1. LEARNING ACHIEVED FROM SHADOWING OPPORTUNITY
Non Technical skills / Crew Resource Management – General Definition:
Non Technical Skills / Crew Resource Management can be defined
as (and is understood to be) a management system which makes optimum use
of all available resources: i.e. People / Procedures / Equipment to promote
safety and to enhance the efficiency of Flight Systems.
Base: Date of visit: Cabin Crew Instructor’s name: Dept. where Shadowing occurred:
MEL 03 JUN Mark Langtry Pit Crew
2010 Pit Crew Leader – Anthony Greco
Non Technical Skills: Cabin Crew Instructor’s;
– Core Elements (defined) Observation / Learning from visit
1. Information Acquisition & Processing • Flexibility/Confirmation ! Don’t rely on memory/always changing!
• Use of FID screen constantly. Cancellations/Delays.
Involves understanding how humans acquire
and process information. Items covered • “Flight File / Check list”  Positions of Pit Crew team members,
include short and long term memory and its Daily sequence, distribute workload, remove repetition
limitations and information processing models. - “WORKLOAD MANAGEMENT”
• “Flight Following”  ‘REFLECTIONS’ Program
CONSTANTLY Communicating with fellow PIT CREW LEADERS
(“Whiskey’s”) & “OFF LINE WHISKEY” + Airside Shift Manager
(Clinton Cassidy)- re CANCELLATIONS / Changes + Staff available
to work overtime, - Very bad Fog, morning of my visit.
• POSSIBLY NEED TO “SPLIT” Teams to achieve desired “STRIPPING”
/ Loading of Aircraft.
2. Workload management • Staff RESPECT Anthony, due to him thinking about their day.
• Sincere display of Empathy
Covers prioritization, distraction management • Imperative need to Prioritise, ESPECIALLY during Delays.
and tactical interrelated decision making
associated with workload management. • Preparation  Have your day sorted before you start
 Prioritise – Obviously for earliest flights
 Awareness of Transiting PAX / Connecting Flights
Loading baggage accordingly – requires awareness.
 “Load Instructions Work Sheet - LIW” – Working out
relationship between Freight & PAX Loads,
Distribution of weight, Roughly 1/3 at front 2/3 at
Back. Always seeking “Perfect Distribution” of
“Load & Trim” – THINK AHEAD !
• Use of ‘REFLECTIONS’ program
• Mindful of both PAX & staff interests at all times. (Connectors etc.
Anthony ensured Hamilton Island Bags loaded on first, - A/C was
continuing on to HTI assist Pit crew in Sydney!)
• Holistic view always !
3. Threat and Error management • Cross Checking Connecting Baggage on Barrow (Awareness ! )
 If incorrect, technically a security breach.
Provides the cognitive and social skills to • Radio on Whiskey  Wired to all areas , (Changes! )
identify and mitigate environmental and • ALWAYS THINKING AHEAD – Possible scenarios !
organisation threats and avoid and manage • Extremely challenging work enviro with A/craft Noise, Hearing
human errors. protection although vital, certainly compromise communication
process.
• Thinking ahead and managing the fatigue levels of fellow Pit Crew
Members.
• Clear concise communication at all times,  Flight Crew, “Deltas”,
“Tango’s”(Freight), “Juliet” Guest Services Supervisor, “Sierra”-
Baggage Blues, Engineering, (Re use of PPU or Tugs for dispatch of
Aircraft).
4. Leadership and Team behaviour • Very cold in Winter / Up to 67° on Tarmac in Summer - Dehydration
• Rotating staff through roles, as per “Workload Management”
Identifies and develops the skills required to • Councillor – Death of Pit Crew Member recently
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2. become and effective leader or follower. Also
to understand team behaviour.
• People Skills  Human Beings – Speak to them – Allow some fun
sometimes – Morale - Empathise with people who work “With” you.
• Be prepared to “Give/ Support” – Look after your guys, (Anthony
jumped up into the Aircraft Cargo hold to get a Loading done, as
due to shortage of staffing levels after the fog had lifted, (the shift
had ended), - It just had to be done!
• Thinking about the Health of Fellow Pit Crew Members.
• Liasing with Ground Crew “Delta”
• Pushing back the stairs / working with Delta to achieve this.
• REALLY APPRECIATE WHEN RUBBISH NOT LEFT AT TOP OF STAIRS
BY CABIN CREW also IF CABIN CREW ON BOARD, (AND IS
APPROPRIATE AND SAFE), REALLY APPRECIATE L2 DOOR BEING
CRACKD ASAP, MEANS REAR STAIS CAN BE POSITIONED EARLIER.
