This chapter discusses the responsibilities of the division safety petty officer and safety programs in the Navy. As division safety petty officer, your responsibilities include training division personnel in safety awareness and mishap prevention, maintaining safety training records, advising your division officer on safety recommendations, and assisting with safety investigations. The goal of the Navy's safety programs is to reduce injuries and losses through identifying and eliminating potential hazards before accidents occur. Being familiar with applicable safety directives helps the division safety petty officer promote a safe working environment.
Air disasters as organisational errors: the case of Linate by M. CatinoALIAS Network
If you are interested in the topic please register to the ALIAS network:
http://network.aliasnetwork.eu/
to download other materials and get information about the ALIAS project (www.aliasnetwork.eu).
This document summarizes an effective fall protection training presentation. It discusses evaluating current training programs, personnel duties like those of competent persons and authorized persons, and recommendations for effective training. These include training the right people, including competent persons and authorized persons, covering required content like fall hazard identification and fall protection systems, using various teaching methods like lecture, exercises and case studies, and ensuring trainers are qualified. The goal is to provide training that changes safety behaviors and reduces risks through informed decision making.
Leading Edge, pilot safety newsletter, Spring 2009Dean Weaver
This document provides information about the reinstated Aviation Safety Action Program (ASAP) at Comair airline. Key points:
- ASAP allows pilots to voluntarily report safety issues without fear of punishment, to improve safety rather than pursue discipline.
- Comair's ASAP program was reinstated after agreeing on clearer processes for accepting reports and protecting participating pilots.
- Pilots now submit electronic reports that are de-identified and investigated confidentially by an Event Review Committee.
- Participating pilots receive protection from disciplinary action by the company and certificates suspensions by the FAA for accepted reports. The goal is to focus on safety improvements rather than punishment.
This document provides an overview of a Mini-BOSH training program for deputized safety inspectors. The training covers topics like hazard identification, accident reporting, and safety responsibilities. It aims to give inspectors better safety awareness and an understanding of why safety rules need to be strictly followed. The training also outlines what constitutes a hazard, accident, or near miss and how to properly document safety issues and inspections. Toolbox meetings are discussed as a way for inspectors to inform workers about job hazards and safety controls.
The document discusses MassBiz LLC, a consultancy that provides physical security, risk management, loss prevention, and compliance services. It summarizes their key service offerings which include physical security management, security architecture strategy, physical security assessments, loss prevention assessments, operational risk management assessments, supplier security assessments, and physical security project management. The document emphasizes MassBiz's objective and unbiased approach to assessing clients' needs and providing strategic recommendations and solutions.
This document provides an overview of health and safety (HSE) training essentials for managers. It discusses the importance of effective safety committees and their meetings, occupational safety and health training programs, use of personal protective equipment, hazard analysis and control, accident investigation procedures, and effective documentation of accident scenes. The goal is to educate managers on HSE best practices to increase awareness and protection of employees.
The document is the user's guide for the Agilent U1241B and U1242B handheld digital multimeters. It contains notices about copyright and warranty information, safety symbols and regulatory markings used on the devices, and general safety information for using the multimeters.
1) The study examined interventions to prevent common lower-limb injuries in the New Zealand Defense Force.
2) Ankle sprains and knee sprains were the most common injuries, and ankle instability was identified as a common causal factor.
3) Ankle bracing and stability training were identified as strategies targeting ankle instability, but stability training was considered more appropriate for the military due to lower ongoing costs and better effectiveness under varying physical demands.
Air disasters as organisational errors: the case of Linate by M. CatinoALIAS Network
If you are interested in the topic please register to the ALIAS network:
http://network.aliasnetwork.eu/
to download other materials and get information about the ALIAS project (www.aliasnetwork.eu).
This document summarizes an effective fall protection training presentation. It discusses evaluating current training programs, personnel duties like those of competent persons and authorized persons, and recommendations for effective training. These include training the right people, including competent persons and authorized persons, covering required content like fall hazard identification and fall protection systems, using various teaching methods like lecture, exercises and case studies, and ensuring trainers are qualified. The goal is to provide training that changes safety behaviors and reduces risks through informed decision making.
Leading Edge, pilot safety newsletter, Spring 2009Dean Weaver
This document provides information about the reinstated Aviation Safety Action Program (ASAP) at Comair airline. Key points:
- ASAP allows pilots to voluntarily report safety issues without fear of punishment, to improve safety rather than pursue discipline.
- Comair's ASAP program was reinstated after agreeing on clearer processes for accepting reports and protecting participating pilots.
- Pilots now submit electronic reports that are de-identified and investigated confidentially by an Event Review Committee.
- Participating pilots receive protection from disciplinary action by the company and certificates suspensions by the FAA for accepted reports. The goal is to focus on safety improvements rather than punishment.
This document provides an overview of a Mini-BOSH training program for deputized safety inspectors. The training covers topics like hazard identification, accident reporting, and safety responsibilities. It aims to give inspectors better safety awareness and an understanding of why safety rules need to be strictly followed. The training also outlines what constitutes a hazard, accident, or near miss and how to properly document safety issues and inspections. Toolbox meetings are discussed as a way for inspectors to inform workers about job hazards and safety controls.
The document discusses MassBiz LLC, a consultancy that provides physical security, risk management, loss prevention, and compliance services. It summarizes their key service offerings which include physical security management, security architecture strategy, physical security assessments, loss prevention assessments, operational risk management assessments, supplier security assessments, and physical security project management. The document emphasizes MassBiz's objective and unbiased approach to assessing clients' needs and providing strategic recommendations and solutions.
This document provides an overview of health and safety (HSE) training essentials for managers. It discusses the importance of effective safety committees and their meetings, occupational safety and health training programs, use of personal protective equipment, hazard analysis and control, accident investigation procedures, and effective documentation of accident scenes. The goal is to educate managers on HSE best practices to increase awareness and protection of employees.
The document is the user's guide for the Agilent U1241B and U1242B handheld digital multimeters. It contains notices about copyright and warranty information, safety symbols and regulatory markings used on the devices, and general safety information for using the multimeters.
1) The study examined interventions to prevent common lower-limb injuries in the New Zealand Defense Force.
2) Ankle sprains and knee sprains were the most common injuries, and ankle instability was identified as a common causal factor.
3) Ankle bracing and stability training were identified as strategies targeting ankle instability, but stability training was considered more appropriate for the military due to lower ongoing costs and better effectiveness under varying physical demands.
This document provides a summary of a safety training document for naval officers. It discusses the goals of naval safety programs, which are to prevent sickness, disability, injury and death among sailors both on and off duty. It also lists some key Navy instructions and resources for safety, such as inspections and reporting. Finally, it discusses the importance of safety training and provides guidelines on requirements and responsibilities for training sailors in safety practices.
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The document provides an overview of a CBT course on understanding the ISM Code. It discusses the course format, introduction to management systems, definitions of safety and quality, and the functional requirements of a safety management system. It also provides an introduction to the ISM Code, including its objectives to ensure safety at sea and prevent human injury and environmental damage.
Personality and Individual Differences: Determinants of Personality - Major P...RAJESHSKR
The document discusses an engineering module on safety and workplace rights. It covers topics like risk assessment, reducing risk, acceptable risk, voluntary risk, job-related risks, and analytical methods for testing safety like scenario analysis, failure mode and effects analysis, fault tree analysis, and event tree analysis. The document provides examples and explanations of these various safety concepts and methods. It emphasizes that safety should be an integral part of engineering design and discusses an engineer's responsibility to ensure safety.
The document discusses risk assessment, job safety analysis, and safety training. It provides definitions for key terms like risk, hazard, and accident. It explains that risk assessment and job safety analysis help identify hazards for various jobs and activities, evaluate associated risks, and establish control measures. Conducting these analyses covers gaps in worker knowledge and ensures they are informed about job tasks and how to perform them safely.
Motor Risk Management is developing new safety awareness strategies focused on personal safety awareness. Traditional safety awareness looked at environmental factors, but human error is often due to individual psychological factors. A new tool called R-SAFE assesses personal safety awareness traits like responsibility, risk perception, and stress tolerance to screen and develop safe drivers. It aims to address the root causes of human error by changing unsafe attitudes. Businesses can reduce incidents by recruiting safe employees, coaching new attitudes, assessing their safety culture, and evolving attitudes over time.
