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This research project was designed as part of a larger effort to help Human Factors (HF) implementers, and others in the aviation maintenance community, understand, evaluate, and validate the impact of Maintenance Resource Management (MRM) training programs, and other MRM interventions; on participant attitudes, opinions, behaviors, and ultimately on enhanced safety performance. It includes research and development of evaluation methodology as well as examination of psychological constructs and correlates of maintainer performance. In particular, during 2001, three issues were addressed. First a prototype process for measuring performance was developed and used. Second an automated calculator was developed to aid the HF implementer user in analyzing and evaluating local survey data. These results include being automatically compared with the experience from all MRM programs studied since 1991. Third the core survey (the Maintenance Resource Management Technical Operations Questionnaire, or 'MRM/TOQ') was further developed and tested to include topics of added relevance to the industry.Taylor, James C.Ames Research CenterHUMAN FACTORS ENGINEERING; RESOURCES MANAGEMENT; SURVEYS; MANAGEMENT SYSTEMS; AIRCRAFT SAFETY; EVALUATION
Assessment of the impact of Aviation Resource Management Programs on aviation culture and performance has compelled a considerable body of research (Taylor & Robertson, 1995; Taylor, 1998; Taylor & Patankar, 2001). In recent years new methods have been applied to the problem of maintenance error precipitated by factors such as the need for self-assessment of communication and trust. The present study - 2002 -- is an extension of that past work. This research project was designed as the conclusion of a larger effort to help understand, evaluate and validate the impact of Maintenance Resource Management (MRM) training programs, and other MRM interventions on participant attitudes, opinions, behaviors, and ultimately on enhanced safety performance. It includes research and development of evaluation methodology as well as examination of psychological constructs and correlates of maintainer performance. In particular, during 2002, three issues were addressed. First, the evaluation of two (independent & different) MRM programs for changing behaviors was undertaken. In one case we were able to further apply the approach to measuring written communication developed during 2001 (Taylor, 2002; Taylor & Thomas, 2003). Second, the MRM/TOQ surveys were made available for completion on the internet. The responses from these on-line surveys were automatically linked to a results calculator (like the one developed and described in Taylor, 2002) to aid industry users in analyzing and evaluating their local survey data on the internet. Third, the main trends and themes from our research about MRM programs over the past dozen years were reviewed.Taylor, James C. and Thomas, Robert L., IIIAmes Research CenterAERONAUTICS; PROJECT MANAGEMENT; AIRCRAFT MAINTENANCE; EDUCATION; CIVIL AVIATION; AIRCRAFT INDUSTRY; HUMAN BEHAVIOR; AIRCRAFT SAFETY; ON-LINE SYSTEMS; SURVEYS
This book is a primer about the leading-edge approach to maintenance operations known as Maintenance Resource Management (MRM) - a partnership of manager, doer and regulator. MRM programs at several leading carriers are reducing maintenance errors and improving the professional caliber of mechanics and managers. Although communication and coordination issues have only recently been considered as important as technological advances in the aviation community, airlines have realized that a fix exists for maintenance communications problems. The "bottom-up" technique of MRM has successfully addressed these problems through more effective sharing of information among all employees. In addition to describing the best practices now taking hold in the aviation industry, Taylor and Christensen look at what lies ahead and what the industry will need to do to match the high performance work systems in the best high-tech industries around the world.
Considering the global awareness of human performance issues affecting maintenance personnel, there is enough evidence in the US ASRS reports to establish that systemic problems such as impractical maintenance procedures, inadequate training, and the safety versus profit challenge continue to contribute toward latent failures. Manoj S. Patankar and James C. Taylor strongly believe in incorporating the human factors principles in aviation maintenance. In this, their second of two volumes, they place particular emphasis on applying human factors principles in a book intended to serve as a practical guide, as well as an academic text. Features include: - A real 'how to' approach that serves as a companion to the previous volume: 'Risk Management and Error Reduction in Aviation Maintenance'. - Self-reports of maintenance errors used throughout to illustrate the systemic susceptibility for errors as well as to discuss corresponding solutions. - Two tools - a pre-task scorecard and a post-task scorecard - introduced as means to measure individual as well as organizational safety performance. - Interpersonal trust and professionalism explored in detail. - Ethical and procedural issues associated with collection and analysis of both qualitative as well as quantitative safety data discussed. The intended readership includes aviation maintenance personnel, e.g. FAA-type aircraft mechanics, CAA-type aircraft maintenance engineers, maintenance managers, regulators, and aviation students.