5. Stress & Stress Management • Upon arrival, met Clinton Cassidy, (Airside Shift Manager). Clinton
kindly introduced me to “Off Line Whiskey” – Tyson.
Understand the nature of stress, the types of - “Morale GOOD”, Sick Leave GOOD !” - comment upon greeting.
stressors, understand the human limitation - Obviously / apparently an aspect of operation that is considered
that result from excessive stress and develop & discussed upon start of shift.
stress management strategies. • As before, rotation of roles, - breaks both physically & mentally
• Light hearted fun sometimes, - Morale esp. important on a day such
as this when huge workload.
• Situation ever changing & at time very stressful. As if fog delays
were not enough, Pit crew, (& ground crew) had to deal also with
the potential consequences of an aircraft that was “Over fuelled! ”
I personally watched Anthony ‘Run’ between 3 aircraft, supervising
2 “Split” Pit Crews, Stripping and loading aircraft. He didn’t
complain, he displayed amazing “Situational Awareness” & just
moved effectively and efficiently between the aircraft, (he jumped
in the hold at one point to assist). This required an amazing ability
to maintain a cool head while managing crewmembers who were
stretched to their limit. To complicate it further, there was a Crew
bag mix up which he also had to sort out with a disgruntled
Captain, (REALLY QUICKLY!) I was in awe as to how he managed all
of this! Upon completion of the shift and as we walked back across
the tarmac, amidst the noise of taxiing aircraft and between various
pieces of Ground equipment, he turned to me and commented, a
laconic grin upon his face;
“So, there you go mate, that’s our day!”
6. Cultural Factors • This certainly is a predominantly “Male / testosterone ”
environment. Anthony mentioned that there are a couple of females
Understand the nature of culture, the layers who work as Pit Crew Members who display flexibility in their
and types of culture, the Hofstede cultural understanding of this. That stated, Anthony also re-iterated the
model; (HUMAN NATURE / CULTURE/ values, importance and adherence of KOWF practices by all. On
PERSONALITY) and cultural dimensions; numerous occasions, I observed female Ground Crew Members,
(POWER DISTANCE / INDIVIDUALISM / (“Delta’s”), liasing and interacting with the Pit Crew. At all times
MASCULINITY / UNCERTAINTY AVOIDANCE) this occurered with the respect of their fellow work colleague’s
and develop culture management strategies. dignity and with the utmost professionalism displayed.
• Female Delta assisting Pit crew Member pushing back stairs, - all to
ensure OTP, - wonderful Teamwork and camaraderie.
• HOFSTEDE’S CULTURAL DIMENSIONS
Although Hofstede’s dimensions refer to cultural diversity with in
National / Regional population groups, some brief description /
analysis / observation & hence “Opinion”, may be of interest;
(NB: Allocated nos, not “Scores”, relate to perceived “Importance”)
POWER DISTANCE:
(Hierarchical Gradient, strict seniority protocols)
- Seniority certainly considered important and respected,
(Captain/ Airside Shift Manager + Pit Crew  Whiskey’s).
However, dealings carried out in a “relaxed fashion” but
ever mindful of the responsibility each person held.
- Professional at all times!
- On a scale of 1  100, possibly around 70 ?
INDIVIDUALISM:
(Extent to which people feel they are supposed to take care of
themselves /- Individual is “Integrated” into the group)
- Certainly observed Pit Crew Members displaying positive
responsibility for their own actions / Health / Safety etc.
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3. - However, Pit Crew Leaders, (Whiskey’s), definitely display
a “Shepherding” role, but only in so far as they genuinely
appear to care for those under their charge. Anthony, for
example, mentioned management of his team members’
“Injuries”, “Just about all work sore”. In other words,
people are not incapacitated but minor stains and bruises
go with the job. He as a Supervisor is ever mindful of this.
- The group provides support and a sense of identity is
apparent when fellow team members are integrated within
the group. This displayed by light hearted fun and displays
of positive morale.
- On a scale of 1  100, possibly around 35 -40 ?
MASCULINITY
(Dominance, Assertiveness, - Acquisition of things?)
- The word Dominant is not really appropriate in this
environment. All Team Members understand the importance
of their roles and carry them out accordingly. No one
“Stands Over” them.
- Assertiveness is certainly a trait displayed. This to ensure
clarity of direction and avoidance of misunderstanding. All
very necessary in an environment where priorities appear
to “Evolve” before one’s eyes!
- The only “Acquisition” I witnessed here was the desire to
acquire a positive outcome / result!
- On a scale of 1  100, possibly around 80 ?
UNCERTAINTY AVOIDENCE
(Degree to which people prefer “structured” over “Unstructured”
situations / -Extent people seek to avoid “Uncertain” and
“Ambiguous” situations.)
