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航空发表于 2010-4-13 16:45:13

Step 5: Schedule audit dates, select observers and schedule<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /><o:p></o:p>
training dates<o:p></o:p>
Depending on the size of an airline’s operations, a LOSA<o:p></o:p>
may last anywhere from approximately three to eight weeks.<o:p></o:p>
The LOSA observations should not be spread out over an<o:p></o:p>
extremely long time period. The objective is to gather the<o:p></o:p>
data needed to examine a specific area of operations. If the<o:p></o:p>
observations take place over a long time, it is likely that the<o:p></o:p>
effort will become diluted.<o:p></o:p>
The quality of data collected depends entirely on who is<o:p></o:p>
collecting that data, so selecting LOSA observers is<o:p></o:p>
something that should be carefully considered. A good<o:p></o:p>
LOSA observer is one who is familiar with the airline’s<o:p></o:p>
procedures and operations. Observers should be able to<o:p></o:p>
occupy the cockpit jump-seat and capture data but should<o:p></o:p>
not be obtrusive and overbearing.<o:p></o:p>

航空发表于 2010-4-13 16:45:22

Step 6: Conduct observer training<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /><o:p></o:p>
LOSA observer training will typically take two days. During<o:p></o:p>
this time, LOSA observers should have the opportunity to<o:p></o:p>
complete LOSA rating forms using training examples. Also,<o:p></o:p>
once the line audit has begun, it is a good idea to periodically<o:p></o:p>
provide feedback to LOSA observers to reinforce the things<o:p></o:p>
that they do well and to coach them in the areas that require<o:p></o:p>
improvement.<o:p></o:p>
4.5 THE KEYS TO AN EFFECTIVE LOSA<o:p></o:p>
<?xml:namespace prefix = st1 ns = "urn:schemas-microsoft-com:office:smarttags" /><st1:chsdate w:st="on" Year="1899" Month="12" Day="30" IsLunarDate="False" IsROCDate="False">4.5.1</st1:chsdate> If a LOSA is properly conducted, an airline will<o:p></o:p>
be able to obtain a multitude of information about threats<o:p></o:p>
and errors that flight crews face in daily operations. In<o:p></o:p>
US Airways experience, there are two key elements that<o:p></o:p>
will determine the quality of data obtained: the airline’s<o:p></o:p>
views on confidentiality and no-jeopardy, and the observers<o:p></o:p>
themselves.<o:p></o:p>

航空发表于 2010-4-13 16:45:31

Confidentiality and no-jeopardy<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /><o:p></o:p>
<?xml:namespace prefix = st1 ns = "urn:schemas-microsoft-com:office:smarttags" /><st1:chsdate w:st="on" Year="1899" Month="12" Day="30" IsLunarDate="False" IsROCDate="False">4.5.2</st1:chsdate> It is human nature for people to behave<o:p></o:p>
somewhat differently when they know they are being<o:p></o:p>
evaluated, and airlines have a lot of information on how<o:p></o:p>
flight crews perform in the simulator and line checks. The<o:p></o:p>
idea of a LOSA is to capture data about the flight operations<o:p></o:p>
that could not be obtained otherwise.<o:p></o:p>
<st1:chsdate w:st="on" Year="1899" Month="12" Day="30" IsLunarDate="False" IsROCDate="False">4.5.3</st1:chsdate> To facilitate being able to observe the natural<o:p></o:p>
behaviour of crews, airlines must promote LOSA as nojeopardy.<o:p></o:p>
The notion is that data from LOSA observations<o:p></o:p>
will not be used to discipline a pilot. For example, if a LOSA<o:p></o:p>
observer sees a crew unintentionally deviate from their<o:p></o:p>
assigned altitude, the observer will not use that information<o:p></o:p>
in a manner that could be punitive to that crew.<o:p></o:p>
Chapter 4. How to set up a LOSA — <st1:country-region w:st="on"><st1:place w:st="on">US</st1:place></st1:country-region> Airways experience 4-5<o:p></o:p>
<st1:chsdate w:st="on" Year="1899" Month="12" Day="30" IsLunarDate="False" IsROCDate="False">4.5.4</st1:chsdate> Some airlines are not as comfortable with the<o:p></o:p>
notion of no-jeopardy. At a minimum, in order to do a<o:p></o:p>
LOSA, an airline should agree that LOSA flight data are<o:p></o:p>
confidential and de-identified. The LOSA forms must not<o:p></o:p>
contain information that could be traced to a specific flight<o:p></o:p>
or crew.<o:p></o:p>