Ensuring Safety at Heights_ The Essential Guide to Fall Arresters.pptxLiftNShift
Fall arresters are indispensable in ensuring the safety of workers at heights. By understanding their types, proper use, and the importance of maintenance and training, employers and workers alike can create a safer work environment. For more information, visit: https://liftnshift.net/retractable-block/
Type your short title here 1Running head Safety at work.docxwillcoxjanay
Type your short title here 1
Running head: Safety at work1Levels of Safety in Organizations and how to Deal with Acceptable RisksStudent’s nameUniversity Affiliations
QUESTION 1
Due to the collapse of a building during its construction arising from negligence my previous company ascended to NORM (naturally occurring reactive management) from SWAMP (safety without any management process). Before the catastrophe the construction company had no safety policies at all apart from wearing required safety gear by employees. The working conditions were not safe. Quite a number of employees had been involved in accidents. The company thus had begun to suffer losses. As usual the blame was on the employees for their lack of insight and safety protection during working hours. The complaints were everywhere. The employees thought that the management had squanderedall the money instead of thinking of better ways to keep them safe. There was even an attempt to boycott work until the working conditions were improved. Instead of a positive response from the management what the employees got were threats to end their contracts if they ever thought of boycotting work. Left with no option the employees returned back to work reluctantly. On top of the growing bill of insurance costs the company was also handling a number of unending law suits filed by former employees seeking compensation after being involved in accidents. The management was feeling the pain. It was then the major accident happened.
After the collapse of a whole building the company had to act fast. Nearly every employee was suing the company. The company was forced to start abiding to safety regulations. Safety managers were employed to ensure that regulations weren’t broken. Every employee was being virtually supervised. Their every move had to be watched. There were numerous programs and training sessions to inform the employees of the best safety regulations. At this point the insurance costs reduced but most of the costs were now being redirected into training and payment of the safety managers. Thus the focus shifted from the hazardous working environment to employees who were breaking safety rules. These employees were considered to be the sole cause of all the lack of safety in the company. Thus disciplinary action became a common norm.
For the construction companies to reach the EXCELLENCE level a lot of change has to occur. First the focus should shift from discipline and adherence to safety rules to what the roots of the accidents are. Safety should not be an abstract topic only discussed in meetings and displayed by huge banners in every corner of the business premises. It should be a serious thing practiced even by the management. When this happens it will be easier to have safety as a culture and not as a rule. Safety would have been integrated to become one of the success factors of the company. When any accidents happen the management would immediately deal with it and try ...
Safety professionals determine hazards, risks, and develop programs to address them. They plan training programs with clear goals and objectives. They organize the resources, people, and schedule needed. Safety professionals also monitor and evaluate progress.
The professional definition of "safety" refers to the probability of risk or harm occurring. Safety aims to operate with low risk of injuries, damage, or losses. Hazards are conditions that can cause injuries or losses. Risk considers both the likelihood and severity of potential losses. Safety professionals identify risks and work to reduce them to reasonable levels. While accidents cannot be fully prevented, safety programs can eliminate most by addressing unsafe acts and conditions.
This document provides guidance on hazard identification as part of a safety management system. It defines key terms like hazard, safety event, and undesirable event. It describes methods for identifying hazards, including data-driven and qualitative approaches. Specific tools are summarized, like brainstorming, HAZOP studies, checklists, and FMEA. The document stresses that hazard identification should be periodically reviewed since completeness cannot be ensured. It provides a template for documenting identified hazards in a hazard log. Annexes include hazard examples and information sources that can aid in identification.
This document discusses engineering controls for workplace safety. It defines engineering controls as methods that eliminate or reduce exposure to hazards through eliminating hazardous materials/processes, substituting less hazardous ones, segregating people from hazards, improving ventilation, and repairing faulty equipment. Engineering controls are reliable, but their effectiveness must be monitored by evaluating if the risk is contained and any new hazards controlled. Administrative controls like training and signage can support engineering controls.
The document discusses the 6 elements of a successful safety program:
1. Engineering - Ensuring proper safety equipment, guards, PPE, housekeeping.
2. Education - Providing necessary training to workers on safety procedures.
3. Enforcement - Consistently enforcing safety policies through progressive discipline.
4. Emotion - Considering emotional intelligence and how emotions impact safety.
5. Empathy - Understanding workers' perspectives and caring about their well-being.
6. Empowerment - Giving workers ownership over safety so they police each other. The technical elements are easier but the human elements involving emotions, empathy and empowerment are most critical for an effective safety culture.
Pak Suzuki is committed to ensuring a safe and healthy work environment. They follow an Occupational Health and Safety Management System and investigate all accidents using the "why method" to determine primary, secondary, and contributing causes. Key safety prevention activities include Hiyari Hatto (near miss reporting), Kiken Yochi (danger prediction training), and safety coordination meetings. The ultimate goal is to achieve zero accidents through identifying hazards, safety design, training, and monitoring safety aspects.
This document outlines the roles and responsibilities of various positions within an Incident Management System (IMS) for managing live fire training evolutions. It defines positions such as the Incident Commander, Safety Officer, Operations Section Officer, Logistics Section Officer, Exterior Division Officer, Interior Division Officer, and Student Group Leader. For each role, the document describes key responsibilities and how the roles coordinate within the IMS organizational structure to ensure safety and effective management of all participants during live fire training exercises.
This document outlines the goals and process for near miss reporting. The goals are to share experiences to prevent injuries, collect safety data, and foster a safety culture. A near miss is an unreported event that could have caused harm. Reporting identifies safety issues and solutions. The stages of management include identification, analysis of direct and root causes, solution identification, and dissemination of lessons learned. Near miss reporting provides valuable safety data without needing an actual injury.
The document discusses maritime accident investigation and incident investigation. It explains that investigating accidents and near misses is important to identify root causes and prevent future occurrences. A full investigation process includes describing the incident, determining root causes, evaluating potential losses, developing controls to prevent recurrence, and improving safety culture, not assigning blame. The objective is to identify why incidents happen in order to implement proactive maintenance strategies that optimize safety and operations.
This document discusses safety, risk assessment, and testing for engineering designs. It provides information on different definitions of safety and risk, factors that influence risk acceptability, and challenges in assessing risk and safety due to uncertainties and lack of information. The document emphasizes that thorough testing of prototypes and finished products is essential to determine safety and ensure risks are minimized.
unit4.pptx professional ethics in engineeringPoornachanranKV
Is a morality or standard of righteous behaviour in relationship to citizen’s involvement in society.
Cultivation of individual habits important for a communities success.
CHALLENGES IN THE WORK PLACE
• The biggest workplace
challenge is said to be the
employee’s work ethics.
• interest in work and
attendance
• Punctuality
• commitment to the job,
and getting along with
others
• Demands inculcation of
good character in the
workplace by employees.
• good character
• The Four Temperaments
• Types of Character
• the sensitive
• the active (great and the
mediocre)
• the apathetic (purely
apathetic or dull),
• the intelligent.
• Ethics and Character
• Education and Character
• Building Character in the
Workplace
Building Character in the Workplace
1. Employee Hiring, Training, and Promotion Activities
– Institute and adopt an organization policy statement to
positive character in the workplace.
– Prominently and explicitly include character
considerations in recruiting procedures
– Emphasize the importance of character and adherence to
the ‘six pillars’ of character(trustworthiness, respect,
responsibility, fairness, caring and citizenship)
– Include evaluation of fundamental character values
– Institute recognition and reward system for the employees
– Think of your employees
Building Character in the Workplace
2. Internal Communication
– to create a friendly environment that praises positive role
modeling
– Through Internal newsletters, Workplace posters in canteens
and recreation rooms, Mailers, Electronic mails.
3. External Communication
– In relations with customers, vendors and others.
– Advertise and market honoring consensual values (the six
pillars),
– Assure that none of your products and services undermines
character building,
– Include positive messages about voluntarism and celebrate, and
– ‘Character counts’ week in advertising, billings and other
mailers.
Building Character in the Workplace
4. Financial and Human Resources
– Support local and national ‘character’ projects and the
activities of the members
– Sponsor ‘character’ movement through financial
support.
5. Community Outreach
– Use public outreach structures to encourage
mentoring and other character-building programs.
– Encourage educational and youth organizations to
become active in character building.
– Use corporate influence to encourage business groups
and other companies to support ‘character’ building.
SPIRITUALITY
• Spirituality is a way of living that emphasizes the constant
awareness and recognition of the spiritual dimension (mind and its
development) of nature and people, with a dynamic balance
between the material development and the spiritual development.
• spirituality includes the faith or belief in supernatural power
• Spirituality includes creativity, communication, recognition of the
individual as human being, respect to others, acceptance, vision,
and partnership
• Spirituality is motivation as it encourages the colleagues to perform
better. Cr
Health checks should be conducted on all actors and crew to prevent any health issues during filming. Locations should be checked for hazards like broken glass before shooting. Appropriate clothing and a charged phone should be available in case of emergencies. Weather conditions and public interruptions should also be considered when filming outdoors to reduce risks.
Morale Survey (It Gets Better After ORSE).pdfGlenn Mallo
This document appears to be a survey given to sailors to assess various aspects of their command. The survey contains 12 statements about expectations, leadership, initiative, rules, rewards, goals, mission, loyalty, and trust within departments. Sailors are asked to rate their level of agreement with each statement on a scale of 1 to 5, with space provided for additional comments at the end.
