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C-2A GREYHOUND FACILITATOR CRM COURSE

C-2A GREYHOUND FACILITATOR CRM COURSE. VAW-120. OVERVIEW. INTRODUCTION. CRM HISTORY. CRM PROGRAM. SEVEN SKILLS OVERVIEW. SEVEN SKILLS EXPANDED. PRESENTATION TECHNIQUES. REVIEW. SUMMARY. 2. PRIVILEGED. For Official Use Only

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C-2A GREYHOUND FACILITATOR CRM COURSE

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  1. C-2A GREYHOUNDFACILITATOR CRM COURSE VAW-120

  2. OVERVIEW INTRODUCTION CRM HISTORY CRM PROGRAM SEVEN SKILLS OVERVIEW SEVEN SKILLS EXPANDED PRESENTATION TECHNIQUES REVIEW SUMMARY 2

  3. PRIVILEGED • For Official Use Only • This brief contains privileged, limited-use, limited-distribution information. unauthorized disclosure of the information in this brief or its supporting enclosures by military personnel is a criminal offense punishable under article 92, uniform code of military justice. unauthorized disclosure of the information in this report or its supporting enclosures by civilian personnel will subject them to disciplinary action under civilian personnel instruction 752.

  4. Rules of Engagement • Your active participation • What experiences you have had • What potential incidents you have avoided • What importance you place on CRM • Application of CRM skills is …Your Responsibility Learn from others’ mistakes, because you’re not going to live long enough to make all of them yourself. —Roger Coleman, Lead CRM Developer, AAL

  5. Why CRM? • To IMPROVE MISSION EFFECTIVENESSof Naval Aviation communities • minimizing crew preventable errors • by enhancing crew coordination • through increased awareness of associated behavioral skills

  6. Aviation is Inherently Dangerous There will always be something or somebody out there trying to kill you...

  7. CRM History • In 1977, CRM was adopted by civil operators to improve safety. • Four skills were identified as critical: • Decision making • Command • Leadership • Communication

  8. CRM History • In 1987, the NAVY researched CRM for adoption into its aviation programs. • The study noted similarities and some significant differences between civilian and military operations.

  9. CRM History Differences Among Military Personnel / Operations • Age • Experience • Military Rank • Mission Objectives/ Requirements • Crew Duties • Centralized Training

  10. CRM History • In 1989, the Naval Air Warfare Center began R&D on a program to apply CRM to tactical operations. • Research identified seven behavioral skills most common in Naval Aviation. • Decision Making • Assertiveness • Mission Analysis • Communication • Leadership • Adaptability/Flexibility • Situational Awareness

  11. CRM History • In 1991, the Naval Safety Center found human error was significant in 50% of all Class “A” mishaps. • In 1993, “Interim” Aircrew Coordination Training (ACT) was implemented. • In 1995, OPNAVINST 1542.7A established “Integrated” ACT milestone.

  12. CRM History • In 1998, OPNAVINST 1542.7B established Aircrew Coordination Training (ACT) academic requirements/ flight evaluation. • In 2001, OPNAVINST 1542.7C changed the ACT program’s name to Crew Resource Management (CRM).

  13. Mishap History “Human beings by their very nature make mistakes; therefore, it’s unreasonable to expect error-free human performance” —Shappell & Wiegmann, 1997

  14. Human Error Background • For the past three decades commercial aviation, the federal government, and more recently the military have expended substantial resources in determining the cause of mishaps. • Information recovered from cockpit voice recorders, SIRs, HAZREPS, and civilian mishap reports indicate the number one cause is • Human Error

  15. CRM History CRM is: • Mission Specific • Based on Knowledge, Behaviors and Skills • Integrated into Training • Research Supported • Developed by Aircrews for Aircrews • Incorporates Existing Knowledge Base • Conforms to Instructional Strategies

  16. CRM Future in Navy/ USMC • Continued integration of CRM concepts into procedures and NATOPS • Specific CRM simulator training • Computer Aided Debriefing Systems • More focus on individual error prevention/mitigation • Alignment with ICAO standards Data collection and trend analysis • Automation • CRM application to other fields

  17. CRM History Summary • 1977—CivilianOperators adopt CRM • 1993–1995—NavalAviation adopts “Interim” ACT/CRM • FY-05-09—Human Error accounts for 85% of Naval AviationClass A Mishaps • CRM Program to beT/M-specific and based 7 Skills

  18. Discussion

  19. CRM Program • Purpose of CRM • Chain of Command • Unit-Level Responsibilities • CRM Training Requirements

  20. Purpose of CRM • To IMPROVE MISSION EFFECTIVENESSof Naval Aviation communities • by enhancing crew coordination • through increased awareness of associated behavioral skills

  21. Purpose ofCNAFINST 1542.7 Series • To establish policies, responsibilities and procedures for administration of the Crew Resource Management (CRM) program • Establishes CRM content • Defines conduct/type of training • Delineates documentation requirements • Assigns CRM responsibilities

  22. Chain of Command OPNAV N88 CNAF TRAINING POLICY NASC Pensacola IMM Controlling Custodians Curriculum Model Manager (CO) CRM Instructors Program Manager CRM Facilitators

  23. Curriculum Model Manager (CMM) • CO of a model manager squadron (VAW-120) • CRM training program for T/M/S • Correct number of CRM-I and CRM-F • Coordinate with T/M NATOPS Model Manager • Sets focus for the community

  24. CRM Program Manager (PM) • A CRM-I designated by the CMM • Currently: LT HAWKE • T/M/S SME and fleet POC • Develop aircraft-specific integrated CRM programs • Ensure curriculum current and relevant • Provide CRM materials to the IMMs

  25. CRM Instructor (CRM-I) • Train new CRM facilitators • Conduct annual training and check rides • Assist PM in distribution and standardization of CRM materials

  26. CRM Facilitator (CRM-F) • Conduct and document annual CRM training • Submit changes (NATOPS, 1542) • Feedback to Program Manager • Check rides • All FRS Pilot and Aircrew Instructors are made Facilitators as part of the IUT Syllabus/Check In.

