This document discusses establishing personal minimums for pilots. It defines personal minimums as a safety buffer between the skills required for a flight and a pilot's own skills based on training, experience, currency and proficiency. It recommends pilots establish baseline personal minimums in six steps: 1) Reviewing weather minimums, 2) Assessing personal weather comfort levels, 3) Considering winds and aircraft performance factors, 4) Setting baseline values, 5) Adjusting for specific flight conditions, and 6) Committing to stick to the plan. Personal minimums support sound decision making by providing risk mitigation before and during flights. The document also reviews Aeronautical Decision Making tools and the PAVE checklist for assessing risks.
January 2016 Edition of the "Call the Tower - Pilot Deviations and FAA Enforcement Actions." Includes information about the FAA's new "Compliance Philosophy" which went into effect in October, 2015.
March 2016 Edition of "Call the Tower - Pilot Deviations and FAA Enforcement Actions."
Presented March 5, 2016 at Triangle North Executive Airport, Louisburg, NC
Discussion of the FAA "Compliance Philosophy" and "Compliance Action" for airman deviations announced in 2015.
Presented at the FAASafety WINGS event at Guilford Technical Community College, Greensboro, NC August 27, 2016
Note: The material in this presentation is not updated and may not reflect current policy.
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.
The influence of adverse weather conditions on pilots’ behavior and decision ...Berend Roosendaal
This paper presents a summary of the international literature regarding pilots’ behavior under adverse weather conditions. The literature also covers the influences on the decision-making process of the pilot. The focus of this study is on pilots who fly solely in general aviation.
Aeronautical Decision Making from a Maintenance PerspectiveIsaac D. White
Presentation for FAASTeam 2015 Greenwood Aviation Expo addressing Aeronautical Decision Making from a Maintenance Perspective. For Public presentation by Isaac D. White
January 2016 Edition of the "Call the Tower - Pilot Deviations and FAA Enforcement Actions." Includes information about the FAA's new "Compliance Philosophy" which went into effect in October, 2015.
March 2016 Edition of "Call the Tower - Pilot Deviations and FAA Enforcement Actions."
Presented March 5, 2016 at Triangle North Executive Airport, Louisburg, NC
Discussion of the FAA "Compliance Philosophy" and "Compliance Action" for airman deviations announced in 2015.
Presented at the FAASafety WINGS event at Guilford Technical Community College, Greensboro, NC August 27, 2016
Note: The material in this presentation is not updated and may not reflect current policy.
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.
The influence of adverse weather conditions on pilots’ behavior and decision ...Berend Roosendaal
This paper presents a summary of the international literature regarding pilots’ behavior under adverse weather conditions. The literature also covers the influences on the decision-making process of the pilot. The focus of this study is on pilots who fly solely in general aviation.
Aeronautical Decision Making from a Maintenance PerspectiveIsaac D. White
Presentation for FAASTeam 2015 Greenwood Aviation Expo addressing Aeronautical Decision Making from a Maintenance Perspective. For Public presentation by Isaac D. White
This presentation comprises of various segments of Aeronautical Engineering, top colleges in India and abroad, study paths, the about the career realities and many such discoveries.
NTSB Senior Air Safety Investigator, Kristi Dunks, talks about aeronautical decision making when a pilot plans a flight.
This presentation is part of the release of the NTSB General Aviation Safety Series at the FAA Safety forums during Sun 'N Fun 2012 in Lakeland FL.
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.
There is opportunity for error throughout the system of flight operations. Cabin safety is improved through flight attendants and other airline employees being allowed to submit hazards they identify, and self-disclosure reports when things go wrong. having the opportunity to learn from errors, instead of immediately terminating the person, helps improve the safety culture. Doing this carries over to providing airline passengers an increased level of safety.
How can you prepare your company to avoid unnecessary losses? Experts in the insurance, safety and risk management arena will provide detailed industry-specific information that you can begin using right away to protect your company and its financial health for years to come. You’ll leave this session with a clear understanding of why loss prevention is as essential for survival as regulatory compliance.
Speakers:
Kent Miller, Field Supervisor, Safety, Claims and Litigation Services (SCLS)
Dave Wittwer, Vice President, Hays Companies
Aeronautical Decision Making And Risk Management For PilotsMySkyMom
This presentation relies heavily on the FAA\'s Risk Management Handbook, which can be found at http://www.faa.gov It covers factors related to ADM, statistics, best practices, and related case studies.