What CMCs do and Programs they support (CTF20 CMC memo).pdfGlenn Mallo
The document outlines 25 authorities and responsibilities that Command Master Chiefs (CMCs) must perform according to Navy instruction, as well as 69 programs that CMCs are responsible for supporting. Some of the key duties of CMCs include providing leadership to the enlisted force, advising on policies concerning personnel issues, and upholding high standards of conduct. CMCs are also expected to support a wide range of programs focused on areas such as career development, family support, equal opportunity, and command readiness.
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This document provides a summary of a safety training document for naval officers. It discusses the goals of naval safety programs, which are to prevent sickness, disability, injury and death among sailors both on and off duty. It also lists some key Navy instructions and resources for safety, such as inspections and reporting. Finally, it discusses the importance of safety training and provides guidelines on requirements and responsibilities for training sailors in safety practices.
The document is a safety and security handbook for CARE International staff. It outlines CARE's policies and procedures around safety and security, including general safety policies, staff health policies, media relations policies, and responsibilities for safety and security at different levels of the organization. The handbook provides guidance to CARE staff on safely conducting operations and responding to security incidents.
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The document discusses an engineering module on safety and workplace rights. It covers topics like risk assessment, reducing risk, acceptable risk, voluntary risk, job-related risks, and analytical methods for testing safety like scenario analysis, failure mode and effects analysis, fault tree analysis, and event tree analysis. The document provides examples and explanations of these various safety concepts and methods. It emphasizes that safety should be an integral part of engineering design and discusses an engineer's responsibility to ensure safety.
The document discusses risk assessment, job safety analysis, and safety training. It provides definitions for key terms like risk, hazard, and accident. It explains that risk assessment and job safety analysis help identify hazards for various jobs and activities, evaluate associated risks, and establish control measures. Conducting these analyses covers gaps in worker knowledge and ensures they are informed about job tasks and how to perform them safely.
Motor Risk Management is developing new safety awareness strategies focused on personal safety awareness. Traditional safety awareness looked at environmental factors, but human error is often due to individual psychological factors. A new tool called R-SAFE assesses personal safety awareness traits like responsibility, risk perception, and stress tolerance to screen and develop safe drivers. It aims to address the root causes of human error by changing unsafe attitudes. Businesses can reduce incidents by recruiting safe employees, coaching new attitudes, assessing their safety culture, and evolving attitudes over time.
Ensuring Safety at Heights_ The Essential Guide to Fall Arresters.pptxLiftNShift
Fall arresters are indispensable in ensuring the safety of workers at heights. By understanding their types, proper use, and the importance of maintenance and training, employers and workers alike can create a safer work environment. For more information, visit: https://liftnshift.net/retractable-block/
Type your short title here 1Running head Safety at work.docxwillcoxjanay
Type your short title here 1
Running head: Safety at work1Levels of Safety in Organizations and how to Deal with Acceptable RisksStudent’s nameUniversity Affiliations
QUESTION 1
Due to the collapse of a building during its construction arising from negligence my previous company ascended to NORM (naturally occurring reactive management) from SWAMP (safety without any management process). Before the catastrophe the construction company had no safety policies at all apart from wearing required safety gear by employees. The working conditions were not safe. Quite a number of employees had been involved in accidents. The company thus had begun to suffer losses. As usual the blame was on the employees for their lack of insight and safety protection during working hours. The complaints were everywhere. The employees thought that the management had squanderedall the money instead of thinking of better ways to keep them safe. There was even an attempt to boycott work until the working conditions were improved. Instead of a positive response from the management what the employees got were threats to end their contracts if they ever thought of boycotting work. Left with no option the employees returned back to work reluctantly. On top of the growing bill of insurance costs the company was also handling a number of unending law suits filed by former employees seeking compensation after being involved in accidents. The management was feeling the pain. It was then the major accident happened.
After the collapse of a whole building the company had to act fast. Nearly every employee was suing the company. The company was forced to start abiding to safety regulations. Safety managers were employed to ensure that regulations weren’t broken. Every employee was being virtually supervised. Their every move had to be watched. There were numerous programs and training sessions to inform the employees of the best safety regulations. At this point the insurance costs reduced but most of the costs were now being redirected into training and payment of the safety managers. Thus the focus shifted from the hazardous working environment to employees who were breaking safety rules. These employees were considered to be the sole cause of all the lack of safety in the company. Thus disciplinary action became a common norm.
For the construction companies to reach the EXCELLENCE level a lot of change has to occur. First the focus should shift from discipline and adherence to safety rules to what the roots of the accidents are. Safety should not be an abstract topic only discussed in meetings and displayed by huge banners in every corner of the business premises. It should be a serious thing practiced even by the management. When this happens it will be easier to have safety as a culture and not as a rule. Safety would have been integrated to become one of the success factors of the company. When any accidents happen the management would immediately deal with it and try ...
Safety professionals determine hazards, risks, and develop programs to address them. They plan training programs with clear goals and objectives. They organize the resources, people, and schedule needed. Safety professionals also monitor and evaluate progress.
The professional definition of "safety" refers to the probability of risk or harm occurring. Safety aims to operate with low risk of injuries, damage, or losses. Hazards are conditions that can cause injuries or losses. Risk considers both the likelihood and severity of potential losses. Safety professionals identify risks and work to reduce them to reasonable levels. While accidents cannot be fully prevented, safety programs can eliminate most by addressing unsafe acts and conditions.
This document provides guidance on hazard identification as part of a safety management system. It defines key terms like hazard, safety event, and undesirable event. It describes methods for identifying hazards, including data-driven and qualitative approaches. Specific tools are summarized, like brainstorming, HAZOP studies, checklists, and FMEA. The document stresses that hazard identification should be periodically reviewed since completeness cannot be ensured. It provides a template for documenting identified hazards in a hazard log. Annexes include hazard examples and information sources that can aid in identification.
This document discusses engineering controls for workplace safety. It defines engineering controls as methods that eliminate or reduce exposure to hazards through eliminating hazardous materials/processes, substituting less hazardous ones, segregating people from hazards, improving ventilation, and repairing faulty equipment. Engineering controls are reliable, but their effectiveness must be monitored by evaluating if the risk is contained and any new hazards controlled. Administrative controls like training and signage can support engineering controls.
The document discusses the 6 elements of a successful safety program:
1. Engineering - Ensuring proper safety equipment, guards, PPE, housekeeping.
2. Education - Providing necessary training to workers on safety procedures.
3. Enforcement - Consistently enforcing safety policies through progressive discipline.
4. Emotion - Considering emotional intelligence and how emotions impact safety.
5. Empathy - Understanding workers' perspectives and caring about their well-being.
6. Empowerment - Giving workers ownership over safety so they police each other. The technical elements are easier but the human elements involving emotions, empathy and empowerment are most critical for an effective safety culture.
Pak Suzuki is committed to ensuring a safe and healthy work environment. They follow an Occupational Health and Safety Management System and investigate all accidents using the "why method" to determine primary, secondary, and contributing causes. Key safety prevention activities include Hiyari Hatto (near miss reporting), Kiken Yochi (danger prediction training), and safety coordination meetings. The ultimate goal is to achieve zero accidents through identifying hazards, safety design, training, and monitoring safety aspects.
This document outlines the roles and responsibilities of various positions within an Incident Management System (IMS) for managing live fire training evolutions. It defines positions such as the Incident Commander, Safety Officer, Operations Section Officer, Logistics Section Officer, Exterior Division Officer, Interior Division Officer, and Student Group Leader. For each role, the document describes key responsibilities and how the roles coordinate within the IMS organizational structure to ensure safety and effective management of all participants during live fire training exercises.
This document outlines the goals and process for near miss reporting. The goals are to share experiences to prevent injuries, collect safety data, and foster a safety culture. A near miss is an unreported event that could have caused harm. Reporting identifies safety issues and solutions. The stages of management include identification, analysis of direct and root causes, solution identification, and dissemination of lessons learned. Near miss reporting provides valuable safety data without needing an actual injury.
The document discusses maritime accident investigation and incident investigation. It explains that investigating accidents and near misses is important to identify root causes and prevent future occurrences. A full investigation process includes describing the incident, determining root causes, evaluating potential losses, developing controls to prevent recurrence, and improving safety culture, not assigning blame. The objective is to identify why incidents happen in order to implement proactive maintenance strategies that optimize safety and operations.
This document discusses safety, risk assessment, and testing for engineering designs. It provides information on different definitions of safety and risk, factors that influence risk acceptability, and challenges in assessing risk and safety due to uncertainties and lack of information. The document emphasizes that thorough testing of prototypes and finished products is essential to determine safety and ensure risks are minimized.
unit4.pptx professional ethics in engineeringPoornachanranKV
Is a morality or standard of righteous behaviour in relationship to citizen’s involvement in society.
Cultivation of individual habits important for a communities success.
CHALLENGES IN THE WORK PLACE
• The biggest workplace
challenge is said to be the
employee’s work ethics.
• interest in work and
attendance
• Punctuality
• commitment to the job,
and getting along with
others
• Demands inculcation of
good character in the
workplace by employees.
