Abstract This paper discusses crew-pairing optimization, which is the method by which airlines schedule crews for flights. The importance of this practice, along with several problems are explored, especially in light of cost, legal factors and Federal Aviation Agency (FAA) requirements. The difficulties associated with the construction of crew pairings are also evaluated. A sample crew-pairing is included to illustrate the possible problems in this area. The writer also alludes to recent technological developments, such as computer programs, that will help maximize the efficiency and minimize costs of effective airline crew scheduling.
From the Paper "Older technology for the process of crew-pairing optimization entailed the solution of several problems sequentially (Anbil et al., 1992). The first problem to be solved was known as the daily problem, which assumed that the flight segments are flown on a daily basis. The examination of this daily problem allowed the overall problem to become more tractable and it also contributed to crew assignment regularity (Anbil et al., 1992). "
Abstract Flight crew resource management is the science of training flight crews to interact and communicate in a highly authoritarian environment while, at the same time, making use of the intelligence and professional resources of all the members of a flight crew. In the cockpit, the captain is in unquestionable control of the airplane because he is ultimately responsible for all aspects of the flight, including hardware, equipment, and personnel on board. However, each member of the crew can make important contributions, especially during in-flight crises, but their input can be thwarted because of the highly authoritarian command culture. This paper examines the issues of flight crew resource management and seeks to expand the definition of crew resource management to include personal communication style in order to further facilitate professional, accurate, and open communication between the flight staff and commander.
From the Paper "According to Wilson (2001) aviation accidents and mishaps are attributed to human error in 60% to 80% of cases. A large number of these mishaps can be directly traced to the failures in coordination among cockpit crews during the time of the crises. The situations are not caused by poor pilot or crew skills. Just the opposite is true. When highly professional staff and crew encounter a crisis situation, often their training can hinder the communication and double checking of decision making that could often avoid the indecent, or accident. In the majority of controlled flight accidents and incidents poor pilot performance through improper and faulty crew resource management (CRM) have been cited as contributing factors in numerous accidents and incidents reported by major airlines during the period covering 1983 to 1985 (U.S. General Accounting Office, 1997). The U.S. General Accounting Office (1997) found that CRM deficiencies, such as the lack of coordination among cockpit crews, captain's decisions to keep tasks to himself rather than assign tasks or check decisions with other members, and / or a lack of effective crew supervision were a contributing cause in approximately half of accidents that occurred between 1983 and 1985 that involved one or more fatalities. Other reviews have found similar factors at work within cited accident reports (Chidester, Helmreich, Gregorich, & Geis, 1991; Gregorich, Helmreich, & Wilhelm, 1990)."
Abstract This paper examines how building teams and working in a team is important in specialized environments such as aviation and how one instructional strategy for training aviation teams is the Crew Resource Management (CRM), which has been practiced for more than a dozen years by aviation organizations. It provides the historical approach and the philosophy behind CRM, followed by a description of the variety of CRM training and today's CRM training methods.
Outline
Introduction
The Way to Crew Resource Management
The Philosophy of CRM
The Variety of CRM Training
CRM Training Methods
CRM Program Results
Future Focus on CRM
From the Paper "The Federal Aviation Administration (FAA) specifies (FAA AC 120-51a; 1991) three phases of CRM training: awareness, practice and feedback, and assessment of specific skills. This shows that behavioral skill practice and feedback in addition to the behavioral basis has become an important part in CRM training (Baker D., et al., 1993).
Existing programs are conducted in three different ways like pure lectures in classrooms, trainee participation through role-play practice or by a realistic flight in a full-mission simulator."
Abstract The paper focuses on situation awareness, communication skills, teamwork, task allocation and decision-making based upon a comprehensive knowledge of standard operating procedures upon which crew resource management (CRM) is based. The paper points out that, because of the human factor in flying, CRM training often includes error management too. The paper therefore shows how crew resource management implies a non-judgmental environment in the cockpit that eliminates clashes of ego that are based on power hierarchies.
From the Paper "Crew resource management reflects basic principles of human communications but applied directly within the unique cockpit environment. Cockpit mismanagement and conflict are major culprits in aviation accidents: "failures of interpersonal communications, decision making, and leadership" are responsible for most errors (Helmreich, Merritt, & Wilhelm 1999). Interpersonal strife, miscommunication, and errors in judgment are some of the areas crew resource management can address. A National Aeronautics and Space Administration (NASA) workshop introduced the importance of crew resource management (CRM) in 1979 and since then CRM has helped avert a "significant" number of aviation accidents (American Psychological Association, 2004). The Federal Aviation Administration (FAA 2004) calls CRM an "integral part of training and operations.""
