...invention of flight has revolutionized the world of transportation. One of the most significant factor to be successful in flying is air navigation. This includes proper flight planning, being able to read the flight instruments to allow the pilot to fly from one destination to another without getting lost, breaking laws, and keeping everybody on board safe. During the beginning age of flights, “the pilots solely used their own senses to guide them, giving rise to the phrase ‘flying by the seat of your own pants’” (RAAF Museum, 2014). In 1929, James Doolittle proved the feasibility of instrument guided flying when he took off and landed entirely on instruments (info please, 2014). Early navigating consisted of a set of six essential flight instruments which includes: altimeter, airspeed indicator, turn and bank indicator, vertical speed indicator, artificial horizon, directional gyro/ heading indicator. In 1937 the British Royal Air Force chose this set of sex essential flight instruments which would remain the standard panel for the next 20 years (Flight Global, 2014). It was not until the late 1970’s where Honeywell pursued a new mission to develop a new flight management system that would allow pilots to plan and have the system automatically fly the aircraft. Their first developed flight management system was used on the commercial airliner Boeings 757 and 767. Honeywell was able to develop an FMS, its capabilities can be summarized into four functions: flight planning –...
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...The ABC’s of Failure – Getting Rid of the Noise in Your System For the past 40 years, I have observed many companies, including DuPont (where I spent 27 years) pursuing planned maintenance with the standard tools of planned maintenance: inspections, planning, scheduling, materials procurement, CMMS systems, etc. with the same results. They succeed for a while and get their percent planned and scheduled maintenance up to the 80+ only to see that drop back later to 60 I am amazed how many of the companies we work with have had this experience. This pattern of behavior has led us to conclude that the reason for this experience is that only 60% of the normal work of maintenance is inherently plannable. The rest of the work is created by random acts of what we are now calling care-lessness. The sites where we see people break this pattern and achieve 92% to 96% planned maintenance for the long term without regressing, are the ones who eliminate the inherently unplannable work. Of course, this cannot be done by maintenance alone. Everyone who does work at a site contributes to the defects that create the unplannable work, and therefore everyone must participate in eliminating the defects that create the 40% of the work that is unplannable. In the diagram below we attempt to more clearly articulate the true significance of Defect Elimination by outlining the ABC’s of failure. Fundamentally, failures happen because things that exist are not perfect. To reduce failures we must eliminate...
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...Aviation Safety and Quality Assurance Despite having an enviable safety record, the aviation industry is under constant pressure to drive down accident rates. Air accidents damage consumer confidence and inhibit the growth of the industry. When it comes to flying, the word safety is mentioned constantly. Shortage of qualified professionals, aging of aircraft’s fleet and environmental concerns are some of the challenges faced by today’s aviation. The primary goal of the aviation industry is to maintain airplane and helicopter safety standards and protect the interests of the mechanics, flight crew, and passengers. It is important the use of different techniques for increase of safety practices in a industry that is increasingly diverse, complex, and under very significant pressure. John O'Brian, from ALPA's Engineering and Air Safety Department, once mentioned “No matter how interested individual employees might be, or what assistance a manufacturer offers, or how insistent a certificating authority might be—none of these factors will have a significant effect on safety without support from top management”, so it is imperative that managers and supervisors are well aware of the impact of their roles during the daily operations. As aviation evolves, a lot of programs and procedures were created in order to organize, monitor and standardize maintenance practices and flight operations. From a safety management system...
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...AVIATION SAFETY PROGRAM EASTERN SKY AIRLINES DIEGO LUIS PALACIN ENDERS INDEX 1. SECTION ONE: SAFETY POLICY 2. SECTION TWO: SAFETY AND HEALTH RESPONSIBILITIES 3. SECTION THREE: EMPLOYEE PARTICIPATION 4. SECTION FOUR: SAFETY RULES AND REGULATIONS 5. SECTION FIVE: DISCILINARY POLICY 6. SECTION SIX: HAZARD RECOGNITION, PREVENTION AND CONTROL 7. SECTION SEVEN: ACCIDENT/INCIDENT REPORTING 8. SECTION EIGHT: EMERGENCY PLANING AND RESPONSE 9. SECTION NINE: SAFETY AND HEALTH TRAINING AND EDUCATION 10. SECTION TEN: SAFETY AND HEATH ASSISTANCE RESOURCES 11. SECTION ELEVEN: CONTACT INFORMATION SECTION ONE SAFETY POLICY Safety is a team effort – Let us all work together to keep this a safe and healthy workplace Eastern Sky Airlines places high value on the safety of its employees and passengers. Eastern Sky Airlines is committed to providing a safe workplace for all employees and has developed this Aviation Safety Program for injury and accident prevention to involve management, supervisors, and employees in identifying and eliminating or reducing hazards that may develop during ground or air operations. Eastern Sky Airlines Safety Program objective is to create a safety culture in which we stress to all employees that safety is as important as any other business function. Only thought the joint commitment on the part of management and employees can workplace accidents and injuries be reduced or eliminated. Employees should be encouraged to not only work safely...
