AirMAXCrew resource management Flight Scheduler ,Reservation System has it all - scheduling, booking, reporting, customer management, and other functions, all operated from a secure, web-based application.
AirMAX Owing to supreme innovation into the digital field, the airline and travel industries have managed to get their share of such vast electronic sophistication and hence there are developed scores of applications which are aimed at a range of modules of typical airline industry. For instance, the efficient and creative programming artists have developed applications pertaining to airline reservation system, crew resource management,aircraft charter quotes,APIS automation,APIS transmitting flexible reservations and inventory management, passenger reservation and so on. Besides, the thoughtful but extremely efficient application designers always keep their systems simple and easy to use even for a person with limited knowledge of internet and software. As a matter of interesting fact, modern application developers also align agent control modules so that the authorized travel agents of the leading airlines will have the access and control over the centralized systems and so a wide range of information could easily be manipulated and updated at times for the common benefit but without affecting the integrity and security of the centralized data repository. for more visit http://www.airmaxsystem.com
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.
AirMAXCrew resource management Flight Scheduler ,Reservation System has it all - scheduling, booking, reporting, customer management, and other functions, all operated from a secure, web-based application.
AirMAX Owing to supreme innovation into the digital field, the airline and travel industries have managed to get their share of such vast electronic sophistication and hence there are developed scores of applications which are aimed at a range of modules of typical airline industry. For instance, the efficient and creative programming artists have developed applications pertaining to airline reservation system, crew resource management,aircraft charter quotes,APIS automation,APIS transmitting flexible reservations and inventory management, passenger reservation and so on. Besides, the thoughtful but extremely efficient application designers always keep their systems simple and easy to use even for a person with limited knowledge of internet and software. As a matter of interesting fact, modern application developers also align agent control modules so that the authorized travel agents of the leading airlines will have the access and control over the centralized systems and so a wide range of information could easily be manipulated and updated at times for the common benefit but without affecting the integrity and security of the centralized data repository. for more visit http://www.airmaxsystem.com
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.
Aircraft Automation and the Degradation of Pilot Skills WebinarERAUWebinars
Advances in computing technology have made today’s jetliners highly automated. From takeoff to landing computers are interacting constantly with the flight crew. While this technology is a very good thing, inadvertently it can lead to decrease in piloting skills, making pilots less aviators and more systems managers. The over reliance on automated systems has led to several well-known air crashes:
Air France Flight 447 crashed into the Atlantic in June 2009. Ice crystals caused the autopilot to disconnect, and the crew reacted incorrectly which led to an unrecoverable stall and subsequent crash.
AirAsia Flight 8501 crashed into the Java Sea in December 2014. The plane’s rudder travel limiter malfunctioned and the autopilot pushed the aircraft went into an abnormally steep climb, where it stalled and fell. The pilots’ responses were inadequate and 162 people died.
In this webinar, noted aviation safety expert and ERAU Professor William Waldock will look at the degradation of airmanship skills due to automation and what can be done to ensure pilots maintain the highest degree of concentration and control in an era of increasing automation.
This 50 minute webinar presented by Prof. David Thirtyacre of Embry-Riddle Aeronautical University Worldwide, looks at UASs--Unmanned Aerial Systems, sometimes called drones, and provides an overview of the emerging field.
Erau webinar plus feb 2017 BSEM and MAMERAUWebinars
These are the slides from an Embry-Riddle Aeronautical University Degree Briefing held Feb. 16, 2017 and covering the Bachelor of Science in Emergency Management and the Master of Aviation Maintenance degrees offered by ERAU-Worldwide.
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 in a Safety
Management System – Breaking the
Chain
A safety management system (SMS) goes
beyond the health and safety concerns
usually associated with the mining or
building and construction disciplines. Ever
thought about the aerospace and defence
industries?
This presentation includes understanding
the human factors and cultural growth that
need to occur within any industry wanting
to implement a successful SMS.
Human Factors in a Safety Management System - Breaking the ChainSAMTRAC International
A safety management system (SMS) goes beyond the health and safety concerns usually associated with the mining or building and construction disciplines. Ever thought about the aerospace and defence industries? Werner Schierschmidt's presentation includes understanding the human factors and cultural growth that need to occur within any industry wanting to implement a successful SMS.
