This document provides information about a Flight and Ground Risk Analysis Tool (FRAT/GRAT). It discusses the key elements that should be included in a FRAT/GRAT, such as factors related to the pilot, aircraft, environment, and external pressures. It also describes how to determine a risk score and what to do based on the score, such as mitigating risks for a yellow score or cancelling a flight for a red score. Finally, it discusses how a FRAT/GRAT fits within an organization's Safety Management System and regulatory requirements for its use.
Human Factors in Aviation by Omar KuzbariOmar Kuzbari
Case study on Human Factors in Aviation based on the Air Ontario Flight 1363 Fokker F-28 at Dryden from March 10, 1989 (Ontario) prepared by Omar Kuzbari in 2018.
In 1994, the University of Texas Human Research Project and Delta Airline developed the Line Operations Safety Audit (LOSA) program. With time, the LOSA program evolved into what is now known as Threat and Error Management (TEM).
The TEM framework is an applied concept which emerged from the observations and surveys of actual flight operations. It considers the various issues that a flight crew may encounter as a result of internal and external factors.
This model explores the contributing factors of the threat to aviation safety and, in turn, allows for the unearthing of ways to mitigate them and maintain proper safety margins. Now recognized and adopted across continents, the TEM framework aims to educate flight personnel on managing threats and errors before they degenerate into serious incidents or accidents. It is important to note that TEM is also applicable to maintenance operations, cabin crew, and air traffic control.
Human Factors in Aviation by Omar KuzbariOmar Kuzbari
Case study on Human Factors in Aviation based on the Air Ontario Flight 1363 Fokker F-28 at Dryden from March 10, 1989 (Ontario) prepared by Omar Kuzbari in 2018.
In 1994, the University of Texas Human Research Project and Delta Airline developed the Line Operations Safety Audit (LOSA) program. With time, the LOSA program evolved into what is now known as Threat and Error Management (TEM).
The TEM framework is an applied concept which emerged from the observations and surveys of actual flight operations. It considers the various issues that a flight crew may encounter as a result of internal and external factors.
This model explores the contributing factors of the threat to aviation safety and, in turn, allows for the unearthing of ways to mitigate them and maintain proper safety margins. Now recognized and adopted across continents, the TEM framework aims to educate flight personnel on managing threats and errors before they degenerate into serious incidents or accidents. It is important to note that TEM is also applicable to maintenance operations, cabin crew, and air traffic control.
Human Factors Training: There's nothing that can't go wrong. This simple insight forms the foundation of human factors training for pilots. In special courses, pilots are prepared for any possible emergency situation and action strategies. Crews learn to analyze and evaluate their own behavior and that of those around them more effectively. Training leads to more efficient work processes, a functioning error management culture, and increased safety. This is a general prsentation and human factors management in aviation training.
