1. T-6B CRM Recurrency Training

2. Training Requirements
CRM History
OPNAVINST C
Seven (7) Critical Skills
A T/M Specific Case Study or Scenario
Flight Evaluation

3. Flight Evaluation
Conducted by a CRM Instructor (CRM-I) or CRM Facilitator (CRM-F) for the T/M.
Flight or simulator
Evaluation valid for 12 months from the last day of the month.
Renewal flight may be accomplished within 60 days preceding expiration of current evaluation and is good for 12 months from the last day of the month in which the current evaluation expires.
Note: Ground training is required once a year is and is only valid for 12 months.

4. VV2E123, cleared to Navy North Whiting as filed, after takeoff fly heading 030, climb and maintain 4,000’, departure frequency button 5, squawk 4321.

5. VV2E123, cleared to Navy North Whiting as filed, after takeoff fly heading 030, climb and maintain 4,000’, departure frequency button 5, squawk 4321.

6. CRM History What is CRM? What is the goal of CRM?
To improve mission effectiveness by minimizing crew preventable errors, maximizing crew coordination, and optimizing risk management.
Events leading to CRM development - Tenerife

7. Tenerife Background A runway collision involving two 747s
583 fatal injuries, the most ever in any single aviation related mishap
A major accident that segued CRM development

8. Tenerife

9. Safety Response
Greater emphasis on English as international language of aviation
Establishment of standard phraseology
ICAO: “line up and wait.”
Requirement for precise read-back instructions (no “OK” or “roger”)
Phrase "take-off" is only spoken when the actual take-off clearance is given (e.g. “departure”)
Crew Resource Management

10. Naval Aviation Mishap Rate
Program & Technology Introductions & Education
Angled decks
Aviation Safety Center
Naval Aviation Maintenance Program (NAMP), 1959
RAG concept initiated
NATOPS Program, 1961
Squadron Safety program
System Safety Designated Aircraft
HFC’s ACT / CRM MFOQA
ORM ASAP

11. Human Error!!!
CFIT
Midair
OCF
Maintenance

12. Human Error Today Human Error No. of Class A Mishaps USN/USMC, FY05-09
4/25/2017
USN/USMC, FY05-09
Human Error
No. of Class A Mishaps
USN Aviation
52 of 61
HE 85%
USMC Aviation
32 of 33
HE 97%
As you can see, human error is a major contributing factor in all mishaps.
There is also a high proportion of human errors in PMV mishaps.
Any mishap that is caused by human error can and must be prevented.
Updated human error statistics slide. The updated slide indicates that human error declined some in the Navy from 94% to 85%. This is largely due to some of the class "A" mishaps that we have had being caused by mechanical defects, T-34 and E-2C come to mind, though the overall rate still hovers around 90%.
Leading Causal Factors
Human Error (89%)
Aircrew (breakdown in Crew Resource Management, poor decision making, failure to properly perform emergency procedures)
Supervisory (failure to provide adequate guidance and training)
Material/Systems Malfunction (11%)
Material/component catastrophic failure (no human error involved)
NSC Data: 05 Oct 2010
NHA Symposium. April 12 12

13. The “Swiss Cheese” Model of Accident Causation (Reason, 1990)
Excessive cost cutting
Reduction in flight hours resulting from inability to control cost of spare parts
Organizational Factors
Deficient training program
Improper crew pairing
Unsafe
Supervision
Failures in the
System
Loss of Situational Awareness
Poor CRM
Preconditions
for
Unsafe Acts
Failed to Scan Instruments
Penetrated IMC when VMC only
Unsafe
Acts
Mishap & Injury
Crashed into side of mountain
Mishaps are most often the end result of a chain of events, not solely the failure of aircrew.

14. Navy and Marine CRM 1993 – ACT program formed via Tiger Team
1994 – ACT school house
1995 – OPNAVINST A
1998 – OPNAVINST B
2001 – OPNAVINST C
2002 – Fleet integration complete
? - OPNAVINST D
Go Over OPNAVINST

15. CRM Situational Awareness Assertiveness Decision Making Communication
Leadership
Adaptability/Flexibility
Mission Analysis
NAVY (NAVAIR) A1-T6BAA-NFM-100
FLIGHT CREW COORDINATION (8-2-1)

16. Situational Awareness
The degree of accuracy by which one’s perception of the current environment mirrors reality. Maintaining a high level of situational awareness will better prepare crews to respond to unexpected situations.
What factors can reduce SA?

17. Factors that reduce S/A
Insufficient communication
Fatigue/Stress
Task overload/underload
Group mindset
Press on regardless philosophy
Degraded operating conditions

18. Assertiveness
Willingness to actively participate, state, and maintain a position, until convinced by the facts (not the authority or personality of another) that other options are better. Assertiveness is respectful and professional, and used to resolve problems appropriately.
How can you create an assertive statement?

19. Creating an Assertive Statement
Typically use active verbs or recommend an action
get the attention of the receiver
state your concern
offer a solution
ask for feedback

20. Decision Making
Ability to choose a course of action using logical and sound judgment based on the available information.
What factors promote good decision making?

21. Factors which promote good Decision Making
Teamwork
Extra time to make decision
Alert crew members
Decision strategies and experience

22. Communication
Ability to clearly and accurately send and acknowledge information, instructions, or commands, and provide useful feedback. Effective communication is vital to ensure that all crewmembers understand aircraft and mission status.
How do we attempt to overcome some barriers to communications?

23. Overcoming Barriers Use active listening techniques Require feedback
Use appropriate mode of communication and decibel level
Use standard terminology

24. Leadership
Ability to direct and coordinate the activities of other crewmembers or wingmen, and to encourage the crew to work together as a team.
What are your responsibilities as a leader?

25. Responsibilities of Leaders
Direct and coordinate the crew’s activities
Delegate tasks
Ensure crew understands what is expected of them
Focus attention on crucial aspects of the situation
Keep crew informed of mission information
Ask crew for mission relevant information
Provide feedback to the crew on their performance
Create and maintain a professional atmosphere

26. Adaptability/Flexibility
Ability to alter a course of action based on new information to meet situational demands. Maintain constructive behavior under pressure, and adapt to internal and external environmental changes.
How do you maintain adaptability?

27. Maintaining Adaptability
Decision not irrevocable - continue to evaluate
Anticipate problems
Recognize and acknowledge any change
Take alternative actions, if necessary
Interact constructively with entire crew
- provide and ask for assistance
- gain crew support for decisions made

28. Mission Analysis
Ability to develop short term, long term, and contingency plans, and to coordinate, allocate, and monitor crew and aircraft resources.

29. T/M Specific Case Study

30. Questions?