曝光臺 注意防騙 網(wǎng)曝天貓店富美金盛家居專營店坑蒙拐騙欺詐消費者

Currently, in many airlines, technical training and training in CRM skills is carried out separately, but in view of the crucial part which each aspect plays in the safe and efficient operation of aircraft, both types of training need to be integrated at the earliest opportunity. Moreover, CRM training would be considerably enhanced if a satisfactory and universally agreed set of behavioural standards could be developed. To ensure that the training is effective, CRM skills also need to be assessed in conjunction with the evaluation of technical knowledge and skills, based on a satisfactory method of assessing CRM skills that has been devised and accepted on an industry-wide basis.
CRM is not, therefore, merely an abstract management concept; it embraces principles and skills which, if combined with a high degree of technical knowledge and skill, will enable the crew to make best use of all available resources to achieve optimum efficiency in the conduct of operations while at the same time maximising the safety of the flight.

 

Chapter 2 CRM History
1 Introduction
The fatal loss of an aircraft emphasises human weakness – man-made mistakes – with tragic results. In the early years of aviation technical defects were the main cause of accidents but more recently, as reliability has improved, the main cause has changed to the human error element. Of these human error causes, the lack of CRM skills demonstrated by the crew has been highlighted as a major contributory factor. As a result of these accidents, research has been undertaken to discover the root causes of failure of CRM skills.
This chapter will not address the details of the research concerning CRM, but the reader is referred to the Appendices where there is a comprehensive list of references, should they wish to delve deeper into the background of the subject, and rationale behind CRM training.
CRM training has been running in North America since the late '70s when a NASA-Industry sponsored workshop on "Resource Management on the Flight Deck" in 1979, and Patrick Ruffel Smith's study of flightcrew performance in a B747 simulator started the process. However, since this CAP is concerned only with CRM as applicable to UK flightcrew, this chapter will summarise only history of CRM in the UK, from a regulatory perspective.

2 UK and JAA CRM Requirements
UK industry was first advised that CRM was to be included in flight crew training in November 1992 when CAP 360 was amended to include this requirement. Then the CAA decided in 1993 to enhance this information by publishing an Aeronautical Information Circular (AIC) on the subject of CRM training for flight crew. This was followed by another AIC in 1995 which had the original syllabus for a CRM course. In 1998, another AIC was published which contained information on the standards of CRM instruction and introduced CAA Paper 98005 (Behavioural Markers for CRM). This CAA Paper was to be the forerunner of the JARTEL NOTECHS project (an EU funded research project into the use of behavioural markers as a method of accurately assessing pilots for their CRM skills). A “Guide to Performance Standards for Instructors of Crew Resource Management in Commercial Aviation” was printed in September 1998 as another step towards improving the standards of instruction in CRM. Latterly, the JAA have produced an amendment to JAR OPS 1 ( formerly NPA OPS 16) and to JAR OPS 3 (NPA OPS 27) mandating the requirement for CRM instructors to be qualified to the acceptance of the Authority. Both amendments also require the assessment of pilots, both individually and as a crew.
　
中國航空網(wǎng) m.k6050.com
航空翻譯 www.aviation.cn
本文鏈接地址：CAP 737 Crew Resource Management (CRM) Training 機組資源管理培訓(14)