How to develop maintenance program in aviation industry with considering cost, operational aspect. Comparing MSG System, FMEA principal and commercial aspect. Airline maintenance program is ultimately important for sustainability of airline business
FAA Advanced Qualification Program (AQP) and CRM for Military & .docxlmelaine
FAA Advanced Qualification Program (AQP) and CRM for Military & Single Seat Pilots: Applications in CRM
ASCI 516 Applications in CRM
Module 8 Presentation
Military History of CRM
Military interest in CRM to prevent errors increased when training suggested an enhancement of mission effectiveness was also shown
In the Air Force, CRM was first considered as a way to take advantage of developments in training to update existing training for aircrew coordination
1980’s training programs in the Air Force, Army and Navy were generally referred to as Aircrew Coordination Training (ACT)
2
CRM in the Military
In 1970, civil aviation took the lead in CRM, and the military began implementing this type of training in the early 1980’s
3
Air Carrier and Military Aviation
Commonalities
Navigation
Weather
Controlling aircraft in flight
4
Differences
Purpose of organization
Qualifications of crews
Rank distinctions
Responsibilities of the crews
Labor relations
Miscellaneous factors (ie. Training)
5
Differences - Task
Task environment
Mission tasks
Decision goals
Time elements
Mission Alterations
Equipment
6
Differences - People
Entry level experience of military vs. civilian pilots
Promotion in military often means accepting jobs not related to flying
Motivation
Study of pilots who were both commercial airline and military reserve pilots showed military offers more of the “fun flying” and camaraderie
7
Differences - Organization
Rank and position
Officer/enlisted relations possible inhibitor of assertiveness
Rank reversals considered likely to add tension to cockpit relations
Formality that exits in military cockpit (based on recognition of rank differences) may act as barrier to effective communications
8
Military aircrew are often given duties that may interfere with their flying
safety officer
logistics officer
legal officer
maintenance officer
EEO program oversight
Scheduling
ordering A/C parts
train
investigate accidents
lecture
hold inspections
sit on promotion boards
fill out fitness reports
keep records
counsel subordinates
report to superiors
9
Training
Airlines are in business of transporting people safely – training is make that possible
Military trains for accomplishment of mission
virtually all peacetime flying is training activity
10
Military ACT/CRM Programs
By 1989 the Air Force/Navy/Army had at least one CRM-type program
Most programs are generally stand-alone lecture/discussion sessions, lasting 1-3 days
Videotapes developed for the airlines are often incorporated directly into programs
11
CRM For General Aviation
The Single Pilot
CRM For General Aviation
“No man is an island” and no pilot flies in a protective bubble.
How we interact with every person we come into contact with before and during a flight can significantly affect the outcome of that flight
Learning how to handle yourself and those around you is one of the keys to being a safer pilot
Crew Resourc ...
FAA Advanced Qualification Program (AQP) and CRM for Military & .docxnealwaters20034
FAA Advanced Qualification Program (AQP) and CRM for Military & Single Seat Pilots: Applications in CRM
ASCI 516 Applications in CRM
Module 8 Presentation
Military History of CRM
Military interest in CRM to prevent errors increased when training suggested an enhancement of mission effectiveness was also shown
In the Air Force, CRM was first considered as a way to take advantage of developments in training to update existing training for aircrew coordination
1980’s training programs in the Air Force, Army and Navy were generally referred to as Aircrew Coordination Training (ACT)
2
CRM in the Military
In 1970, civil aviation took the lead in CRM, and the military began implementing this type of training in the early 1980’s
3
Air Carrier and Military Aviation
Commonalities
Navigation
Weather
Controlling aircraft in flight
4
Differences
Purpose of organization
Qualifications of crews
Rank distinctions
Responsibilities of the crews
Labor relations
Miscellaneous factors (ie. Training)
5
Differences - Task
Task environment
Mission tasks
Decision goals
Time elements
Mission Alterations
Equipment
6
Differences - People
Entry level experience of military vs. civilian pilots
Promotion in military often means accepting jobs not related to flying
Motivation
Study of pilots who were both commercial airline and military reserve pilots showed military offers more of the “fun flying” and camaraderie
7
Differences - Organization
Rank and position
Officer/enlisted relations possible inhibitor of assertiveness
Rank reversals considered likely to add tension to cockpit relations
Formality that exits in military cockpit (based on recognition of rank differences) may act as barrier to effective communications
8
Military aircrew are often given duties that may interfere with their flying
safety officer
logistics officer
legal officer
maintenance officer
EEO program oversight
Scheduling
ordering A/C parts
train
investigate accidents
lecture
hold inspections
sit on promotion boards
fill out fitness reports
keep records
counsel subordinates
report to superiors
9
Training
Airlines are in business of transporting people safely – training is make that possible
Military trains for accomplishment of mission
virtually all peacetime flying is training activity
10
Military ACT/CRM Programs
By 1989 the Air Force/Navy/Army had at least one CRM-type program
Most programs are generally stand-alone lecture/discussion sessions, lasting 1-3 days
Videotapes developed for the airlines are often incorporated directly into programs
11
CRM For General Aviation
The Single Pilot
CRM For General Aviation
“No man is an island” and no pilot flies in a protective bubble.