Abstract The paper details the kinds of injuries or incidents responded to by helicopter and explains who the members of the ambulance team are. The paper looks at the relationship between the pilot and the medical team and goes on to relate that most flights are actually rapid transfer flights from one medical care facility to another. The paper also discusses the professionalism of pilots who must follow relatively strict safety guidelines and have the discretion to abort missions before and during their occurrence according to the safety of the aircraft and the crew and not on the dire need of the patient.
From the Paper "Flying ambulances are a modern reality and they are characteristic of a growing emergency medical team that attempts to respond as quickly as possible to trauma, injury and disease from a very broad base. Medical air rescue missions have been part of the military in nearly every nation that has a standing army since WWII, with the utilization of helicopter medical transport beginning in Korea. (Glastris, 1986, p. 19) Helicopters are particularly adept at reaching victims in need of rapid transport to medical facilities as they generally have more limited needs (though there are some) for landing and takeoff with regard to space, clearance as agility and speed are on their side as compared to other forms of air and ground transport."
Abstract This paper reviews several papers on crew resource management (CRM) which support the belief that while not wildly effective, improvement in "situational awareness," a necessary factor in safe flight, is improved when crew resource management training has been conducted.
Table of Contents
Introduction
Crew Resource Management: Is it the Cure for Aircraft Accidents?
Conclusion
From the Paper "The traveling public would not be pleased to know that in the 1970s, hundreds of airline passengers died because, in three separate incidents, aircrews committed errors. The crew failed to consider fuel levels when solving another problem in one instance; in another, the crew simply failed to monitor altitude. In the third, the crew misinterpreted air traffic control instructions (Salas, Prince et al 1999). These crews were not new to flying; between them they had tens of thousands of hours flight time, and yet the errors were those even a completely inexperienced aviator should not have made (Salas, Prince et al 1999). Worse yet, each crew worked for a major carrier, and all the crews worked in companies with high standards for pilot training and certification (Salas, Prince et al 1999)."
Abstract The CRM (Cockpit Resource Management) concept is an outcome of the work of a group of human factors practitioners in the United States in the analysis of, and response to, "crew-caused" air transport crashes and other incidents. This paper presents a discussion of cockpit resource management (CRM). Some years ago, several major airlines implemented official cockpit resource management (CRM) programs. The paper shows that the implementation of these programs was motivated by desires to improve the safety of in-flight operations. Eventually, program objectives were expanded to include the efficient use of resources available to in-flight crews.
Table of Contents:
Analytical Exposition
Derivation of CRM
Opposition to CRM
CRM and Flight Crew Behavior
Response of Airline Management
The Objective of CRM
CRM and the Team Concept
Critical Context
Team-Based Organization
Implementing Team-Based Organization
Self-Managed Teams
Socio-Technical Systems
Assessing STS
Applying STS
Applying CRM at Continental Airlines
Integrative Conclusion
CRM Outcomes
CRM and the Future
Enhanced Personal Awareness
Bibliography
From the Paper "CRM is designed to enhance management practices in the event of emergency. A variation on the CRM concept is the crew resource management approach, which includes in-flight personnel other than those personnel who perform their functions in the cockpit of the aircraft. CRM controls the division of responsibilities during a flight. CRM can be interpreted broadly to include the relationship between the pilot and the machinery as well as among the flight crew members. Although CRM is commonly thought of as coordination between or among multi-pilot crews, in its larger sense it is much more than that activity. CRM encompasses the interpersonal relationship between a pilot and her or his passengers and between a pilot and the air traffic control (ATC) personnel with whom he or she deals. In its broadest sense, CRM refers not only to the interaction between human beings, but also the interaction of a pilot with the technology of the aircraft."
Abstract This three-page undergraduate paper discusses the writing styles of Zora Neale Hurston, Harry Crews and Ernest Hemingway. All these writers possessed a unique style and in their own ways they fought for a cause. While Zora wrote against racism, Crews stood for the misfits in the society while Ernest focused on war and politics.
Abstract This paper outlines the developments in the psychology and behavioural sciences fields of aviation along with advances in technology and other improvements. Included are examples of how the principles of Crew Resource Management (CRM) can be interpreted in various aircraft accidents and how CRM is linked with other safety initiatives.
Outline
Introduction and Background
Crew Resource Management
Other Safety Initiatives
What Does Contribute More?
Conclusion and Implications
From the Paper "Ever since Orville Wright first flew in 1903, industry analysts have strived to devise ways to improve the safety of air transportation. The possibilities of air travel became apparent during World War I and the first professional aircraft designers concentrated on developing a safe design to transport people and cargo (Gibbs-Smith, 1967). These early years brought about innovations to basic aircraft design and propulsion systems. Frank Whittle's gas turbine engine idea was the single most momentous development in the 20th century, a development that not only improved the performance of aircraft, but also eventually improved the overall safety and reliability of aircraft transportation (Dempsey & Gesell, 1997)."