• good character
• The Four Temperaments
• Types of Character
• the sensitive
• the active (great and the
mediocre)
• the apathetic (purely
apathetic or dull),
• the intelligent.
• Ethics and Character
• Education and Character
• Building Character in the
Workplace
Building Character in the Workplace
1. Employee Hiring, Training, and Promotion Activities
– Institute and adopt an organization policy statement to
positive character in the workplace.
– Prominently and explicitly include character
considerations in recruiting procedures
– Emphasize the importance of character and adherence to
the ‘six pillars’ of character(trustworthiness, respect,
responsibility, fairness, caring and citizenship)
– Include evaluation of fundamental character values
– Institute recognition and reward system for the employees
– Think of your employees
Building Character in the Workplace
2. Internal Communication
– to create a friendly environment that praises positive role
modeling
– Through Internal newsletters, Workplace posters in canteens
and recreation rooms, Mailers, Electronic mails.
3. External Communication
– In relations with customers, vendors and others.
– Advertise and market honoring consensual values (the six
pillars),
– Assure that none of your products and services undermines
character building,
– Include positive messages about voluntarism and celebrate, and
– ‘Character counts’ week in advertising, billings and other
mailers.
Building Character in the Workplace
4. Financial and Human Resources
– Support local and national ‘character’ projects and the
activities of the members
– Sponsor ‘character’ movement through financial
support.
5. Community Outreach
– Use public outreach structures to encourage
mentoring and other character-building programs.
– Encourage educational and youth organizations to
become active in character building.
– Use corporate influence to encourage business groups
and other companies to support ‘character’ building.
SPIRITUALITY
• Spirituality is a way of living that emphasizes the constant
awareness and recognition of the spiritual dimension (mind and its
development) of nature and people, with a dynamic balance
between the material development and the spiritual development.
• spirituality includes the faith or belief in supernatural power
• Spirituality includes creativity, communication, recognition of the
individual as human being, respect to others, acceptance, vision,
and partnership
• Spirituality is motivation as it encourages the colleagues to perform
better. Cr
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(BOBB) Big Organizations Behaving Badly
CVN70 Case Study (Ethics DUI Secret) CIT Leadership SeminarGlenn Mallo
PO1 Lahr's wife told Terri, the wife of the assistant, about PO1 Lahr's recent DUI arrest which caused financial difficulties for their family. Terri promised to keep this a secret but told the assistant about it. The assistant must now decide whether to keep this a secret or take other action, considering his friendship with PO1 Lahr and where his loyalty should lie. The case study questions discuss the ethics of the situation and how the assistant's decision may change based on different circumstances.
CVN70 Case Study (INSURV Standards) CIT Leadership SeminarGlenn Mallo
- Two US Navy ships, the destroyer Stout and cruiser Chosin, recently failed their INSURV inspections and were deemed "unfit for sustained combat operations." The inspections uncovered widespread deficiencies, including inoperable weapons systems, corrosion, and failed lifesaving equipment.
- The poor results from the inspections of the two advanced Aegis-class ships indicated a broader problem in standards and maintenance across the surface fleet. Issues included a lack of preventative maintenance and oversight from leadership.
- Experts said responsibility lay with crews for not properly maintaining equipment, but also with leadership for not ensuring standards were met and problems
CVN70 Case Study (Decision Making) CIT Leadership SeminarGlenn Mallo
- A hospital has a limited kidney machine that can sustain the lives of 5 people. A committee must choose 2 of 5 candidates to use it.
- The candidates are: Alfred (42), a scientist; Bill (27), an auto mechanic; Cora (30) a homemaker with 5 kids; David (19), a student; and Edna (34), a career woman.
- A psychological evaluation provides more context: Alfred is brilliant but disturbed; Bill is devoted to his family but his career is limited; Cora is extremely religious but resigned to death; David is bright but risks his future; and Edna is self-contained and offered her spot to someone else.
TSC Great Lakes CIT Case Study (Do more with less - Wallenberg effect)Glenn Mallo
Raoul Wallenberg was a Swedish diplomat who saved tens of thousands of Hungarian Jews from the Holocaust during World War 2. In 1944, he established safe houses and issued fake passports designating people as Swedish citizens to protect them from deportation by Nazis. He boldly intervened directly by boarding trains to Auschwitz and redirecting death marches. Through courage and conviction, he inspired hope and helped many escape who never directly encountered him. Though facing immense danger, he refused to stand by as innocent people suffered. Wallenberg emerged as a symbol of compassionate leadership in confronting humanity's darkest evils.
1) The story describes an interaction between a ship's captain and executive officer regarding the uniforms of sailors on sentry duty. The captain wanted sailors to wear pea coats instead of foul weather jackets, but this order was misinterpreted down the chain of command.
2) Sailors complained that the "damn exec" was responsible for changes like wearing pea coats and polishing brightwork, showing a breakdown in leadership.
3) The captain overheard these complaints and called the officers together, telling a story from his experience to illustrate the importance of direct leadership instead of passing along orders while citing their originator.
Senior Chief Flowers reported to her new command after the evaluation period had ended, meaning she had no previous evaluation. The following year, she believed her performance exceeded her peers who had received high evaluations previously. However, at the evaluation boards, while ranked number 1 by her peers, her reporting senior only gave her the number 1 promotable rating, not the highest rating. Shocked, Senior Chief Flowers loudly complained about the evaluation to anyone who would listen.
Relevance of Midway (CVN70CMC corner 1Jun07)Glenn Mallo
The CMC Corner discusses the 65th anniversary of the Battle of Midway and its significance. It highlights how the battle showed the importance of teamwork and grit among sailors. It draws parallels between the sailors who fought in World War II and those serving today, honoring their courage. For the crew of the USS Carl Vinson, their mission to restore the ship echoes the efforts of sailors after the Battle of Midway who rapidly repaired carrier damage. The spirit of the sailors at Midway inspires the crew to adapt to current challenges and deliver results through confidence in their training.
By the Book CPO365 reference (Chapter18 BUPERSINST1610.10C) Performance Couns...Glenn Mallo
This document provides guidance on the Navy's performance evaluation system. It revises how physical fitness assessment results are documented and cancels the previous instruction. The enclosure provides an overview of performance counseling policies and procedures. Counseling is required at the midpoint and end of each evaluation period and involves discussing performance using the evaluation form as a worksheet. The objectives are to identify strengths and weaknesses, address problems, and set goals for improvement before the next evaluation. Suggestions are provided for preparing for and conducting counseling sessions.
This document provides a summary of the requirements for senior and master chief petty officers as outlined in NAVEDTRA 12048. It covers topics such as military requirements, training command manuals, distribution statements, and purchasing instructions for non-federal government personnel wanting a copy. The document was prepared in 1991 by QMCS(SW) Michael N. Scherck and provides guidance on the roles and responsibilities of more experienced petty officers.
Navy Chiefs Lead, Develop, Communicate, SupportGlenn Mallo
This document outlines the terminal learning objectives for Chief Petty Officers after completing indoctrination training. It details four core competencies: 1) leading sailors and enabling mission accomplishment, 2) developing enlisted and junior officers, 3) communicating Navy core values and information, and 4) supporting the chain of command and fellow Chiefs. For each competency, specific objectives are listed that the new Chief Petty Officer will be able to demonstrate after training, such as constructing training regimens, employing leadership tools, and explaining the role of work centers in accomplishing the Navy's mission.
This document provides an overview of training resources for Chief Petty Officer (CPO) leadership fundamentals. It lists several Navy publications that cover topics such as leadership styles, goal setting, counseling, performance evaluations, and problem solving. It also mentions responsibilities of division officers and leading chief petty officers. The document emphasizes that leadership training is an ongoing process throughout one's career in the Navy Leadership Continuum program. This program includes mandatory courses at various career milestones to develop skills in values, leadership responsibilities, and total quality leadership.
Rely on Everyday Words & other good stuff no more (Chapter 3 of superseded SE...Glenn Mallo
New Correspondence Manual revised in 2010 axed Chapter 3 "Naval Writing Standards" of the 1996 revision that called for "THE NEED TO IMPROVE" in Section A and listed practical techniques and tips for Organized, Natural, Compact, and Active Writing (Good stuff starting on page 99)
You have just checked into your new squadron as a division LPO. In your first week, you notice several issues that need to be addressed including cleanliness in the hangar, deficiencies from the last inspection not being corrected, and discrepancies in the FEP monitor report. You conduct a spot-check of aircraft maintenance and find flight critical equipment not properly installed. At a meeting, you overhear comments about Airman watchstanding. As your meeting with the CMC approaches, you prepare notes on the various issues you encountered in your first week.
This document provides an update from July 2013 for CMC on the themes of Always Ready, Mission Focused, Committed to Excellence, and Motivated to Succeed. It emphasizes maintaining readiness for worldwide missions, focusing on success through teamwork and proper equipment maintenance. It encourages striving for the highest standards of performance and training to excel in the Navy's missions. Upcoming squadron events are also listed.
