Crew Resource Managament CRM AND AVIATION SAFETY Crew Resource Management and Aviation Safety Abs
tract Throughout the history of aviation, accidents have and will continue to occur. With the introd
uction of larger and more complex aircraft, the number of humans required to operate these complex m
achines has increased as well as, some say, the probability of human error. There are studies upon s
tudies of aircraft accidents and incidents resulting from breakdowns in crew coordination and, more
specifically, crew communication. These topics are the driving force behind crew resource management
. This paper will attempt to present the concept of crew resource management (CRM) and its impact on
aviation safety in modern commercial and military aviation. The concept is not a new one, but is co
ntinually evolving and can even include non-human elements such as computer-controlled limitations o
n aircraft maneuvers and the conflicts that result in the airline industry. Crew Resource Management
3 Crew Resource Management and Aviation Safety Since the birth of aviation, man has been tasked wit
h operating aircraft safely, yet effectively. From the beginning days of being able to simply operat
e an aircraft without injury for seconds at a time, to today's issues with safety in supersonic inte
rnational travel, crew resource management has been with us in some from the beginning. The term "CR
M" began to spread in the 1980's among the major airlines, fueled by industry and university researc
h into human factors. The U.S. military has also taken a very active in the development of CRM techn
iques to aid in the high stress environment of military aviation. The basic concept of crew resource
management (CRM) is to train crewmembers to use all available personnel, equipment, and experience
to safely and effectively operate an aircraft. It is used in nearly every facet of aviation from the
smallest regional airline, to the largest major carrier, to the various crew operated military airc
raft. One aspect of aviation missing from the fold is the general aviation (GA) community, such as t
he private pilot. This has become a growing concern as many future air carrier pilots and military p
ilots begin as private pilots. The need for CRM training in this area is there, but the training see
ms excessive and useless to many in the field as most of these pilots operate single pilot aircraft.
Perhaps this attitude comes from the term "crew" and is dismissed by the private pilot. This can be
a dangerous attitude, as there is no doubt that sound decision making and the use of available reso
urces should be a priority at any level of aviation Terms and Concepts Used in Crew Resource Managem
ent In order to effectively explain the concept of CRM and its role in aviation safety, it is necess
ary to have at least a limited understanding of common terms and phrases. One of the two key element
s of CRM is situational awareness, or, "SA". Simply put, it is the understanding of Crew Resource Ma
nagement 4 the conditions surrounding your flight. Knowing what is happening, what has happened in t
he past and how that may affect your flight in the future. Situational awareness is probably best de
scribed as a conditioned state of mind while flying. It comes from experience and knowledge and can
be blocked by being unfit to fly do to fatigue, for example. This concept is obviously a major consi
deration in flying all aircraft, but can be considered to be somewhat easier maintained in a crew ai
rcraft than in a single pilot one. Another key concept in CRM is communication. This is a topic best
described in it's own publication, as there are numerous factors that contribute to successful or f
ailed communication. There are many factors to be considered when analyzing communication in the con
text of CRM, such as dialect. English is the universal air traffic language, yet it would be impossi
ble to regulate accents and intelligibility of an air traffic controller or aircraft crew. This can
obviously lead to missed communication between an American flight crew and Egyptian control facility
, for example. Another aspect of the communication problem can be attributed to seniority in civilia
n aviation, or rank in military aviation. This barrier, fear of communication, must be overcome in o
rder for a flight to safely operate. Each crewmember should be able to make input to the flight with
out fear of reprimand. Each person should provide feedback and be willing to accept a suggestion fro
m other crewmembers. The last subject I will cover in regard to communication is standardization. Pr
ocedures - checklists, operating instruction, and technical orders - are written in a standardized f
orm to avoid confusion and establish a common language. This usually results in a barrier of communi
cation in more experienced crewmembers. They can be so accustomed to the operating procedures that t
hey expect everyone else to have the same level of understanding. This, combined with their usage of