How we interact with every person we come into contact with before and during a flight can significantly affect the outcome of that flight
Learning how to handle yourself and those around you is one of the keys to being a safer pilot
Crew Resourc.
Human Factors Training: There's nothing that can't go wrong. This simple insight forms the foundation of human factors training for pilots. In special courses, pilots are prepared for any possible emergency situation and action strategies. Crews learn to analyze and evaluate their own behavior and that of those around them more effectively. Training leads to more efficient work processes, a functioning error management culture, and increased safety. This is a general prsentation and human factors management in aviation training.
How to develop maintenance program in aviation industry with considering cost, operational aspect. Comparing MSG System, FMEA principal and commercial aspect. Airline maintenance program is ultimately important for sustainability of airline business
FAA Advanced Qualification Program (AQP) and CRM for Military & .docxlmelaine
FAA Advanced Qualification Program (AQP) and CRM for Military & Single Seat Pilots: Applications in CRM
ASCI 516 Applications in CRM
Module 8 Presentation
Military History of CRM
Military interest in CRM to prevent errors increased when training suggested an enhancement of mission effectiveness was also shown
In the Air Force, CRM was first considered as a way to take advantage of developments in training to update existing training for aircrew coordination
1980’s training programs in the Air Force, Army and Navy were generally referred to as Aircrew Coordination Training (ACT)
2
CRM in the Military
In 1970, civil aviation took the lead in CRM, and the military began implementing this type of training in the early 1980’s
3
Air Carrier and Military Aviation
Commonalities
Navigation
Weather
Controlling aircraft in flight
4
Differences
Purpose of organization
Qualifications of crews
Rank distinctions
Responsibilities of the crews
Labor relations
Miscellaneous factors (ie. Training)
5
Differences - Task
Task environment
Mission tasks
Decision goals
Time elements
Mission Alterations
Equipment
6
Differences - People
Entry level experience of military vs. civilian pilots
Promotion in military often means accepting jobs not related to flying
Motivation
Study of pilots who were both commercial airline and military reserve pilots showed military offers more of the “fun flying” and camaraderie
7
Differences - Organization
Rank and position
Officer/enlisted relations possible inhibitor of assertiveness
Rank reversals considered likely to add tension to cockpit relations
Formality that exits in military cockpit (based on recognition of rank differences) may act as barrier to effective communications
8
Military aircrew are often given duties that may interfere with their flying
safety officer
logistics officer
legal officer
maintenance officer
EEO program oversight
Scheduling
ordering A/C parts
train
investigate accidents
lecture
hold inspections
sit on promotion boards
fill out fitness reports
keep records
counsel subordinates
report to superiors
9
Training
Airlines are in business of transporting people safely – training is make that possible
Military trains for accomplishment of mission
virtually all peacetime flying is training activity
10
Military ACT/CRM Programs
By 1989 the Air Force/Navy/Army had at least one CRM-type program
Most programs are generally stand-alone lecture/discussion sessions, lasting 1-3 days
Videotapes developed for the airlines are often incorporated directly into programs
11
CRM For General Aviation
The Single Pilot
CRM For General Aviation
“No man is an island” and no pilot flies in a protective bubble.
How we interact with every person we come into contact with before and during a flight can significantly affect the outcome of that flight
Learning how to handle yourself and those around you is one of the keys to being a safer pilot
Crew Resourc ...