This document provides a summary of upcoming events and training for HM-15 in May and June 2013. It discusses maintenance of aircraft and systems to ensure readiness for worldwide missions. It emphasizes commitment to excellence, motivation to succeed, and pride in service. It also lists specific dates for operations, inspections, boards, and ceremonies during the given time period.
Clear the Way. Move the Fleet. Save the Day. (Blackhawks CMC update 130324)Glenn Mallo
The document is a note from the skipper of the Blackhawks congratulating the crew on their hard work and progress. Over the past two weeks they completed 41 flight events and flew 114 hours, with one day of 41.5 hours flown. If they fly 140 hours next week between Norfolk and Bahrain they will achieve their quarterly flight hour goal of 778 hours for the first time since June 2012. The skipper notes the crew is qualifying pilots and crews at a fantastic rate while gaining valuable experience, and that the Blackhawks crew in Bahrain has 17 dedicated runners who go on long runs after hard work days.
This document provides an update from the skipper of the BLACKHAWKS squadron on their recent flying activities and accomplishments. It summarizes that they had a successful day of flying with four Blackhawk aircraft completing seven missions totaling 29.4 flight hours. It also recognizes four crew members for their hard work and dedication, as well as lists several other crew who received awards for their performance.
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
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Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
How to Download & Install Module From the Odoo App Store in Odoo 17Celine George
Custom modules offer the flexibility to extend Odoo's capabilities, address unique requirements, and optimize workflows to align seamlessly with your organization's processes. By leveraging custom modules, businesses can unlock greater efficiency, productivity, and innovation, empowering them to stay competitive in today's dynamic market landscape. In this tutorial, we'll guide you step by step on how to easily download and install modules from the Odoo App Store.
How to Setup Default Value for a Field in Odoo 17Celine George
In Odoo, we can set a default value for a field during the creation of a record for a model. We have many methods in odoo for setting a default value to the field.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
1. NONRESIDENT
TRAINING
COURSE
Military Requirements
for Petty Officer
First Class
NAVEDTRA 14145
CHAPTER 6
SAFETY & SURVIVAL
Notice: NETPDTC is no longer responsible for the content accuracy of the
NRTCs.
For content issues, contact the servicing Center of Excellence: Center for Naval
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2. CHAPTER 6
SAFETY AND SURVIVAL
LEARNING OBJECTIVES
Upon completion of this chapter, you should be able to do the following:
1. Identify the responsibilities of the division 8. Describe the safety precautions used when
safety petty officer. working with industrial equipment and
hazardous materials.
2. Explain mishap prevention education and
training. 9. Describe the types of respirators and their
uses.
3. Describe the three types of safety observations
and when to use them. 10. Describe the Navy’s Hearing Conservation,
Noise Abatement, and Sight Protection
4. Describe the purpose of a job safety analysis. Programs.
5. Explain the purpose of the enlisted safety com- 11. Describe the Navy’s Equipment Tag-Out
mittee. Program (tag-out log audit).
6. Explain the Navy’s Occupational Safety and 12. State the different types of survival situations
Health (NAOSH) Program. and the responsibility of the senior petty
officer.
7. Identify the responsibilities of the Hazardous
Waste/Material petty officer. 13. State the methods of survival.
Mishaps are unplanned events. However,
The object of the safety program is to the potential for a mishap is predictable.
enhance operational readiness by reducing The event or sequence of events that lead
the number of deaths and injuries to per- to an unplanned event can be anticipated
sonnel and losses and damage to material through safety awareness. Proper safety knowl-
from accidental cause. edge and corrective action can prevent the
unplanned mishap. Since people cause mishaps,
—OPNAVINST 3120.32B such preventive actions must be directed at
individuals.
As a junior petty officer, your role in the com- Studies conducted by the National Safety
mand safety program involved practicing safe Council, based upon 60 years of data, reveal
work habits and reporting safety discrepancies to that the basis of fundamental mishap preven-
your leading petty officer. As a senior petty of- tion is to eliminate the small mishap. A
ficer, you still have these primary responsibilities; definite relationship exists between mishaps
however, you also have the task of ensuring that involving minor property damage or minor
your division is safety conscious. injury and major damage or severe injury
6-1
3. DIVISION SAFETY
PETTY OFFICER
When you act as the safety petty officer, you
are not tasked with finding all safety discrepan-
cies by yourself. All division personnel share the
responsibility of watching for safety violations.
One of your primary responsibilities is to train
each person in your division to notice those
violations.
SAFETY DUTIES
As division safety petty officer, you must in-
crease your own safety awareness in addition to
training division personnel in mishap prevention.
Always maintain records of safety training con-
ducted within your division. If you have recom-
mendations about the safety programs, be sure
to give them to your division officer. As safety
Figure 6-1.—Mishap-injury ratio. petty officer, you must help conduct safety in-
vestigations as directed and act as a technical
adviser about mishap prevention within your divi-
(fig. 6-1). For every 300 minor property damage sion. Additional duties include helping to carry
mishaps and every 30 minor injuries, 1 major out the safety duties of the division officer and
property damage mishap and 1 severe injury oc- serving as the division representative to the com-
cur. Preventing minor mishaps can reduce or mand’s safety committee.
eliminate major mishaps. Therefore, you should
SAFETY INFORMATION
not only be concerned with serious mishaps, but
you should investigate all mishaps to find what To be an effective safety petty officer, you
caused them. In this way, you can prevent repeats should become familiar with all safety directives
of mishaps, correct unsafe conditions or acts, and and precautions concerning your division. Since
avoid major accidents. safety instructions vary from command to com-
Investigate each mishap, no matter how mand, we cannot give you an accurate listing of
minor, to determine its cause. Then take correc- manuals and instructions with which you should
tive action to prevent it from happening again. be familiar. If you are assigned as a division safety
Similarly, treat the near mishap as an actual petty officer, first obtain command safety instruc-
mishap. Capitalize on its value as a warning to tions and review them. Then review the references
help prevent a real mishap. In your investigation used in developing command or local safety in-
of each mishap and near-mishap case, you will structions. The following manuals and instruc-
find facts that can help you determine what poten- tions will help guide you in making your duty
tial exists for a recurrence. Investigations also help station a safer place to work.
to determine the required corrective action to
Navy Occupational Safety and Health
remove the potential hazard. The key concept of
(NAVOSH) Program Manual, OPNAV-
mishap prevention is that the potential for a
INST 5100.23B—Encompasses all safety
mishap exists, not necessarily that a mishap will
disciplines such as aviation safety; weap-
occur.
ons/explosives safety; off-duty safety
Your task as a senior petty officer is to
(recreation, public, and traffic); and oc-
motivate and train personnel to recognize and
cupational safety as well as occupational
understand mishap causes and to encourage them
health
to take preventive action. In this chapter, we will
discuss some of the responsibilities and authority Electronics Installation and Maintenance
you will have in regard to safety. We will also Book, General, section 3, NAVSEA SE
discuss what you can do to ensure all hands make 000-00-EIM-100—Contains information
safety awareness a part of their daily work concerning electrical/electronic safety pre-
habits. cautions
6-2
4. NAVOSH Manual for Forces Afloat, ON-THE-JOB TRAINING
OPNAVINST 5100.19B—Provides gen-
eral shipboard safety precautions By monitoring safety precautions during
routine work situations, you can detect unsafe
Standard Organization and Regulations of practices and take immediate action to provide
the U.S. Navy, chapter 7, OPNAVINST training to correct those practices. Monitoring
3120.32B—Outlines the safety program serves as an evaluation of the training provided
and the safety organization on a continuing basis by supervisory personnel.
It evaluates the effectiveness of training in all
Navy Traffic Safety Program, OPNAV-
aspects of everyday life aboard your command,
INST 5100.12F—Provides policy and
such as the planned maintenance system (PMS),
guidance for motor vehicle safety
weapons systems operations, damage control, fire
Naval Safety Supervisor, NAVEDTRA fighting, and general housekeeping. It even
10808-2—Gives basic guidance to person- evaluates the effectiveness of the tactical employ-
nel stationed in safety billets ashore ment of the command.
and afloat To be an effective safety petty officer, you will
have to become familiar with all aspects of safety
These are not all the safety resources available associated with your division’s responsibilities.
to you. However, these sources give you a good
starting point on which you may expand your
knowledge of safety procedures. The Naval Safety SAFETY OBSERVATIONS
Supervisor, NAVEDTRA 10808-2, a nonresident
training course, is also a very good resource for One of the basic principles of effective mishap
strengthening your awareness of safety proce- prevention is the quick detection of unsafe prac-
dures. tices through safety observations. A safety ob-
servation is the act of watching and analyzing your
people as they do their normal job. You can use
MISHAP PREVENTION safety observations as a powerful tool to prevent
EDUCATION AND TRAINING mishaps and to determine if your people are per-
forming their jobs safely. You can use three
As discussed earlier in this chapter, one of the kinds of safety observations: INCIDENTAL,
most important tasks you will have as a division DELIBERATE, and PLANNED.
safety petty officer is educating personnel in your
division. This training will help them to become INCIDENTAL SAFETY
effective safety monitors. Remember, one person OBSERVATION
cannot ensure safe working habits and conditions.
