1 downloaded from crew resource management presented by: jim kirby, asi slc faa fsdo

1

Downloaded from www.avhf.com

Crew Resource Management

Presented by:

Jim Kirby, ASI

SLC FAA FSDO

2


Crew Resource Management:

“The effective use of all available resources needed to complete a safe and efficient flight.”

3


Objectives:

Human factors that cause accidents

Critical success factors and elements

Concepts and tools of aircrew coordination training (CRM/ACT)

We will explore:

4


Goals of CRM: CRM should provide pilot with: KNOWLEDGE of concepts and

procedures ATTITUDE which recognizes the

importance of good aircrew coordination to safety.

SKILLS to effect implementation of knowledge

5


Quick analysis of past mishaps

60

50

40

30

20

10

0

70

60 62 64 66 68 70 72 74 76 78 80 82 84 86 88 90

ACCIDENTS, 1959 - 1990

Year

6


Who’s having accidents?

CAUSES OF AIRCRAFT ACCIDENTS

80% 20%Aircrew Error!

WEATHEREQUUIPMENTMAINTENANCEAIRPORT/ATCOTHER

7


Who’s having accidents?

PrimaryFactor

Flightcrew

Airplane

Maintenance

Weather

Airport/ATC

Misc (other)

No. ofAccidents

Percent

10 20 30 40 50 60 70

PERCENT OF TOTAL ACCIDENTS WITH KNOWN CAUSES ('59-'90)

493

124

21

34

37

47

8


Typical aircrew errors

Loss of situational awareness Violation of FAR Departure from proven procedures Poor judgment or decision making Preoccupation with minor

mechanical problems

9


Inadequate leadership--Failing to: Delegate tasks Assign meaningful responsibilities Set priorities Lack of monitoring Failure to use available information Failure to communicate plans,

problems, etc.

Typical aircrew errors

10


The Aircrew Coordination (AC) Cycle

PLANNING

L

CHAL

ENGE R

ESPONSE

TheAircrewCycle

11


Critical Success Elements

PLANNING

L

CH

AL

EN

GE R

ES

PO

NS

E

MONITOR

TIME?

BRIEF

Policy &Regulation

CommandAuthority

AircrewCommunications

WorkloadPerformance

AvailableResources

SituationalAwareness

DecisionMaking

OperatingStrategy

13


Guiding Principle:

“Everyone knows the regulations and procedures and will comply.”

(Fatal assumption?)

14


Depart from P&R?

Would YOU . . .

15


Inadvertent Departures

Attention Memory Attitude Stress

16


Purposeful Departures from P&R . . .

Mind traps Disregard for “silly”

rules Pressure Unwise commands

17


Positive Flight Crew Characteristics

In control of people and events or appear to be

Built-in calculated emotional distance

Mission oriented compartmentalizers

Systematic, methodical and predictable

18


Negative Flight Crew Characteristics

Not spontaneous Can and do become complacent

as we get better Do meaningless “rituals” - a trap Need “positive feedback”

19


Assertiveness

Excessive professional courtesy Halo effect Copilot syndrome

21


Authority/Assertiveness

Crew Incapacitation:

Obvious Subtle

“Two-Challenge Rule”

23


Conflict Resolution Techniques: Constructive Patterns

Program time to discuss issues Give expression to feelings Replay other person's feelings Define issues clearly Discover where positions agree Discover points of vulnerability Determine depth of feelings Offer self corrections Recognize spontaneous humor,

caring

24


Command Authority

When there is disagreement:

“Conservative Response Rule”

25


Communications

Levels Poor Good Effective

26


Process of communications

27


Barriers. Anything that distorts or interferes with communications:

Noise, static Multiple

communications Fatigue, stress Distractions Incomplete

message Ambiguous

wording

Lack of credibility Lack of rapport Thing in personal

terms Jargon Boring

28


Was my message received?

