pause in whatever you are doing to see if a per-
son does some part of a job safely. You watch
strictly from a safety standpoint.
You may make a deliberate safety observation
for a number of reasons. You may want to check
the work of a new person, the job may be a par-
ticularly hazardous one, or the worker may have
a reputation for unsafe work. Whatever the
reason, your observation is deliberate; it is more
than a casual glance at a person doing a job.
THE PLANNED SAFETY
A planned safety observation is when you
deliberately schedule a time to watch for safety
violations by a person performing a specific job.
It is usually a part of a continuing program of
safety observation. It is designed to check
regularly on how safely all hazardous jobs are
When making a planned safety observation,
decide in advance which one of your workers and
what specific job you will observe. Correct any
unsafe practices you observe at that time. If you
observe no unsafe practices, compliment the per-
son. Always make a record of whom you observed
and what job they were doing; that information
will help you in future planned observations.
To do a good job of detecting unsafe prac-
tices, you need to use all three types of safety
observationseach supplements the others.
Together they accomplish the maximum detection
of unsafe practices.
WHAT JOBS TO OBSERVE
You cannot, and need not, observe every job
a person does. Not all jobs are equally hazardous.
Some jobs rarely or never produce mishaps; others
have a reputation for producing mishaps. As a
supervisor you have limited time for safety
observations because you have many other tasks.
Therefore, concentrate on observing the jobs most
likely to produce mishaps. Put priority on observ-
ing jobs known to be hazardous and those which
have the greatest potential for producing serious
injury or loss.
JOB SAFETY ANALYSIS
A job safety analysis (JSA) is the study of a
job to (1) identify possible hazards or potential
mishaps and (2) develop solutions to eliminate,
nullify, or prevent them. A JSA serves as a special
tool for making jobs safer. The basic principles
of mishap prevention are (1) to spot potential
mishap causes and (2) eliminate potential mishap
The four basic steps of a JSA are as follows:
1. Select the job to be analyzed.
2. Break down the job into steps.
3. Identify the hazards or potential mishaps.
4. Develop solutions to prevent hazards or
You gain the maximum benefits of JSAs only
when you use the analysis and when you in-
variably learn more about the jobs you supervise
as a result of doing them. When a supervisor asks
workers to help develop a JSA, their attitudes im-
prove. As a result, they often generate cost-
reducing improvements for safer working condi-
tions. All those are valuable benefits of the JSA.
However, the major safety benefits are those
which come from using the completed JSA. You
can make good use of the JSA in the following
Initial job safety training
Regular safety contacts
Pre-job safety instructions
Fill out a Workplace Monitoring Plan,
OPNAV 5100/14 (fig. 6-2), when making safety
observations and job analyses; or make your own
form appropriate to your specific work place.
ENLISTED SAFETY COMMITTEE
Your commands Enlisted Safety Committee
makes recommendations concerning the com-
mand safety program. These recommendations
are submitted to the safety council (at the depart-
ment head level) where they are reviewed for
appropriate action. Your command safety com-
mittee convenes to exchange information; im-
prove communications; review conditions,
mishaps, and injuries; and suggest improvements.
It also convenes to make written safety recom-
mendations to the safety council and the com-
manding officer. These meetings should convene
monthly in an effort to enhance interdepartmental