Abstract This paper discusses and analyzes the topic of airline crew resource management. Specifically, it examines the crash of United Airlines flight 232. The paper presents the opinion that the crew on flight 232 did everything possible they could to save the aircraft and lives at that point in time and under the circumstances, and that cockpit resource management (CRM) played a large part in their survival and success in saving lives.
From the Paper "Communication was the key that held the crew together, coordinated with the ground, and assured that at least some of the passengers would survive this accident. Communication was terse, but to the point, and because the crewmembers worked together as a team, and discussed their options and results, they played on each other's strengths and weaknesses, and they stayed in constant communication with ATC. Haynes noted in has after the accident comments that communication was one of the most important factors in the cockpit, and the results, where only 112 passengers and crew were lost, while 185 survived the devastating crash indicate the success of their communication efforts."
An analysis of how every crew member aboard the Pequod represents a broad spectrum of personality traits and emotions, making the boat appear to be a microcosm of humanity.
1,769 words (approx. 7.1 pages), 4 sources, 2000, $ 57.95
From the Paper "It is easy to understand why some critics suggest that the crew aboard the Pequod, Captain Ahab's whaling vessel, constitute a microcosm of humanity. Not only is this collection of sailors a racially diverse group, but the members of this crew also exhibit a full spectrum of personality traits and emotions. Each has a role in this Atiny world, and the hierarchical structures humanity supports are paralleled aboard the ship. Further, the fact that these characters are essentially isolated at sea contributes considerably to the notion that the Pequod is indeed a sort of self-supporting microcosm. Herman Melville uses this microcosmic phenomenon to emphasize an important theme in Moby Dick. The varied response of the crew to events and objects in the novel reiterates the author's opinion that there exists a duality in life; there is always more than one point of view, and the microcosm of humanity aboard the Pequod illustrates this fact clearly. "
Abstract This paper will discuss the book "Chasing Shadows" by Gordon A. Crews and Reid H. Montgomery and explain how they approach the juvenile analysis of society within American culture. The essay will first summarize the book itself and then move on to a critique of the opinions mentioned by these two authors.
Abstract This looks at the idea of aircraft failure through human error, aircraft maintenance and also the effects of training has on cabin crew and ground staff. The paper uses information from the NTSB concerning pilot error and looks at how certain aspects of human error have attributed to accidents with the air industry.
Abstract This research paper explains why the aviation industry should serve as a model for the production of similar research and also the implementation of tools, such as Crew Resource Management (CRM), into other areas that demonstrate public representations of life or death potential, such as medicine. The paper suggests that CRM could be an important tool for the international implementation of effective communications among high stress workers in any field, especially considering the level of research that is available for the cultural impact of differences in national identity.
From the Paper "One of the greatest, developments within aviation is automation. Automation has been a part of aviation far longer than it has been a part of any other industry or cause, and aviation has been multi-cultural since the first flight across the Atlantic. In light of the recent global changes in aviation, after recent terrorist acts, there is a much greater international need for a culture of safety that alleviates the rational fears of the public. Challenges of international collaboration are now more important than ever. The challenges of automation and especially the cross-cultural issues of it are the ways in which pilots and mangers view automation and how they use it. The challenges to the aviation industry are trendsetting in the field of human and computer interaction, almost before the complex ideas of technological advance and its time and energy saving effects were devised."
Abstract This paper examines how regional airline carriers can gain a competitive edge by providing quality customer service with a smile and how JetBlue Airways is evidence of this in action. In order to determine what JetBlue is doing right and what others are doing wrong in terms of the relationship between the company's crew members and its customers, and how these serves add value for the company, this paper provides an analysis of the case study, "JetBlue Airways - Adding Value." It also includes a critical review of the relevant peer-reviewed literature concerning this carrier and its customer service approach. A summary of the research and important findings are presented in the conclusion.
Outline:
Review and Discussion
Conclusion
From the Paper "Even though words do in fact have power, it is probably impossible to force employees to be friendly and courteous to others, but it is possible to inculcate a corporate culture that encourages and rewards a friendly attitude towards internal and external customers, and this is precisely what JetBlue did to help accomplish the above-stated goal. "JetBlue has created a strong and vibrant service-oriented company culture. The company reinforces this culture by explaining to its employees the importance of customer service and the need to remain productive and keep costs down (Bodouva & Bodouva, 2004, p. 317). Indeed, JetBlue makes it clear to their employees that being courteous to each other as well as the company's customers is one of the reasons they have a job in the first place. "