  27. Instructor vs. Facilitator • NATOPS Qualified O-3/E-5 or above • Graduate of both the NASC IMM CRM Instructor’s Course AND the Curriculum Program Manager’s CRM Facilitator Course • Designated in writing by the Type/Model Curriculum Model Manager • Qualified to train CRM Facilitators • Curriculum Model Manager establishes minimum experience level requirements • Graduate of Curriculum Program Manager’s CRM Facilitator Course (T/M specific) • Designated in writing by the unit CO • Qualified to conduct CRM initial and refresher training

  28. Unit-Level Responsibilities • Facilitate integrated CRM training program • Conduct annual CRM training IAWOPNAVINST 3710.7/ CNAF 1542.7 • Provide feedback to the CRM Model Manager (VAW-120)

  29. INITIAL Shall occur during undergraduate aviation training and during all fleet replacement/ initial training leading to T/M aircrew designation REFRESHER Shall occur annually while in a flight billet CRM Ground Training CRM training shall be conducted bya designated instructor or facilitator Specific CRM qualification is required for operation of each aircraft T/M/S.

  30. CRM Ground Training Annual Ground Training Requirements COMNAVAIRFORINST 1542.7A, PARA. 7-D • CRM Principles and Seven Critical CRM Skills • Topics Of Concern / Recent Trends • T/M-Specific Case Study/ Scenario • Open and Frank Discussion on Current State of CRM • Must use PowerPoint developed by CRM Model Manager.

  31. Annual CRM Flight Evaluation • Annual Requirement • May be accomplished within 60 days of expiration without rebasing. • Typically done with NATOPS check. • CRM-I or CRM-F Required • May Be Completed In Simulator

  32. Training Documentation • Must be entered into NATOPS Jacket • Section II, Part C • Utilize CNAFINST 1542.7 encl. 3 • NATOPS Check Paperwork Shall State “Conducted CRM flight evaluation per CNAFINST 1542.7A.”

  33. Training Documentation Extensions • COs may grant extensions for deployed aircrew whose CRM training will expire. • Extensions shall not exceed 90 days after return from deployment. • Document all extensions in NATOPS jacket. • REBASE YOUR DETS! DON’T PLAN ON EXTENSIONS.

  34. Training Documentation “Personnel who fail to meet CRM requirements without a written extension shall not serve as aircrew members.”

  35. CRM Program Summary • Purpose of CRM Program • Chain of Command • Unit-Level Responsibilities • Training Policies • Qualifications/Evaluation • Extensions

  36. QUESTIONS?

  37. Seven Critical CRM Skills CRM skills are necessary because errors repeat even with new technology!

  38. Seven Critical CRM Skills DAM CLAS Decision Making Assertiveness Mission Analysis Communication Leadership Adaptability/Flexibility Situational Awareness

  39. Decision Making Definition: The ability to choose a course of action using logical and sound judgment basedon available information. • How do you defineDecision Making? 39

  40. Decision Making • Question:How do hazardous attitudes affectdecision making? • Negative Effect: • Peer pressure • Mind set • “Get home-itis” • Getting behind theaircraft

  41. Decision Makingin the C-2A • C-2 Capabilities vs. Air Wing Desires • Detailed Preflight Planning vs. “Canned Route” Attitude • Any member of a Detachment can end up being put in a position where they need to speak for the OIC

  42. Assertiveness Definition: The willingness/readiness to actively participate, state and maintain a position until convinced by the facts that other options are better. • What isAssertiveness? 42

  43. Assertiveness • Question:When is it appropriate to be assertive? • Speak up when you encounter: • Unclear mission objectives • Overly aggressive or passive crewmembers • Conflict in the aircraft • Issues not addressed in the debrief Whenever your comfort level is exceeded… SPEAK UP !

  44. Assertivenessin the C-2A • 3P vs Aircraft Commander • Aircraft Commander vs Aircraft Commander • 2P/2P Flights • C-2 vs Air Wing/Air Boss/Flight Deck Handler

  45. Mission Analysis Definition: The ability to develop short-term, long-term and contingency plans and to coordinate, allocate and monitor crew and aircraft resources. • How do you defineMission Analysis? 45

  46. Mission Analysis • Question:What are three components of Mission Analysis? • Planning and preparation • Monitoring inflight mission progress • Postflight debriefing

  47. Mission Analysisin the C-2A • How good is your Debrief?

  48. Communication Definition: The ability to clearly and accurately send and acknowledge information, instructions, or commands, and provide useful feedback. • What isCommunication? 48

  49. Communication • Question:When can experience in flight be a barrier to communication? • Less experience—Less likely to speak up • More experience—May resist change and the need to adapt

  50. Communicationin the C-2A • Detachment personality dynamics • Enlisted Aircrew/Pilot relationship • Ship to Shore Communication

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