On the Design of Flight-Deck Procedures - Intelligent Systems ...

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APPENDICESAppendix 1 - Guidelines for procedure developmentAppendix 2 - Delta Air Lines Automation PhilosophyAppendix 3 - Questions asked of management in field studyAppendix 4 - Questions asked of line pilotsAppendix 5 - Questions asked during jumpseat observationsAppendix 6 - Categories of factors that trigger procedure changes58
APPENDIX 1 - GUIDELINES FOR PROCEDURE DEVELOPMENTThe following is a list of guidelines that were introduced in this report: Section numbers, where theseguidelines are discussed, are in parenthesis.1. A feedback loop from line pilots to flight management and procedure designers should be established.This feedback loop should be a formal process, as opposed to an informal process. It must bemaintained as a non-punitive, reactive system, with mandatory feedback from management to theinitiating line pilot about the progress of his report and/or suggestion. (Section 3.2.4)2. When designing procedures for automated cockpits, the designer should recognize that many tasksthat involve the use of automation are too complex and interactive to allow a stringent set of SOPs tobe mandated. (Section 5.6)3. It is essential that management develop a philosophy of its operations. This is particularly importantfor operating automated cockpits. (Section 5.6.1)4. When introducing new technology into the cockpit, the procedure designer should reevaluate all ofthe existing procedures and policies in light of the new technology and support the new technologyvia new procedures. (Section 5.6.2)5. Management, through the feedback loop and the line check airman program, should be watchful oftechniques that are used on the line. Techniques that conform to procedures and policies should notbe interfered with. Techniques that have a potential for policy and procedure deviation should beaddressed through the normal quality assurance processes. Techniques that yield better and saferways of doing a task may be considered for SOP. (Section 5.7.4)6. Care must be taken that not only the principal participants of a system (e.g., flight crews in this case),but also others that are affected (e.g., controllers, ground crews, cabin attendants) be involved andinformed in the design and modifications of a system procedure. (Section 6.1.1)7. Procedures must be tailored to the particularities of the type of operation. Ignoring theseparticularities can foster low compliance with procedures on the line. (Section 6.1.2)8. The procedures designer must be mindful of the limitations and capabilities of the device he or she isdesigning a procedure for. Devices that are well designed for the human user require minimalprocedurization. Less robust devices will require more thought on the part of the designer, and willprobably require more complex and lengthy procedures. (Section 6.1.3)9. Management must guarantee that any procedure is compatible with the engineering of the aircraft orany sub-system. Care must be taken when there are subtle differences between aircraft (especially ifthese differences are invisible or difficult to detect). Incompatibility can be resolved either by reengineeringor procedure. (Section 6.1.4)10. Airframe manufacturers and component suppliers (such as avionics firms) must be attuned to generalairline procedures. Knowledge of such procedures may influence ergonomic considerations.(Section 6.1.5)11. The entire documentation supplied to the cockpit (and elsewhere) should be regarded as a system,and designed accordingly as a system, not a collection of independent documents. A clear andlogical (from the user’s view) structure for this system and a criterion for the location of differentprocedures is important. An effective index in each manual would go a long way toward aidingpilots in finding materials they seek, especially when it is an unfamiliar, obscure, or seldom accessedprocedure. (Section 6.1.6)12. Paperwork should be designed carefully to be compatible with the device for which it is intended.Particular care should be exercised in preparing materials for computer-based systems. It may benecessary to provide differently formatted documents for different cockpit configurations. (Section6.1.7)13. Procedure design includes intra-cockpit communication. The expected communication should bespecified, trained, and subject to standardization like any other procedure. (Section 6.2.1)59
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TABLE OF CONTENTSSUMMARY ..........
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1. INTRODUCTIONWhen we try to pick
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Hendrick (1987) states that human f
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influenced by the individual philos
Page 10 and 11: 3. THE FOURTH P: PRACTICES3.1. AN E
Page 12 and 13: To summarize, the ultimate factor t
Page 14 and 15: Humor. Humor is closely related to
Page 16 and 17: technical deficiencies, induce work
Page 18 and 19: operations and the philosophy of th
Page 20 and 21: 5.3 MERGERS AND ACQUISITIONSMergers
Page 22 and 23: Figure 7. A Boeing B-757 checklist
Page 24 and 25: e made. Consider, also, the followi
Page 26 and 27: flight operations, the philosophy m
Page 28 and 29: 5.7.3 Technique and PoliciesAny giv
Page 30 and 31: For example, one company constantly
Page 32 and 33: 6. ISSUES IN PROCEDURE DESIGN6.1 CO
Page 34 and 35: solution involves “anchoring” a
Page 36 and 37: On August 19, 1980, a Saudi Arabian
Page 38 and 39: 3. The procedures allow the other a
Page 40 and 41: coordination of tasks between agent
Page 42 and 43: Similarly, it has been a common pra
Page 44 and 45: 7.1.3 Structure of ProceduresAs men
Page 46 and 47: mission simulation (see Wiener et a
Page 48 and 49: felt that this is an efficient tech
Page 50 and 51: esponse. The PF, therefore, can con
Page 52 and 53: 7.5.1 Cross-fleet StandardizationCr
Page 54 and 55: 1. Training department (for both pi
Page 56 and 57: REFERENCESAviation Week and Space T
Page 58 and 59: Perrow, C. (1986). Complex organiza
Page 62 and 63: 14. In managing automated cockpits,
Page 64 and 65: APPENDIX 3 - QUESTIONS ASKED OF FLI
Page 66 and 67: APPENDIX 5 - QUESTIONS ASKED DURING
Page 68 and 69: 8. Change in operational environmen
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