FAA Advanced Qualification Program (AQP) and CRM for Military & .docxnealwaters20034
FAA Advanced Qualification Program (AQP) and CRM for Military & Single Seat Pilots: Applications in CRM
ASCI 516 Applications in CRM
Module 8 Presentation
Military History of CRM
Military interest in CRM to prevent errors increased when training suggested an enhancement of mission effectiveness was also shown
In the Air Force, CRM was first considered as a way to take advantage of developments in training to update existing training for aircrew coordination
1980’s training programs in the Air Force, Army and Navy were generally referred to as Aircrew Coordination Training (ACT)
2
CRM in the Military
In 1970, civil aviation took the lead in CRM, and the military began implementing this type of training in the early 1980’s
3
Air Carrier and Military Aviation
Commonalities
Navigation
Weather
Controlling aircraft in flight
4
Differences
Purpose of organization
Qualifications of crews
Rank distinctions
Responsibilities of the crews
Labor relations
Miscellaneous factors (ie. Training)
5
Differences - Task
Task environment
Mission tasks
Decision goals
Time elements
Mission Alterations
Equipment
6
Differences - People
Entry level experience of military vs. civilian pilots
Promotion in military often means accepting jobs not related to flying
Motivation
Study of pilots who were both commercial airline and military reserve pilots showed military offers more of the “fun flying” and camaraderie
7
Differences - Organization
Rank and position
Officer/enlisted relations possible inhibitor of assertiveness
Rank reversals considered likely to add tension to cockpit relations
Formality that exits in military cockpit (based on recognition of rank differences) may act as barrier to effective communications
8
Military aircrew are often given duties that may interfere with their flying
safety officer
logistics officer
legal officer
maintenance officer
EEO program oversight
Scheduling
ordering A/C parts
train
investigate accidents
lecture
hold inspections
sit on promotion boards
fill out fitness reports
keep records
counsel subordinates
report to superiors
9
Training
Airlines are in business of transporting people safely – training is make that possible
Military trains for accomplishment of mission
virtually all peacetime flying is training activity
10
Military ACT/CRM Programs
By 1989 the Air Force/Navy/Army had at least one CRM-type program
Most programs are generally stand-alone lecture/discussion sessions, lasting 1-3 days
Videotapes developed for the airlines are often incorporated directly into programs
11
CRM For General Aviation
The Single Pilot
CRM For General Aviation
“No man is an island” and no pilot flies in a protective bubble.
How we interact with every person we come into contact with before and during a flight can significantly affect the outcome of that flight
Learning how to handle yourself and those around you is one of the keys to being a safer pilot
Crew Resourc.
A Novel Approach To The Weight and Balance Calculation for The De Haviland Ca...CSCJournals
The main objective of this research is to provide companies operating different fleets of the De Havilland Canada Twin Otter DHC-6 seaplanes with an alternative method to the time-consuming Whizz Wheel procedure when calculating the weight and balance. Using this application, these operators can lower their aircraft turnaround, speed up the passenger boarding, dispatch the flights efficiently and save on fuel and dock expenses. Furthermore, this research shows how operators do their calculations currently and the positive impact of the application on their entire operation, including extra revenue generation amounting to $4M per year. Most DHC-6 seaplane operators are mainly in the Maldives. Therefore, this research was conducted while piloting these seaplanes and studying the day-to-day operations. While this paper presents the implementation of this software and its design model, it also discusses how two major operators used this application in the Maldives and one in St Vincent and the Grenadines.
According to the International Air Transport Association (IATA), some 3.6 billion passengers are expected to fly on commercial aircraft in 2016. That’s 800 million more than just five years ago. And these numbers continue to grow by more than five percent per year. We can build the airplanes but what about airports? The issue of expanding current airports and developing new ones is critical to the growth of the aviation industry.