nonstandard verbiage can lead to deadly miscommunication in a worst-case scenario. Crew Resource Ma
nagement 5 A third commonly referred to concept in crew resource management is "available resources"
. This can mean internal or external resources. Internal resources are things such as experience and
knowledge, and having one does not necessarily require having the other. A crewmember can be experi
enced but not have a great deal of aircraft systems knowledge. Such as when in the military, as ofte
n happens, a pilot is transferred late in his or her career to another aircraft. That pilot may have
over five thousand hours of flying experience, and even several hundred hours of combat flying expe
rience. However, when arriving at a new assignment they have a very limited amount of aircraft syste
ms knowledge in the "new" aircraft. This is also true for a civilian air carrier pilot who changes a
ircraft at some point in their career. External resources can consist of checklists or operating ins
tructions, for example. This is an equally important factor in aviation safety, as can be seen by th
e report on the American Airlines crash in Columbia (Simmon, 1998). The failure to abide by these re
sources can have disastrous results. Many things can contribute to the breakdown in this area, most
evident is fatigue combined with a high level of experience. An experienced captain can rely too muc
h on knowledge and not enough on published procedure and guidance. This summary of key concepts is n
ot meant to be an all-inclusive list, but a brief familiarization of the terms and ideas commonly re
ferred to in the subject of crew resource management. There are many other important factors, but I
believe a basic understanding of these listed is required to gain an understanding in the basics of
CRM. Impact of Crew Resource Management in Safety There are countless case studies published by the
National Transportation Safety Board (NTSB) revealing CRM-related causes of accidents. One such exam
ple is the American Airlines Crew Resource Management 6 flight 965, a Boeing 757 that crashed into t
errain while making an approach into a Columbian airport in 1995. The crew made several mistakes, in
cluding exhibiting "get-there-it is", a condition in which the crew is determined to perform an act,
whether it is departure or landing, due to fatigue or some other outside motivation. This lapse in
judgment caused the death of all but four of the 163 passengers and crew on board. This lead to comp
ounding problems, such as missed and erroneous procedures. There were checklist items either omitted
or improperly performed, as well as communication breakdowns with air traffic control (Simmon, 1998
, p. 1-8). In this tragedy are multiple examples of breakdowns in crew resource management. All the
tools necessary for a safe completion of the flight were there but the crew failed to utilize them.
Another factor to be considered in the crew-operated aircraft is the authority gradient (Hawkins, 19
87, p. 36). This is easily described as the "who's the boss?" factor. The most ideal situation would
be a captain or aircraft commander with a wealth of knowledge and experience combined with a first
officer or copilot with somewhat less, working as a team. All too often, however, an overbearing or
dominant captain is placed with a timid or unassertive first officer, or a highly experienced and eq
ually assertive pilot in each seat. This can lead to a multitude of problems, as evident in the Tene
rife accident. In that case, the less confident first officer's questions regarding takeoff clearanc
e were totally dismissed by the command pilot. Although the example I gave was in regard to a major
air carrier, it is easy to see how this could be a problem more present in the military aviation com
munity. The military by nature is rank structured and can lead to an improper crew relationship in t
he aircraft. A perfect example is the crew of the USAF's AC-130U gunship. With a tactical crew of at
least thirteen, CRM is a very real issue in every day operations. AS a crewmember on this aircraft,
I have seen countless examples of this process at it's finest as well as it's worst. It does take t
raining and experience for a senior officer acting as aircraft commander to take inputs and Crew Res
ource Management 7 recommendations from a brand new junior enlisted crewmember. Yet through an effec
tive training regimen, the authority gradient can be groomed to its proper level. To be an effective
crew, all crewmembers regardless of military or civilian must display the ability to lead and follo
w. The key to safe flight, and the driving force behind crew resource management training is problem
solving. Civilian and military alike have simulators and training regimens to aid in the developmen
t of problem solving skills. These training aides proved a solid base of information and procedure,
and help to develop good problem solving techniques. However, the great "Catch 22" of aviation is th
at good practical skills come from experience. This is where CRM takes it's place in flight safety.
