8. Change in operational environment. Example: Mountainous terrain.With mergers and acquisitions came new routes and new environments. For example, when Deltaacquired Western, it acquired routes into a large number <strong>of</strong> airports, some more adequate than o<strong>the</strong>rs, in<strong>the</strong> western U.S. This required a reexamination <strong>of</strong> Delta's procedures for approaches and departures toand from airports with high surrounding terrain.9. Cross-fleet standardization. Example: Shift to lower power radar sets.In a previous paper (Degani and Wiener, 1990) we discussed an airline which had a large fleet <strong>of</strong> DC-9s,and a small number <strong>of</strong> MD-80s (at that time DC-9-80). The -80 carried a radar set requiring much lesselectrical energy than <strong>the</strong> DC-9s. At that time pilots were allowed to fly both aircraft. Because <strong>of</strong> <strong>the</strong>lower energy set, <strong>the</strong> -80 radar could be turned on in ground operations without hazard to groundpersonnel; <strong>the</strong> DC-9 sets could not be. Fearing that pilots flying both models might inadvertently turn ona DC-9 set on <strong>the</strong> ground, <strong>the</strong> standards group decided to adopt a conservative procedure, and <strong>the</strong> MD-80 radar was operated in <strong>the</strong> same manner as <strong>the</strong> DC-9. The somewhat sub-optimal procedure for <strong>the</strong>use <strong>of</strong> <strong>the</strong> -80 radar was a minor consequence.10. Marketing influences. Example: Better service for first-class passengers.The following example illustrates <strong>the</strong> extent to which marketing considerations can influence cockpitprocedures. In-flight service has advised flight management that better service can be provided to firstclass passengers if 2L (second door on left side <strong>of</strong> <strong>the</strong> aircraft) ra<strong>the</strong>r than 1L, is used for boarding anddisembarking passengers. This way <strong>the</strong> tourist-class passengers do not have to walk through <strong>the</strong> firstclasssection. The procedure instructs <strong>the</strong> B-757 flight crews to “start <strong>the</strong> APU after landing in order toshutdown <strong>the</strong> left engine as soon as possible after gate arrival 20 .” The procedure also addresses safetyimplications <strong>of</strong> having <strong>the</strong> jetway so close to <strong>the</strong> left engine -- “pay particular attention to <strong>the</strong> position <strong>of</strong>jetway. If you think you are being told to taxi too far past <strong>the</strong> jetway and are concerned about <strong>the</strong> leftengine [hitting <strong>the</strong> jetway], don’t hesitate to stop and asked to be towed in or talked in.”11. New company policy. Example: Required use <strong>of</strong> flight directors.Airlines have had to strike a balance between requiring <strong>the</strong> use <strong>of</strong> certain automation features, and leavingthis choice to <strong>the</strong> discretion <strong>of</strong> <strong>the</strong> crew (see Appendix 1). This is one <strong>of</strong> <strong>the</strong> more difficult policy issuesin procedure writing today. <strong>On</strong> one hand management may feel that it has <strong>the</strong> prerogative to set policyfor <strong>the</strong> use <strong>of</strong> automation. <strong>On</strong> <strong>the</strong> o<strong>the</strong>r hand, flight crews generally feels that such decisions shouldremain in <strong>the</strong> cockpit (see Wiener and Curry, 1980, Guideline No. 5, p. 1009).<strong>On</strong>e example would be a policy for <strong>the</strong> use <strong>of</strong> <strong>the</strong> flight director on take<strong>of</strong>f. We have found a variety <strong>of</strong>procedures among <strong>the</strong> airlines on this issue. Many pilots prefer not to use it (presumably to de-clutter <strong>the</strong>ADI display); some companies now require its use, principally for its availability for pitch guidance inwindshear encounters. <strong>On</strong>e company specifies that <strong>the</strong> flight director not be used on take<strong>of</strong>f untilreaching 3000 feet unless <strong>the</strong> aircraft is equipped with a windshear guidance program.12. New company philosophy. Example: “A captain's airline”Delta Airlines had once prided itself on being “a captain's airline.” There is no precise definition <strong>of</strong> whatthis means, but in general it reflects a view consistent with military discipline, namely that <strong>the</strong> captain issupreme in <strong>the</strong> cockpit, and <strong>the</strong> junior <strong>of</strong>ficers are <strong>the</strong>re to carry out his commands. Following a series<strong>of</strong> serious incidents (fortunately no accidents) during <strong>the</strong> summer <strong>of</strong> 1987, Delta reconsidered thisphilosophy, and instituted a CRM course that stressed crew coordination and cross-checking (Byrnes20 The reason that <strong>the</strong> APU should be started before shutting down <strong>the</strong> left engine also involves passenger comfort. If <strong>the</strong>left engine is shut down (and with it <strong>the</strong> left hydraulic pump) a power transfer unit (PTU), supplying hydraulic power to <strong>the</strong>left hydraulic system, is automatically activated. However, <strong>the</strong> PTU is ra<strong>the</strong>r noisy and annoys passengers sitting in <strong>the</strong>back <strong>of</strong> <strong>the</strong> aircraft. To prevent <strong>the</strong> PTU from being automatically activated, <strong>the</strong> APU is started.66