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Antarctica- Icy wilderness of extremes and wondertahreemzahra82
In this presentation, we delve into the captivating realm of Antarctica, Earth's southernmost continent. This icy wilderness stands as a testament to extremes, with record-breaking cold temperatures and vast expanses of pristine ice. Antarctica's landscape is dominated by towering glaciers, colossal icebergs, and expansive ice shelves. Yet, amidst this frozen expanse, a rich tapestry of unique wildlife thrives, including penguins, seals, and seabirds, all finely attuned to survive in this harsh environment. Beyond its natural wonders, Antarctica also serves as a vital hub for scientific exploration, providing invaluable insights into climate change and the Earth's history
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How To Talk To a Live Person at American Airlinesflyn goo
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Unlock the secrets to success with our comprehensive 8-Step Glamping Accelerator Go-To-Market Plan! Watch our FREE webinar, where you'll receive expert guidance and invaluable insights on every aspect of launching and growing your glamping business.
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5. 1. Purpose of a Risk Assessment Tool
2. Key Elements
3. Real World Application
4. Role Within Your SMS
5. Regulatory Requirements
Flight Plan…
C
6. 6
How many of you know it is dangerous to:
Fly in weather the aircraft is not certified for
Perform flight or maintenance tasks when fatigued or sick
Push flights to the very limits of fuel capacity
Operate aircraft or do critical maintenance without proper or
recent training
How many of you have:
Flown in weather you probably shouldn’t have been in
Performed flight or maintenance tasks when fatigued or sick
Pushed fuel further than you’d like your mentor to know about
Operated aircraft or done critical maintenance without all the
training you should have had
Why???
B
7. 7
When preparing for a
flight or maintenance
task we should all think
about the hazards
involved.
In our heads we do not
calculate the actual risk
exposure that we could
be confronted with.
Why???
B
8. 8
Purpose of a FRAT
Weather
Performance
Fatigue
Personal Life
Experience
Stuff I forgot
+
Actual Risk
+
+
+
+
=
Why???
C
9. 9
Purpose of a FRAT
Weather
Performance
Fatigue
Personal Life
Experience
Stuff I forgot
+
Actual Risk
+
+
+
+
=
Why???
=
GO
NO GO
Not Quite…
Safety
Decisions
Removed from
aircrew or
technician
C
11. 1. Purpose of a Risk Assessment Tool
2. Key Elements
3. Real World Application
4. Role Within Your SMS
5. Regulatory Requirements
Flight Plan…
2. Key Elements
B
12. 1
• The FRAT/GRAT needs to be customized
to your specific operation.
• Have items that are part of your ideal
flight or task briefing
• A sound framework to support FRAT
development is the PAVE model found in
the FAA Risk Management Handbook.
Key Elements
2. Key Elements
What it should include…
C
13. 1
Key Elements
• Pilot (Persons) – Experience, training, fatigue,
illness, [I’M SAFE checklist]
• Aircraft – Known maintenance issues,
performance limitations, fuel status, avionics
updates.
• enVironment – Weather (present and
forecast), flight (mission) type, ATC,
obstructions, time of day, other air traffic
• External Pressures - Recent changes in
personnel, management insistence, difficult
customers, consequences of cancelling flight.
C
14. 1
Key Elements
TIP– Do not assume you can identify all hazards that will be
encountered.
• Include a blank ‘Hazard’ that can be filled in if needed.
• This will allow a crew to still do the most important part of a
FRAT if something was missed in the Hazard ID process…
Mitigation
14C
15. 15
Risk can be determined in various ways
• Element present or not (passengers, special op)
• Variable levels (VFR-MVFR-IFR, hours on shift)
• In conjunction with other elements (weather and time of day,
experience level and job complexity)
What’s the score?
B
16. Who?
16
• Pilot (Persons) – Experience, training, fatigue, illness, [I’M SAFE
checklist]
The entire aircrew or maintenance team should be included in this
section…
✔
✔
B
17. 18
What?
• Your FRAT/GRAT must include a Mitigation function.
• This is the key to the whole process!
• Look at the high scoring items and think of a way to
reduce that risk.
18
B
18. Examples may include:
EDP
Different route
Delaying the flight
Additional equipment
Changing flight crews
Designating alternate landing areas
Getting additional information
Setting higher limits for training
maneuvers
Reviewing procedures
Consulting other flight crews
Many, many more….
