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

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14. In managing automated cockpits, briefing becomes an critical crew coordination tool -- not so muchto reduce variance, but rather to reduce the level of ambiguity of other agents (e.g., PNF or F/O) byincreasing expectations. The more one allows for technique, the more one has to stress briefing.(Section 6.2.2)15. If the same procedure can yield significantly different outcomes, then the procedure must bemodified in order to eliminate its embedded ambiguity. In brief, a procedure should lead to a totallypredictable outcome. (Section 6.2.3)16. Particular attention should be paid in order to safeguard information transfer during critical and highworkload phases of flight. Callouts should be economical, unambiguous, and should convey onlythe information needed by the other crew member(s). They should not distract the crew memberfrom his primary task(s). Finally, we urge frequent review of callout procedures: as otherprocedures change, callouts should be reexamined. (Section 6.3)17. Procedure designers should always bear in mind the contribution which any procedure makes to totalworkload of the crew at any given time. They should be especially sensitive to procedures that mayrequire crew attention in times of high workload, and should strive to “manage” workload by movingtasks that are not time-critical to periods of low workload. (Section 7.2.3)18. The designer of flight-deck documentation should search for situations where procedures are tightlycoupled, and exploit the opportunity to decouple them. (Section 7.3)19. Frequent procedure and checklist changes lead flight crews to conclude that the system is unstable.This may diminish the importance they attribute to new and modified procedure. Therefore,management should minimize frequent procedures or checklist changes. It is probably better tobunch them together and make larger, less frequent “bundles” of changes if the items are not timecritical.(Section 7.4)20. The SOP documentation should not only explain the mechanics of the procedure, but also state thelogic behind it. A detailed account of the operational logic, system constraints, and the link to the“Four-P” model should be part of the documentation. (Section 7.4.2)21. While benefits of cross fleet standardization are quite obvious, there are certain situations where thistype of standardization is just inappropriate. It may lead to sub-optimal procedures bysuperimposing procedures that are suitable for one type of cockpit operation on another. (Section7.5.1)22. We recommend a three-way approach for a cross-fleet standardization. (1) Development of a crossfleetphilosophy, (2) creating a cross-fleet standardization forum, and (3) obtaining input forprocedural design from personnel that design, certify, teach, use, and check procedures. (Section7.5.1)23. The flow of any procedure through design, training, checking, implementation, and finally feedback,must be supported by the organizational structure. When a new procedure, or a modified procedureis established, it should be closely monitored (by standardization and check airmen, and LOFTinstructors) for compliance. (Section 7.5.4)60
APPENDIX 2 - DELTA AIR LINES AUTOMATION PHILOSOPHYThe word “Automation,” where it appears in this statement, shall mean the replacement of humanfunction, either manual or cognitive, with a machine function. This definition applies to all levels ofautomation in all airplanes flown by this airline. The purpose of automation is to aid the pilot is doinghis or her job.The pilot is the most complex, capable and flexible component of the air transport system, and as such isbest suited to determine the optimal use of resources in any given situation.Pilots must be proficient in operating their airplanes in all levels of automation. They must beknowledgeable in the selection of the appropriate degree of automation, and must have the skills neededto move from one level of automation to another.Automation should be used at the level most appropriate to enhance the priorities of Safety, PassengerComfort, Public Relations, Schedule, and Economy, as stated in the Flight Operations Policy Manual.In order to achieve the above priorities, all Delta Air Lines training programs, training devices,procedures, checklists, aircraft and equipment acquisitions, manuals, quality control programs,standardization, supporting documents, and the day-to-day operations of Delta aircraft shall be inaccordance with this statement of philosophy.(Reprinted from Wiener, Chidester, Kanki, Palmer, Curry, and Gregorich, 1991)61
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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
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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 60 and 61: APPENDICESAppendix 1 - Guidelines f
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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