- A structured day is probably the most sought after aspect
of all these dimensions, however the likelihood of that
occurring is dependant upon so many factors beyond the
control of the Members of this work group.
- Anthony allocated great importance to planning his day,
this to allow for flexibility if need be. Extremely salient
practice in light of what transpired with the delays caused
due to fog.
- Ambiguity is something that cannot be allowed to prevail in
this work environment. Concise, clear and positive
directions are required and necessary for realisation of all
Company KRA’s and KPI’s.
- On a scale of 1  100, possibly around 90 - 95 ?
7. Situational Awareness • In and out of Cargo Holds, moving in and around Ground Equipment
 Fog! There was almost a synchronicity in the manner all Pit
Understand the components that make up Crew / Ground Crew Members worked in and around each other.
situation awareness, what leads to loss of SA Almost like footballers, “knowing where to be”.
and how to regain SA when it is lost. - Amazing to witness!
• Many factors to deal with also, Aircraft noise, Whiskey with
earphones in place. – Processing Information.
• Moving conveyers, - adequate but certainly limited visibility
working in the fog.
• Tyson, (Pit Crew Member) noticed a single Crew Bag that, strictly
speaking, was in the incorrect place. Due to his diligence & SA, this
was loaded at the very last moment.
• Anthony checked Toilet & Water situation for Aircraft. - “Part of
what I do !”
• Later, Anthony explained operation of the “NIGS”, (Nose In
Guidance System). 2 systems in place, - Gates 2&12 have an
Automated system. Anthony, (Whiskey), - responsible for turning
this system on.
• Passwords / security awareness
• While dealing with the “Over Fuelling” situation, I was in awe of
how Anthony maintained an awareness of all that was going around
him, (in multiple locations!)
• Holistic Outlook / Approach at all times.
• I noticed personally that INTERESTINGLY the environment
appeared alien to me ! I was walking along similar routes but in
different directions to that which normally I would be. I had to
“Adjust” my “Situational Awareness” !
.
8. Human Error, Reliability & Vigilance • Monitoring of Aircraft changes & cancellations via FID Screen.
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4. • SOP adherence, but flexibility required to achieve positive
Understand human limitations and what occurs outcomes after Fog delays etc.
when we reach our operational limit. Vigilance • Fatigue / Fatigue Management an issue hear also; Pacing oneself,
is also discussed and vigilance and alertness working through each allocated task, “Chalking Them Off” as it
decrement issues covered. were.
• Anthony had some his crew rest on some earlier flight departures,
before the backlog “Hit”, he knew he would require the resources
of his Team Members later.
• Compensating, knowing what can and cannot be achieved safely
and legally.
• Cross - Checking Load & Trim sheet calculations.
• Following procedures and having an appreciation of Compliance
requirements.
• Monitoring fellow Pit Crew members, - Morale, Fatigue, Quality of
work.
• Always aware of Safety ! – VIGILANCE !
9. Communication and Co-operation • Liasing with Ground Crew “Delta” but also with fellow Pit Crew and
Whiskeys, re assistance and allocation of resources.
Understand the communication process, • Other Pit Crew Members working together with Ground Crew. -
where, when and how the process fails and Tyson pushing back Forward stairs in the fog / working with Delta
what can be done to ensure effective efficient to achieve an On Time Departure.
communication. • Accurate communication of Information at all times,  Flight Crew,
“Delta’s”, “Tango’s”(Freight), Engineering, (Re use of PPU or Tugs
for dispatch of Aircraft).
• RADIO CHANNELS:
1. Pit Crew
2. Guest Services
3. Pacific Blue
4. Engineering
• All made extremely difficult with the mandatory and of course
important use of hearing protection.
• In times of less activity, Anthony was constantly liasing with
Clinton, (Airside Shift Manager) - re CANCELLATIONS / Changes +
Staff available to work overtime to move back log. Allocation of at
times, limited resources.
• Confirmation of changes with AMCO, relay of OTP info and Load and
Trim Info also. I witnessed numerous changes in a matter of 8
minutes!
10. Decision Making & Conflict Resolution • How to allocate Crew, “Splitting” when necessary.
• Anthony constantly discussing / liasing re loading of Aircraft
Understand the types of decision making looking to achieve 1/3 Front – 2/3 Back
processes, when they are applicable and why • “Over Fuelling” Issue; - Possible resolutions:
they sometimes fail. Introduce the GRADE - Offload PAX, (Obvious commercial ramifications!)
decision making model. Discuss expert - Get re-fueler truck back, (Would take considerable amount
decision making. of time)
- Captain to “Burn off” fuel before departure and during
sector. (Course of action agreed upon).
