Abstract

Abstract\r Purpose\r To examine the role of new aeronautical technologies in improving commercial aviation’s environmental performance.\r \r \r Methodology/approach\r Reviews the environmental improvements that may be conferred through the adoption of alternative aviation fuels and new airframe, engine and navigation technologies.\r \r \r Findings\r Although aeronautical technologies have evolved considerably since the earliest days of powered flight, the aviation industry is now reaching a point of diminishing returns as growing global consumer demand for air transport outstrips incremental improvements in environmental efficiency. The chapter describes some of the technological interventions that are being pursued to improve aviation’s environmental performance and discusses the extent to which these innovations will help to deliver a more sustainable aviation industry. Document type: Part of book or chapter of book

Abstract

During the last three decades, aircraft cockpits have been highly automated and incrementally digitized to the point that we now talk about “interactive cockpits”, not because pilots interact with the mechanical part of the aircraft directly, but because they use a pointing device to interact with computer screens. More generally, computers invaded the airspace ranging from onboard aircraft to air traffic control (ATC) ground services. In terms of workflow, the elimination of the flight-engineer onboard commercial aircraft cockpits drastically transformed the way pilots fly—this was done in the beginning of the 1980s. Pilot’s activity shifted from manual control to cognitive management of embedded systems (performing some of the tasks the flight engineer used to do). Aircraft automation considerably improved commercial aviation safety. Today, main issues come from the exponential increase of the number of aircraft in the sky. Air traffic complexity imposes drastic reengineering of air traffic workflow. ATC is shifting towards air traffic management (ATM). Same thing: moving from control to management, expanding cockpit’s single agent problems and solutions to air traffic multi-agent problems and solutions. The main emphasis is therefore social cognition. During the twentieth century, we automated physical systems—we now talk about cyber-physical systems (i.e., we shifted from hardware mechanical engineering issues to software cognitive problems). During the beginning of the twenty-first century, almost all systems are first ideated and designed as pieces of software, and they are transformed into tangible things. Consequently, workflow can be modeled and simulated very early during the design process and, unlike during the twentieth century, functions and therefore activities can be tested before anything is physically built. This provides great possibilities that should be operationalized and implemented. This chapter will show that the main issue has become tangibility, instead of automation. At the same time, these new possibilities provided by our emerging digital world enable a brand-new move towards more autonomous systems that need to be coordinated. We will illustrate this shift from automation towards autonomy, by providing salient examples and generic patterns of this evolution of workflow in the aviation domain. Document type: Part of book or chapter of book

Abstract

Purpose – To examine the relationship between aviation and climate change, and the international dimensions of air transport.\r \r Methodology/approach – A review of aviation's impacts on the global climate, mitigation strategies to reduce this impact, and the possible consequences of climate change for commercial aviation.\r \r Findings – Although a range of mitigation measures have been developed and implemented to reduce aircraft emissions in the short term, with some environmental benefit, there is a real need for the aviation sector to identify the possible impacts of climate change on air travel operations, both to aircraft in flight and to operations at airports. A further challenge will be to devise adaptation plans that will address the vulnerabilities and thus ensure safe aviation-related operations.\r \r Social implications – The climate change impacts of aviation will adversely affect society. In addition, some individuals may have to reduce or stop flying as a result of increased taxes and legislation implemented in response to climate change.\r \r Originality/value of paper – There is a novel focus on the adaptation challenges for the aviation industry in response to climate change. Document type: Part of book or chapter of book

Abstract

High reliability organizations do exist. They have been defined as those organizations that conduct thousands of high-consequence operations a year, essentially error-free. Naval air carriers, air traffic control, and commercial aviation are some of these kinds of organizations. How did they get that way? What kinds of people staff them? Can we become a high reliability organization? This workshop will look at these questions. When we are done, it will be up to you to determine whether we have the right stuff. There are six goals for this workshop: Describe Team Resource Management and its purpose; Describe Performance Shaping Factors (PSFs) and their role in predicting and managing team performance and errors; Describe the principles for managing human error; Describe TRM?s 12 rules-of-thumb (the ?Dirty Dozen?) and use of safety nets; Conduct Operational Risk Management (ORM); Demonstrate ways to keep TRM working. Document type: Report

Abstract

The goal of any operation is to complete tasks efficiently and effectively. Working safely is completely consistent with efficient, reliable operations. Working in an unsafe manner is not effective or ultimately efficient. If someone is hurt, work stops. Following the steps advocated by Team Resource Management (TRM) leads to more safe, efficient, effective work habits. TRM is a method used by teams (i.e., leaders and workers) to conduct technical business. It is used by the aviation industry to improve reliability and safety through formalizing the way it does business. High reliability organizations do exist. They conduct thousands of high-consequence operations a year, essentially error-free. Naval air carriers, air traffic control, and commercial aviation are some of these kinds of organizations. How did they get that way? What kinds of people staff them? Can we become a high reliability organization? This workshop will look at these questions. When we are done, it will be up to you to determine if we have the right stuff. The goals of this workshop are to: Describe Team Resource Management and its purpose; Describe Performance Shaping Factors (PSFs) and their role in predicting and managing team performance and errors; Describe the principles for managing human error; Describe TRM?s 12 rules-of-thumb (the ?Dirty Dozen?) and use of safety nets; Conduct Operational Risk Management (ORM); Demonstrate ways to keep TRM working. Document type: Report