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Crew resource mamagement-Airmaxsystem.com

• CRM is the sharing of knowledge and best
  practices to reduce errors and incidents.
• Used by high reliability organizations (HROs)
• CRM has been used by commercial airlines since
  1981

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Overview

• CRM is concerned with the cognitive and
  interpersonal skills needed to manage resources
  within an organized system, not so much with the
  technical knowledge and skills required to
  operate equipment.
• In this context, cognitive skills are defined as
  the mental processes used for gaining and
  maintaining situational awareness, for solving
  problems and for making decisions. Interpersonal
  skills are regarded as communications and a range
  of behavioral activities associated with
  teamwork.
• In many operational systems as in other walks of
  life, skill areas often overlap with each other,
  and they also overlap with the required technical
  skills. Furthermore, they are not confined to
  multi-crew craft or equipment, but also relate to
  single operator equipment or craft as they
  invariably need to interface with other craft or
  equipment and various other support agencies in
  order to complete a mission successfully.

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History

• Initiated by NASA in 1979
• NASA discovered crashes due to lack of
• Interpersonal communication
• Poor decision making
• Lack of leadership skills

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Skills of CRM

• Opening or attention getter - Address the
  individual. "Hey Chief," or "Captain Smith," or
  "Bob," or however the name or title that will get
  the person's attention.
• State your concern - Express your analysis of the
  situation in a direct manner while owning your
  emotions about it. "I'm concerned that we may not
  have enough fuel to fly around this storm
  system," or "I'm worried that the roof might
  collapse."
• State the problem as you see it - "We're showing
  only 40 minutes of fuel left," or "This building
  has a lightweight steel truss roof, and we may
  have fire extension into the roof structure."
• State a solution - "Let's divert to another
  airport and refuel," or "I think we should pull
  some tiles and take a look with the thermal
  imaging camera before we commit crews inside."
• Obtain agreement (or buy-in) - "Does that sound
  good to you, Captain?"

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Modules of CrM

• Basic Theory of Information processing
• Human Error, Reliability and Error Management
• Fatigue and Workload Management
• Situational Awareness
• Communication Management
• Automation
• CRM for Single Pilots

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Basic Theory of Information
processing

• Information Processing defined
• Information processing is the process of
  receiving information through the senses
  analyzing and making it meaningfull.
• Decision making is the choice between two or more
  alternatives.
• Information Processing Model
• Information processing can be represented as a
  model. This shows the main elements of the
  process from receipt of information from the
  senses, to outputs such as decision making and
  actions.

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Human Error, Reliability and Error Management

• Human error is inevitable. What is important is
  to ensure that human error does not result in
  adverse events such as air accidents.
• This can be addressed in two ways reducing
  errors in the first place, and controlling errors
  such that they, or their immediate effects, are
  detected early enough to allow remedial action.
  CRM addresses both types of mitigating
  strategies, but concentrates particularly on
  error detection, especially in the multi-crew
  situation.
• Human reliability is the science which looks at
  the vulnerability of human beings to make errors
  (or less than perfect performance) under
  different circumstances. One could argue that it
  is more of an art than a science, since it is
  very difficult to predict, in quantifiable terms,
  human reliability in different situations, and
  from individual to individual. However, there are
  certain conditions under which humans are more
  likely to make errors (e.g. during circadian
  lows, when stressed, when overloaded, etc.).

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Fatigue and Workload Management

• This Module deals with readiness to cope in
  some sense, in terms of an individuals physical
  and mental ability to cope with work demands, and
  how he manages those work demands.
• The ideal would be for flight crew to be at peak
  fitness and alertness all the time, and to be
  able to manage the workload such that work
  demands never exceed ability to cope. However,
  life isnt like that, and there are times when
  individuals are fatigued, or stressed, and
  workload sometimes exceeds ability to cope. CRM
  aims to help flight crew to plan their workload
  as far as they are able, making best use of the
  team, and taking into account the fact that some
  individuals may be performing below peak levels
  (e.g. due to fatigue, etc.).
• It is also important for managers to be aware of
  such human performance issues when planning
  (rosters etc.).

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Situational Awareness

• Situation Awareness (SA) is acknowing what is
  going on around you essentially recognising the
  big picture. Its is fundamental to correct
  decision making and action.
• Information processing tends to be the term used
  for the psychological mechanism of receiving and
  analyzing information situation awareness is a
  description of an individuals or a team
  understanding of the aircraft state and
  environment, based on perceived and processed
  information.
• SA is more than just perception it is
  understanding the meaning of what you perceive,
  how it might change in the future, and the
  implications.

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Communication Management

• One of the basic underlying premises of CRM is
  that a team can, and should, perform better than
  two (or three) individuals in the cockpit. The
  aim of CRM is to ensure that 11gt2, as opposed to
  11lt2 (in a two pilot cockpit), and that team
  performance takes precedence over individual
  performance. Good CRM is getting the balance
  right as a team, whilst recognising that the
  Captain has the final say and responsibility for
  the safety of the aircraft. In order to be
  effective, team members must be able to talk to
  each other, listen to each other, share
  information and be assertive when required.
  Commanders should take particular responsibility
  for ensuring that the crew functions effectively
  as a team. Whilst the emphasis in CRM is
  primarily upon the cockpit crew, and how they
  work as a team, it is also important to look at
  wider team effectiveness, namely the whole flight
  crew. CRM principles may also extend to
  situations where ATC, maintenance, company
  experts, etc., are considered to be part of the
  team (especially in emergency situations or in a
  single pilot environment). A UK based study of
  249 F/Os reported that nearly 40 of them had on
  several occasions failed to communicate to the
  Captain their proper doubts about the operation
  of the aircraft. The most common reason being the
  desire to avoid conflict and deference to the
  experience and authority of the Captain.

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aUTOMATION

• Automation in the aviation domain has been
  increasing for the past two decades. Pilot
  reaction to automation varies from highly
  favourable to highly critical depending on both
  the pilots background and how effectively the
  automation is implemented.
• Modern aircraft feature a variety of automation
  technologies to help the pilot with such things
  as checklist execution, navigation, descent
  planning, engine configuration, and system
  monitoring. Older aircraft can be retrofitted to
  incorporate many of these features by replacing
  older radios with modern units, replacing
  traditional gauges with computer monitors, and
  linking everything with computer processors.
• One of the goals of automation is to improve the
  pilots situational awareness. A related goal is
  to decrease the workload required to maintain a
  given level of awareness.

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CRM for Single Pilots

• CRM has been around in different forms since the
  early years of aviation. What has changed is the
  increased reliability of aircraft and aircraft
  systems the percentage of accidents caused by
  human factors the subsequent recognition of the
  part played by the human element and the attempt
  to define good and poor CRM practice.
• The natural development of CRM has, not
  surprisingly, been mainly on multicrew aircraft
  as this was supported by flight and cockpit voice
  recorders, and the use of simulators facilitated
  scenarios where CRM situations could be practiced
  and discussed. Some high profile accidents
  involving multi-pilot aircraft also drew public
  attention to the subject. It is not surprising,
  therefore, that CRM tended to be regarded as
  being mainly applicable to multi-crew operations.
  This focus is understandable as much of the
  written material produced on CRM has been
  specifically written for multi-crew situations
  and has, to some extent, concentrated on the
  communication and relationships between pilots.
• Single Pilot operations do exist in an airliner
  from time to time. If one crewmember should leave
  the flight deck for a short time it will leave
  only one pilot at the controls leaving that
  person with what essentially is single pilot
  skills.

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