An all-hands effort is required to achieve mishap- An incidental safety observation occurs when
free working conditions. you notice safety hazards without deliberately
taking time to look for them. You generally notice
SAFETY EDUCATION them as you go from place to place during your
daily routine. Keep your eyes and ears open with
The command’s training program and each safety in mind. Don’t become so wrapped up in
departmental training program should include a your thoughts that you overlook safety problems.
systematic approach to promote mishap preven- Note the troubled sound of a machine as you go
tion. In your division, make effective use of by, take a quick look at the work practices of a
educational materials received from outside new person, or make a mental note of housekeep-
sources, such as Navy training films, safety notes, ing conditions. That kind of casual and inciden-
and various publications issued by the Naval tal looking helps spot many unsafe practices.
Safety Center. Use these resources as aids in your
division training. Display in your work spaces as DELIBERATE SAFETY
many resources as are applicable to your com- OBSERVATION
mand to increase personnel interest in safety.
Make safety lectures or demonstrations part of The deliberate safety observation goes a step
your division’s training program to ensure beyond the incidental safety observation. In a
maximum safety awareness. deliberate safety observation, you intentionally
6-3
5. pause in whatever you are doing to see if a per- nullify, or prevent them. A JSA serves as a special
son does some part of a job safely. You watch tool for making jobs safer. The basic principles
strictly from a safety standpoint. of mishap prevention are (1) to spot potential
You may make a deliberate safety observation mishap causes and (2) eliminate potential mishap
for a number of reasons. You may want to check causes.
the work of a new person, the job may be a par- The four basic steps of a JSA are as follows:
ticularly hazardous one, or the worker may have
a reputation for unsafe work. Whatever the 1. Select the job to be analyzed.
reason, your observation is deliberate; it is more 2. Break down the job into steps.
than a casual glance at a person doing a job. 3. Identify the hazards or potential mishaps.
4. Develop solutions to prevent hazards or
THE PLANNED SAFETY potential mishaps.
OBSERVATION
You gain the maximum benefits of JSAs only
A planned safety observation is when you when you use the analysis and when you in-
deliberately schedule a time to watch for safety variably learn more about the jobs you supervise
violations by a person performing a specific job. as a result of doing them. When a supervisor asks
It is usually a part of a continuing program of workers to help develop a JSA, their attitudes im-
safety observation. It is designed to check prove. As a result, they often generate cost-
regularly on how safely all hazardous jobs are reducing improvements for safer working condi-
performed. tions. All those are valuable benefits of the JSA.
When making a planned safety observation, However, the major safety benefits are those
decide in advance which one of your workers and which come from using the completed JSA. You
what specific job you will observe. Correct any can make good use of the JSA in the following
unsafe practices you observe at that time. If you areas:
observe no unsafe practices, compliment the per-
son. Always make a record of whom you observed • Initial job safety training
and what job they were doing; that information
will help you in future planned observations. • Regular safety contacts
To do a good job of detecting unsafe prac-
tices, you need to use all three types of safety • Pre-job safety instructions
observations—each supplements the others.
Together they accomplish the maximum detection • Cost-reduction studies
of unsafe practices.
Fill out a Workplace Monitoring Plan,
WHAT JOBS TO OBSERVE OPNAV 5100/14 (fig. 6-2), when making safety
observations and job analyses; or make your own
You cannot, and need not, observe every job form appropriate to your specific work place.
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 ENLISTED SAFETY COMMITTEE
supervisor you have limited time for safety
observations because you have many other tasks. Your command’s Enlisted Safety Committee
Therefore, concentrate on observing the jobs most makes recommendations concerning the com-
likely to produce mishaps. Put priority on observ- mand safety program. These recommendations
ing jobs known to be hazardous and those which are submitted to the safety council (at the depart-
have the greatest potential for producing serious ment head level) where they are reviewed for
injury or loss. appropriate action. Your command safety com-
mittee convenes to exchange information; im-
prove communications; review conditions,
JOB SAFETY ANALYSIS mishaps, and injuries; and suggest improvements.
It also convenes to make written safety recom-
A job safety analysis (JSA) is the study of a mendations to the safety council and the com-
job to (1) identify possible hazards or potential manding officer. These meetings should convene
mishaps and (2) develop solutions to eliminate, monthly in an effort to enhance interdepartmental
6-4
7. communication in mishap prevention at division The MAA/Safety Force acts as a roving in-
and work center levels. Committee membership spector for hazards and risks (unsafe work prac-
is as follows: tices) that could result in injury to personnel or
damage to equipment. The force also assists the
1. Command safety officer (senior member) safety officer in making the safety program visible
2. Division safety petty officer
to all personnel and ensuring it is a workable
3. Chief master-at-arms
system.
4. Recorder
A good safety program is made possible
The ideas shared in safety committee meetings through the MAA/Safety Force inspections and
can broaden your own knowledge about mishap through a system of internal reporting; the inspec-
prevention and increase your ability to identify tions and reports focus command attention on
potential mishap areas. material deficiencies and operating practices that
jeopardize personnel and equipment. Figure 6-3
shows the form used for such reports. Make every
MAA/SAFETY FORCE
effort to support the MAA/Safety Force in its
The Master at Arms (MAA)/Safety Force is duties. When assigned to the MAA/Safety Force,
another vital link in the safety program. You may you can make a difference in safety at your com-
be a member of the safety force as a senior petty mand. The safety force is the key to an effective
officer. safety program and to a safe working environment.
Figure 6-3.—Safety hazard report.
6-6
8. SAFETY ENFORCEMENT NAVY OCCUPATIONAL SAFETY
AND HEALTH (NAVOSH)
The safety organization must continually PROGRAM
monitor measures taken to ensure the command
meets established safety standards and criteria. The Navy’s Occupational Safety and Health
The best policing system is one of self-policing (NAVOSH) Program covers all Navy safety areas.
by both supervisory personnel and workers. Those areas include aviation; weapons and ex-
To evaluate safety enforcement, monitor the plosives; off-duty safety (recreation, public, and
adequacy of inspections of mishap prevention traffic); and occupational safety as well as occupa-
measures, the supervision of routine work, and tional health. The NAVOSH Program specifically
special command evolutions. Monitor your divi- addresses the maintenance of safe and healthful
sion’s adherence to prescribed operating and main- conditions in the work place. All levels of com-
tenance procedures. Also monitor the correction mand within the naval ashore and afloat establish-
of inspection discrepancies, the submission of ments must begin and manage a NAVOSH
work requests, and the full use of the 3-M systems. Program based on OPNAVINST 5100.23B. Each
As shown by the following quotation, com- Navy member must comply with all NAVOSH
placency, haste to complete a job, and the standards and applicable rules, regulations, and
‘‘it-can’t-happen-to-me” attitude all tend to oppose orders. Violators of NAVOSH regulations or in-
an effective self-policing safety program. Although structions are subject to disciplinary action based
many people may be familiar with that quotation, on the Uniform Code of Military Justice (UCMJ).
its safety message is one all should know. Personnel must report to their supervisor all
observed work place hazards, injuries, occupa-
tional illnesses, or property damage resulting from
THE ENEMY an accident.
I am more powerful than the combined INDUSTRIAL EQUIPMENT
armies of the world. I have destroyed SAFETY PRECAUTIONS
more men than all the wars of all nations.
I massacre thousands of people every year. Industrial equipment includes all fixed or por-
I am more deadly than bullets, and I have table electric-, electronic-, pneumatic-, and
wrecked more homes than the mightiest hydraulic-powered tools used in repairing, main-
guns. taining, calibrating, or testing equipment.
In the United States alone, I steal Before assigning personnel to operate or repair
over 500 million dollars each year. I spare industrial equipment, make sure they have
no one, and I find my victims among the demonstrated a practical knowledge of its opera-
rich and poor alike, the young and old, the tion or repair and of all applicable safety precau-
strong and weak. Widows know me to tions. Before allowing personnel to operate
their everlasting sorrow. I loom up in industrial equipment, make certain the equipment
such proportions that I cast my shadow is in good working condition and all installed or
over every field of labor. attached safety features are in place and work-
I lurk in unseen places and do most ing. Do not allow personnel to operate defective
of my work silently. You can be warned equipment until it is suitably repaired. Disconnect
against me, yet, you heed me not. I am any equipment requiring repair from its power
relentless, merciless and cruel. I am source and tag it out, following OPNAVINST
everywhere—in the home, on the streets, in 3120.32B, until repair is completed. To minimize
the factory, at railroad crossings, on land, possible injuries, post operating instructions and
in the air, on the sea. safety precautions at each piece of equipment and
I bring sickness, degradation and death locate warning plates where everyone can see
yet few seek me out to destroy me. I crush, them.