It is up to the crew of an aircraft to help less experienced crewmembers to gain this experience whe
n problems arise. This is where the factors of CRM I talked about earlier come into play. The less e
xperienced crewmember, though trained to standards and expected to perform all duties, will rely on
communication and the more developed situational awareness of his or her crew to gain that experienc
e. This cycle should repeat itself, continuing to provide new crewmembers with the experience and sk
ills necessary for safe flight. CRM training has been put in place to overcome the barriers to this
process in the crew environment. The only aspect of aviation that seems to be the exception is gener
al aviation, as mentioned before. General aviation, or GA, is severely behind in the development of
CRM training. As a private pilot, I have noticed the absence of this training. After first being tra
ined as a military crewmember, I noticed immediately the lack of CRM in any aspect of the training o
f the private pilot. Perhaps the reason I noticed this problem is the same reason many private pilot
s do not notice it. They have no experience, through no fault of their own, with the crew environmen
t and it's challenges and benefits. Though there is a small percentage of private pilots who will Cr
ew Resource Management 8 never operate in the crew environment, the majority begin this training as
a step to a career in aviation, or at least to the point of flying with other people. Many are futur
e small business pilots, many are future military pilots, and a few are future air carrier pilots. I
personally used private pilot training to help prepare me for a career as a military pilot, but my
situation was unique as I stated before. The development of CRM in GA is beginning to be addressed,
but is years behind that of commercial and military aviation. This is evident by the lack of continu
ity and availability of literature on GA crew resource management training (Santiago, 1996). Conclus
ion Crew resource management training is no doubt a vital part of flight safety. The programs have d
eveloped from crude briefings to sophisticated simulators and training techniques. The examples of t
he importance of this training can be found in almost every NTSB report of an incident involving the
human factor of flight. I have attempted to bring to light the more important aspects of crew resou
rce management, though the concept is much broader than I have presented. The basics of communicatio
n and problem solving are still the keys of CRM, and still seem to be the cause of most aviation acc
idents. The programs in effect to combat this problem are under constant development and analysis, i
n a hope to avoid these situations. The civilian industry continues to lead in development due to co
mmercialization, with the military not far behind. The only real deficiency in CRM program developme
nt seems to be the area of general aviation as described earlier. Until this problem is addressed, t
here will still be a glaring weakness in the general area of aviation safety. However, with the rate
of technology increase and cheaper methods of instruction, we should begin to see this problem addr
essed in the near future. Until then, aviation will rely on civil commercial aviation the military t
o continue research and program development for the years to come, hopefully resulting in an increas
ingly safe method of travel and recreation. Bibliography Crew Resource Management 9 References Hawk
ins, Frank H. (1987). Human Factors in Flight, 2nd ed., 35, 36. Santiago, Marco Jr. (1996). Applicat
ion of Crew Resource Management and Line Oriented Flight Training Concepts to General Aviation Fligh
t Training. Arizona State University. Simmon, David A. (1998). Boeing 757 CFIT Accident at Cali, Col
umbia, Becomes Focus of Lessons Learned. Flight Safety Digest, Word Count: 2247 Airline Industry By
: Ron General Environmental Analysis The airline industry is very stable and unlikely to change in t
he near future. There are many reasons for this. Air travel continues to grow and will continue in t
his fashion as long as the economy stays in an upward trend. US domestic air traffic grew 2.3% in 19
98 and 3.5% in the first six months of 1999 according to Air Transportation Association. The percent
age of flyers has increased an average of 2% each year and the percentage of people who have ever fl
own before increased from 73% in 1993 to 81% in 1997. (Airport Transport Association, Internet). The
top three reasons that people fly are business trips (47%), visiting relatives (38%) and going on v
acation (13%). Most airline revenues are gained from the fares they charge these passengers, but the
y also earn ancillary revenues from transporting mail, shipping freight, selling in-flight services
and from serving alcoholic beverages (Airport Transportation Association, Internet). The primary tar
get market of airline passengers today is the business traveler because business trips account for t
he majority (47% ) of airline flights. Though this percentage of business trips is slowly declining,
the actual number of business travelers is increasing. The business traveler fits the description o
f the average airline passenger of being male, between the ages of 35 and 54, having a household of
$60,000 or more and lives in the western region of the country (Airport Transportation Association,
Internet). The business traveler tends to be very price inelastic in terms of plane fares and as a r
