2.13 Operational procedures and checklists
Operational procedures and checklists should be carefully examined with particular attention to the workload required to perform them. In their operation of two-person crew aircraft, many operators have not reflected the advances that have been made in flight deck technology and in the understanding of flight crew behaviour. Special training considerations should be given to flight crew members making the transition to automated two-person crew airplanes from a three-person crew airplane. The use of Line-Oriented Flight Training as a tool to demonstrate heavy workload conditions is proposed in the following paragraphs. More importantly, LOFT can be an ideal tool to identify workloads which are a product of inappropriate policies or procedures, as considerable flight crew workload can be created by having to perform non-operational tasks at inappropriate times (calls for passenger connections, meal requirements, wheel chairs, etc.). This is not a new problem, but it is more critical in the automated environment and with the proliferation of high density operations. (Some aspects of this problem are being met on many of the new airplanes with separate communication facilities for the cabin crew.)

2.14 Tailoring of CRM and LOFT training
It has previously been assumed that Crew Resource Management (CRM) training programmes are model-independent. However, there is increasing evidence that at least some aspects of crew co-ordination and communication in the automated flight decks are qualitatively different from the flight decks of older aircraft. Recent experiments suggest, for instance, that there is a trend towards less verbal inter-pilot communication as the degree of flight deck automation increases. If this hypothesis can be confirmed through research, then customised modules of CRM training programmes should be developed to deal with such differences. These customised modules should also take account of the nature and the needs (culture) of the organisation. The following areas of concern in CRM of automated aircraft are the result of observations during actual flights. They indicate that highly automated flight decks may require special scrutiny in the areas of crew co-ordination and resource management, both in the assignment of tasks and the standardisation of their performance.
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Compared to traditional models, it is now physically difficult for one pilot to see what the other is doing. For example, in previous generation aircraft the autopilot mode control panel was easily observable by both pilots; in automated flight decks the selections are made in the control display unit (CDU), which is not visible to the other crewmember unless the same CDU page is selected. Proper procedures and intra-cockpit communication appear to be the answers to this problem.

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It is more difficult for the captain to monitor the work of the first officer, and vice-versa. New or revised procedures and intra-cockpit communication are again the apparent answer.
　
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