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 OBSERVATION 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 performed. 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 observations—each 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 causes. 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 potential mishaps. 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 areas: Initial job safety training Regular safety contacts Pre-job safety instructions Cost-reduction studies 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 command’s 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 6-4