esult, airlines provide benefits to them such as priority check-in, expedited baggage handling, freq
uent flier miles and in-flight cell phones to business people to entice them to fly with their carri
er. The other segment of the airline market is that of leisure travelers. These passengers tend to b
e extremely price sensitive which is exactly opposite the business traveler. As a result, airlines m
ust find ways to beat competitors in terms of prices. Because the leisure traveler is not loyal to a
ny one carrier, price becomes the determining factor in deciding which carrier to fly on. Again just
opposite of the business traveler, the number of leisure fliers has decreased while the number of t
rips has increased. While the industry seems to be doing extremely well as a whole, there have been
recent problems that may continue to effect the industry in the future. The recent jump in gas price
s will undoubtedly affect the industry on both the customer and corporate levels. Consumers are alre
ady feeling the punch with increases in ticket prices. This could ultimately cause the number of fli
ers to fall, and in turn reducing profits immensely. On the corporate level, managers are faced with
the decision to raise ticket prices and risk loosing significant profit or keeping prices steady an
d as a result gain customers who would otherwise fly with a competitor, but have their profits decre
ase temporarily. Also of recent concern is the issue of safety of airlines both as a whole and on an
individual basis. The recent crashes have caused safety standards to be increased across the board
and are affecting profits for several reasons. Consumers are becoming increasingly skeptical and may
refuse to fly if the number of incidences increases. Increased safety checks and requirements are v
ery expensive and will cause ticket prices to increase leaving consumers other options of transporta
tion. Porter's Five Forces Barriers to entry- · reputation of present competitors · large capital re
quirements to start · expensive raw materials · potential counter attacks of stable competitors to f
orce new airlines out of the market · potential for alliances and mergers to become very powerful ·
increasing gas prices Exit barriers- · high exit costs · too much invested to cease operations · ina
bility to use materials for something else Bargaining Power of Suppliers- The bargaining power of su
ppliers is relatively low because there are not many airplane manufacturers and they all are very si
milar in product quality. Mergers such as Boeing and McDonnell-Douglas allow such companies to gain
a slight degree of power because they create many opportunities for market domination. The increase
in capital and reputation of the involved companies says a lot to potential buyers of their carriers
. Bargaining Power of Buyers- The bargaining power of buyers is also relatively low. They do not hav
e many suppliers o choose from and none of them are of any higher quality on average than another. T
here are also so many planes that have been produced that buyers have the option to buy used planes
and save on production costs of new ones. Buyers are also unable to buy in volume and planes are a s
tandardized product so there is no chance of product diversification leading to an airline choosing
one over another. Threat of Substitutes- There is a great amount of threat of substitutes in the air
line industry. With so many different carriers, one becoming an outright leader, especially a new en
tering firm, is almost unforeseeable. Consumers are more likely to fly on carriers that have been ar
ound for along time and that have a good reputation. A new firm will struggle to gain these things f
or many years and may be overtaken by the larger more established firms rather easily. Also, with th
e existence of price wars, it is very difficult for new firms to compete without a significant capit
al base, leading to easy substitution of services buy competitors. Current Developments in the Airli
ne Industry New Innovations The airline industry has many new innovations that will help individual
carriers to gain a competitive advantage, even if only temporary. The change from booking travel arr
angements through a travel agent to booking arrangements electronically or on the Internet will undo
ubtedly change the industry. This change will require less travel agents and promote more competitio
n among carriers. United Airlines for example, has created a service for people who visit their web
site. Not only can they book flights on United, but on over 500 other airlines as well (Competition
Bulletin, Internet). United Connection, as it is called, is likely to be imitated by other airlines
and because of this may only be a temporary competitive advantage at this point in time. The idea of
third tier on-line travel agents such as Microsoft's Expedia and Preview Travel allow travelers to
choose flights at reduced prices. Currently, on-line travel is the most frequently used e-commerce m
edium on the Internet with revenues of $274 million, or 1% of the ticket booking market. This is est
imated to increase to 6 to 9 billion by 2002. (US Business Reporter, Internet). Online services such
as these result in intense competition in the industry. Because sales from the airline directly are
reduced by such methods, carriers are faced with the problem of finding other profit producing meas
ures. Another new innovation is that of "ticketless travel". The idea was originated by Air Tran (Va