航空发表于 2010-4-14 18:57:38

航空发表于 2010-4-14 18:57:48

航空发表于 2010-4-14 18:57:59

<?xml:namespace prefix = st1 ns = "urn:schemas-microsoft-com:office:smarttags" /><st1:chsdate w:st="on" Year="1899" Month="12" Day="30" IsLunarDate="False" IsROCDate="False">4.5.7</st1:chsdate> Some airlines use the analogy that the LOSA<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /><o:p></o:p>
observer should be like a “fly on the wall”, meaning that the<o:p></o:p>
observer will not interfere with the crew’s performance.<o:p></o:p>
Observers should create an environment where the crews<o:p></o:p>
hardly realize that they are being observed. It is imperative<o:p></o:p>
that crews do not feel as if they are being given a check-ride.<o:p></o:p>
If an airline uses check airmen and instructors as LOSA<o:p></o:p>
observers, those observers must make a conscious effort to<o:p></o:p>
step out of their typical roles as evaluators. The LOSA<o:p></o:p>
observers must clearly understand that their role is limited<o:p></o:p>
to collecting data, not to disciplining or critiquing crews.<o:p></o:p>

航空发表于 2010-4-14 18:58:10

航空发表于 2010-4-14 18:58:19

Copyright  2002 The University of Texas at <?xml:namespace prefix = st1 ns = "urn:schemas-microsoft-com:office:smarttags" /><st1:place w:st="on"><st1:City w:st="on">Austin</st1:City></st1:place>. All rights reserved. A-1<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /><o:p></o:p>
Appendix A<o:p></o:p>
EXAMPLES OF THE VARIOUS FORMS UTILIZED BY LOSA<o:p></o:p>
LOSA Observation Form — EXAMPLE<o:p></o:p>
Observer Information<o:p></o:p>
Flight Demographics<o:p></o:p>
Crew Demographics<o:p></o:p>
Observer ID (Employee number) 3059<o:p></o:p>
Observation Number #1<o:p></o:p>
Crew Observation Number<o:p></o:p>
(e.g., “1 of <st1:chmetcnv w:st="on" TCSC="0" NumberType="1" Negative="False" HasSpace="False" SourceValue="2" UnitName="”">2”</st1:chmetcnv> indicates segment one for a crew that you observed across two segments) 1 Of 1<o:p></o:p>
City Pairs (e.g., PIT-CLT) PIT - LAX<o:p></o:p>
A/C Type (e.g., 737-300) B-757<o:p></o:p>
Pilot flying (Check one) CA FO X<o:p></o:p>
Time from Pushback to Gate Arrival (Hours:Minutes) 4:55<o:p></o:p>
Late Departure?<o:p></o:p>
(Yes or No) Yes How late?<o:p></o:p>
(Hours:Minutes)<o:p></o:p>
CA FO SO/FE Relief 1 Relief 2<o:p></o:p>
Base PIT PIT<o:p></o:p>
Years experience for all airlines 35 5<o:p></o:p>
Years in position for this A/C 7 1 month<o:p></o:p>
Years in automated A/C<o:p></o:p>
(FMC with VNAV and LNAV) 12 1 month<o:p></o:p>
Crew Familiarity<o:p></o:p>
(Check one)<o:p></o:p>
First LEG the crew has EVER flown together<o:p></o:p>
First DAY the crew has EVER flown together<o:p></o:p>
Crew has flown together before X<o:p></o:p>