19
What?
C
19. 20
• When this process is done, not only will you have lowered risk,
but you will have also put the entire crew on the same page for
the upcoming flight.
• You may even find a way to get a job done that you would have
otherwise turned down…
What?
C
20. 21
If your operation flies unscheduled flights your FRAT
should include ‘static’ and a ‘dynamic’ sections.
• The static section includes the elements that are unlikely to
change throughout the day. Beginning of a shift
• The dynamic section includes those items that can only be
filled out when the time and specifics of a flight are known.
Just before the flight
• This also allows the flight crew to fill out as many items as
possible without the pressure of a ‘scramble’ flight.
Analytical vs Intuitive process
When?
B
21. 22
What do I do with the final score?
The FRAT/GRAT should have three possible score ranges.
These are often grouped into Green, Yellow (or Amber)
and Red sections.
What?
B
22. 23
What do I do with the final score?
Green – Go fly!
• The pilot/crew still want to discuss what the highest
scoring risks are and attempt to mitigate those risks.
What?
B
23. 24
What do I do with the final score?
Yellow – Try to mitigate some of the higher scoring items.
• If the score is still in the yellow, call a contact person. That contact
person must understand aviation safety, which usually means another
pilot with safety or management status.
• They will help think of ways to further mitigate some of the risks for
the flight.
• If the score is still in the yellow, the contact person can release the
flight with the knowledge from all involved that the flight is being
conducted in an elevated risk category.
What?
C
24. 25
What do I do with the final score?
Red – No-Go.
• Unless the risks involved in the flight can be
mitigated (different crew or equipment, delayed
launch time…) the flight is cancelled.
• High scoring elements should be addressed in a
company SMS.
What?
B
25. 1. Purpose of a Risk Assessment Tool
2. Key Elements
3. Real World Application
4. Role Within Your SMS
5. Regulatory Requirements
Flight Plan…
B
26. 27
One FRAT does not fit all…
Even at the same operation…
Having different FRAT for different
types of missions helps make each
one:
More effective
Shorter in length
Real World FRATs
C
27. 28
Many FRATs do not have a mitigation section
Real World FRATs
You can easily
add this
function by
having items
with a negative
value…
C
28. 29
The Dynamic section of your FRAT may need
updating inflight or at a remote location…
Real World FRATs
Put it on a kneeboard sized card…
1. Write down the static score before the flight
2. The yellow and red limits are already set
3. Calculate dynamic factors and add that score
12
17
5
B
Description:
…At the halfway point, the flight
encountered heavy rain in twilight lighting conditions. While
maintaining VFR, the pilot slowed to 80 knots and descended to 500
feet AGL seeking better flight visibility. The pilot was not able to
divert or return to the point of departure due to the length of the
trip and no availability of fuel along the route. As the pilot entered
conditions for an En route Decision Point (EDP) and with no signs of
improvement in ceiling and visibility, the pilot elected to make a
precautionary landing along the highway.
The pilot contacted the Comm Center via satellite telephone to apprise
them of the situation, after which the PAIP was activated.
Arrangements were made for ground transport to meet the aircraft,
transporting the patient and physician the remainder of the trip.
Although conditions improved shortly after the precautionary landing,
the aircraft remained there until the already en route ambulance met
the aircraft. After the patient was transferred with the physician,
the aircraft with the flight paramedic still onboard continued on to
base without incident.
Additional Info:
EDP: En route Decision Point process outlined in company SOP
29. 30
Elements of a good FRAT/GRAT…
Customized to your operation.
Easy to fill out – use automation to fill in items
whenever possible.
