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Taylor, J. C.

Publications and source records attributed to Taylor, J. C..

7 records
All sourcesNASA NTRSDOE OSTI
NASA NTRS2004

Prototype Training Materials for Acceptance Criteria of Maintenance ASAP Events Occurring Within Social Context

The aviation maintenance community is at a crossroads with respect to implementing the Aviation Safety Action Program (ASAP). While there is considerable interest, several key issues have emerged that cast doubt on how to assure a successful implementation, including buy-in from all levels of the company and training for key participants. There are two objectives for the present report. The first is to provide an examination of limits (or more properly, examples) of the degree of acceptability of more problematic events for risk-based decisions within the current ASAP guidelines. The second objective is to apply these limits of community standards to a set of further refined ASAP training scenarios.

ASAP (AVIATION SAFETY ACTION PROGRAM)↗
NASA NTRS1995

The effects of Crew Resource Management (CRM) training in airline maintenance: Results following three year's experience

An airline maintenance department undertook a CRM training program to change its safety and operating culture. In 2 1/2 years this airline trained 2200 management staff and salaried professionals. Participants completed attitude surveys immediately before and after the training, as well as two months, six months, and one year afterward. On-site interviews were conducted to test and confirm the survey results. Comparing managers' attitudes immediately after their training with their pretraining attitudes showed significant improvement for three attitudes. A fourth attitude, assertiveness, improved significantly above the pretraining levels two months after training. The expected effect of the training on all four attitude scales did not change significantly thereafter. Participants' self-reported behaviors and interview comments confirmed their shift from passive to more active behaviors over time. Safety, efficiency, and dependability performance were measured before the onset of the training and for some 30 months afterward. Associations with subsequent performance were strongest with positive attitudes about sharing command (participation), assertiveness, and stress management when those attitudes were measured 2 and 12 months after the training. The two month follow-up survey results were especially strong and indicate that active behaviors learned from the CRM training consolidate and strengthen in the months immediately following training.

Taylor, J. C.↗
NASA NTRS1995

The effects of Crew Resource Mangement (CRM) training in airline maintenance: Results following three years' experience

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, as well as favorable attitudes about participative management.

Taylor, J. C.↗