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...Efficiency Program Alternative Fuels Environmental Management Waste Management Social Responsibility Occupational Health and Safety Flight Safety Supply Chain Social Responsibility Projects ENVIRONMENTAL and SOCIAL RESPONSIBILITY REPORT It is Turkish Airlines’ responsibility to act and promote sustainability as a commitment to the environment. A. Fuel Efficiency Program In the beginning of 2008, Turkish Airlines started a collaborative study with IATA Green Team and has begun implementing a Fuel Efficiency Program aimed at increasing fuel efficiency and reducing the carbon emissions. The program involves measuring and monitoring of fuel efficiency initiatives and reporting to the Fuel Steering Committee which consists of competent and dedicated personnel from key departments such as Flight Operations, Flight Planning and Dispatch, Engineering and Maintenance, Finance, Marketing and Sales. The initiatives undertaken within the program to increase fuel efficiency and to reduce carbon footprint could be gathered under the umbrella of below topics: 1. Optimizing the operations: Since 2008, more than 70 projects to optimize operations in order to reduce carbon footprint have been introduced and implemented. Some of these operational optimization projects include: Pilot technique, optimizing the use of APU (auxiliary power unit) while the aircraft is on ground, introducing a new optimized flight planning system, optimization of the routes...
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...Copter Report The idea of safety is not to paralyze, slow down or make difficult the activities surrounding the aviation industry. Safety measures, on the contrary, will improve efficiency, reliability, reduce fatalities and booster confidence in both the pilots and the passengers on board for a happier, more fulfilling and profitable aviation business. This book report seeks to highlight some key areas that have to do with safety operations and safety management system, analyze some of the safety gaps in the BCC aviation line and offer plausible and economical medium and long term solutions to the challenges for a better and improved BCC operations. Analysis The BCC seemingly is teamed up with great pilots who enjoy what they do and are naturally gifted as pilots. That is a great incentive for the team as a whole. The team spirit exhibited in the working relations among the pilots and also between the BCC and helicopter engineers (Copter Doctors) is also a great incentive in the long run in terms of coordination and communication. The challenges that BCC is facing can be subcategorized into these areas: a) Work Safety Processes and Procedures b) Flight operations safety procedures c) Support system for pilots and staffing d) Safe working environment a) Work Safety Processes and Procedures The BCC interoperability is tottering due to undefined work processes above...
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...Resource Management Robert Gibbs Embry Riddle Aeronautical University Abstract CRM, known as Crew Resource Management was once called Cockpit Resource Management. This term got expanded due to the fact that the teamwork of the crew of an aircraft went far beyond just the realm of the cockpit of the aircraft, which basically referred to only the personnel in the cockpit, the pilot, co-pilot, flight engineer, and any other personnel who was stationed in the cockpit area. CRM is very crucial to the safe operation of the aircraft and ground crew personnel. In my opinion, the two crucial aspects of CRM are leadership and communication in the cockpit. There are other important characteristics of CRM as well, such as having a sterile cockpit is very important. So let’s take a look at CRM as we know it. What Is Crew Resource Management? Crew Resource Management—CRM, in layman terms is the teamwork of all aircrew personnel of an aircraft to conduct the safe flight of an aircraft. Now the official definition of CRM is a management system which makes optimum use of all available resources, equipment, procedures, and people- to promote safety and improve the efficiency of flight operations. CRM focuses on interpersonal communications, leadership, and decision making in the cockpit. CRM also focuses on the proper response to threats to safety and the...
