FROM AIRLINE TO MARITIME

1. FROM AIRLINE TO MARITIME ADOPTING AN INDUSTRY BEST PRACTICE

2. THE NORMAL CHECKLIST �Do not trust any altitude instrument� This statement was included on checklists of U.S. Air Service airplanes (Air Service, 1920), to an era when on-board computers calculate and execute precise vertical navigation maneuvers.

3. INITIAL RECOMMENDATION The NTSB recognized the importance of checklist use and its critical role in the safety of flight operations in a 1969 recommendation following a Pan American World Airways B-707 crash after a no-flap takeoff. This recommendation called for:

4. TWO MORE ACCIDENTS Northwest Airlines Flight 255, an MD-80 crashed shortly after takeoff from Detroit Metro Airport (Michigan) following a no-flap/no-slat takeoff (NTSB, 1988a). In the third accident, Delta Air Lines Flight 1141, a B-727 crashed shortly after lifting off from runway 18L at Dallas-Fort Worth International Airport (Texas), after a no-flap/no-slat takeoff (NTSB, 1989).

5. RECOGNIZING THE PROBLEM Unfortunately, it took 18 years and a major accident before the Safety Board recognized the problems with the human factors aspects of checklist display and procedures. Following the Northwest and commuter accidents, the NTSB recommended that the FAA convene a human-performance research group to determine: �...if there is any type or method of presenting a checklist which produces better performance on part of user personnel�

6. WHAT IS A CHECKLIST The major function of the checklist is to: Ensure that the crew will properly configure the plane for flight Maintain this level of quality throughout the flight, and in every flight. The process of conducting a checklist Occurs during all flight segments, and In particular, prior to the critical segments of takeoff, approach, and landing. Note: Although these segments comprise only 27% of average flight duration, they account for 76.3% of hull-loss accidents (Lautman and Gallimore, 1988).

7. CHECKLIST OBJECTIVES Provide a standard foundation for verifying aircraft configuration that will defeat any reduction in the flight crew�s psychological and physical condition. Allow cross checking among crew members. Enhance a team concept for configuring the plane by keeping all crew members �in the loop.� Dictate the duties of each crew member in order to facilitate optimum crew coordination as well as logical distribution of cockpit workload. Serve as a quality control tool by flight management and government regulators over the pilots in the process of configuring the plane for flight.

8. TYPES OF CHECKLISTS Paper Scroll Mechanical Electromechanical Vocal Display and Pointer Computer-Aided (With Feedback Loop)

9. PAPER CHECKLIST (NORTHWEST MD-80)

10. DISPLAY & POINTER CHECKLIST

11. CHALLENGE-RESPONSE (METHOD) More accurately termed �challenge verification-response� Checklist is a backup for the initial configuration of the plane Here, the pilots use their memory and other techniques to configure the plane After completing the initial configuration, the pilots use the checklist to verify that several critical items have been correctly accomplished

12. RECOMMENDED PHILOSOPHY Checklists should contain, in abbreviated form, all the information required by the trained flight crew to operate the airplane in most situations. Normal checklists should be organized by segments of flight Only procedural steps which, if omitted have direct and adverse impact on normal operations, should be included

13. CHECKLIST STANDARDIZATION Standardization of flight-deck procedures between different fleets is a factor that is part of the operational concept of the airline It is obvious that a conscientious flight management will set a goal of minimizing the differences in operational procedures between fleets in order to aid pilots in transitioning from one aircraft type to another

14. REPUBLIC AIRLINES DC-9

15. CHECKLISTDISTRACTIONS & INTERPRETATIONS Elimination of the vital cross-checking of the other crew member Disruption of the sequential flow of the checklist Committing to memory the location of the interruption in the checklist sequence

16. MENTAL MODELS When a certain task is performed repetitively in the same manner, operators become experienced with the task In a sense, they actually create a �mental model� of the task With experience, the shape of the model becomes more rigid, resulting in: faster information processing Ability to divide attention A reduction in workload

17. APPROPRIATE FLOW PATTERNS Standardization of the checklist flow among pilots Making the checklist sequence run parallel to the initial set up flow-patterns, and thereby simplifying the learning process and use of the checklist process Making the checklist actions logical and consistent in the motor movement of the head, arms and hands Therefore, by using a combination of spatial flow-patterns and verbal confirmation, the designer can maximize the effectiveness of the checklist procedure

18. ABNORMAL & EMERGENCY CHECKLISTS Memory Items Expanded Checklists Loss of power Loss of steering Loss of all generators

19. COCKPIT / BRIDGERESOURCE MANAGEMENT (CRM) Has been a topic of much inquiry in the last decade With concern being focused on the coordination, social processes, and combined performance of a multi-pilot flight crew

20. CHECKLIST AMBIGUITY It is fascinating to note how many ambiguous terms can be found in such a verbally restricted procedure as the checklist The ASRS database has numerous reports where checklist responses were improperly called and created confusion on part of the other crew members Many checklists examined by the authors employ the ambiguous responses �set,� �check,� �completed,� etc. to indicate that an item is accomplished

21. REPUBLIC AIRLINES DC-9

22. MARITIME CHECKLIST APPLICATION Watch Change Masters Engineers Deck Crew

23. CRITICAL PHASES Pre-Locking Bridge Transit Critical Area Transit Procedures (CATP)

24. ABNORMAL PROCEDURES Masters Engineers Deck Crew

25. EMERGENCY Memory item Expanded procedures