Aircraft Automation and the Degradation of Pilot Skills WebinarERAUWebinars
Advances in computing technology have made today’s jetliners highly automated. From takeoff to landing computers are interacting constantly with the flight crew. While this technology is a very good thing, inadvertently it can lead to decrease in piloting skills, making pilots less aviators and more systems managers. The over reliance on automated systems has led to several well-known air crashes:
Air France Flight 447 crashed into the Atlantic in June 2009. Ice crystals caused the autopilot to disconnect, and the crew reacted incorrectly which led to an unrecoverable stall and subsequent crash.
AirAsia Flight 8501 crashed into the Java Sea in December 2014. The plane’s rudder travel limiter malfunctioned and the autopilot pushed the aircraft went into an abnormally steep climb, where it stalled and fell. The pilots’ responses were inadequate and 162 people died.
In this webinar, noted aviation safety expert and ERAU Professor William Waldock will look at the degradation of airmanship skills due to automation and what can be done to ensure pilots maintain the highest degree of concentration and control in an era of increasing automation.
This 50 minute webinar presented by Prof. David Thirtyacre of Embry-Riddle Aeronautical University Worldwide, looks at UASs--Unmanned Aerial Systems, sometimes called drones, and provides an overview of the emerging field.
Erau webinar plus feb 2017 BSEM and MAMERAUWebinars
These are the slides from an Embry-Riddle Aeronautical University Degree Briefing held Feb. 16, 2017 and covering the Bachelor of Science in Emergency Management and the Master of Aviation Maintenance degrees offered by ERAU-Worldwide.
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 in a Safety
Management System – Breaking the
Chain
A safety management system (SMS) goes
beyond the health and safety concerns
usually associated with the mining or
building and construction disciplines. Ever
thought about the aerospace and defence
industries?
This presentation includes understanding
the human factors and cultural growth that
need to occur within any industry wanting
to implement a successful SMS.
Human Factors in a Safety Management System - Breaking the ChainSAMTRAC International
A safety management system (SMS) goes beyond the health and safety concerns usually associated with the mining or building and construction disciplines. Ever thought about the aerospace and defence industries? Werner Schierschmidt's presentation includes understanding the human factors and cultural growth that need to occur within any industry wanting to implement a successful SMS.
The presentation was prepared for the Indonesian DGCA's SAG members from the Directorates of Airports and Air Navigation. The objective of the workshop was to increase the members knowledge of the theory and practical application of aviation safety management systems.
Session no 1 basic contemporary safety conceptssameh shalash
Define and explain the terms “accident, incident, occurrence.
• Describe what the costs of an accidents and incidents are.
• Define and explain the term of safety.
• Emphasizing the need for hazard identification processes (Reactive; proactive; predictive).
• Describe the james reason accident causation model.
• Give an overview about the ABC Performance-Based Safety.
This reviews the strengths and weaknesses of long-established approaches to safety, and proposes new perspectives and concepts underlying a contemporary approach to safety.
This includes the following topics:
a) The concept of safety;
b) The evolution of safety thinking;
c) Accident causation — The Reason model;
d) The organizational accident;
e) People, operational contexts and safety — The SHEL model; and
f) Errors and violations;
Similar to Presentation For R Ae S Dubai 20120110 Ver 2 (20)
5. How safe is flying? Lives lost per year 100 000 10 000 1000 100 10 1 10 000 1 10 100 1000 1 million 10 million (Adapted after Amalberti, 2005) Numbers of events for each accident Climbing Mt Everest Health care (in USA) Chemical manufacturing 100 000 Chartered flights Road transport (in USA) Scheduled airlines Rail transport (Europe)
14. The Need for Resilience Resilience Ability of a system to recover from catastrophic failure Resilience engineering aims to strengthen the ability of organisations to create processes that are robust yet flexible
15. Reliability and Resilience Goal: Safety Yes! No! We can design a perfect safe system! We cannot design a perfect safe system! Accidents = Human Error Accidents = Weaknesses in system Avoiding accidents: Automation and SOPs Restrict the operator! Avoiding accidents: Provide “action space” Support the operator! Reliability Learning from failure Limited operator action Train for likely events Resilience Learning from success Competent operator action Train for unlikely events Human Factors and CRM The human operator keeps the system together
17. Human Factors and CRM Human Factors Learning Physiology Sociology Leadership Communication Technology Design Psychology And so on …
18. Human Factors and CRM CRM Human Factors Learning Physiology Sociology Leadership Communication Technology Design Psychology And so on …
19. Crew Resource Management CRM is the effective utilisation of all available resources (e.g. crew members, aeroplane,systems and supporting facilities) to achieve safe and efficient operation.