Crew Resource Management and
Situational Awareness
ASCI 516
Module 5 Presentation
Overview of Situational Awareness (SA)
Definitions
Components of SA
CRM skills that aid in situational awareness
Threats to SA
Prevention methods to enhance SA
Theory of the Situation
A set of beliefs about what is happening and what action an individual should take.
Based on the interpretation of available information.
Based on individual’s perception of reality
Reality of the Situation
What is actual reality, without human perception
Theory of Practice
An individual’s concepts and skills developed over time, used to build and respond to Theories of the Situation
The sum of experience
Theory of the Situation
You are MOST likely to change your theory of the situation when:
Operating under low stress
Have access to and accept feedback
Develop inquiry skills into your Theory of Practice. Guard against interpreting information to support your Theory of the Situation
Theory of the Situation
You are LEAST likely to change your theory of the situation when:
Your Theory of Practice is over-learned
You have a complacent attitude
It is a crisis situation
The theory of the situation is central to your self-esteem/ego.
Got SA???
Situation Awareness is an accurate perception of the factors and conditions currently affecting the safe operation of the aircraft and crew.
(ICAO & Industry CFIT Task Force).
8
Defining SA
Situational assessment is defined as the process of achieving situation awareness. It is the process of information acquisition and interpretation that leads to the product defined as situation awareness
Adams, Tenney and Pew, 1995
Awareness Is the Result of
Multiple Situational Assessment
Observation of Situation
Comparing observation with:
Other Observations
Expectations
Plans
Seeking More Information
Situational Assessment on Three Levels
Perception: Failure to correctly perceive the situation
Integration of Information:
Failure to integrate or comprehend the information
Projection: Failure to project situation into the future
Pilot Elements of Situational Awareness
Experience and Training
Physical Flying Skills
CRM Skills (Teamwork)
Spatial Orientation
Health and Attitude
12
Operational Clues to Loss of Situational Awareness
Terrible Eleven
Incomplete Communications
Ambiguity
Unresolved Discrepancies
Use of Undocumented Procedures
13
Operational Clues to Loss of Situational Awareness
Terrible Eleven
Preoccupation or Fixation
No One Flying
No One Looking
Confusion
14
Operational Clues to Loss of Situational Awareness
Terrible Eleven
Deviations from SOP’s
Violations of Limits and Regulations
Failure to Meet Targets
15
Confused?
Maintain Control - Fly the aircraft.
Create Time & Space - minimize the impact of any errors or threats by avoiding critical flight segments until ready.
16
REVERT TO BASICS:
Maintain Control - Fly the Aircraft. Or delegate someone to with specifi.
2. Attendance Roster / WINGS Credit Reminder
2
Please sign the roster
– If on the pre-printed roster
Initial your attendance
– If not, please fill in the 2nd roster
Print clearly
Include phone number in case we need to
contact you
This is to help make sure you get proper credit
3. Group Question
3
Have you ever conducted a
flight that you realized was
probably not a good idea?
Have you ever felt indecisive
about beginning a flight?
…..No clear “Go / No Go”
4. Several Types of Minimums
4
• Airspace / Weather Minimums (Part 91)
• Instrument Procedures
• Company Flight Operation Procedures
• Air Carrier (Part 121)
• Charter (Part 135)
• Corporate Flight Departments
• Other Organizations
Structured Procedures Promote Safety
5. Establishing YOUR Personal Minimums
5
• What are Personal Minimums?
• Why utilize Personal Minimums?
– Human Factors equivalent of Fuel Reserves
– Provides a safety buffer between:
• Skills required for a specific flight
• Skills available to you through your training, experience, currency and
proficiency
• Supports sound Aeronautical Decision Making (ADM)
• Provides risk mitigation “Up Front” before and during flight
6. Aeronautical Decision Making (ADM)
6
• Aeronautical decision-making (ADM) is decision-
making in a unique environment—aviation.
• It is a systematic approach to the mental
process used by pilots to consistently determine
the best course of action in response to a given
set of circumstances.
• It is what a pilot intends to do based on the latest
information he or she has.
