Page 17 - Volume 17 Number 5

CockpitManagementRuss SmBithytogether as a team, with each member of that team free to voice any concerns that might arise. As a result, accident rates have seen a dramatic improvement over the years.CRM’s PhilosophyThere are not very many black and white tools in CRM. The only real such tool is the aircraft checklist, which becomes the basis for SOP’s, thereby establishing a structure for cockpit procedures, even when no written SOP exists. But CRM (to me anyway) is much more encompassing than a basic SOP: It is a base philosophy that has an influence on every aspect of crew/aircraft inter-relationships, and not just inside the airplane. I suspect that the basis of real CRM is communication skills that we all (hopefully) learned in kindergarten. It is not limited to the environment around the airport and airplane either. It continues into any layovers, where the crew (which might include flight attendants, dispatchers, or mechanics) might be sharing a meal after a long day; anywhere people interact and get to understand each other better. This is not to suggest that crews should be joined at the hip, but it all translates into a safer operating environment.In my role as a chief pilot, there are times when it becomes necessary to hire a new pilot or mechanic.MAY 2013While I do look at qualifications, it is very important to me, and the company, that the person I hire has a personality that fits with the rest of the company (fortunately, most aviation professionals today do). I can teach a pilot to fly the plane, but it is much more difficult to modify a personality or teach communication skills.Before I fly with a new (to me) pilot, we discuss CRM philosophy and procedures before heading out to the airplane, establishing a baseline for communication and a team environment, wherein each pilot is encouraged to openly participate as an equal. That baseline essentially boils down to “Don’t let me screw up.” When the other pilot expresses a concern about an issue, we discuss it and/or change the current situation immediately.One of the things I establish, which I suspect is more the industry standard than not, is a division of duties based on “pilot flying” and “pilot not flying,” as compared to “captain” and “first officer.” I tend to swap seats every other leg, so that the pilot flying is sitting in the left seat (after I know the other pilot can fly the airplane effectively and safely). Another part of my operating philosophy is that I don’t fly with copilots; every pilot is either a co-captain or co-captain in training. It might also be notedthat today’s captain-in-training in the other seat today might be the chief pilot you apply to work with next year. It’s a small industry, and each person’s reputation will tend to follow throughout his or her career.Resource Management is not just crew coordination and communication; it also encompasses aircraft systems and outside communications management. In particular, it incorporates use of the aircraft’s automation. While automation is a valuable tool, it is just a tool and should be fully understood and used appropriately. The autopilot does not need to practice, so I would encourage everyone to hand fly at least some portion of every flight. Pilots fly the airplane; we are not just systems managers and monitors.CRM is one of the most important safety tools we take into the cockpit with us, and it applies to the single pilot as well as the multi-pilot crew. It also includes those on the ground, such as mechanics, dispatchers, air traffic controllers, •and other personnel involved with the flight. Let’s develop and use it. T&TRussell Smith has flown profes- sionally for more than 40 years, holds an ATP with eight jet type ratings, and has accumulated 25,000 hours.TWIN & TURBINE • 15