"The L10 Fleet Manager didn't think so.
Ditto for the Manager Flying, and the VP FlightOps.
Likewise for DG of the airline."
No I don't suppose they did, since presumably they were responsible and accountable for allowing this culture to flourish.
But 411A what do you think ? It seems from your account that the deficiency didn't lie with the fuellers (who were all sent for re-training) or the Inexperienced First Officer ( who was a "wise a**" , and left the Fleet managers office with his tail between his legs), but with a Captain whose seeming situational awareness wasn't alerted until his aircraft start rolling over on rotation. Did he not think he had to manage the preparation of the flight ? Was his role (forgive the pun) to become the hero of his own deficiencies ?
was the real "cover up" the Refuellers ( a contractor) or the Captains failure to ensure suitable cross checks were applied to compensate for a systems deficiency (the fuel guage)? That managers saw fit to cover up for such seeming negligence is breathtaking but perhaps not unimaginable given their allowing such shortcomings in the first place. How far down the chain can you pass the buck ? Presumably to the re-fueller and the First Officer in this case.
No wonder the First Officer was so angry ! It sounds like he had every right to be. Again didn't this same companies In-flight and subsequent ground fire at Riyadh become one of the all time benchmarks in CRM mismanagement ?
I know it is a bit unfair to ask you these questions, but you did raise the example, and you seem to have had an intimate knowledge of the reactions of those involved.
Last edited by Bealzebub; 3rd Mar 2004 at 00:07.