Crew Resource Management (CRM) training was first introduced in the late 1970s as a means to combating an increased number of accidents in which poor teamwork in the cockpit was a significant contributing factor. Since then, CRM training has expanded beyond the cockpit, for example, to cabin crews, maintenance crews, health care teams, nuclear power teams, and offshore oil teams. Not only has CRM expanded across communities, it has also drawn from a host of theories from multiple disciplines and evolved through a number of generations. Furthermore, a host of methodologies and tools have been developed that have allowed the community to better study and measure its effect on team performance and ultimately safety. Lacking, however, is a forum in which researchers and practitioners alike can turn to in order to understand where CRM has come from and where it is going. This volume, part of the 'Critical Essays on Human Factors in Aviation' series, proposes to do just that by providing a selection of readings which depicts the past, present, and future of CRM research and training.
Research Paper (undergraduate) from the year 2011 in the subject Sociology - Work, Education, Organisation, grade: 90%, University of Newcastle, course: Masters Of Aviation Management, language: English, abstract: To manage risks and errors, there must be a good understanding, not just as to what has happened but why did it happen in order to determine the root problems and causes. Using the Reason model (Reason, 1991), investigations into these occurrences are made possible to provide the basis for identifying threats, flawed defense mechanism and conducting unsafe organizational conditionals. It makes sense as a continuum effort to manage aviation maintenance errors and risks to enhance safety and performance in the long term through identifying them and implanting vital defenses. A safety culture can foster these safe activities by creating trust and dialogue between management and individuals within a maintenance repair organization (MRO). The good safety culture aspects are pervasively within the shared attitudes of concern and care in the MRO and involves with the management. Surrounding this open atmosphere, there should have systems that share important data whereby the workforce are encouraged to make reports with trust and fairness. One shared concensus on collecting these data is by implementing of maintenance error management system (MEMS). Implications of active and latent failures and the benefits of maintenance resource training (MRM) are further discussed.
This report describes three years' evaluation of the effects of one airline's Crew Resources Management (CRM) training operation for maintenance. This evaluation focuses on the post-training attitudes of maintenance managers' and technical support professionals, their reported behaviors, and the safety, efficiency and dependable maintenance performance of their units. The results reveal a strong positive effect of the training. The overall program represents the use of CRM training as a long-term commitment to improving performance through effective communication at all levels in airline maintenance operations. The initial findings described in our previous progress reports are reinforced and elaborated here. The current results benefit from the entire pre-post training survey, which now represents total attendance of all managers and staff professionals. Additionally there are now full results from the two-month, six-month, and 12-month follow-up questionnaires, together with as many as 33 months of post-training performance data, using several indicators. In this present report, we examine participants' attitudes, their reported behaviors following the training, the performance of their work units, and the relationships among these variables. Attitudes include those measured immediately before and after the training as well as participants' attitudes months after their training. Performance includes measures, by work units, of on-time flight departures, on-schedule maintenance releases, occupational and aircraft safety, and efficient labor costs. We report changes in these performance measures following training, as well their relationships with the training participants' attitudes. Highlights of results from this training program include increased safety and improved costs associated with positive attitudes about the use of more assertive communication, and the improved management of stress. Improved on-time performance is also related to those improved attitudes...
Providing a practical guide to the training and assessment of non-technical skills within high-risk industries, this book will be of direct interest to safety and training professionals working within aviation, healthcare, rail, maritime, and other high-risk industries. Currently, each of these industries are working to integrate non-technical skills into their training and certification processes, particularly in light of increasing international regulation in this area. However, there is no definitive guidance to assist practitioners within these areas with the design of effective non-technical skills training and assessment programs. This book sets out to fully meet this need. It has been designed as a practically focussed companion to the 2008 book Safety at the Sharp End by Flin, O'Connor and Crichton. While Safety at the Sharp End provides the definitive exploration of the need for non-technical skills training, and examines in detail the main components of non-technical skills as they relate to safe operations, the text does not focus on the "nuts and bolts" of designing training and assessment programs. To this end, Training and Assessing Non-Technical Skills: A Practical Guide provides an extension of this work and a fitting companion text.