lue jet) as a way to cut costs and provide faster service for customers. The passenger is able to pi
ck up boarding passes at the check-in counter or can have one printed through automated dispensing m
achines. The e-tickets are then activated with a credit card or frequent flyer card. E-tickets will
save a lot of time and could likely separate the top airlines from the lesser ones if the idea catch
es on because airline passengers are drawn to services that speed up travel time. Consumers may quic
kly become more price sensitive in the near future with companies such as Sabre and Priceline.com. T
hese outfits allow consumers to pick their price and are automatically booked if their price is matc
hed. As a result, airlines may be forced to match these prices in order to stay competitive and make
profits. Major carriers are producing low-fare offshoots such as US Airways Metro Jet and Delta's D
elta Express. These carriers travel more frequently and usually cost a good deal less than the large
r carriers. International low-fare carriers are expected to enter the US as well which should increa
se competition for carriers such as these. These new services have been very successful in attractin
g travelers, especially business travelers who are very sensitive to time constraints. Some critics,
however, feel that these off-shoots are simply defensive measures rather than profit centers- only
time will tell. Formation of Key Strategic Alliances The formation of alliances in the airline indus
try have helped both consumers and the airline industry immensely. According to James Goodwin, the C
EO of United Airlines, various alliances have contributed around $200 million in additional revenues
and cost savings. One of the most successful contributors to the additional revenues is the Star Al
liance, of which Goodwin is a part of (Mooreman p.2). United Airlines, Luftsana, SAS, Air Canada and
Thai Airways comprise the Star Alliance. This alliance is revolved around domestic carriers teaming
with international carriers to gain an entry point into a new market. Included in this alliance is
"code-sharing" which should provide a competitive advantage for alliance partners. Code-sharing make
s it possible to book a passenger on one airline that allows them to fly on the other airline as wel
l. In addition, a combination of benefits from frequent flyer programs will be available to consumer
s. Four of the world's leading airlines have merged and are now known as Skyteam. Those involved are
Aeromexico, Air france, Delta and Korean Air. This alliance is based on the premis that a competiti
ve edge is gained in the airline industry by focusing on customers. This alliance caters to customer
needs and demands and develops routes and flights accordingly (Transportation and Distribution p.1)
. It is the first of its kind and should prove advantageous. In the process of teaming up is Northwe
st and American airlines, the number 2 and 4 carriers in the industry. If it happens, American would
acquire Northwest and as a result, American would complete the alignment of all four carriers in th
e oneworld alliance that it and British Air anchor (Carey p.1) There are still talks going on in rel
ation to the possible merger and no one really knows for sure what the outcome will be. Implications
for the airline industry Our group recommends that those firms presently in the airline industry ai
m to provide high quality services at the lowest possible price. In order to successfully reach all
aspects of the consumer market, firms need to fully understand their customers needs. Providing flig
ht packages to satisfy both the business traveler and the leisure traveler market segments will grea
tly help each firm. We also feel that consumers desire quick and effortless travel from purchasing t
ickets to the actual travel time on the plane. As a result, firms should aim to provide the quickest
and most simple way to travel. Attractiveness of the Industry The airline industry is not very attr
active to a firm looking to enter the market. There are many reasons for this. First, there are many
established carriers that have worked extremely hard to be successful and are not tolerant of new t
hreats that may make them less so and will attack new firms to remain at the top. Second, it would t
ake a great deal of capital to start a new airline firm. And third, entry as well as exit costs are
extremely high and to risk putting so much money into something only to risk having it not succeed i
s a consideration that should not be taken lightly. Another important issue is that the airline indu
stry seems to be very niche oriented. Airlines enter the market most often in areas that had been pr
eviously uninhabited by other airlines. Many seem to be focused on either west coast or east coast f
or example and do not enter other areas. Finding an area, at least in the US, that does not already
have a significant amount of airlines in it is difficult. Key Success Factors of Winners Vs. Losers
What determines the winners from the losers in the airline industry is difficult to tell. Advanced t
echnological innovations will be one of the most important aspects of maintaining a prominent positi
on in the industry. Mergers and alliances are also very powerful because of the synergy of two diffe
rent airlines produce when combined. Also, the winners in the airline industry will understand their
customers needs and cater to their needs whether they are business travelers or leisure travelers.