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...piece of insulating foam separated from the external fuel tank’s bipod ramp and struck the Orbiter’s left wing, causing a buildup of atmospheric gas in the wing. Which upon reentry compromised the Orbiter’s structural integrity. In-depth analysis of pre-launch decision-making revealed that NASA’s strict flight schedule placed unrealistic time pressures on the management team and engineers. The team was tasked with five launches in one year. As a result, they were constantly looking ahead to the next flight instead of focusing their full attention on the current flight, its mission, and its safe return. The pressure created a mindset that disregarded all concerns. A more realistic time schedule would have remedied this. After all, defying gravity takes time....
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...November 2011 Abstract Crew Resource Management (CRM) has been a great asset to flight safety by properly using resources for pilots and aircrew. The use of CRM have been effective with other training tools to help encourage better communication and to improve decision making skills. CRM is a valuable asset to companies training program if the technical skills are utilizes in the proper manner. CRM errors will never be eliminated, but the use of effective CRM skill can prevent a substantial amount of errors from ever occurring. Keywords: aviation, CRM, error, human error, decision making, safety Mitigation of Error Crew Resource Management (CRM) has been a great asset to flight safety by properly using resources for pilots and aircrew. Not all researchers accept the concept of CRM to manage error because of its import from other airlines and other training organizational. Other culture and situations could have been worse and not justified use in the United States due to its culture and environment. The researcher will discuss the ability of CRM to eliminate some error; although error can never be completely eliminated, the skills of CRM are an exceptional source that was originally developed to human errors resulting from inadequate coordination among team members (Kanki, Helmreich & Anca, 2010). The CRM needs to be developed into a training and evaluation for pilots and aircrew. The important concept of flight safety needs to be for all aviation to understand...
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...Safety Implementations and Respond to Emergency Conditions Blackboard assignment 3.10 Dharmik Vora Embry-Riddle Aeronautical University ASCI 202 Nov 10th, 2013. Abstract This research paper discusses about the response action that any airline manager should take after the accident has taken place or safety implementation prior to the accident. The paper overall, is discussed on the basis of incident that took place at Sioux City Gateway airport with United Airline flight 232. The National Transportation Safety Board claimed aircraft maintenance as the main cause of the crash. Therefore this paper briefly analyze the proactive safety management system, proactive hazard identification system that any airline safety manager should implements to avoid accidents and make sure maintenance and inspections are conducted at regular intervals. Finally, it also summarize the duties of airport safety manager and the contingency plan that can be put into action after the plane crashes at the airport, to minimize the casualties and save as many lives as possible. Brief History United airline flight two three two was scheduled from Stapleton Airport (Denver) to O' Hare International airport (Chicago) on July 19th. The flight encountered power failure in its second engine and lost all its flight controls therefore crew members were able to save only ninety six lives. After NTSB investigation, it was found that engine failed because of the manufacturing defect in the fan disk which...
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...Paper United Airlines Flight 173 Embry-Riddle Aeronautical University SFTY 320 I. Summary On December 28, 1978, United Airlines flight 173, a McDonnell-Douglas DC-8-61 was a scheduled flight from John F. Kennedy International Airport, New York, to Portland International Airport in Oregon, with an en route stop at Denver, Colorado. When the DC-8 was descending through about 8,000 ft on its way to Portland, the first officer, who was flying the aircraft, requested the wing flaps be extended to 15 degrees, then asked that the landing gear be lowered. As the landing gear extended, an unusual sound was heard and the aircraft yawed. Upon request, Portland approach then vectored the aircraft in a holding pattern southeast of the airport. After about an hour and a half of circling southeast of the airfield while the flight crew coped with the landing gear malfunction and prepared the passengers for a possible emergency landing, the captain finally decided to begin the approach to runway 28L. The plane crashed during the approach about 6 nautical miles southeast of the airport in a wooded populated of suburban Portland due to fuel exhaustion. The aircraft was destroyed and thankfully because there was no fuel in the fuel tanks, there was no fire. Of the 181 passengers and 8 crewmembers aboard, 8 passengers, the flight engineer, and a flight attendant were killed and 21 passengers and 2 crewmembers were seriously injured (National Transportation Safety Board, 1979). II. Problem ...
