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Crew resource management training within the automotive industry: does it work?
Nicki Marquardt1, Swantje Robelski, Rainer Hoeger
1Leuphana University of Lueneburg, Institute of Experimental Industrial Psychology--LueneLab, Lueneburg, Germany. n.marquardt@leuphana.de
Human Factors
|October 15, 2010
Summary
Crew Resource Management (CRM) training, adapted from aviation, significantly improved teamwork and situational awareness in automotive production employees. The program enhanced CRM attitudes and knowledge, demonstrating its transferability to the manufacturing sector.
Area of Science:
- Human Factors in Manufacturing
- Occupational Psychology
- Industrial Engineering
Background:
- The automotive industry faces production errors due to communication, teamwork, and stress management challenges.
- Enhanced situational awareness is crucial for mitigating potential errors in manufacturing processes.
Purpose of the Study:
- To develop, implement, and evaluate a Crew Resource Management (CRM) training program for automotive employees.
- To enhance communication, teamwork, stress management, and situational awareness.
- To assess the effectiveness of CRM training in a gearbox manufacturing unit.
Main Methods:
- The study involved 80 employees from a gearbox manufacturing production unit.
- A CRM training program was implemented.
- Training effectiveness was evaluated at 1 month and 6 months post-intervention.
Main Results:
- Significant improvements were observed in CRM-relevant categories, particularly teamwork attitudes.
- Workers demonstrated increased situational awareness following the training.
- Positive changes in CRM attitudes and knowledge were noted.
Conclusions:
- Crew Resource Management (CRM) training, originally from aviation, is transferable to the automotive industry.
- The training positively impacted CRM attitudes and knowledge, but behavioral observations were limited.
- Recommendations for future human factors training development were proposed.
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