From FAA “Pilots Handbook of
Aeronautical Knowledge”
7. Aeronautical Decision Making (ADM)
*** Example of ADM Tools ***
7
FAA “Pilots Handbook of
Aeronautical Knowledge”
12. Nall Report – Key Accident Drivers
12
Fixed-Wing Non Commercial
(Part 91 Opns)
Pilot Related
(not mechanical)
2012
13. Personal Minimums Key Considerations
13
Human Factors equivalent of Fuel Reserves
Provides a safety buffer between:
• Skills required for a specific flight
• Skills available to you through your training,
experience, currency and proficiency
Should be based on conditions that are conducted:
Comfortably
Recently
Regularly Experience
14. Key Steps to Establish Personal Minimums
14
1) Review weather minimums
2) Access weather experience and personal comfort level
3) Consider winds and performance
4) Assemble baseline values
5) Adjust for specific conditions
6) Stick to the Plan!
15. Step 1 - Review Weather Minimums
15
From “Getting the Maximum from Personal Minimums”
by Susan Parson “FAA Aviation News” May-June 2006
16. Step 2 - Access Weather Experience
and Personal Comfort Level
16
Step 2(a) “What are the facts about
my current skill and proficiency
level?”
Step 2 (b) “What weather conditions
am I comfortable with?”
Be Honest with yourself!
18. Step 3 - Consider Winds and Performance
18
Step 3(a)
“What level of wind &
turbulence am I comfortable
with?”
Step 3 (b) “What aircraft
performance conditions am I
comfortable with?”
Be Honest with yourself!
19. Step 3 – Example of Turbulence & Performance
Factors Comfort Level
19
20. Step 4 - Assemble Baseline Values
20
Populate the parameters for
which you are comfortable
….this is Your Baseline
21. Step 4 “Assemble Baseline Values” Example
21
Baseline Personal Minimums Established
22. Step 5 - Adjust for Specific Conditions
22
• Adjust your Baseline for This Flights Specific Conditions
• Establishes “Safety Margin” for Less than standard conditions
• Can be reviewed / adjusted as your proficiency and comfort level increase
P
A
V
E
23. Step 6 - Stick to the Plan!
23
Professional pilots live by the numbers, and so should you.
Pre-established hard numbers can make it a lot easier to make a
smart “no go” or “divert” decision than a vague sense that you can
“probably” deal with the conditions that you are facing at any
given time.
In addition, a written set of personal minimums can also make it
easier to explain tough decisions to passengers who are, after all,
trusting their lives to your aeronautical skill and judgment.
From “Getting the Maximum from Personal Minimums”
by Susan Parson “FAA Aviation News” May-June 2006
31. 31
PERCEIVE hazards
PROCESS to evaluate level
of risk
PERFORM risk management
• To perceive , try to make a mental list of the hazards that
can hurt you or others.
• To process, consider how likely it is that a given hazard
will hurt you, and how bad the injury or damage would be.
• In order to perform risk management, ask yourself what
you can do to reduce or eliminate each hazard or risk you
have identified, and then implement the measures you have
selected.
3P Model to Risk Management
P
PP
32. 32
• The pilot must ask, “Am I ready for this trip?” in terms
of experience, currency, physical, and emotional
condition. IMSAFE: Illness, Medicine, Stress, Alcohol,
Fatigue/Food, Emotion
P = Pilot in
command
• What about the aircraft? What limitations will the
aircraft impose upon the trip?A = Aircraft
• Weather, Terrain, Airport, Airspace, NighttimeV = Environment
• External pressures are influences
external to the flight that create a
sense of pressure to complete a flight.
E = External Pressures
Perceive = Identifying Hazards
The one risk factor that can cause
you to ignore all the other factors.
35. 35
Perform = Risk Management
Transfer
Should this risk decision be transferred
to someone else (e.g., should you
consult an A&P mechanic?)
Eliminate Is there a way to eliminate the hazard?
Accept Do the benefits of accepting risk
outweigh the dangers?
Mitigate What can you do to mitigate the risk?
36. 36
P = Pilot in command
A = Aircraft
V = Environment
E = External Pressures
Use Before and During Your Flight
Risk Management Checklist
Transfer
Eliminate
Accept
Mitigate