CRM History OPNAVINST 1542.7C Seven (7) Critical Skills A T/M Specific Case Study or Scenario Flight Evaluation

Conducted by a CRM Instructor (CRM-I) or CRM Facilitator (CRM-F) for the T/M.

Flight or simulator Evaluation valid for 12 months from the last day of

the month. Renewal flight may be accomplished within 60 days

preceding expiration of current evaluation and is good for 12 months from the last day of the month in which the current evaluation expires.

Note: Ground training is required once a year is and is only valid for 12 months.

VV2E123, cleared to Navy North Whiting as filed, after takeoff fly heading 030, climb and maintain 4,000’, departure frequency button 5, squawk 4321.

VV2E123, cleared to Navy North Whiting as filed, after takeoff fly heading 030, climb and maintain 4,000’, departure frequency button 5, squawk 4321.

What is CRM? What is the goal of CRM?

◦ To improve mission effectiveness by minimizing crew preventable errors, maximizing crew coordination, and optimizing risk management.

Events leading to CRM development - Tenerife

A runway collision involving two 747s 583 fatal injuries, the most ever in any

single aviation related mishap A major accident that segued CRM

development

Greater emphasis on English as international language of aviation

Establishment of standard phraseology

◦ ICAO: “line up and wait.”

Requirement for precise read-back instructions (no “OK” or “roger”)

Phrase "take-off" is only spoken when the actual take-off clearance is given (e.g. “departure”)

Crew Resource Management

Angled decks

Aviation Safety Center

Naval Aviation Maintenance Program (NAMP), 1959

RAG concept initiated

NATOPS Program, 1961

Squadron Safety program

System Safety Designated Aircraft

HFC’s ACT / CRM MFOQA

ORM ASAP

Program & Technology Introductions & Education

CFIT Midair OCF Maintenance

NHA Symposium. April 14-17 2008 12

HE 85%

No. of Class A MishapsHuman Error

USN Aviation 52 of 61

HE 97%USMC Aviation 32 of 33

USN/USMC, FY05-09

NSC Data: 05 Oct 2010

Human Error Today

Leading Causal Factors• Human Error (89%)

• Aircrew (breakdown in Crew Resource Management, poor decision making, failure to properly perform emergency procedures)• Supervisory (failure to provide adequate guidance and training)

• Material/Systems Malfunction (11%)•Material/component catastrophic failure (no human error involved)

The “Swiss Cheese” Model of Accident Causation (Reason, 1990)

Excessive cost cutting

Reduction in flight hours resulting from inability to control cost of spare parts

Organizational Factors

Deficient training program

Improper crew pairing

UnsafeSupervision

Loss of Situational Awareness

Poor CRM

Preconditionsfor Unsafe Acts

Failed to Scan Instruments

Penetrated IMC when VMC only

UnsafeActs

Mishap & Injury Crashed into side of mountain

Failures in theFailures in theSystemSystem

Mishaps are most often the end result of a chain of events, not solely the failure of aircrew.

1993 – ACT program formed via Tiger Team 1994 – ACT school house 1995 – OPNAVINST 1542.7A 1998 – OPNAVINST 1542.7B 2001 – OPNAVINST 1542.7C 2002 – Fleet integration complete ? - OPNAVINST 1542.7D

Situational AwarenessAssertivenessDecision Making

CommunicationLeadershipAdaptability/FlexibilityMission Analysis

NAVY (NAVAIR) A1-T6BAA-NFM-100FLIGHT CREW COORDINATION (8-2-1)

The degree of accuracy by which one’s perception of the current environment mirrors reality. Maintaining a high level of situational awareness will better prepare crews to respond to unexpected situations.

What factors can reduce SA?

Insufficient communication Fatigue/Stress Task overload/underload Group mindset Press on regardless philosophy Degraded operating conditions

Willingness to actively participate, state, and maintain a position, until convinced by the facts (not the authority or personality of another) that other options are better. Assertiveness is respectful and professional, and used to resolve problems appropriately.

How can you create an assertive statement?

Typically use active verbs or recommend an action

get the attention of the receiver state your concern offer a solution ask for feedback

Ability to choose a course of action using logical and sound judgment based on the available information.

What factors promote good decision making?

Teamwork Extra time to make decision Alert crew members Decision strategies and experience

Ability to clearly and accurately send and acknowledge information, instructions, or commands, and provide useful feedback. Effective communication is vital to ensure that all crewmembers understand aircraft and mission status.

How do we attempt to overcome some barriers to communications?

Use active listening techniques Require feedback Use appropriate mode of communication

and decibel level Use standard terminology

Ability to direct and coordinate the activities of other crewmembers or wingmen, and to encourage the crew to work together as a team.

What are your responsibilities as a leader?

Direct and coordinate the crew’s activities Delegate tasks Ensure crew understands what is expected of

them Focus attention on crucial aspects of the situation Keep crew informed of mission information Ask crew for mission relevant information Provide feedback to the crew on their

performance Create and maintain a professional atmosphere

Ability to alter a course of action based on new information to meet situational demands. Maintain constructive behavior under pressure, and adapt to internal and external environmental changes.

How do you maintain adaptability?

Decision not irrevocable - continue to evaluate

Anticipate problems Recognize and acknowledge any change Take alternative actions, if necessary Interact constructively with entire crew

- provide and ask for assistance- gain crew support for decisions made

Ability to develop short term, long term, and contingency plans, and to coordinate, allocate, and monitor crew and aircraft resources.