Increasing benefits to both markets will only help an individual carrier to separate itself from the
others. Recommendations of where the industry will be in 2001 The airline industry will undoubtedly
expand and become increasingly more competitive in the next year. The likelihood of new airlines is
slim but possible mergers are not. Companies become very powerful when joined with eachother and in
the airline industry is no different. We look to see technologies that will facilitate both purchas
ing tickets and flying in general to increase and become more prominent as consumers become more sen
sitive to time constraints. Safety issues will receive a great deal of attention and standards will
continue to increase. Price wars will become more intense and enable certain carriers to separate th
emselves from the competition by finding a way to provide quality at a lower price. How to Position
a Firm Successfully in the Airline Industry A firm should first decide which niche they are to be a
part of to be successful in the airline industry. A successful firm will likely enter an area with l
ittle competition, such as Alaska did on the west coast. Granted some carriers fly all over the worl
d, gaining a foothold in a smaller niche is the smart way to go. A firm may also consider looking in
to a merger or alliance to strengthen their position in the industry. Putting the best of two compan
ies together could be a definite bonus in the future with the likelihood of intense competition beco
ming a major factor. Developing a technique or technology that is not currently used by another airl
ine and using it through a larger airline may be a smart move. Some amount of capital should be devo
ted to improving technology because it is, in a sense, the power of the future. Bibliography Air
Transport Association. "Air travel Survey." Online. MSN.com. Internet. 12 Nov. 2000. Available: www.
londecon.co.uk/pubs/comp/crb8.htm. Carey, Susan et.al. "AMR, Northwest talks turn serious as pressur
e rises for decision on merger". Wall Street Journal. July 12, 2000. Competition Bulletin 8. Online.
MSN.com. Internet. 9 Nov.2000. Available: www.activemedia-guide.com/airindustry.htm. "Four leading
airlines launch global alliance,"Transportation and Distribution, Cleveland, OH, August 2000. Moorem
an, Robert W. "United turns to academics to show alliances aid consumers." Aviation Week and Space T
echnology. New York. Oct.2,2000. Travel Agent. "Forecast for the Future: Airlines." Online. Yahoo.co
m. Internet. 12 Nov.2000. Available: www.finarticles.com/cf_1/mOVOU/2-298/59013812/p2/article.jhtml.
US Business Reporter. "Airline Industry Profile." Online. Yahoo.com. Internet. 12 Nov. 2000. Availa
ble: www.air-transport.org/public/industry/23.asp. Word Count: 2349 crew resource managament aviat
ion safety crew resource management aviation safety abstract throughout history aviation accidents h
ave will continue occur with introduction larger more complex aircraft number humans required operat
e these complex machines increased well some probability human error there studies upon studies airc
raft accidents incidents resulting from breakdowns crew coordination more specifically communication
these topics driving force behind resource management this paper will attempt present concept manag
ement impact safety modern commercial military concept continually evolving even include human eleme
nts such computer controlled limitations aircraft maneuvers conflicts that result airline industry s
ince birth been tasked with operating safely effectively from beginning days being able simply opera
te without injury seconds time today issues with supersonic international travel been some from begi
nning term began spread among major airlines fueled industry university research into human factors
military also taken very active development techniques high stress environment military basic concep
t train crewmembers available personnel equipment experience safely effectively operate used nearly
every facet smallest regional airline largest major carrier various operated aspect missing fold gen
eral community such private pilot this become growing concern many future carrier pilots pilots begi
n private pilots need training this area there training seems excessive useless many field most thes
e single pilot perhaps attitude comes term dismissed private pilot dangerous attitude there doubt th
at sound decision making available resources should priority level terms concepts used order effecti
vely explain role necessary have least limited understanding common terms phrases elements situation
al awareness simply understanding conditions surrounding your flight knowing what happening what hap
pened past that affect your flight future situational awareness probably best described conditioned
state mind while flying comes experience knowledge blocked being unfit fatigue example obviously maj
or consideration flying considered somewhat easier maintained than single another communication topi
c best described publication numerous factors contribute successful failed communication many factor
s considered when analyzing context such dialect english universal traffic language would impossible
regulate accents intelligibility traffic controller obviously lead missed between american flight e
gyptian control facility example another aspect problem attributed seniority civilian rank barrier f
ear must overcome order safely each crewmember should able make input without fear reprimand each pe
rson should provide feedback willing accept suggestion other crewmembers last subject will cover reg
ard standardization procedures checklists operating instruction technical orders written standardize
d form avoid confusion establish common language usually results barrier more experienced crewmember