I maim, and I wiIl give you nothing and
rob you of all you have. I am your worst PNEUMATIC TOOLS
enemy—I am CARELESSNESS.
Only allow authorized and trained personnel to
—Author Unknown operate pneumatic tools, and make sure those per-
sonnel wear and use personal protective devices.
6-7
9. Do not allow personnel with arthritis, neuritis, or tools or machinery that produces hazardous noise
circulatory diseases to use vibrating tools such as levels.
hammers, tampers, riveters, or caulkers.
HAZARDOUS MATERIALS
PROTECTIVE CLOTHING AND
SAFETY EQUIPMENT
While personnel in confined and limited
Based on NAVOSH Manual for Forces spaces aboard ship can use hazardous ma-
Afloat, OPNAVINST 5100.19B, you must see terials safely, they must use extra precau-
that your personnel know and observe safety tions in handling and storing them. Handling,
precautions. Before allowing personnel to begin storing, or using hazardous materials can
work, you must make sure the work site present a danger to personnel, property, or
is safe and that personnel are properly out- the environment. Hazardous materials mishaps
fitted with protective clothing and equip- can result in fires or in the release of poisonous
ment. vapors in unventilated spaces. The use or
storage of the following materials is prohib-
To comply with NAVOSH requirements, ited aboard all ships except in authorized
inspect your people before allowing them to areas such as medical department pharmacies,
operate rotating machinery. Make sure they clinical and chemical laboratories, and cargo
are not wearing loose or torn clothing, neck- spaces:
ties, neck chains, unbuttoned long sleeve
shirts, rings, beads, or bracelets. When your
people operate power-driven industrial tools Trichlorethylene (Used only by ships
or equipment, ensure they wear approved having equipment designed for its use)
safety glasses with side shields, goggles, or
face shields. If they are working in foot-
hazardous areas, require them to wear safety Benzene (benzol)
shoes with a built-in protective steel toe.
Do not allow them to wear shoes made of Beta naphthylamine
materials that can easily melt or catch fire
when in hot-work areas. Require them to
wear the following special safety footwear as Carbon tetrachloride
follows:
DDT xylene emulsion
1. Semiconductive safety shoes to dissipate
static electricity
Hydrocyanic acid gas
2. Molders’ “congress” style safety shoes
when handling molten metal and oxygen or
nitrogen plant operations Insecticides or DDT
3. Rubber or synthetic material safety-toe
boots for protection against acids, caustics, Methyl bromide
and other liquid chemical hazards
Plastic trash cans
Check to see that personnel wear proper hand
protection. For example, they should wear leather
gloves when handling sharp materials or hot work. Tetrachloroethane
They need to wear electrical-grade insulating rub-
ber gloves when handling electrical circuits or
caustic or toxic chemicals. Personnel also must Dry-cleaning solvent (Stoddard solvent),
wear proper ear protection when working with Type I, of FED SPEC P-D-680
6-8
10. HAZARDOUS WASTE/MATERIAL and booties. Make certain each person
PETTY OFFICER tapes gloves and booties to the sleeves and
legs of the coveralls.
As a senior petty officer, you maybe assigned
as the hazardous waste/material petty officer. As 4. Provide each member of the team with a
the hazardous waste/material petty officer, you continuous-flow air-line respirator with full
are responsible for the proper labeling, handling, faceplate.
and storage procedures of hazardous material and
5. Make sure members wet the asbestos in-
hazardous waste. You are also responsible for
sulation before removing it. Provide
training division personnel in the proper handling
portable vacuum cleaners designed with
and use of hazardous materials and hazardous
special filters for use during the rip out
waste disposal. You must always be on the
and cleanup. Make sure members put all
lookout for hazardous material/waste safety
scraps in special bags and attach caution
violations.
labels to the bags.
ASBESTOS For more detailed information on protective
measures, refer to Naval Ships’ Technical Manual
For many years, the Navy used asbestos (NSTM), chapter 635, Thermal, Fire and Acoustic
as the primary insulation (lagging) material Installation.
in high-temperature machinery, boilers, and
the piping of boiler plants at shore facil-
ities. Asbestos is now recognized as a major RESPIRATORY PROTECTION
health hazard. Inhaling asbestos fibers can
result in a lung disease known as asbestosis. Many repair and maintenance operations
Asbestos exposure has also been associated generate air contaminants that can be dan-
with cancer of the lung. Aboard ship, many gerous if inhaled. See that your people are
pipes and boilers are still insulated with properly protected from such contaminants.
asbestos. However, the Navy has instituted These contaminants may be in the form of dust,
a program to use less harmful materials, such as fumes, gas, or mist or fog from sprays and spray
fibrous glass, for pipe and boiler insulation. painting.
Asbestos insulation cannot be removed except
for an emergency as approved by the commanding The commanding officer of each unit
officer. designates a program manager for respiratory pro-
tection, usually the unit’s safety officer or gas-
free engineering officer. The program manager
CONTROL MEASURES FOR trains safety petty officers (SPOs) or damage con-
ASBESTOS REMOVAL trol petty officers (DCPOs) in selecting, fit-testing,
and maintaining respirators. The designated
If you or your people are required to rip out department/division SPO or DCPO does the
asbestos insulation, take the following control following:
measures:
1. Provides annual training on respirator
1. Arrange for each person assigned to a selection, use, care, and maintenance
rip-out team to receive a special physical
examination. 2. Issues respirators appropriate for protec-
tion against the hazardous exposure
2. Make certain each rip-out team consists of
three qualified persons, including one 3. Monitors the use, cleaning, and reissue of
supervisor. respirators and provides the program
manager with a monthly program report
3. Provide each person on the team with the
following complete set of protective cloth- 4. Assures continuing availability of the
ing: special overalls, head covering, gloves, required respiratory protection
6-9
11. Figure 6-4.—Types of respirators.
TYPES OF RESPIRATORS cartridge. These respirators may be disposable or
have a disposable prefilter on a cartridge.
You should be familiar with three basic types of
respirators: AIR-PURIFYING, SUPPLIED-AIR, and The supplied-air respirator (fig. 6-5) is used when
SELF-CONTAINED BREATHING APPARATUS insufficient oxygen is present, when the contaminant
(SCBA). has no odor, or when the contaminant is of such high
concentration or toxicity that a cartridge filter is
The air-purifying respirators (views A through D, inadequate. This respirator is not used in
fig. 6-4) remove air contaminants by filtering or immediately dangerous to life or health situations
absorbing them as the air passes through the (IDLH) areas. IDLH areas are those in which death
or
6-10
12. Figure 6-5.—Supplied-air system.
injury may result if the respirator or its air line fails.
The self-contained breathing apparatus (SCBA)
(fig. 6-6) provides protection in oxygen-deficient
environments or other environments dangerous to
life or health. Since the SCBA is the most complex
respirator in use today, use it only after receiving
proper training in its use. Use the oxygen breathing
apparatus (OBA) only in emergency situations. Use
Mark V gas masks only for protection against
chemical warfare agents and high airborne
radioactivity levels. Surgical masks are for medical
use only; never use them in place of a filter
respirator.
IDENTIFICATION
OF RESPIRATOR CARTRIDGES
AND GAS MASK CANISTERS
Each air-purifying respirator cartridge type is
designed specifically for the class of contaminant it
removes. Federal regulations require each cartridge
type to be color-coded. The color-coding may be in the
form of an affixed label or a colored plastic cartridge
case. To identify the type to be worn for protection
Figure 6-6.—Self-contained breathing apparatus against a
(SCBA).
6-11
13. particular atmospheric contaminant, refer to Education is vital to the overall success of a
table 6-1. hearing conservation program. Make sure your
personnel receive instruction in and understand
NOTE: When labels only are colored, the cart- the rationale for the following elements of the
ridge or canister will either be gray or a natural hearing conservation program:
metallic color. The National Institute for Occupa-
tional Safety and Health (NIOSH) must approve 1. Proper wearing and maintenance of
all cartridges. hearing-protective devices
2. The command program and personnel
The color-coded label also specifies the max- responsibilities for off-duty practices to
imum contaminant concentration level against help protect hearing
which the cartridge or canister provides protec-
tion. For example, a label may read as follows: Encourage your personnel to use hearing-
protective devices during off-duty activities when
DO NOT WEAR IN ATMOSPHERES
they are exposed to hazardous noise sources, such
IMMEDIATELY DANGEROUS TO
as lawn mowers, chain saws, and firearms. All
LIFE. MUST BE USED IN AREAS
personnel exposed to gunfire in a training situa-
CONTAINING AT LEAST 20% OXY-
tion or to artillery or missile firing under any cir-
GEN. DO NOT WEAR IN ATMO-
cumstances must wear hearing-protective devices.
