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QRC, iv, vii
QRH, iv, vii, x, 2, 12, 26, 35, 96
questions, xi, 13, 17, 32, 37, 49, 64, 76,
82, 93, 95
rating scale, iii, vii, 55, 56, 57, 60, 65,
99, 104
reliable data, 6, 58, 106
Scheduling Crew Training, 97
Selecting Strategies to Reinforce Crew
Awareness and Feedback, 97
sensitivity, 100, 104
skill, iv, vii, x, 4, 9, 10, 12, 47, 48, 50,
64, 74, 77, 78, 79, 87, 107, 108
SOP, iii, iv, vii, ix, 2, 4, 7, 10, 13, 31,
32, 33, 34, 38, 40, 41, 58, 75, 78, 79, 87,
92, 108
SPOT, vi, vii
standard, vi, vii, 4, 8, 9, 44, 51, 55, 56,
58, 59, 60, 76, 82, 87, 99, 101, 103, 104,
105, 106, 110
standard CRM, 8
standardization meetings, 15, 48, 102,
106
standardization sessions, 48, 61, 62, 63,
66
subtask, iv, vii
systematic differences, 61, 94
task, iv, viii, 5, 29, 50, 77, 79, 106, 107
technical objectives, 83
technical objectives primary, 82
technical performance, 18, 76, 77, 78, 79
technical skill, x
trends in crew performance, 105, 110
user feedback, 37, 38, 39, 41
workload, v, 2, 3, 9, 32, 33, 34, 41, 49,
53, 60, 78, 85, 86
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Appendix A
Summary of ACRM Guidelines
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CRM Procedures Development Guidelines
Guidelines for Identifying Own Carrier Needs
1) The identification of CRM problem areas is ongoing, and to ensure the long-term success of the ACRM program, an airline should identify a few operationally significant CRM problems at the beginning of the development process.
2) Airlines that do not have detailed CRM performance data should use industry accident reports and incident summaries to identify general problem areas, and then the airline should use specific aircraft accident and incident reports to obtain the details.
3) When existing airline data or reports do not point to a clear CRM cause, the development team should consider interviewing one or more individuals from the department that collected the data or produced the report.
4) The needs survey should be designed primarily for instructors, evaluators, and checkairmen and should investigate at least two areas: 1) CRM performance problems by phase or subphase of flight, and 2) performance problems by CRM topic or element.
5) The CRM procedures development team should be aware of the benefits and possible liabilities of each procedure they plan to add. The team's mandate to identify areas for new or modified procedures should be tempered with the realization that too many procedures, or ones in the wrong place, can be as problematic as not adding any new procedures.
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