s they accustomed operating procedures they expect everyone else have same level understanding combi
ned their usage nonstandard verbiage lead deadly miscommunication worst case scenario third commonly
referred available resources mean internal external resources internal things experience knowledge
having does necessarily require having other crewmember experienced great deal systems knowledge whe
n often happens transferred late career another over five thousand hours flying even several hundred
hours combat however when arriving assignment they very limited amount systems also true civilian c
arrier changes some point their career external consist checklists instructions example equally impo
rtant factor seen report american airlines crash columbia simmon failure abide disastrous results th
ings contribute breakdown area most evident fatigue combined high level experienced captain rely muc
h enough published procedure guidance summary concepts meant inclusive list brief familiarization te
rms ideas commonly referred subject other important believe basic listed required gain basics impact
countless case studies published national transportation board ntsb revealing related causes accide
nts american airlines boeing crashed into terrain while making approach into columbian airport made
several mistakes including exhibiting condition which determined perform whether departure landing f
atigue outside motivation lapse judgment caused death four passengers board lead compounding problem
s missed erroneous procedures were checklist items either omitted improperly performed well breakdow
ns traffic control simmon tragedy multiple examples breakdowns tools necessary safe completion were
failed utilize them factor considered operated authority gradient hawkins easily described boss fact
or most ideal situation would captain commander wealth combined first officer copilot somewhat less
working team often however overbearing dominant captain placed timid unassertive first officer highl
y equally assertive each seat multitude problems evident tenerife accident case less confident first
officer questions regarding takeoff clearance were totally dismissed command although gave regard e
asy could problem present community nature rank structured improper relationship perfect usaf gunshi
p tactical least thirteen very real issue every operations crewmember seen countless examples proces
s finest well worst does take training senior acting commander take inputs recommendations brand jun
ior enlisted through effective regimen authority gradient groomed proper effective regardless civili
an must display ability follow safe driving force behind problem solving alike simulators regimens d
evelopment solving skills aides proved solid base information procedure help develop good solving te
chniques however great catch good practical skills come where takes place help less gain problems ar
ise where talked about earlier come play though trained standards expected perform duties rely devel
oped situational awareness gain cycle repeat itself continuing provide skills necessary safe been pl
ace overcome barriers process environment only aspect seems exception general mentioned before gener
al severely behind development noticed absence after being trained noticed immediately lack perhaps
reason noticed same reason notice through fault their environment challenges benefits though small p
ercentage never majority begin step career least point people future small business personally used
help prepare situation unique stated before beginning addressed years commercial evident lack contin
uity availability literature santiago conclusion doubt vital part programs developed crude briefings
sophisticated simulators techniques examples importance found almost every ntsb report incident inv
olving attempted bring light important aspects though much broader than presented basics still keys
still seem cause programs effect combat under constant analysis hope avoid situations industry conti
nues commercialization only real deficiency program seems area earlier until addressed still glaring
weakness rate technology increase cheaper methods instruction begin addressed near until then rely
civil commercial continue research program years come hopefully resulting increasingly method travel
recreation bibliography references hawkins frank santiago marco application line oriented concepts
arizona state university simmon david boeing cfit accident cali columbia becomes focus lessons learn
ed digest word count airline environmental analysis stable unlikely change near reasons travel conti
nues grow continue fashion long economy stays upward trend domestic grew months according transporta
tion association percentage flyers increased average year percentage people ever flown before increa
sed airport transport association internet three reasons people business trips visiting relatives go
ing vacation revenues gained fares charge passengers also earn ancillary revenues transporting mail
shipping freight selling services serving alcoholic beverages airport transportation association int
ernet primary target market passengers today business traveler because trips account majority flight
s trips slowly declining actual number travelers increasing traveler fits description average passen
ger male between ages having household lives western region country internet traveler tends price in
elastic plane fares result provide benefits them priority check expedited baggage handling frequent
flier miles cell phones entice them segment market leisure travelers tend extremely price sensitive
which exactly opposite result must find ways beat competitors prices because leisure loyal price bec
omes determining deciding which again just opposite number leisure fliers decreased while doing extr
