Developing Advanced Crew Resource Management (ACRM) Training: A Training Manual(36)

Getting Fleet-Level Approval
The fleet-level approval process is an essential step that will vary depending on organizational requirements. If the organization has been included in the CRM procedures development process, fleet approval should be a routine matter of following the submittal process. This is one reason why it is important to have the organization and affected fleets involved from the beginning. Some considerations include whether it would be helpful to prepare a fleet-specific presentation, what additional materials should be included to help the fleet approval process, and who from the CRM procedures development team will be the point of contact for a specific fleet. In larger organizations, different approaches may be required for different fleets.
Informal contacts with fleet personnel can be very useful during this final activity in the development process. Supporters within the fleet can ensure that the approval process is kept on track and can help answer fleet-specific concerns or issues.

CRM Procedures Development Guidelines

Guidelines for Identifying Own Airline 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 sub-phase 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.

Guidelines for Specifying CRM Procedures
1) For initial procedure development, an airline should first identify weaknesses in existing procedures and then review airline philosophy and policy to clarify those needs. Based on that information, an airline should then identify possible locations for the new procedure as different forms (e.g., briefs, checklists, etc.) are being considered. Once that is done, the airline should work on the procedure’s content.
2) When reviewing existing SOP and documentation, look for problems with existing procedures, lack of consistency, and gaps, where the performance problem is not being addressed.
　
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