‘Living document’ – the FRAT/GRAT should change
as your operation changes. Update every 6 months
Real World FRATs
C
30. 31
Example Risk Assessment Form:
The above FRAT can be obtained at no cost from the European Helicopter Safety Team (EHEST).
https://easa.europa.eu/essi/ehest/2012/06/pre-departure-check-list
Real World FRATs
C
33. 1. Purpose of a Risk Assessment Tool
2. Key Elements
3. Real World Application
4. Role Within Your SMS
5. Regulatory Requirements
Flight Plan…
B
34. 36
A FRAT/GRAT is an active component of an SMS.
• Risks specifically targeted by your SMS and the
mitigations you develop to counter them should be
included in your FRAT/GRAT.
• If a hazard is generating a higher risk assessment
score, increase the score on the FRAT/GRAT, and
vice-versa.
SMS and the FRAT
C
35. 37
SMS and the FRAT/GRAT…
Track the results of your FRATs/GRATs, especially the high scores.
• Periodically analyze the data to see what those high scores are
and what the real or potential impact is on your organization.
• Feed that information into your SMS to drive training,
equipment purchases or policy changes that can lower risk in
general and also lower the number of cancelled flights in your
operation.
SMS and the FRAT
B
36. 38
SMS and the FRAT/GRAT…
Use FRAT/GRAT data to determine if specific risk
mitigations (training, procedures, equipment) are having
the desired effect, a.k.a Risk Management Assurance.
SMS and the FRAT
B
37. 1. Purpose of a Risk Assessment Tool
2. Key Elements
3. Real World Application
4. Role Within Your SMS
5. Regulatory Requirements
Flight Plan…
C
38. 40
FAR §135.617…
Do I Have to FRAT?
(a) Each certificate holder conducting helicopter air ambulance operations must establish,
and document in its operations manual, an FAA-approved preflight risk analysis that
includes at least the following—
(1) Flight considerations, to include obstacles and terrain along the planned route of flight,
landing zone conditions, and fuel requirements;
(2) Human factors, such as crew fatigue, life events, and other stressors;
(3) Weather, including departure, en route, destination, and forecasted;
(4) A procedure for determining whether another helicopter air ambulance operator has
refused or rejected a flight request; and
(5) Strategies and procedures for mitigating identified risks, including procedures for
obtaining and documenting approval of the certificate holder’s management personnel to
release a flight when a risk exceeds a level predetermined by the certificate holder.
C
39. 41
FAR §135.617…
Do I Have to FRAT?
(c) Prior to the first leg of each helicopter air ambulance operation, the pilot in
command must conduct a preflight risk analysis and complete the preflight risk
analysis worksheet in accordance with the certificate holder’s FAA-approved
procedures. The pilot in command must sign the preflight risk analysis worksheet
and specify the date and time it was completed.
(d) The certificate holder must retain the original or a copy of each completed
preflight risk analysis worksheet at a location specified in its operations manual for
at least 90 days from the date of the operation.
C
40. 42
FAA Rule 2014-03689…
“Requirement for management approval of flights in
situations where a predetermined risk level is exceeded.”
“…an electronic signature would be acceptable. FAA
guidance on electronic signatures is found in Advisory
Circular (AC) 120–78”
“The 90-day retention will allow the operator to conduct a
quarterly review to identify trends in its operations to further
mitigate risks in future flights.”
Do I Have to FRAT?
B
41. 43
FAA Rule 2014-03689…
“The initial regulatory evaluation estimated that the preflight
risk analysis would take 10 minutes to complete. The FAA has
determined that a 10-minute delay is acceptable because of
the safety benefit of identifying risks before flight.” ?????
Do I Have to FRAT?
B
42. 44
“The rule requires operators to establish and document,
and include in their FAA-approved preflight risk analysis,
a procedure for determining ‘‘whether another helicopter
air ambulance operator has refused or rejected a flight
request.’’
Do I Have to FRAT?
C
43. There are no new ways to crash an aircraft…
…but there are new ways to keep people from crashing them…
Chris Young
cbyoung.email@gmail.c
om
203-767-8584
Bryan Smith
safety@alea.org
407-222-8644