Crew Resource Management

for 135 operations

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CRM TRAINING FOR PART 135 – WHY?

FAA reviewed 268 accidents

that occurred under part 135

between 1998 and 2008.

24 accidents were directly

related to ineffective CRM and

resulted in 83 fatalities and 12

serious injuries.

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PART 135 ACCIDENTS BETWEEN 2007-2009

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FAA FINAL RULE PART 135

Effective March 22, 2011

• Requires CRM training for pilots and flight

attendants

• Must establish initial & recurrent training

• No credit for previous CRM initial course

from a previous employer – must be unique

to current operation

• Some credit (maybe) from in-house

training that occurred before the effective

date of the rule

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MINIMUM REQUIREMENTS FOR 135 CRM

• Authority of Pilot in Command

• Communication processes

• Building and Maintaining a team

• Workload Management

• Fatigue and Stress Management

• Aeronautical decision making

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COMMON ARGUMENTS AGAINST CRM

• It’s “charm school”

• It’s an old concept, we’ve all been there done that

• We all know what we’re supposed to do

• It’s no longer relevant

• We don’t have time for this

• Our department is too small

• It’s too expensive

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1 st

_{Generation – Cockpit Resource}

Management ( 1981)

2 nd

_{Generation – Crew Resource}

Management (Late 1980’s)

3 rd

_{Generation – Broadening the}

Scope (Early 1990’s)

4 th

_{Generation – Integration and}

Proceduralization (1993)

5 th

_{Generation – Error Management}

(1999)

6 th

_{Generation – Threat and Error}

Management (2001)

The Evolution of Crew Resource Management Training in Commercial Aviation. University of Texas at

Austin Human Factors Research Project: 235. Helmreich, R.L., Merritt, A.C., & Wilhelm, J.A. (1999). Published by the International Journal of Aviation Psychology, 9(1), 19-32.

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RELEVANCE?

ASRS database indicates that between January

2006 and July 2009, CRM was mentioned in 450

air crew narratives (ACN’s).

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• Situational Awareness

• Decision Making

• Workload Management

• Task Prioritization

• Monitoring & Crosschecking

• Inquiry, Advocacy, Assertiveness

• Leadership

• Culture

• Communication

• Error Management

• Teamwork & Crew Coordination

• Fatigue Education & Awareness

• Stress Management

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September 14, 2007 – Atlanta, GA

NTSB probable cause:

• failure to execute a missed

approach

• Failure to obtain proper

touchdown point

• Lack of standard operating

procedures

• Inadequate windshield

maintenance

• Poor/inadequate CRM

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ARE WE JUST “CHECKING THE BOX?”

Behavior that is not corrected sends the

message the behavior is accepted!

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WHAT SHOULD A CRM PROGRAM LOOK LIKE?

Organizational

Culture

Program Design

Implementation

Evaluation

Feedback

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“CRM deficiencies almost always contribute

to the unsatisfactory performance of a

TASK.”

“CRM focuses on situational awareness,

communication skills, teamwork, task allocation,

and decision making within a comprehensive

framework of standard operating procedures.”

Influence of non-technical training on

technical performance:

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“Examiners are required to exercise proper CRM competencies in

conducting tests, as well as expecting the same from applicants.”

“CRM evaluations are still largely subjective.”

“Pass/Fail judgments based solely on the CRM issues must be

carefully chosen since they may be entirely subjective.”

“CRM is not a single TASK. CRM is a set of competencies , which

must be evident in all TASKs in this practical test standard, as

applied to the single-pilot or the multicrew operation.”

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CRM BEHAVIORAL MARKERS

• Observable non-technical behaviors that

contribute to performance

• Structured into a set of categories

(sometimes sub-categories)

• Derived from data and analysis

• Accident reports

• Confidential reporting systems

• Interviews

• Surveys

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UNIV. OF TEXAS BEHAVIORAL MARKERS

P=pre departure/taxi T=Takeoff/climb

D=Descent/Approach/LDG G=Global

SOP BRIEFING The required briefing was interactive and operationally thorough

•Concise, not rushed, and met SOP requirements •Bottom lines established

P-D PLANS STATED Operational plans and decisions were

communicated and acknowledged ••Shared understanding about plans “Everybody on same page”

P-D WORKLOAD

ASSIGNMENT Roles and responsibilities were defined for normal and non-normal situations •acknowledged Workload assignments were communicated and P-D CONTINGENCY

MANAGEMENT Crew members developed effective strategies to manage threats to safety ••Threats and consequences were anticipated Used all available resources to manage threats

P-D MONITOR/

CROSSCHECK Crew members actively monitored and cross-checked systems and other crewmembers •Aircraft position, settings, and crew actions were verified P-T-D WORKLOAD

MANAGEMENT Operational tasks were prioritized and properly managed to handle primary flight duties

•Avoided task fixation •Did not allow work overload

P-T-D VIGILANCE Crew members remained alert of the

environment and position of the aircraft •Crew members maintained situational awareness P-T-D AUTOMATION

MANAGEMENT Automation was properly managed to balance situational and/or workload requirements ••Automation setup was briefed to other members Effective recovery techniques from automation

anomalies

P-T-D

EVALUATION OF

PLANS Existing plans were reviewed and modified when necessary •make sure existing plan was the best plan Crew decisions and actions were openly analyzed to P-T INQUIRY Crew members asked questions to investigate

and/or clarify current plans of action ••Crew members not afraid to express a lack of knowledge “Nothing taken for granted” attitude

P-T ASSERTIVENESS Crew members stated critical information and/or

solutions with appropriate persistence

•Crew members spoke up without hesitation P-T

COMMUNICATION

ENVIRONMENT Environment for open communication was established and maintained

•Good cross talk

•Flow of information was fluid, clear, and direct

G LEADERSHIP Captain showed leadership and coordinated

flight deck activities ••In command, decisive Encourage crew participation

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NOTECHS BEHAVIORAL MARKERS

Elements

Behaviors

COOPERATION

Team building & maintaining Establishes atmosphere for open communication and participation

Considering others Takes condition of other crew members into account

Supporting Others Helps other crew members in demanding situation

Conflict Solving Concentrates on what is right rather than who is right

LEADERSHIP &

MANAGERIAL SKILLS

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

Maintaining standards Intervenes if task completion deviates from standards

Planning and coordinating Clearly states intentions and goals Workload Management Allocates enough time to complete tasks

SITUATION

AWARENESS

System Awareness Monitors and reports changes in system states

Environmental awareness Collect information about the environment Anticipation Identifies possible/future problems

DECISION MAKING

Problem definition/diagnosis Reviews causal factors with other crewmembers

Option generation States alternative courses of action Asks other crewmembers for options Risk assessment/ option choice Considers and shares risk of alternative

courses of action

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