On June 1, 1999, at 2350:44 central daylight time, American Airlines flight 1420, a McDonnell Douglas DC-9-82, crashed after it overran the end of runway 4R during landing at Little Rock National Airport in Little Rock, Arkansas. The flight originated from Dallas/Fort Worth International Airport, Texas. There were 145 persons on board. The airplane was destroyed by impact forces and a postcrash fire. The captain and 10 passengers were killed; 120 crewmembers and passengers received serious or minor injuries; and 24 passengers were not injured. The National Transportation Safety Board determines that the probable causes were the flight crew's failure to discontinue the approach when severe thunderstorms.
Nearly everyone experiences fatigue, but some professions--such as aviation, medicine and the military--demand alert, precise, rapid, and well-informed decision making and communication with little margin for error. The potential for fatigue to negatively affect human performance is well established. Concern about this potential in the aviation context extends back decades, with both airlines and pilots agreeing that fatigue is a safety concern. A more recent consideration is whether and how pilot commuting, conducted in a pilot's off-duty time, may affect fatigue during flight duty. In summer 2010 the U.S. Congress directed the Federal Aviation Administration (FAA) to update the federal regulations that govern pilot flight and duty time, taking into account recent research related to sleep and fatigue. As part of their directive, Congress also instructed FAA to have the National Academy of Sciences conduct a study on the effects of commuting on pilot fatigue. The Effects of Commuting on Pilot Fatigue reviews research and other information related to the prevalence and characteristics of commuting; to the science of sleep, fatigue, and circadian rhythms; to airline and regulatory oversight policies; and to pilot and airline practices. The Effects of Commuting on Pilot Fatigue discusses the policy, economic, and regulatory issues that affect pilot commuting, and outlines potential next steps, including recommendations for regulatory or administrative actions, or further research by the FAA.
The book provides a data-driven approach to real-world crew resource management (CRM) applicable to commercial pilot performance. It addresses the shift to a systems-based resilience thinking that aims to understand how worker performance provides a buffer against failure. This book will be the first to bring these ideas together. Taking a competence-based approach offers a more coherent, relevant approach to CRM. The book presents relevant, real-world examples of the concepts and outlines a change in thinking around pilot performance and data interpretation that is overdue. Airlines, pilots and aviation industry professionals will benefit from the insights into organisational design and alternative approaches to training. FEATURES Approaches CRM from a competence-based perspective Uses a systems model to bring coherence to CRM Includes a chapter on using blended learning and virtual reality to deliver CRM Features research on work/life balance, morale, pilot fatigue and link to error Operationalises ‘resilience engineering’ in a crew context
This is the fourth volume in an operational and chronological series covering the U.S. Marine Corps’ participation in the Vietnam War. This volume details the change in focus of the III Marine Amphibious Force (III MAF), which fought in South Vietnam’s northernmost corps area, I Corps. This volume, like its predecessors, concentrates on the ground war in I Corps and III MAF’s perspective of the Vietnam War as an entity. It also covers the Marine Corps participation in the advisory effort, the operations of the two Special Landing Forces of the U.S. Navy’s Seventh Fleet, and the services of Marines with the staff of the U.S. Military Assistance Command, Vietnam. There are additional chapters on supporting arms and logistics, and a discussion of the Marine role in Vietnam in relation to the overall American effort.
Twenty-five years ago, Herb Kelleher reinvented air travel when he founded Southwest Airlines, where the planes are painted like killer whales, a typical company maxim is "Hire people with a sense of humor," and in-flight meals are never served--just sixty million bags of peanuts a year. By sidestepping "reengineering," "total quality management," and other management philosophies and employing its own brand of business success, Kelleher's airline has turned a profit for twenty-four consecutive years and seen its stock soar 300 percent since 1990. Today, Southwest is the safest airline in the world and ranks number one in the industry for service, on-time performance, and lowest employee turnover rate; and Fortune magazine has twice ranked Southwest one of the ten best companies to work for in America. How do they do it? With unlimited access to the people and inside documents of Southwest Airlines, authors Kevin and Jackie Freiberg share the secrets behind the greatest success story in commercial aviation. Read it and discover how to transfer the Southwest inspiration to your own business and personal life.
This is the third volume in an operational and chronological series covering the Marine Corps’ participation in the Vietnam War. This particular volume details the continued build-up in 1966 of the III Marine Amphibious Force in South Vietnam’s northernmost corps area, I Corps, and the accelerated tempo of fighting during the year—the result being an “expanding war.” Although written from the perspective of III MAF and the ground war in I Corps, the volume treats the activities of Marine advisors to the South Vietnamese Armed Forces, the Seventh Fleet Special Landing Force, and Marines on the staff of the U.S. Military Assistance Command, Vietnam, in Saigon. There are separate chapters on Marine air, artillery, and logistics. An attempt has been made to place the Marine role in relation to the overall effort.
For twenty years, southern Sudan has been the site of a tragic and brutal civil war, pitting the northern-based Arab and Islamic government against rebels in African marginalized areas, especially the south. More than two million people have died and four million have been displaced as a result. In 1999, anew element radically changed the war: Sudanese oil, located in the south, was firs exported by the central government. The human price of this bonanza is immeasurable. The government, using oil revenues and aided by co-opted southerners, rained a scorched earth campaign of mass displacement, bombing, and terror on the agro-pastoral southern civilians living in and near the oil zones. The displaced number in the hundreds of thousands.
Long before the NASA was the throes of planning for the Apollo voyages to the Moon, many people had seen the need for a vehicle that could access space routinely. The idea of a reusable space shuttle dates at least to the theoretical rocketplane studies of the 1930s, but by the 1950s it had become an integral part of a master plan for space exploration. The goal of efficient access to space in a heavy-lift booster prompted NASA's commitment to the space shuttle as the vehicle to continue human space flight. By the mid-1960s, NASA engineers concluded that the necessary technology was within reach to enable the creation of a reusable winged space vehicle that could haul scientific and applications satellites of all types into orbit for all users. President Richard M. Nixon approved the effort to build the shuttle in 1972 and the first orbital flight took place in 1981. Although the development program was risky, a talented group of scientists and engineers worked to create this unique space vehicle and their efforts were largely successful. Since 1981, the various orbiters -Atlantis, Columbia, Discovery, Endeavour, and Challenger (lost in 1986 during the only Space Shuttle accident)- have made early 100 flights into space. Through 1998, the space shuttle has carried more than 800 major scientific and technological payloads into orbit and its astronaut crews have conducted more than 50 extravehicular activities, including repairing satellites and the initial building of the International Space Station. The shuttle remains the only vehicle in the world with the dual ability to deliver and return large payloads to and from orbit, and is also the world's most reliable launch system. The design, now almost three decades old, is still state-of-the-art in many areas, including computerized flight control, airframe design, electrical power systems, thermal protection system, and main engines. This significant new study of the decision to build the space shuttle explains the shuttle's origin and early development. In addition to internal NASA discussions, this work details the debates in the late 1960s and early 1970s among policymakers in Congress, the Air Force, and the Office of Management and Budget over the roles and technical designs of the shuttle. Examining the interplay of these organizations with sometimes conflicting goals, the author not only explains how the world's premier space launch vehicle came into being, but also how politics can interact with science, technology, national security, and economics in national government.
