1. American Airlines’ maintenance personnel did not clean the air turbine starter valve-air filter in accordance with its “C” check cleaning procedures and, therefore, missed an opportunity to identify and replace the damaged filter. The filter disintegrated, freeing the end cap, which blocked air-flow, causing the no-start condition. 2. Incorrect focus was placed on the ATSV and engine start wiring because the nature of the condition appeared to be intermittent, as well as the history of electrical issues with the ATSV circuitry and a lack history of ATSV filter failures. 3. American Airlines personnel repeatedly used unauthorized procedures and unapproved tools to push the ATSV manual override button, resulting in damage to the internal pin of the …show more content…
The pilots may not have immediately detected the air turbine starter valve (ATSV) - Open light illumination because of its location, static appearance, and color. Once they detected the light, the pilots did not immediately respond to it because an open ATSV was considered an abnormal situation that did not require immediate action. 5. The pilots failed to properly allocate tasks, including checklist execution and radio communications, and they did not effectively manage their workload; adversely affecting their ability to conduct essential cockpit tasks, such as completing appropriate …show more content…
American Airlines’ maintenance personnel were using maintenance procedures that were not in accordance with written manuals and guidelines, and it’s Continuing Analysis and Surveillance System program did not adequately detect and correct these performance deficiencies before they contributed to an accident. The FAA had also been found negligent in monitoring and inspecting Americans’ CASS program, as required by their own regulations. This finding was the result of an independent audit by the DOT following the accident in response to allegations of reduced reliability of American Airlines systems and
Environmental factors have changed drastically over the past fourteen years. Since September 11, 2001, Airlines have changed greatly to enable safer and cost efficient flights for the world. Specifically, Southwest Airlines has changed their marketing strategy for their flights since 2001. Southwest has faced environmental factors that have affected the costs in airlines, exploited those environmental factors, and faced influential factors in addition.
Personnel had difficulties with transportation→ supplied with adapted vehicles→ back seat faced rear to provide additional fire power (Source A) – It appears as if the government didn't worry enough to supply men with safe and capable equipment
... not adequately trained on the operation of the system. CDR Carlson should have informed CAPT Rogers that were serious concerns on the USS Sides that the plane was in fact a civilian airliner, instead of silently musing and holding on to that information himself. This breakdown in communication, the crew's inability to operate the system, and the combat tension that the crew was already maintaining, spelled doom for the Iranian Airbus.
The Southwest Airlines flight 1248 from Thurgood Marshall Airport, Baltimore to Chicago’s Midway International Airport was a scheduled passenger flight. On the day of 8th Dec, 2005, Boeing 737-700 carrying 98 passengers and 5 crew members on board overran while landing on a heavy snowstorm day in Chicago. The aircraft skidded off the runway and crashed into a car on the nearby street killing a 5 year old boy and injuring 4 people on ground and 18 passengers onboard.
¨ fan blades on the engines were not bent indicating the engines were not running when the plane hit the water.
Causing the crew to be in a state of emergency, due to
Below is a quote from the Speaker (a person who broadcasts the announcements) after the accident had happened. (P.3) “ Within minutes the speakers had crackled again, and the voice, reassuring now and less urgent, had explained that a Pilot-in-Training had misread his navigational instructions and made a wrong turn.
After World War II there was an excess of aircraft and trained pilots in the United States, which significantly increase in private and commercial flights. An increase in the use of private aircraft and large passenger planes meant an increase in the possibly of aircraft safety incidents. Even though safety measures had been put in place to tend to large number of aircraft in the skies, in late 1950’s there were two unfortunate accidents that finally led to legislation that would be a major change to the world of aviation that affects us even today. The introduction of the Federal Aviation Act of 1958 spurred several changes in aviation that eventually led to the creation of the Federal Aviation Administration.
A Proper Stop On the morning of April 29, 2009 Officer Darisse was watching traffic pass by on Interstate 77 located in Dobson, North Carolina. Sometime after the Officer Darisse noticed a Ford Escort drive by and the driver of that vehicle “stiff and nervous” like the driver could be in trouble or causing trouble. Officer Darisse then decided to follow the vehicle and noticed it had a faulty break light. That is when Officer Darisse turned on his lights to pull the suspicious man over.
In April 1992, American Airlines launched "Value Pricing" -- a radical simplification of the complex pricing structure that had evolved over more than a decade following deregulation of the U.S. domestic airline industry. American expected that the new pricing structure would benefit consumers and restore profitability to both American and the industry as a whole. The critical issue raised is: Would American's bold initiative work?
June 1st, 1999, captain Richard Buschmann and first officer Michael Origel were about to embark on their third and final leg of the day, after already working for ten hours on two other trip legs. They had arrived at Dallas/Fort Worth Texas around 20:10 CST and were eager to proceed on their final trip of the day to Little Rock, Arkansas. Poor weather in the region prevented their assigned aircraft from arriving on time, closely pushing them ever closer to their fourteen hour duty limits for the day. The first officer realizing their situation contacted the dispatchers to notify them they would need to find a substitute aircraft or the flight would need to be cancelled. Both pilots were well aware of the impending storms in the area, including around the destination airport, but they decided that they should be able to beat the storms there. This was one of the first signs of suffering from get-there-itis, along side of several hazardous attitudes. Once an aircraft was substituted, a McDonnell Douglas DC-9-82, the pilots were able to depart at 22:40, 2 hours and 12 minutes after their scheduled departure time, 12 hours into their 14 hour duty day.
Rodney Rocha is a NASA engineer and co-chair of Debris Assessment Team (DTS). When possibility of wing damage appeared he requested an additional imagery to obtain more information in order to evaluate the damage. This demonstrates that he actually tried to resolve the issue. However, due to absence of clear organizational responsibilities in NASA those images were never received. Since foam issue was there for years and risk for the flights was estimated as low management decided not to proceed with this request. After learning of management decision Rocha wrote an e-mail there he stated that foam damage could carry grave hazard and have to be addressed. At the same time this e-mail was not send to the management team. Organizational culture at NASA could be described as highly bureaucratic with operations under standard procedures only. Low-end employees like Rocha are afraid to bring any safety-related issues to the management due to delay of the mission. They can be punished for bringing “bad news”. This type of relationship makes it impossible for two-way communication between engineers and managers, which are crucial for decision-making in complex env...
... corrective action plan for the oversight. This will show their constituents that they are being proactive and taking full responsibility in their social responsibility duties in correcting the error. In Union Carbide’s case, the company stepped up and addressed various oversights that needed corrected. In addition, they implemented an action plan to ensure that this incident does not happen again and provided relief aid to all of those affected by the incident. For example, they continue to provide medical equipment and supplies, and offer $5 million dollars to the Indian Red Cross.
Jaspal, S. (2012, March 14). Risk Management Failures in Kingfisher Airlines. In Risk Board. Retrieved March 26, 2014, from
Most organizations would not revel private information to the public only insiders know what was really going on at American Airlines, such organizations are structured to pay worker bees at the bottom of the pyramid low wages, while continuing to high figure salaries at the top, new contract negotiations are not much different than prior ones. In fact, information on the outside that CEOs and other executives present to the public do not necessarily represent what's going on inside. After reviewing this video, I observed in this clip that Mr. Carty expresses frustration that many executives in a union environment face, labor costs. However, Mr. Carty did not really appear to be thwarted, and the gentleman in the middle also had an interesting