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...The Case Study of Eva Airways Core Competencies in Airline Industry | December 252012 | The idea of "core competences" is one of the most important business ideas currently shaping our world. This is one of the key ideas that lies behind the current wave of outsourcing, as businesses concentrate their efforts on things they do well and outsource as much as they can of everything else. Eva Airways core competencies covers excellent flight safety record, advanced flight equipment to enhance flight safety, fleet complete, network-intensive services, caring and meticulous service that includes their current and future customer service programs, human capital investment for providing excellent customer service, and professional management. With these excellent customer-oriented services, Eva Air proves that they are already world-class air carrier and robustly have an edge to compete in international market with the low-cost airline carrier, prestige airline carrier, and even the government-controlled carrier. We also believed that Eva Air’s customer-oriented services (core competencies) could sustain the growing or future demands in airline industry and can survive the toughness of the competition. The Case Study of Eva Airways Core Competencies in Airline Industry I. INTRODUCTION The airline industry exists in an intensely competitive market. Over the years, air travel has become so commonplace that it would be hard to imagine life without it. The airline industry, therefore...
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...AIR TRANSPORT MANAGEMENT AND OPERATIONS David Lambert Air Transport Management and Operations Contents Introduction - Page 3 Principles of Management – Page 4 Human Resource Management – Page 9 Safety and Security – Page 14 References – Page 18 Introduction All companies and organisations are interested in producing profits, increasing market share and growing the range of products and services that they provide. In order to achieve these goals effective management within the organisation is required. In a general terms management is comprised of ‘top management’, ‘middle management’ and ‘operating management’. However when organisations reach the size of today’s major carriers these definitions can become fully define and a larger framework is required. When the air transport industry was in its infancy management was a much simpler process with smaller teams and shorter communication paths between levels within the organisation. In recent years major carriers have come to employ tens of thousands of people reducing the importance and sense of contribution anyone employee has within the structure. Lines of communication have stretched between decision-making and the ground worker removing a sense of teamwork and a confusion of the ultimate goals of the airline. In the highly competitive world of air transport creating and maintaining an efficient...
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...The Fear in Aviation Maintenance Aircraft maintenance is arguably one of the best managed maintenance practices across different industries. Aircraft maintenance operations in the US are usually closely monitored by the Federal Aviation Administration (FAA) which ensures that the maintenance practices are done in a proper manner. Despite this oversight, maintenance errors still occur and have been, on many occasions, stated as the main cause of aircraft accidents. Knowledge of the factors that contribute to maintenance errors and therefore aircraft accidents can go a long way in enabling the industry regulars to draft precautionary measures and safety protocols to reduce the occurrence of these accidents. I. Factors contributing to maintenance errors Human factors, management factors, and structure factors are the most common factors that contribute to errors during the maintenance of aircraft (Stolzer, Halford & Goglia, 2012). Of the three factors, human factors account for the majority maintenance errors and therefore majority of aircraft accidents. There are numerous factors that can directly or indirectly contribute to human factors in maintenance errors can be categorized into the three groups of individual factors, job factors and organizational factors. Individual factors are those capabilities and attributes of an individual that may cause the individual to commit an error. These factors include their habits, personal attitudes, skills, personalities and their competence...
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...case this term. From my days in the United States Air Force I’ve been fascinated by aircraft, aircraft technology, and how the daily operations of the worlds flights are coordinated. Nextgen is the future of aircraft travel technology, and this paper will explain its past, present, and future. What is Nextgen? NextGen stands for Next Generation Air Transportation System. NextGen is a transformative change in the way aircraft flight is managed, and the operations of how we fly. NextGen enhances safety, reduces delays, saves fuel and reduces aviation’s adverse environmental impact. The Federal Aviation Administration (FAA) has been in the process of intergrating new and existing technologies for many years now. This is a comprehensive effort to conduct the largest aircraft travel transformation in the history of flight. This transformation includes integrating satellites navigation and super advanced digital communications. Airports and aircraft in the National Airspace System will be connected to NextGen’s advanced infrastructure and will continually share real-time information to provide a better travel experience. (FAA.gov, 2012) NextGen’s astonishing transformation includes six core transformational programs: Collaborative Air Traffic Management Technologies, Data Communications, System Wide Information Management, NextGen Network Enabled Weather, NAS Voice System and Automatic Dependent Surveillance–Broadcast. These programs will facilitate the largest air transport transformation...
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