Airline Experiences with Resource Management Programs1

This chapter reports on the experience of a research team in developing, implementing and evaluating resource management procedures at two airlines. This project arose from the synthesis of three factors. The Federal Aviation Administration (FAA) wanted to evaluate a proceduralized form of Crew Resource Management (CRM). A regional airline wanted to upgrade its CRM training by customizing it to its operational needs. Our research team was involved in applied aviation research and was interested in developing and testing an innovative approach to CRM training. This chapter will describe the development, implementation, and evaluation of proceduralized additions to CRM at a regional airline, and the development, implementation, and planned evaluation of one aspect of this work at a major airline. The chapter will conclude with the lessons learned from these efforts. EXPERIENCES WITH A REGIONAL AIRLINE The goals of the work with our regional airline were to develop and implement a comprehensive, procedurally-based CRM training program and evaluate the effects of this specific CRM training on the performance of flight crews. The effort was unique in that it took the philosophy and principles of CRM that are typically only taught in the classroom and implemented them into standard operating procedures (SOP). The implementation included changes to normal briefings used on a regular basis as well as changes to checklists and procedures in the Quick Reference Handbook (QRH) that pilots use in abnormal or emergency situations