航空发表于 2010-4-14 18:58:31

SAMPLE<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /><o:p></o:p>
FOR ILLUSTRATION PURPOSES ONLY<o:p></o:p>
A-2 Line Operations Safety Audit (LOSA)<o:p></o:p>
Copyright  2002 The University of Texas at <?xml:namespace prefix = st1 ns = "urn:schemas-microsoft-com:office:smarttags" /><st1:place w:st="on"><st1:City w:st="on">Austin</st1:City></st1:place>. All rights reserved.<o:p></o:p>
Predeparture / Taxi-Out<o:p></o:p>
Narrative<o:p></o:p>
Your narrative should provide a context. What did the crew do well? What did the crew do poorly? How<o:p></o:p>
did the crew perform when confronted with threats, crew errors, and significant events? Also, be sure to<o:p></o:p>
justify your behavioral ratings.<o:p></o:p>
The CA established a great team climate – positive with open communication. However, he seemed<o:p></o:p>
to be in a rush and not very detail oriented. The FO, who was relatively new to the A/C, tried to<o:p></o:p>
keep up but fell behind at times. The CA did not help the cause by interrupting the FO with casual<o:p></o:p>
conversation (“marginal” workload management).<o:p></o:p>
All checklists were rushed and poorly executed. The CA was also lax verifying paperwork. This<o:p></o:p>
sub-par behavior contributed to an undetected error - the FO failed to set his airspeed bugs for<o:p></o:p>
T/O (“poor” monitor/cross-check). The Before Takeoff Checklist should have caught the error, but<o:p></o:p>
the crew unintentionally skipped over that item. During the takeoff roll, the FO noticed the error<o:p></o:p>
and said, “Missed that one.”<o:p></o:p>
The Captain’s brief was interactive but not very thorough (“marginal” SOP briefing). He failed to<o:p></o:p>
note the closure of the final <st1:chmetcnv w:st="on" TCSC="0" NumberType="1" Negative="False" HasSpace="False" SourceValue="2000" UnitName="’">2000’</st1:chmetcnv> of their departing runway (28R) due to construction. Taxiways<o:p></o:p>
B7 and B8 at the end of the runway were also out. The crew was marked “poor” in contingency<o:p></o:p>
management because there were no plans in place on how to deal with this threat in the case of a<o:p></o:p>
rejected takeoff. Lucky it was a long runway.<o:p></o:p>
1 2 3 4<o:p></o:p>

航空发表于 2010-4-14 18:58:43

Poor<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /><o:p></o:p>
Observed performance<o:p></o:p>
had safety implications<o:p></o:p>
Marginal<o:p></o:p>
Observed performance<o:p></o:p>
was barely adequate<o:p></o:p>
Good<o:p></o:p>
Observed performance<o:p></o:p>
was effective<o:p></o:p>
Outstanding<o:p></o:p>
Observed performance<o:p></o:p>
was truly noteworthy<o:p></o:p>
Planning Behavioral Markers Rating<o:p></o:p>
SOP BRIEFING The required briefing was interactive<o:p></o:p>
and operationally thorough<o:p></o:p>
— Concise, not rushed, and met SOP<o:p></o:p>
requirements<o:p></o:p>
— Bottom lines were established<o:p></o:p>
2<o:p></o:p>
PLANS STATED Operational plans and decisions were<o:p></o:p>
communicated and acknowledged<o:p></o:p>
— Shared understanding about plans —<o:p></o:p>
“Everybody on the same page” 3<o:p></o:p>
WORKLOAD<o:p></o:p>
ASSIGNMENT<o:p></o:p>
Roles and responsibilities were defined<o:p></o:p>
for normal and non-normal situations<o:p></o:p>
— Workload assignments were<o:p></o:p>
communicated and acknowledged 3<o:p></o:p>

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