Get feedback ! Deal with behavior, not person Focus on ideas rather than giving

advice Focus on what is said rather than

why Include info that can be used, not

everything you know

29


Hidden Agenda:

Withholding information for personal reasons

Insures loss of communications Hard to detect Taints judgment

30


Responsibility! Sender

• Be clear & concise

• Consider the environment

• Address receiver’s needs

Receiver• Active listening• Interpreting• Evaluating• Responding

31


Workload Performance

HIGH

LOW

UNDERLOAD OPTIMUMWORKLOAD

OVERLOAD

OPTIMUM WORKLOAD

Increase activity PrioritizeDelegateExpand Time

BoredomFatigueFrustrationDissatisfactionSatisfaction

ChangeProgressProblem solvingRationalCreative

Low self esteemIllnessExhaustionProblem solvingIrrationalSLOJ

PERFORMANCE

HIGHLOW

32


Classifications of Workload:

CRITICAL: A workload item that requires immediate attention to avert catastrophe.

IMPORTANT: A workload item that requires response as soon as possible, else it will become critical.

ROUTINE: An item encountered in normal flight, but if left unattended could become important.

33


Work load too high

Work faster, try to cram more into a shorter time frame.

Overall concept of flight breaks down. Overall view begins to narrow and become shorter

As pace quickens, attention become tunneled--pilot fixates on one item.

Revert to previous habits (good or bad)

34


Recognizing High Workload Individual workload tolerance varies Difficulty adhering to normal performance

standards Errors, erratic performance Getting away from good fundamentals of

aircraft control Uncertainty, indecision, discomfort Losing normal scan, tunnel vision, fixation Temporal distortion Hesitant, confused speech

35


Protecting against high workload

Intimate KNOWLEDGE of the business

Professional ATTITUDE SKILL to fly without excessive

attention to aircraft

39


Dealing with distractions Ignore: Good during critical phases of flight.

Planning can reduce distractions. Delay: If it can wait, then delay it (judgment

comes in here!) Delegate: Let someone else handle the

distraction if it warranted. Handle: Handle important distraction right

away, but do not become fixated at the expense of other important functions.

Sterile cockpit: Reduces or eliminates distractions

40


Stress

Can result in:• Distress• Anxiety• Oppression• Affliction

Body signals:• Headaches• Heartburn• Cramps• Fatigue

41


ENVIRONMENTAL Cold/heat/light Danger Living conditions PERSONAL INTRAPERSONAL conflict Hereditary traits INTERPERSONAL Personality conflict Mistrust Lack of support Poor communication PRIVATE LIFE

Stressors:

42


Stressors Family problems Financial concerns Health care Pressure from friends Time for personal interests ORGANIZATIONAL Role conflict Job ambiguity Underwork/overwork changes Travel People management Organizational structure

43


Frequent Causes for a failing aviator

Recently engaged Marital problems Divorce Relationship difficulties Major career decision/change Trouble with superiors or peers

44


Managing stress Organize yourself Change your environment Build up your strength Listen to your body Learn to relax Find ways to laugh each day Develop a supportive network

around you

45


People, equipment and information that can contribute to a successful flight and the prevention of error

during the flight.

Available Resources:

46


Internal Resources:

Pilot Copilot Crew Equipment knowledge

47


External Resources:

Other pilots via Pireps & communications

ATC Tech reps & maintenance

personnel FSS Time (think ahead, space out tasks)

48


The combined action of separate resources has greater total effect than the sum of their individual effects when they are assimilated by the flight crew.

Synergy:

49


The accurate perception of the factors affecting the aircraft and the crew, including knowing what has happened in the past, what’s going on now, and how these affect what might happen in the future.

Situational Awareness:

50


Maintaining good situational awareness:

Critical Success Factors: Knowledge (plus

experience/training) Attitude Personal health Crew coordination Inquiry

51


Causes of loss of situational awareness:

Fixation Ambiguity Unresolved disagreement or

discrepancy Complacency Euphoria Gut feeling Distraction

52


Minimizing loss of situational awareness

Illness? Medication? Stress? Alcohol? Fatigue? Eating?

53


I ILLNESS?

M MEDICATION?

