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

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5.5. Implement Risk Controls. Once control strategies have been selected, an implementation strategy needs to be developed and then applied by management and the work force. Implementation requires commitment of time and resources. 5.6. Supervise and Review. Risk management is a process that continues throughout the life cycle of the system, mission, or activity. Leaders at every level must fulfill their respective roles in assuring controls are sustained over time. Once controls are in place, the process must be periodically reevaluated to ensure their effectiveness. 6. How to Use the ORM Process Model. To get maximum benefit from this powerful tool, there are several factors to keep in mind. 6.1. Apply the Steps in Sequence. Each of the steps is a building block for the next step. It is important to complete each step, however briefly, before proceeding to the next step. For example, if the hazard identification step is interrupted to focus on control of a particular hazard before the identification step is complete, other more important hazards may be overlooked and the ORM process may be distorted. Until the hazard identification step is complete, it is not possible to properly prioritize risk control efforts. 6.2. Maintain Balance in the Process. All six steps are important. If an hour is available to apply the ORM process, it is important not to lose sight of the total process. Spending 50 minutes of the hour on hazard identification may not leave enough time to effectively apply the other five steps of the process. The result is suboptimal risk management. Of course, it would be simplistic to rigidly insist that each of the six steps gets 10 minutes. The idea is to assess the time and resources available for ORM activities and allocate them to the six steps in a manner most likely to produce the best overall result. 6.3. Apply the Process as a Cycle. Notice that the “Supervise and Review” step feeds back into the first step. It is this cyclic characteristic that generates the continuous improvement characteristics of the ORM process. When the “Supervise and Review” step establishes that some risks have been significantly reduced, the hazard identification step is reapplied to find new hazard targets. In this way, the ORM process is continually reevaluating the risks. 6.4. Involve People Fully. The only way to assure the ORM process is supportive is to provide for the full involvement of the people actually exposed to the risks. Take the time to periodically revalidate ORM procedures and assure that they are mission supportive and are viewed by personnel as positive. 7. ORM Integration. A key objective of ORM is to accomplish the ORM process as an integrated aspect of mainstream mission processes. When ORM is effectively integrated, it quickly ceases to be consciously identifiable as a separate process. To effectively apply risk management, commanders must dedicate time and resources to incorporate risk management principles into the planning processes. Risks are more easily assessed and managed in the planning stages of an operation. Integrating risk management into planning as early as possible provides the decision maker the greatest opportunity to apply ORM principles. 8. Types of Risk. Figure 3 depicts the relationship between the various types of risk. 8.1. Total Risk is the sum of Identified Risk and Unidentified Risk. 8
8.2. Identified Risk is risk that has been determined through various analysis tools. The first task in the risk assessment process is to make identified risk as large a piece of the overall pie as practical. The time and costs of analysis efforts, the quality of the risk management program, and the state of technology impact the amount of risk identified. 8.3. Acceptable Risk is the part of Identified Risk that is allowed to persist without further controls. It is accepted by the appropriate decision maker because further efforts at risk control would cause greater offsetting degradation in other aspects of the mission. 8.4. Unacceptable Risk is the risk that cannot be tolerated. It is a subset of Identified Risk that is either eliminated or controlled. 8.5. Unidentified Risk is the risk that hasn’t yet been determined. It’s real. It’s important. But it’s not known or measurable. Some risks are never known. 8.6. Residual Risk is the risk that remains after risk management efforts have been employed. It is often erroneously thought of as being Acceptable Risk. Actually, Residual Risk is the sum of Acceptable Risk and Unidentified Risk. Mishap investigations may uncover some previously unknown risks. Figure 3. Types of Risk. Unacceptable/Eliminate Unacceptable/Control Residual 9 Acceptable Total Risk Residual Risk Unidentified 9. Benefits. Risk management is a logical process of weighing potential costs of risks versus anticipated benefits. Benefits are not limited to reduced mishap rates or decreased injuries, but may be actual increases in efficiency or mission effectiveness. Examples of potential benefits include: 9.1. Audacity through prudent risk taking. Bold and even risky actions may be undertaken when the benefits have been carefully weighed against the probability and severity of loss. 9.2. Improved ability to protect the force with minimal losses. Analysis of current practices may reduce risks we currently accept.
Page 1 and 2: BY ORDER OF THE AIR FORCE PAMPHLET
Page 3 and 4: Figure 14. Levels of Command Involv
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Page 37 and 38: Risk—An expression of consequence
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A2.B.3. THE HAZARD AND OPERABILITY
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A2.B.4. THE MAPPING TOOL A2.B.4.1.
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A2.B.5. THE INTERFACE ANALYSIS A2.B
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A2.B.6. THE MISSION PROTECTION TOOL
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A2.B.7. THE SAFETY QUIZ A2.B.7.1. F
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A2.B.8. THE NEXT MISHAP ASSESSMENT
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A2.B.10. THE INTERVIEW TOOL A2.B.10
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A2.B.11. THE INSPECTION TOOL A2.B.1
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A2.B.12. THE MISHAP/INCIDENT INVEST
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Figure A2.30 Sample Job Hazard Anal
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training and observation time. Succ
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A2.B.15.6. RESOURCES. Effective use
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A2.B.16. THE OPPORTUNITY ASSESSMENT
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SECTION A2.C. THE ADVANCED HAZARD I
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Figure A2.37. Types of Energy. Elec
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A2.C.5. THE FAULT TREE ANALYSIS A2.
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A2.C.6. THE FAILURE MODE AND EFFECT
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A2.C.7. THE MULTILINEAR EVENTS SEQU
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A2.C.8. THE MANAGEMENT OVERSIGHT AN
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Attachment 3 RISK ASSESSMENT TOOLS,
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A3.2.3. Lack of a range of rankings
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Attachment 4 RISK CONTROL OPTION AN
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SECTION A4.B. THE RISK CONTROL OPTI
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Figure A4.2. Example Risk Control O
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elatively small investments in risk
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Figure A5.2. Example Maximizing Ban
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Attachment 6 RISK CONTROL IMPLEMENT
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Attachment 7 SUPERVISE AND REVIEW D
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BY ORDER OF THE AIR FORCE PAMPHLET 91-215 SECRETARY ...

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