• This decision was arrived at after consultation between the Captain,
Anthony and Ground Crew.
11. Automation • After some discussion Anthony felt this area of work requires a
“Hands On” approach rather than an ”Automation” orientated
Understand the issues associated with the approach.
automated flight deck such as mode confusion, • NIGS maybe fell into this category ?
automation complacency and automation • From my observation, much of what Anthony is dealing with
calibration. Develop automation use strategies. requires the use of initiative and excellently honed People skills.
His ability to think quickly and make informed decisions based on
available information, determines in most cases, the positive
outcome / result required. The deleterious effects of external
factors such as weather, (Fog), are of course beyond his control. To
adjust for factors such as this, his (and the fellow Pit Crew
Member’s), “Human” input is vital.
12. Health • My immediate observation probably relates to noise, - The people it
affects and the Communication Process it compromises. Of course
Understand the health issues associated with one would be deaf very quickly with out the use of hearing
commercial aviation dehydration and cosmic protection !
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5. radiation. • The physical aspect of this work is also somewhat obvious.
- Luggage “Barrows” are heavy and awkward to manoeuvre.
- Use of “Rollers” to assist loading of freight sometimes.
• Important to have breaks and adequate rest between shifts.
• Importance of healthy diet !
• Shift work, Circadian ramifications.
• Pace your self and your Crew.
• Manual Handling awareness -Vital ! Moving conveyors, Must be
careful of potential Back injuries. Crying out; “Heavy!” when
loading bags, to warn Pit Crew members positioned within the
Aircraft hold.
• Importance of “Situational Awareness” in this regard, don’t like
“Surprises”, (especially heavy unmarked / Untagged Crew Bags!)
13. Fatigue & Fatigue Management • As mentioned, vital to manage Pit Crew workload.
• Once again Circadian factors. Early Shifts and then a late shift,
Understand the nature of fatigue, the adjusting to this change to one’s Cicadian Rhythm.
degradation of human performance when • Must have breaks, - “Can’t keep adrenaline levels high all day!”
fatigued and the difference between tiredness • As observed, Weather affects workload.  Delays. Need to
and fatigue. Understand the nature and stages workback, (of course overtime is granted, but with overtime
of sleep and develop fatigue management accumulation of fatigue will occur.
strategies. • Crew Members personalities are of course affected. – Determines
Morale. Sick leave can be affected.
GENERAL COMMENTS
Who I Observed:
Whiskey’s Anthony’s Team “Off Line Whiskey” Airside Shift Manager
- Anthony - Paris - Do not recall name - Clinton Cassidy
- Tyrone - Daniel (Possibly Tyson)
- Macca - George
- Paul - Paul
- John - Tyson
- Antonio
The learning achieved from this opportunity was immense and extremely valuable. It will serve me well as not only a
Cabin Crew Instructor facilitating in Non Technical Skills / Crew Resource Management, but in may ways and more
importantly, daily in my role as an online Cabin Crew Member !
It would be my hope that anyone undertaking a similar experience would glean learning such as I was able. Naturally
Operational and commercial requirements dictate, (and sadly and of course necessarily), compromise, opportunities for
greater interaction between departments. It is my humble view however, that many “Bridges” would be built if such an
undertaking were to occur across the business.
Some General and Specific Observations:
 The requirement for Teamwork between departments is not only obvious but also extremely imperative. This cannot
be reiterated enough. The privilege of undertaking this Shadowing experience has served greatly to re-enforce this
aspect of our operational capability.
 From a Non Technical Skills Facilitator’s perspective, a holistic view and appraisal of all CASA endorsed - Non
Technical Skills Core Elements, is also vital. Only then can synchronicities be observed, enhanced and exploited.
Naturally and consequently a salient approach, relevant and necessary for the ongoing day-to-day operations in all
business where Human Factors are predominantly at play.
 A true appreciation of Situational Awareness is indeed vital and necessary to empathise with our fellow colleagues, -
no matter what role or department. This not only to prepare us well ahead of time during times of disruption but most
importantly and from a safety perspective, to provide insight into the protocols and Standard / Non Standard
Operating Procedures of our colleagues from other departments.
 Finally and most importantly, we as Cabin Crew Members need to be open to the learning that our colleagues in other
departments are able to provide. Much expertise and professionalism goes on before our very eyes. However with out
an appreciation and empathy for our fellow colleagues from other departments, such as those working as Pit Crew,
we are naïve to the possibilities of greater interaction, understanding and teamwork.
In closing may I take this opportunity to express my sincerest thanks for the opportunity to undertake this Shadowing
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6. Exercise. I fully appreciate that much liaison and co-operation between our two departments was necessary for this
opportunity to occur.
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