S STRESS?

A ALCOHOL?

F FATIGUE?

E EATING?

The “I’M SAFE” checklist

54


Decision Making

A multitude of factors: Knowledge Training Experience Attitudes

56


Hazardous Attitudes

Anti-authority Impulsivity Invulnerability Macho Resignation Get There-itis

57


Risk Evaluation

AESOP MODEL

Aircraft Environment

Situation

Operations Personnel

58


It’s

brea

k tim

e!

Please be back in 10 minutes

59


Operating Strategy =

+Duties

+SCOP

Aircrew Cycle

60


SCOP

A specific technique for effecting good situational awareness, decision making and communications

61


Standard Cockpit Operating Procedure (SCOP)

Who flies Who briefs what and when Callouts: who makes them and when Who does miscellaneous procedures Checklist use (style and procedure)

62


Briefings: PIC briefs SIC

Filed flight plan Weather conditions Itinerary, delays, stopovers, etc. PIC/SIC, PF/PNF assignments Question SIC about:

• Fuel loaded• Preflight inspection• Load manifest, W&B• Answer questions

63


Briefings: Before takeoff briefing

Initial heading & altitude Review critical “V” speeds Advise of malfunctions &

emergency action Backup power settings Standard Callouts Any Questions?

64


Briefings: Approach briefing

Name & location of IAP Field elevation Final approach crs. description Name of final approach fix DH/MDA timing Missed approach procedure—at

least first heading and altitude Any questions?

65


Checkli

sts

Ensure proper configuration of aircraft

Basis for procedural standardization

A collection of task lists

66


Normal Checklist: Verifies aircraft configuration Provides sequential framework Allows for cross-checking Dictates crew duties Enhances the team concept Quality control tool Reduces reliance on memory Helps prevent exceeding aircraft

limitations

67


Excuses

!

I don’t use checklists because— They take too much time . . . I know my airplane so well . . . They are too much work . . . I fly a simple airplane . . .

68


Checklist philosophy

Methods of Use: Call-do-response

(“cookbook”) Challenge-Verification-

Response (checklist backs up flow patterns)

69


Redundancy

Memory Vs. Checklist Inter-crew checking Once isn’t enough!

70


Checklist Pitfalls Memory only - no checklist backups Checklist pulled by habit, but not used Checklist left entirely up to the PNF, w/o

checking for action or response from PF (all talk-no action!)

”Shortcutting”-Calling several items at once, failing to verify action for each

Failure to declare completion of checklist

71


Performance factors

Perception CRM Interruptions and distractions Maintenance Checklist ambiguity

72


Nor

mal

Ch

eckl

ists

Cu

es

Preflight inspection Before Starting Engines Taxi Before Takeoff Lineup After takeoff/climb Cruise Descent In-range Descent Approach Before Landing After landing Shutdown

73


Check

list D

esig

n

Subdivide long lists into usable chunks Make a checklist for each phase of flight

• Preflight• Before starting• Taxi• Before takeoff• Climb• Cruise• In range• Descent• Approach• Before landing• After landing• Shutdown

74


Order of Items System sequence Motor/eye coordination Vs. checklist

order Flow patterns Association: location & sequence

75


Sequence of Very Critical Items

Locate at beginning of checklist—get attention before distractions . . .

Duplicate critical “killer” items for emphasis (use sparingly . . .)

76


Des

ign

/Use

Gu

idel

ines

Respond with item status Touch the items Subdivide long checklists Sequence checklists to match

flow patterns Sequence checklists with other

internal/external events Critical items up front w/repetition Call checklists completed Build in backups Awareness & training

77


“There is nothing more worthless than sky above you, airspeed lost, runway behind you, fuel in the truck and checklists disregarded!”

Checklist discipline:

78


Standard Callouts An integral part of the SCOP Help establish effective

communications Assist in situational awareness A habit that increases the good

effects of redundancy

79


Crew Resource Management

*** The End ***

1 downloaded from crew resource management presented by: jim kirby, asi slc faa fsdo

Documents