BY ORDER OF THE AIR FORCE PAMPHLET 91-215 SECRETARY ...

the sequence indicated, however it is important for the user to become familiar with them and choose the
best combination for a particular situation.
Figure 6. The Primary Family of Hazard Identification Tools.
SEVEN PRIMARY HAZARD IDENTIFICATION TOOLS
THE OPERATIONS ANALYSIS
THE PRELIMINARY HAZARD ANALYSIS
THE WHAT IF TOOL
THE SCENARIO PROCESS TOOL
THE LOGIC DIAGRAM
THE CHANGE ANALYSIS
THE CAUSE AND EFFECT TOOL
20.2. There are many additional tools that can help identify hazards. One of the best is through a group
process involving representatives directly from the workplace. Most people want to talk about their jobs,
therefore a simple brainstorming process with a facilitator is often very productive. The following is a
partial list of other sources of hazard identification information:
20.2.1. Mishap Reports: These can come from within the organization, from tenants, within the chain of
command, from outside the chain (other bases, wings, MAJCOMs, etc.), other services, DoD agencies,
etc. Obviously, a missionized identification is the best, for it represents corporate memory applicable to the
local workplace, cockpit, mission, etc. Other sources might be medical reports, maintenance records, and
fire and police reports.
20.2.2. Unit Personnel: Relevant experience is arguably the best source of hazard identification.
Reinventing the wheel each time an operation is proposed is neither desired nor efficient. Seek out those
with whom you work who have participated in similar operations and solicit their input.
20.2.3. Outside Experts: Look to those outside your organization for expert opinions or advice. Possible
sources of help include Safety, Quality Assurance, manufacturers, depots, and other bases.
20.2.4. Current Guidance: A wealth of relevant direction can always be found in the guidance that
governs our operations. Consider regulations, operating instructions, checklists, briefing guides, syllabi,
FCIFs, SOPs, NOTAMs, and policy letters.
20.2.5. Evaluation and inspection reports: Functional and IG visits provide important feedback and
written documentation on local process management.
20.2.6. Surveys: These can be unit generated. Target an audience and ask some very simple questions
related to such topics as: What will your next mishap be? Who will have it? What task will cause it?
When will it happen? The survey can be a powerful tool because it pinpoints people in the workplace with
first hand knowledge of the job. Often, first line supervisors in the same workplace do not have as good an
understanding of risk as those who confront it every day.
20.2.7. Inspections: Inspections can consist of spot checks, walk throughs, checklist inspections, site
surveys, and mandatory inspections. Utilize people in the workplace to provide input beyond the standard
third-party inspection.
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