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supervisor or an outside auditor may need to do the observing. Performance is compared to the standard, which should have been communicated to the responsible individual. This step of the process is the rigorous application of the old adage that “What is monitored (or measured) and checked gets done.” A6.2.4. Reward correct behavior and correct inadequate behavior. The emphasis should clearly be on reinforcing correct behavior. Reinforcement means any action that increase the likelihood that the person will display the desired behavior again. It can be as informal as a pat on the back or as formal as a major award or cash incentive. Correcting inadequate behavior should be done whenever inadequate behavior is observed. The special case of punishment should only be used when all other means of producing the desired behavior have failed A6.2.5. Risk control performance. If the steps outlined above have been accomplished correctly, the result will be consistent success in controlling risk. Note that the extent of the rewards and corrective actions required will be dictated in part by the degree of difficulty and unpleasantness of the task. The harder the task for whatever reason, the more powerful the rewards and corrective actions needed will be. It is important to make risk control tasks as uncomplicated, and pleasant as possible. 112
Attachment 7 SUPERVISE AND REVIEW DETAILS AND EXAMPLES A7.1. Introduction. Management is moving a task or an organization toward a goal. To move toward a goal you must have three things. You must have a goal, you must know where you are in relation to that goal, and you must have a plan to reach it. An effective set of risk matrices provides two of the elements. A7.2. In regard to ORM, indicators should provide information concerning the success or lack of success of controls intended to mitigate a risk. These indicators could focus on those key areas identified during the assessment as being critical to minimizing a serious risk area. Additionally, matrices may be developed to generically identify operations/areas where ORM efforts are needed. A7.3. Let’s look at a representative set of risk measures that a maintenance shop leader could use to assess the progress of his shop toward the goal of improving safety performance. Similar indicators could be developed in the areas of environment, fire prevention, security, and other loss control areas. A7.3.1. The tool control effectiveness index. Establish key indicators of tool control program effectiveness (percentage of tool checks completed, items found by QA, score on knowledge quiz regarding control procedures, etc.). All that is needed is a sampling of data in one or more of these areas. If more than one area is sampled, the scores can be weighted if desired and rolled up into a single tool control index by averaging them. See Figure A7.1 for the example. Figure A7.1. Example Tool Control Effectiveness Measurement. a. The percent of tool checks completed is 94%. b. Items found by QA. Items were found in 2% of QA inspections (98% were to standard). c. Tool control quiz score is 88%. d. If all items are weighted equally (94+98+88 divided by 3 = 93.3) then 93.3 is this quarter’s tool control safety index. Of course, in this index, high scores are desirable. A7.3.2. The protective clothing and equipment risk index. This index measures the effectiveness with which required protective clothing and equipment are being used by shop personnel. Data is collected by making spot observations periodically during the work day. Data are recorded on a check sheet and are rolled-up monthly. The index is the percent safe observations of the total number of observations made as illustrated at Figure A7.2. Figure A7.2. Example Safety Observation Measurement. TOTAL OBSERVATIONS: 27 SAFE OBSERVATIONS: 21 The protective clothing and equipment safety index is 78 (21 divided by 27 = 78%). In this index high scores are desirable. 113
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BY ORDER OF THE AIR FORCE PAMPHLET
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Figure 14. Levels of Command Involv
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levels while preserving assets and
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Section B—The ORM Process 5. Intr
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8.2. Identified Risk is risk that h
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10.3.12. There are no “safety pro
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12.3.3.2. Maintenance: Availability
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15. Section C—Step 1—Identify H
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the sequence indicated, however it
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24.1.1. CATASTROPHIC—Complete mis
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labeled with its significance (high
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32.3. The feasible alternatives mus
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36.3. When notified of a situation
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Section G—Step 5—Implement Risk
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It is usually a good idea to signal
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negative consequences occur, proper
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Section I—Conclusion 54. Operatio
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HAZOP—Hazard operability Hrs—Ho
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Risk—An expression of consequence
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A2.A.3. THE OPERATIONS ANALYSIS AND
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A2.A.3.8.2. Any one event of the ab
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ase of experience and expertise. Of
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the involvement of operators and th
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Figure A2.8. Example Deployment Sce
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4 levels is usually very limited. T
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A2.A.7.6. RESOURCES. A key resource
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Figure A2.16. Sample Change Analysi
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Figure A2.18. Example of Change Ana
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Figure A2.19. Example of Cause and
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A2.B.3. THE HAZARD AND OPERABILITY
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Page 111: Attachment 6 RISK CONTROL IMPLEMENT
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