20. Threat Error Undesired Aircraft State (UAS) Threat and Error Management (TEM) (Merritt & Klinect, 2006)
21. Normal Operations Monitoring (NOM) Reality? SOPs NOM PPC Systematic collection of data from operations Gathering and Using Safety Data
22.
23. Going Wide or Deep Human Factors is necessary for effective identification, understanding and intervention Quantitative data: Flight data, auditing data, operations monitoring, questionnaires etc. Qualitative data: Accident/incident investigations, case analyses, interviews, observational studies Why? What?
24. Human Factors in Operations Alaska Airlines 261 Swissair 111 Turkish Airlines 1951
27. Drift to Failure Unsafe actions Safe actions according to procedures etc. Efforts to become more effective may lead to unsafe acts New norms, routines, procedures… Safe actions
28. Swissair 111 - In-flight Fire Nova Scotia, Canada September 2, 1998 (Transportation Board of Canada, 2003)
29. Swissair 111 - In-flight Fire Nova Scotia, Canada September 2, 1998 (Transportation Board of Canada, 2003) Reliability Resilience “ If smoke/fumes are not eliminated, land at nearest suitable airport.”
Introduction to Emirates CRM Initial CRM Revision date: 5 January 2009 Health care is wrestling with safety issues. So flying is indeed safe … however … (leads on to next slide).
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12-01-21 The process above simply states that a threat mismanaged or ignored, can lead to errors and eventually an undesired aircraft state (UAS), which if once again left alone can result in an accident. The next click shows that if one intervenes (using CRM and the TEM-model) the threat can be managed and a safe flight can be achieved. Even if the threat is not managed effectively and an error is made, pilots normally identify (80% - LOSA study) their own mistakes. If the error is identified, then it can be rectified and the aircraft returned to a safe flight. Good CRM practise (effective communication, task sharing, assertiveness, leadership, judgement and decision making) will normally result in an error being identified and rectified. Finally even if the aircraft ends in an UAS, there is again an opportunity to return the aircraft to a safe flight. Once again good CRM, the TEM model and basic ANC can be utilised. The overall intention of this slide is to show that in effect there are several opportunities during threat and error management to identify the threat, error or UAS and return the aircraft to a desired state (safe flight).
12-01-21 Detta är viktigt att kunna från detta avsnitt.
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12-01-21 Vi kan se fel som om de är interna eller externa. Med interna fel avser vi de som kan kopplas till människans funktion som människa. Det kan då handla om svagheter i vår faktiska uppfattning av den omgivande verkligheten. Det kan finnas ljud som indikerar fel som vi inte hör. Det kan finnas vibrationer vi inte känner eller överhettningar vi hade sett om vi kunnat uppfatta andra våglängder av ljus. Oavsett om vi mottar information om något så kan vi fortfarande misstolka informationen. Vår perception påverkas kraftigt av förväntningar och erfarenheter. T.ex. så kan ett ljud från en krånglande motor kan uppfattas som ett helt annat problem. På samma sätt så kan vår analys påverkas av saker som egentligen inte är relevanta i sammanhanget. En tid att passa kan påverka analysen så att risken med ett fel underskattas. Detta gäller för övrigt också vårt beslutsfattande. Även våra handlingar, i synnerhet vår motorik, kan ses som utsatt för risken av inre fel. Om vi inte är tillräckligt säkra på det vi ska utföra så kan en ovanligt hög stressnivå leda till att motoriska program inte kan utföras korrekt. Gränsdragningen kan vara svår i dessa sammanhang men att sätta stress som inre fel är inte korrekt eftersom det är effekten av stress på t.ex. analys- eller beslutsförmåga som är det som utlöser fel och inte stressen i sig. Under senare år har begreppet mental modell kommit i fokus med detta avses den modell av hur något fungerar som dess operatör har. Beroende på kunskap, erfarenhet, utbildning, träning o.s.v. kan den mentala modellen stödja korrekta operationer eller ligga bakom att fel inträffar.
