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Much of the success of this entire programme rests upon the attitudes of the Flight Training Academy personnel. Therefore, we have already begun CRM orientation training for the staff. When this is completed, all managers, check airmen, and simulator and ground instructors will have been trained in what will be for some, an entirely new learning area. The first of these sessions have been met with enthusiasm by almost all participants.
Unfortunately, we have encountered some obstacles in developing a programme such as this. For each new captain who is upgraded, two first officers must be trained. This makes it difficult to schedule real-life crew experiences in both the simulator and the classroom. In addition, captains are required to undergo recurrent training at six- month intervals, while first officers receive their recurrent training once a year. That, too, presents some terribly difficult hurdles when constructing a programme such as ours. A Special Federal Air Regulation is being developed which, hopefully, will alleviate some of these problems. Indeed, it would be welcomed. Nonetheless, we continue to search for new methods to maximize our crew concept training within the scope of the current regulations, and remain committed to developing the finest CRM programme in the industry.
5  Delta Airlines
5.1  This operator's efforts are leading to the introduction of a full programme in 1989. In the following you should note that the term "facilitator" is used for what in this digest has been referred to as "co-ordinator".
In 1987 we undertook a review of our flight operations. From this we embarked on a large-scale, in-house inspection to determine if any specific operational factors were apparent. While no significant revelations occurred, one subtle fact became readily apparent across the spectrum of the investigation: There was a need to train pilots in the area of cockpit resource management (CRM).
Historically, our airline has been known for its congenial, close-knit pilot group, and due to this congeniality the assumption had been made at the onset of CRM that we were not in need of such training. In addition, the cost effectiveness of such training was questioned. However, as a result of the before-mentioned inspection process, the solicitation by many pilots for such training and the overwhelming agreement of the inspection team that CRM training would be beneficial at our airline, our management consented to the research and development of a CRM programme. To do this, a CRM Steering Committee was formed.
The Committee was to be chaired by a line pilot who had been a part of the inspection team in the area of human factors. He picked as Vice-Chairman another pilot who had been a part of the same team and who had done extensive research into other CRM efforts. Through this process, they became very familiar with CRM and formed the Steering Committee. It was decided to use line pilots predominantly, but to also include representatives from all aspects of the flight operation. As a result, people were selected from the following areas: ALPA, Chief Pilots, Flight Training, Ground Training, In-Flight Service (Flight Attendants), retired pilots and a cross-section of line pilots from all positions and a variety of bases. This Committee was formed in November of 1987.
　
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