emely whole recent effect recent jump prices undoubtedly affect both customer corporate levels consu
mers already feeling punch increases ticket prices could ultimately cause fliers fall turn reducing
profits immensely corporate managers faced decision raise ticket risk loosing significant profit kee
ping steady customers would otherwise competitor profits decrease temporarily recent concern issue b
oth whole individual basis crashes caused standards across board affecting profits several reasons c
onsumers becoming increasingly skeptical refuse incidences increases checks requirements expensive c
ause ticket increase leaving consumers options porter five forces barriers entry reputation present
competitors large capital requirements start expensive materials potential counter attacks stable co
mpetitors force market potential alliances mergers become powerful increasing exit barriers high exi
t costs much invested cease operations inability materials something else bargaining power suppliers
bargaining power suppliers relatively because airplane manufacturers similar product quality merger
s boeing mcdonnell douglas allow companies slight degree power create opportunities domination incre
ase capital reputation involved companies says potential buyers carriers bargaining buyers buyers re
latively suppliers choose none higher quality average than planes produced option planes save produc
tion costs ones unable volume planes standardized product chance product diversification leading cho
osing over threat substitutes great amount threat substitutes different carriers becoming outright l
eader especially entering firm almost unforeseeable likely carriers around along time good reputatio
n firm struggle things years overtaken larger established firms rather easily existence wars difficu
lt firms compete without significant capital base leading easy substitution services current develop
ments innovations innovations individual competitive advantage even only temporary change booking ar
rangements through agent booking arrangements electronically undoubtedly change require agents promo
te competition among united created service visit site book flights united over competition bulletin
united connection called likely imitated temporary competitive advantage point time idea third tier
line agents microsoft expedia preview allow travelers choose flights reduced currently line frequen
tly commerce medium revenues million booking estimated billion reporter online services intense comp
etition sales directly reduced methods faced finding profit producing measures innovation ticketless
idea originated tran value costs faster service customers passenger able pick boarding passes check
counter printed automated dispensing machines tickets then activated credit card frequent flyer car
d tickets save could likely separate lesser ones idea catches drawn speed quickly become sensitive n
ear companies sabre priceline outfits allow pick automatically booked matched forced match order sta
y competitive make producing fare offshoots airways metro delta delta express frequently usually cos
t deal larger international fare expected enter successful attracting especially sensitive constrain
ts critics feel shoots simply defensive measures rather profit centers tell formation strategic alli
ances formation alliances helped both immensely according james goodwin various contributed around m
illion additional cost savings successful contributors additional star alliance goodwin part moorema
n luftsana canada thai airways comprise star alliance alliance revolved around domestic teaming inte
rnational entry included code sharing advantage partners code sharing makes possible book passenger
allows addition combination benefits frequent flyer programs four world leading merged known skyteam
those involved aeromexico france delta korean based premis edge gained focusing customers caters cu
stomer needs demands develops routes accordingly distribution kind prove advantageous process teamin
g northwest happens acquire northwest complete alignment four oneworld british anchor carey talks go
ing relation possible merger really knows sure what outcome implications group recommends those firm
s presently quality lowest possible successfully reach aspects consumer need fully understand needs
providing packages satisfy segments greatly firm feel desire quick effortless purchasing tickets act
ual plane quickest simple attractiveness attractive looking enter established worked extremely hard
tolerant threats make attack remain second take deal start third entry exit risk putting money somet
hing risk succeed consideration taken lightly issue niche oriented enter often areas previously unin
habited seem focused either west coast east coast areas finding does already significant amount diff
icult success winners losers determines winners losers difficult tell advanced technological innovat
ions aspects maintaining prominent position mergers powerful synergy different produce winners under
stand needs cater whether increasing markets individual separate itself others recommendations where
undoubtedly expand increasingly next year likelihood slim powerful joined eachother different look
technologies facilitate purchasing prominent constraints issues receive attention standards wars int
ense enable certain separate themselves finding lower position successfully decide niche part little
alaska west coast granted world gaining foothold smaller niche smart consider looking merger streng
then position putting best together definite bonus likelihood intense becoming developing technique
technology currently using smart move devoted improving technology sense bibliography transport surv
ey online londecon pubs comp carey susan northwest talks turn serious pressure rises decision merger
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