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Recurrent CRM 2010-2011 - Cognition and error 21/01/12 Version 1.0 07/07/2010 If we believe that the systems – again meaning people, technology and organisation – can be designed to be totally safe and that we have succeeded in this then the aftermath of an accident is quite simple. We only need to know who made the error and then act accordingly (punishment normally being the preferred option). If we on the other hand believe that it is impossible to design a complex system involving people, technology and a large organisation so that it is completely safe we would probably be more interested in why the error was made. Note that only the “why” provides an opportunity for learning, while the who will bring closure by establishing who made the error.
If the recent decades of change in the civil aviation industry have been evolutionary or revolutionary might be a matter of which perspective to choose. That the changes in areas like technological development, traffic growth, privatisation and government policies have been and will continue to be important is a widely held consensus. According to the International Air Transport Association, IATA, these areas are examples of how “Civil aviation is undergoing dramatic change.” It is reasonable to expect that this change should have an impact on all aspects of civil aviation, including basic civil aviation training. Accordingly, it is reasonable to expect that there would be a need of research projects in the field of basic civil aviation training to adapt to these changes.
Recurrent CRM 2010-2011 - Cognition and error 21/01/12 Version 1.0 07/07/2010 If we believe that the systems – again meaning people, technology and organisation – can be designed to be totally safe and that we have succeeded in this then the aftermath of an accident is quite simple. We only need to know who made the error and then act accordingly (punishment normally being the preferred option). If we on the other hand believe that it is impossible to design a complex system involving people, technology and a large organisation so that it is completely safe we would probably be more interested in why the error was made. Note that only the “why” provides an opportunity for learning, while the who will bring closure by establishing who made the error.
Recurrent CRM 2011-2012 – Introduction 21/01/12 Version 2.0 02/05/2011 Results of the flight management attitude questionnaire answered by 2096 EK pilots from May 2009-May2010. The above is the average answer by 20 countries (more than 20 pilots per country) and shows a very close range of answers. So national culture does not have much affect on flight deck interactions, although questions 12-17 were directly national culture based questions and here the responses do signify a high spread (standard deviation). The above graph therefore signifies that Pilot Professional Culture is fairly standard world wide.
12-01-21 Development in the area of civil aviation training, especially in recent years, is more difficult to encapsulate. According to Dekker & Johansson (2000), “Ab initio training has not changed in any fundamental sense since the fifties.” At the same time Orlady & Orlady (1999) claims “Airline pilot training programs have undergone important and largely evolutionary changes in the past two decades.” The different views on the development of civil aviation training could be due to that they refer to two fundamentally different types of training. One is basic civil aviation training and the other is the training that pilots and other crewmembers go through to maintain and develop their skill and competence. Basic civil aviation training provides future pilots with the initial training they need to achieve the licences required for employment in the civil aviation industry. (Training for Private Pilot License, PPL, is excluded in this paper.) Training for pilots includes initial company training, transition or conversion training on a specific aircraft, upgrade training and recurrent training.
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Changing the Safety Culture To understand how to affect change you must understand the evolution of the safety culture from past to present and how it needs to evolve in the future. Figure 1 illustrates this evolutionary process. Traditionally, when something broke, it was fixed; if there was an accident, a change was made to prevent the accident from reoccurring. This reactive approach depended on a “command and control” style of management in order to achieve a safe environment. Lack of Standard Operating Procedures (SOPs) required close supervision to ensure safety. With the advent of company safety programs in the 1980s the aviation industry moved to a more team driven approach to safety. This approach continued to reduce the accident rate by creating safety awareness through programs such as Crew Resource Management (CRM) and Human Factors training. Documented SOPs allowed the training of consistent, repeatable procedures with the emphasis on individuals acting as a team. However, safety programs were still mostly reactive in nature. The goal of a systems approach to safety is to further reduce the incident rate by making safety “behaviour driven”. In other words, if everyone is trained to do their job in a safe manner and proactively look for hazards, then a company can improve their defences and build an organization more resistant to human error.