• IE interfaces
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• v.22 no.2
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• pp.104-115
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• 2009

The objective of the study is to evaluate the effectiveness of Crew Resource Management (CRM) training program for operators in the Main Control Room (MCR) simulator of APR-1400 Nuclear Power Plant. The experiments were conducted for two different crews of operators performing six different emergency operating scenarios during four-week period. Each crew consisted of the five operators: senior reactor operator, safety technical advisor, reactor operator, turbine operator, and electric operator. All crews (Crew A and B) participated in the training program for the technical knowledge and skills which were required to operate the simulator of the MCR during the first week. To verify the effectiveness of the CRM training program; however, only Crew A was selected to attend the CRM training after the technical knowledge and skills training. The results of the experiments showed that the CRM training program improved the individual attitudes of Crew A significantly. Team skills of Crew A were found to be significantly better than those of Crew B. The CRM training did not have positive effects on enhancing the individual performance of Crew A; however, as compared to that of Crew B. Implication of these findings was discussed further in detail.

• Journal of Advanced Navigation Technology
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• v.18 no.4
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• pp.319-324
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• 2014

Line operation safety audit (LOSA) is the proactive data collection system to capture the accident and serious incident caused by flight crew and is the safety management program for collecting threat error management (TEM) and crew resource management (CRM) during normal operations. The typically LOSA is written by hand, manages and archives the LOSA Observation Worksheet. But, this method is not easy to archive and ensure confidentiality of the LOSA worksheets. As we implemented the K-LOSA of the web-document type instead of the existing LOSA archive method and change the TEM category code. we yields to archive the efficient data management and confidentiality. In this paper, we introduce the LOSA and to configure the K-LOSA program.

• Journal of Korean Institute of Industrial Engineers
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• v.35 no.2
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• pp.178-184
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• 2009

The Nuclear Power Plant(NPP) industry in Korea has been making efforts to reduce the human errors which have largely contributed to about 150 nuclear reactor trips since 2001. Recently, the Crew Resource Management(CRM) training has risen as an alternative countermeasure against the nuclear reactor trips caused by human errors. The effectiveness of CRM training in NPP industry, however, has not been proven to be significant yet. In this study a return on investment(ROI) model is developed to measure the effectiveness of CRM training for the operators in Korean NPP. The model consists of mathematical expressions including multiple variables affecting the CRM training impacts and nuclear reactor trips. Implication of the model is discussed further in detail.

• Korean journal of aerospace and environmental medicine
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• v.31 no.2
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• pp.33-37
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• 2021

In the era of the 4th industrial revolution, the aviation industry is also growing remarkably with the development of artificial intelligence and networks, so it is necessary to study a new concept of crew resource management (CRM), which is required in the process of operating state-of-the-art equipment. The automation system, which has been treated only as a tool, is changing its role as a decision-making agent with the development of artificial intelligence, and it is necessary to set clear standards for the role and responsibility in the safety-critical field. We present a new perspective on the automation system in the CRM program through the understanding of the autonomous system. In the future, autonomous system will develop as an agent for human pilots to cooperate, and accordingly, changes in role division and reorganization of regulations are required.

• Railway Journal
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• v.12 no.6
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• pp.21-26
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• 2009

• International conference on construction engineering and project management
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• 2013.01a
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• pp.359-366
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• 2013

Although many research efforts have been conducted to address the effect of crew members' work skills (e.g., technical and planning skills) on work performance (e.g., work duration and quality) in construction projects, the relationship between skill and performance has generated a great deal of controversy in the field of management (Inkpen and Crossan 1995). This controversy can lead to under- or over-estimations of the overall project schedule, and can make it difficult for project managers to implement appropriate managerial policies for enhancing project performance. To address this issue, the following aspects need to be considered: (a) work performances are determined not only by individual-level work skill but also by the group-level work skill affected by work team members, each member's role, and any working behavior pattern; (b) work planning has significant effects on to what extent work skill enhances performance; and (c) different types of activities in construction require different types of work, skill, and team composition. This research, therefore, develops a system dynamics (SD) model to analyze the effects of both individual-and group-level (i.e., multi-level) skill on performances by utilizing the advantages of SD in capturing a feedback process and state changes, especially in human factors (e.g., attitude, ability, and behavior). The model incorporates: (a) a multi-level skill evolution and relevant behavior development mechanism within a work group; (b) the interaction among work planning, a crew's skill-learning, skill manifestation, and performances; and (c) the different work characteristics of each activity. This model can be utilized to implement appropriate work planning (e.g., work scope and work schedule) and crew management policies (e.g., work team composition and decision of each worker's role) with an awareness of crew's skill and work performance. Understanding the different characteristics of each activity can also support project managers in applying strategic work planning and crew management for a corresponding activity, which may enhance each activity's performance, as well as the overall project performance.