and Black, 1993). This in turn brought new procedures, including an increased emphasis on pre-take<strong>of</strong>fbriefings.13. Noise abatement. Example: Santa Ana, California.Locally imposed noise abatement procedures find <strong>the</strong>ir way into <strong>the</strong> cockpit. These may involve lowaltitudeturns away from populated areas, and low altitude power reductions on take<strong>of</strong>f. <strong>On</strong>e <strong>of</strong> <strong>the</strong> localrequirements most onerous to <strong>the</strong> pilots is found at John Wayne Airport at Santa Ana, California, whichrequires a power reduction at 1000 feet. There is a certain amount <strong>of</strong> “game playing” at some airports -pilots have in <strong>the</strong>ir Jeppesen manuals ground plots showing <strong>the</strong> location <strong>of</strong> <strong>the</strong> sound measuringmicrophones, and attempt to avoid <strong>the</strong>se.14. Change in recommended maneuver. Example: Windshear detection and avoidance.As new data on windshear occurrences become available, procedures are fine-tuned for avoidance andescape maneuvers. There has been a dramatic change in procedure in <strong>the</strong> last five years. At one time itwas recommended that <strong>the</strong> crew apply maximum power and pitch up until actuating <strong>the</strong> stick shaker,trading airspeed for altitude in order to obtain maximum distance above terrain. The currentrecommended procedures specify that <strong>the</strong> crew not flirt with a stall, but pitch up to a level computed byon-board automation and displayed by <strong>the</strong> flight director, at an angle <strong>of</strong> attack that would stop short <strong>of</strong>shaker actuation.15. Maintenance data. Example: Anti-skid.The engineering/maintenance department <strong>of</strong> one carrier discovered that <strong>the</strong> tire replacement rate <strong>of</strong> oneaircraft fleet was above <strong>the</strong> rates recorded at o<strong>the</strong>r carriers. It was found that skidding while taxiing ledto <strong>the</strong> high rate <strong>of</strong> tire change. The procedure was changed so that anti-skid was always activated.Subsequently, <strong>the</strong> rate <strong>of</strong> tire replacement dropped.16. New natural hazards. Example: Volcanic plumes.The eruption <strong>of</strong> volcanoes in <strong>the</strong> northwestern U.S., and in <strong>the</strong> Philippines in recent years has provided anew awareness <strong>of</strong> <strong>the</strong> hazard to navigation. New procedures for avoidance and management <strong>of</strong> <strong>the</strong>hazard for both <strong>the</strong> cockpit and ATC have recently been implemented.17. New man-made hazards (intentional and o<strong>the</strong>rwise). Example: Terrorism.Persons external to <strong>the</strong> crew, intentionally or o<strong>the</strong>rwise, <strong>of</strong>ten provide hazards to flight safety andsecurity. The appearance <strong>of</strong> terrorism directed toward commercial aircraft is an unfortunate example <strong>of</strong>willing introduction <strong>of</strong> hazards. Cockpit procedures and training are continually being revised as newforms <strong>of</strong> terrorism appear. An example <strong>of</strong> unintended, human-induced hazards would be <strong>the</strong> unsafepackaging and handling <strong>of</strong> hazardous cargo. This too impacts cockpit procedures.67
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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
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To summarize, the ultimate factor t
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Humor. Humor is closely related to
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technical deficiencies, induce work
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- 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
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- Page 50 and 51: esponse. The PF, therefore, can con
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- 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 62 and 63: 14. In managing automated cockpits,
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