L.N - Am&cm - Unit - 3

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LECTURE NOTES

915151 AIRCRAFT MAINTENANCE & CREW


MANAGEMENT
BBA – AIRLINE AND AIRPORT MANAGEMENT
SEMESTER – V

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UNIT – 3

CRM

EVOLUTION AND BASICS OF CRM

Customer relationship management (CRM) is a technology for managing all


your company's relationships and interactions with customers and potential
customers.

Evolution of CRM

 United Airlines adopts CRM in 1981.


 Used Blake and Mouton’s “Managerial Grid” concept: examine one’s
managerial style
 Training through lecture and non-jeopardy scenarios
 1986 group dynamics emphasized: team building, decision making,
situation awareness, stress management, “breaking the chain of errors”
 1990s grows to include pilots, flight attendants, dispatch, maintenance
 Currently Federal Aviation Administration (FAA) Advanced
Qualification Program (AQP) requires CRM to be incorporated into all
aspects of training
 Error management is a key component to CRM
 Required by FAA and International Civil Aviation Organization (ICAO)
for airlines in 185 countries

FLIGHT CONTROL CREW MANAGEMENT

Crew Resource Management (CRM) is the effective use of all available


resources for flight crew personnel to assure a safe and efficient operation,
reducing error, avoiding stress and increasing efficiency.

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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.

PDC’s Flight Crew Scheduling software streamlines the entire process of


managing the Cockpit and Cabin Crew assignments. The solution covers
support for:

 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
the special adjustments we had made in relation to our particular business. The
support, training and attention to our business exceeds what we have
experienced from any IT Suppliers.”

MAINTENANCE RESOURCE MANAGEMENT

Maintenance Resource Management is a general process for improving


communication, effectiveness, and safety in airline maintenance operations.

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Effectiveness is measured through the reduction of maintenance errors, and
improved individual and unit coordination and performance.

Maintenance resource management (MRM) training is an aircraft maintenance


variant on crew resource management (CRM). Although the term MRM was
used for several years following CRM's introduction, the first governmental
guidance for standardized MRM training and its team-based safety approach,
appeared when the FAA (U.S.) issued Advisory Circular 120-72, Maintenance
Resource Management Training in September, 2000.

Typical MRM training program addresses each of the following components:

 Understanding the maintenance operation as a system


 Identifying and understanding basic human factors issues
 Recognizing contributing causes to human errors
 Situation awareness
 Decision-making; Leadership
 Assertiveness (how to effectively speak up during critical times)
 Peer-to-peer work performance feedback techniques
 Stress management and fatigue
 Coordination and planning
 Teamwork and conflict resolution
 Communication (written and verbal)
 Norms

Elements of successful MRM programs

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

IMPACT OF CRM IN AVIATION SAFETY

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.

CRM TRAINING EVALUATION

The critical role of instructors and check pilots

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

Any human factors program should include appropriate evaluation criteria as an


integral component. Detailed behavioral measurement is integral to any
evaluation, since it is the best index of how individuals apply what they have
learned. Behavioral measurement requires the development of objective
behavioral markers, which can be externally judged and are relevant to the
operating environment. Behavioral markers can be measured both during
training as a marker of progress, and subsequently as an indicator of how well
training has transferred.

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.

Appropriate Training Interventions

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.

CRM training can be presented using a combination of the following training


interventions:

 Operator in-house courses.


 Training center courses.
 Special Purpose Operational Training.
 LOFT sessions.
 Computer Based Training courses.

CRM DESIRED SKILLS

Customer relations manager (CRM), or customer relationships manager, skills


are the qualifications and proficiencies required for a role as a customer
relations manager. These skills help a professional in this position perform their
job duties effectively. As a customer relations manager, you need various hard

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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

PERFORMANCE STANDARDS FOR INSTRUCTOR IN CRM

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CRM STANDARDS AND TRAINING

CRM Training

The application of team management concepts in the flight deck environment


was initially known as cockpit resource management. As CRM training evolved
to include flight attendants, maintenance personnel and others, the phrase “Crew
Resource Management” was adopted.

(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.

CRM INSTRUCTOR (CRIMs)

The Crew Resource Management Trainers (CRMT/CRMI) course has been


continually developed over 20 years and is widely recognised as the gold

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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.

An operator's crew resource management (CRM) programme is therefore a vital


part of its overall safety enhancement work. The Flight-crew human factors
handbook (CAP 737) is aimed at those involved in developing an operator's
CRM programme.

The course builds facilitation techniques which are crucial to delivering


effective CRM training. The aim is to develop fully competent trainers who are
comfortable developing CRM materials appropriate to the unique requirements
of their flight operations. The course programme fulfils the CRM training
requirements of EASA, FAA, ICAO and major regulatory bodies worldwide.

CRM INSTRUCTOR EXAMINERS

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.

The examiner has the following duties:

To train CRMI candidates on Human Factor issues using the scientific


literature available
Facilitate the learning of classroom management techniques through
coaching, tutorship days and debriefings aimed at refining teaching and
communication skills
Coordinate and participate in the development of training activities,
updating and improving them where necessary
Develop LOE, LOS and LOFT scenarios in accordance with Company
standards and the teaching and monitoring objectives

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Verify that the necessary level has been reached in order to operate as a
leader CRMI

MAINTENANCE INTERVALS DEFINED

The Maintenance Schedule program is used to define maintenance schedules. A


maintenance schedule represents the routine services and or inspections that are
to be performed on a plant item. Each maintenance schedule consists of
multiple intervals which are assigned a service or inspection procedure.

Procedure

A record is created for each maintenance schedule. A maintenance schedule


record is comprised of multiple service or inspection intervals that are to be
performed at a specified number of kilometres, number of operational hours, or
alternatively, after a certain number of months. Each interval is assigned a
service or inspection procedure which consists of multiple service codes that
must be performed.

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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