• Journal of Aerospace System Engineering
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• v.7 no.3
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• pp.45-50
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• 2013

This is a research report about the method of how to maintain qualification of certification flight test crews. KCA(Korea Certification Agency) have completed the KC-100 airplane certification flight tests which is the first time experienced flight tests operation. After the certification flight test, it has been found that annual flying time requirement of 100 hours to the certification flight test pilot is too strict, and other several requirements to maintain the qualification of the certification test crew such as aircraft certification introduction training, initial flight test pilot and flight test engineer certification training, crew resource management training, aviation physiology training, and survival training was difficult to implement in Korean civil aviation environments. In this study, it was suggested that 30 hours of flying time for maintaining certification flight test pilot qualification could be applied to contribute for safe operation of certification flight test and the other training requirements of the certification flight test crew could be fulfilled using self made training courses, existing FAA training courses and Korean Air Force training resources. Therefore, it is recommended that the regulation of maintaining the certification flight test crew qualification should be refined to implement the requirement practically.

• Journal of the Ergonomics Society of Korea
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• v.28 no.1
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• pp.37-51
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• 2009

The nuclear power industry in the world has recognized the importance of integrating non-technical and team skills training with the technical training given to its control room operators to reduce human errors since the Three Mile Island and Chernobyl accidents. The Nuclear power plant (NPP) industry in Korea has been also making efforts to reduce the human errors which largely have contributed to 120 nuclear reactor trips from the year 2001 to 2006. The Crew Resource Management (CRM) training was one of the efforts to reduce the human errors in the nuclear power industry. The CRM was developed as a response to new insights into the causes of aircraft accidents which followed from the introduction of flight recorders and cockpit voice recorders into modern jet aircraft. The CRM first became widely used in the commercial airline industry, but military aviation, shipboard crews, medical and surgical teams, offshore oil crews, and other high-consequence, high-risk, time-critical industry teams soon followed. This study aims to develop a CRM training program that helps to improve plant performance by reducing the number of reactor trips caused by the operators' errors in Korean NPP. The program is; firstly, based on the work we conducted to develop a human factors training from the applications to the Nuclear Power Plant; secondly, based on a number of guidelines from the current practicable literature; thirdly, focused on team skills, such as leadership, situational awareness, teamwork, and communication, which have been widely known to be critical for improving the operational performance and reducing human errors in Korean NPPs; lastly, similar to the event-based training approach that many researchers have applied in other domains: aircraft, medical operations, railroads, and offshore oilrigs. We conducted an experiment to test effectiveness of the CRM training program in a condition of simulated control room also. We found that the program made the operators' attitudes and behaviors be improved positively from the experimental results. The more implications of the finding were discussed further in detail.

• Journal of the Korean Operations Research and Management Science Society
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• v.19 no.3
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• pp.139-149
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• 1994

In many project-oriented production systems, e. g., shipyards or large-scale steel products manufacturing, resource loading by an activity is flexible, and the activity duration is a function of resource allocation. For example, if one doubles the size of the crew assigned to perform an activity, it may be feasible to complete the activity in half the duration. Such flexibility has been modeled by Weglarz [13] and by Leachman, Dincerler, and Kim [7[ in extended formulations of the resource-constrained poject scheduling problem. This paper presents a new algorithmic approach to the problem that combines the ideas proposed by the aforementioned authors. The method we propose involves a two-step approach : (1) solve the resource-constrained scheduling problem using a heuristic, and (2) using this schedule as an initial feasible solution, find improved resource allocations by solving a linear programming model. We provide computational results indicating the superiority of this approach to previous methodology for the resource-constrained scheduling problem. Extensions to the model to admit overlap relationship of the activities also are presented.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1994.04a
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• pp.410-420
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• 1994

In many project-oriented production systems, e.g., shipyards or large-scale steel products manufacturing, resource loading by an activity is flexible, and the activity duration is a function of resource allocation. For example, if one doubles the size of the crew assigned to perform an activity, it may be feasible to complete the activity in half the duration. Such flexibility has been modeled by Weglarz [131 and by Leachman, Dincerler, and Kim [7] in extended formulations of the resource-constrained project scheduling problem. This paper presents a new algorithmic approach to the problem that combines the ideas proposed by the aforementioned authors. The method we propose involves a two-step approach: (1) solve the resource-constrained scheduling problem using a heuristic, and (2) using this schedule as an initial feasible solution, find improved resource allocations by solving a linear programming model. We provide computational results indicating the superiority of this approach to previous methodology for the resource-constrained scheduling problem. Extensions to the model to admit overlap relationships of the activities also are presented.