L.N - Am&cm - Unit - 3
L.N - Am&cm - Unit - 3
L.N - Am&cm - Unit - 3
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UNIT – 3
CRM
Evolution of CRM
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Crew resource management or cockpit resource management is a set of training
procedures for use in environments where human error can have devastating
effects. Used primarily for improving aviation safety, CRM focuses on
interpersonal communication, leadership, and decision making in the cockpit of
an airliner.
Manpower Planning
Pairing Creation
Automatic Rostering and Control
Crew Tracking
Crew Records Management
Custom Reporting
“PDC Airline Suite is a good system and we are very happy about it – including
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experienced from any IT Suppliers.”
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Effectiveness is measured through the reduction of maintenance errors, and
improved individual and unit coordination and performance.
Even though every company designs and implements a slightly different MRM
training program, there are common elements across the industry. We have
identified five common elements of successful MRM programs:
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Senior management support
Training for supervisors and middle managers
Continuous communication and feedback
Use of the systems approach
Full participation
CRM training is also being used in air traffic control, fire fighting, and
industrial settings, including offshore oil operations and nuclear power plants.
The training helps workers in control rooms and emergency command centers
avoid making operational errors that may lead to accidents.
Significance
CRM alerted the aviation industry to the human interactions that are an integral
part of any team performance. This training has the potential to save lives and
money, as well as prevent accidents and lawsuits.
While no one can assess how many lives have been saved or crashes averted as
a result of CRM training, the impact has been significant. LOSA data
demonstrate that 98% of all flights face one or more threats, with an average of
four threats per flight. Errors have also been observed on 82% of all flights with
an average of 2.8 per flight. Consistent with the outstanding safety record of
commercial aviation, the great majority of errors are well managed and
inconsequential, due in large measure to effective CRM practices by crews.
LOSA provides organizations and regulators with a valid means of monitoring
normal operations. By understanding what crews do successfully as well as
where things go wrong, researchers can help develop more effective training
and safety initiatives.
Practical application
Based on the evidence that CRM is effective, the International Civil Aviation
Organization, a regulatory component of the United Nations, began requiring
CRM programs for member countries. CRM also informed the development of
maintenance resource management, an effort to improve teamwork among
aircraft maintenance workers. The U.S. Air Force, among others, now uses
CRM training programs to boost communication, effectiveness, and safety
among the crews that maintain and repair aircraft.
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The medical community is also responding to findings of human error and
failures by adapting aviation’s approach to crew coordination. The U.S.
Department of Health and Human Services has developed a program called
TeamSTEPPS to improve communication and teamwork skills among health
care professionals, with the goal of improving patient health and safety. The
program is being implemented nationwide via six medical schools that serve as
regional training centers. Conceptually, TeamSTEPPS parallels CRM and crisis
management.
CRM training is also being used in air traffic control, firefighting, and industrial
settings, including offshore oil operations and nuclear power plants. The
training helps workers in control rooms and emergency command centers avoid
making operational errors that may lead to accidents.
The success of any CRM training program ultimately depends on the skills of
the people who administer the training and measure its effects. CRM instructors
check pilots, supervisors, and course designers must be skilled in all areas
related to the practice and assessment of CRM. These skills comprise an
additional level to those associated with traditional flight instruction and
checking. Gaining proficiency and confidence in CRM instruction, observation,
and measurement requires special training for instructors, supervisors, and
check pilots in many CRM training processes. Instructors, supervisors, and
check pilots need special training in order to calibrate and standardize their own
skills. The best results occur when the crews examine their own behavior with
the assistance of a trained instructor who can point out both positive and
negative CRM performance. Whenever highly effective examples of crew
coordination are observed, it is vital that these positive behaviors be discussed
and reinforced. Debriefing and critiquing skills are important tools for
instructors, supervisors, and check pilots.
Feedback from instructors, supervisors, and check pilot is most effective when
it refers to the concepts that are covered in the initial indoctrination/awareness
training. The best feedback refers to instances of specific behavior, rather than
behavior in general.
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CRM evaluation
The flight crew must be assessed on their CRM skills in accordance with a
methodology acceptable to the Authority and published in the Operations
Manual. The purpose of such assessment is to provide feedback to the crew
collectively and individually and serve to identify retraining. The assessment
can also be sued to improve the CRM training system.
The most effective CRM training involves active participation of all crew
members. LOFT sessions give each crew member opportunities to practice
CRM skills through interactions with other crew members. If the training is
videotaped, feedback based on crew members’ actual behaviour, during the
LOFT, provides valuable documentation for the LOFT debrief.
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and soft skills to lead your team, monitor outcomes, make staffing decisions and
develop and implement policies.
Interpersonal skills
Communication skills
Technical skills
Leadership skills
Analytical skills
Professionalism
CRM skills on a resume
CRM skills on a cover letter
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CRM STANDARDS AND TRAINING
CRM Training
(1) As used in this AC, CRM refers to the effective use of all available
resources: human resources, hardware, and information. Other groups routinely
working with the cockpit crew, who are involved in decisions required to
operate a flight safely, are also essential participants in an effective CRM
process. These groups include but are not limited to:
Aircraft dispatchers.
Flight attendants.
Maintenance personnel.
Air traffic controllers.
(2) CRM training is one way of addressing the challenge of optimizing the
human/machine interface and accompanying interpersonal activities. These
activities include team building and maintenance, information transfer, problem
solving, decision-making, maintaining situation awareness, and dealing with
automated systems. CRM training is comprised of three components: initial
indoctrination/awareness, recurrent practice and feedback, and continual
reinforcement.
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standard for training professional CRM trainers. The course is suitable for
pilots, cabin crew and technical crew of airlines, military and all other aviation
organisations.
Covering the latest developments in CRM Training, including Threat and Error
Management, CRM skills assessment and competency-based training. Including
how to maintaining the organisation’s CRM program, meet regulatory
requirements, and maintain instructor qualification, currency and assessment.
This course trains examiners (CRMI-E) who have the role of evaluating the
skills and level of preparation of the instructors (CRMI).
The examiners must know how to identify the necessary teaching abilities and
approaches of the CRMI candidates and the appropriate corrective actions to
take where necessary.
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Verify that the necessary level has been reached in order to operate as a
leader CRMI
Procedure
There are two types of maintenance schedule records, service schedules and
inspection schedules. The main distinction between the two schedules is the
type of record that is produced by the post routine in the Schedule Generation
program. Impending intervals that belong to a service schedule produce a
routine service record. Impending intervals that belong to an inspection
schedule produce a routine inspection record. The functionality of inspection
records is that they are performed internally and have a work order generated.
The functionality of service records depends upon the service provider that has
been assigned to perform the work. Service records for an internal provider will
produce a work order, while those with external providers will produce
purchase orders.
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