SPHERES CONTAINING MORE THAN
If your personnel must work in hazardous
1/10% ORGANIC VAPORS BY VOL-
noise areas or with equipment that produces
UME. REFER TO COMPLETE LABEL
sound levels greater than 84 dB or peak sound
ON RESPIRATOR OR CARTRIDGE
pressure levels of 140 dB, enter them in a hear-
CONTAINER FOR ASSEMBLY, MAIN-
ing testing program. Personnel should have
TENANCE, AND USE.
received a reference hearing test upon entry into
NOTE: The 20% oxygen requirement naval service. Do not assign personnel who do not
cited above does not apply to submarines, have a reference hearing test in their health record
which may operate with an atmosphere of to duty in designated hazardous noise areas until
as low as 18.5% oxygen. they receive a reference hearing test. All person-
nel should receive a hearing test periodically and
before termination of naval service.
HEARING CONSERVATION
AND NOISE ABATEMENT
HEAT STRESS
Hearing loss is recognized as an occupational
hazard related to certain trades. For example, Heat stress is the strain placed on the body
gunfire and rocket fire produce high-intensity im- as it attempts to regulate its temperature as a result
pulse or blast noises, which can cause hearing loss. of any combination of air temperature, thermal
Hearing loss can also result from the continuous radiation, humidity, air flow, and work load. This
or intermittent noises of aircraft and marine condition can readily produce fatigue, severe
engines and industrial activities. Hearing loss has headache, nausea, and poor physical and mental
been and continues to be a serious concern. performance. Prolonged exposure will cause heat
Therefore, the Navy has developed a hearing con- exhaustion or heat stroke and severe impairment
servation program to prevent occupational noise- of the body’s temperature-regulating ability. If
related hearing loss. The program requires the not properly treated, these conditions can be life
following preventive measures: threatening.
Adhere to the command’s Heat Stress Pro-
1. The survey of work environments to iden- gram by reporting heat stress conditions as they
tify potentially hazardous noise levels and occur. Educate your division about the Heat
to identify personnel at risk Stress Program, the identification of heat stress
2. The modification of environments that conditions, stay time, and rotation of personnel.
contain, or equipment that produces, Heat stress has occurred in engineering spaces,
potentially hazardous noise to reduce the laundries, sculleries, steam catapult spaces, and
noise level to acceptable levels whenever workshops aboard our ships. In many instances,
technologically and economically feasible clogged ventilation systems, damaged or missing
6-12
14. Table 6-1.—Cartridge Color-Coding
thermal insulation, and excessive steam or water If the computed watch stander or worker stay
leaks produce heat stress conditions. Conduct heat times are greater than the duration of the watch
stress surveys in your work area at the following or work periods (normally 4 hours) in which you
times: conduct heat stress survey, conduct another
survey during the hottest time of the day. If the
When the watch or work station’s dry-bulb computed stay times are greater than the normal
temperature exceeds 100°F watch or work period at the hottest time of day,
you are required to conduct only two surveys each
During conditions of unusually high heat day. If the computed stay times are less than the
or moisture scheduled duration of watch or work periods, in-
crease the frequency of conducting surveys; con-
Before conducting engineering casualty duct them at equally spaced intervals a minimum
drills of once per stay time period at the affected
stations.
During operations in hot, humid climates To compute heat stress surveys, use a wet bulb
globe temperature index (WBGT) meter. Transfer
During the performance of exceptionally the readings to heat stress monitoring report
arduous work sheets. Once documented, compute the stay time
by using the six physiological heat exposure limit
During engineering plant restoration after (PHEL) curves, ranging from light work (PHEL
actual casualties CURVE 1) to heavy work (PHE CURVE 6).
6-13
15. The PHEL curves are accurate for normal, You have a duty to yourself and the people
healthy personnel who have had adequate rest (6 you work with to know and enforce all safety
hours sleep in the past 24 hours) and adequate regulations. Before assigning personnel to a task
recovery time from previous heat stress exposure that can harm them in any way, ensure they are
(2 hours recovery for every 1 hour of exposure, familiar with and know the correct safety pro-
or 4 hours maximum). cedures. Check to see that they wear the proper
Develop a working knowledge of all aspects protective clothing, use the correct respirator for
of this program so that you can recognize heat the work being performed, and have adequate eye
stress conditions as or if they occur. Then take and hearing protection. Take no short cuts in
proper actions. doing a job safely. Obtain copies of OPNAVINST
5100.23B, Naval Occupational Safety and Health
(NAVOSH) Program Manual, and OPNAVINST
SIGHT CONSERVATION 5100.19B, NAVOSH Manual for Forces Afloat.
Become familiar with them, Remember the old
Navy policy requires the provision of eye adage “The life you save may be your own.”
protection for Navy personnel working in eye-
hazardous areas at government expense. Person-
nel must wear eye protection while performing any EQUIPMENT TAG-OUT LOG
eye-hazardous operations. Eye-hazardous opera-
The equipment tag-out log is the controlling
tions include pouring or handling molten metals
document for the entire tag-out procedure. The
or corrosive liquids and solids, cutting and
number of tag-out logs maintained depends on
welding, drilling, grinding, chipping, and sand-
the ship’s size. For example, a minesweeper may
blasting or other dust producing operations. Any
only require one tag-out log for the whole ship,
persons in the vicinity of such operations must
while a major combatant may require a separate
also wear eye-protective equipment.
log for each department. Individual force com-
All Navy activities that perform eye-hazardous
manders specify the number of logs various ship
operations must have a sight conservation pro-
classes must maintain and the areas in which the
gram. The program should include, but not be
ship will maintain them.
restricted to, the following:
On ships maintaining more than one tag-out
log, authorizing officers must exchange informa-
1. Determination and evaluation of eye-
tion concerning tag-out actions. When a tag-out
hazardous areas, processes, and occupa-
affects other authorizing officers, the initiating
tions
party obtains verbal permission from those of-
2. Operation of a vision-screening program
ficers to tag-out the system or equipment in ques-
3. An effective equipment maintenance pro-
tion before authorizing the tag-out. Examples of
gram
systems that may require such coordination are
4. Procedures for the use of temporary eye
ship’s service electrical distribution, hydraulics,
wear
air, ventilation, and air-conditioning chill-water
5. A comprehensive training/education pro-
systems.
gram
The tag-out log is a record of authorization
6. An effective enforcement program
of each effective tag-out action. It contains the
following documents:
To establish an effective sight conservation
program, the safety officer must identify eye- 1. A copy of the main instruction and any
hazardous areas and post appropriate warning other amplifying directives for administer-
signs. Commands must equip all areas where per- ing the system. (These documents are kept
sonnel maybe exposed to corrosive materials with in the front of the log.)
emergency eyewash facilities. The Navy considers 2. A DANGER/CAUTION tag-out index
any person found to have vision in one eye of and record of audits (index/audit record).
20/200 or worse to be visually impaired. You can- (The index/audit record provides a sequen-
not assign people who have visual impairment to tial list of all tag-outs and ensures serial
duties that present a hazard to their remaining eye. numbers are sequentially issued. They are
Make certain these personnel wear protective eye used in audits of the log. The cognizant
wear at all times, regardless of their occupation department head may remove the index
or work station. page with all tag-outs listed as cleared.)
6-14
16. 3. A log on one effective DANGER/ under some conditions. Audit all outstanding tag-
CAUTION tag-out record sheet of all tags out sheets against the index/audit record section.
associated with tag-out of systems and As part of the audit, check each tag-out record
components for the stated reason(s). (This sheet for completeness and check the installed
log helps identify all tags associated with tags. Make sure the positions of valves or switches
the stated reason(s). All effective sheets are haven’t been changed from the description on the
kept in one section of the log.) tag, the label, and the record sheet. Log the date
4. Cleared DANGER/CAUTION tag-out and time on each tag-out record sheet. Note any
record sheets that have been cleared and discrepancies you found (if you found none, note
completed. (These sheets are kept in the that also) followed by your signature. Your
log until received and removed by the signature verifies the log is up to date.
cognizant department head.)
SURVIVAL
INSTRUMENT LOG
Survival requires the desire and ability to live.
Labels associated with OUT-OF-COMMIS- In a survival situation, you may find yourself in
SION and OUT-OF-CALIBRATION instruments unusual conditions of deprivation, emotional
are logged in the instrument log. This log con- shock, and hardship. These conditions may oc-
tains record sheets identifying various instruments cur for an indefinite period. They are often
that are out of commission or out of calibration. brought about by the forced landing of an air-
The authorizing officer signs the labels and the craft at sea or in a remote jungle, a desert, or an
record sheets and signs for the clearing of the Arctic land area.
items from the record sheets. Survival depends on you. You must be
physically fit and know how to locate or collect
RECORD SHEETS water. You must know what plants and animals
are available for food, how to find or catch them,
Some ships going through an overhaul have how to prepare them, and how to recognize those
used between 2,000 and 3,000 DANGER/CAU- which will harm you. The more you know about
TION tags. A record sheet keeps track of all these the conditions peculiar to the region you are in,
tags. The front of the record sheet contains the including the plant and animal life, the better are
name of the system or component, serial number your chances for survival.
of the tag-out, date and time of tag-out issue, and You can remain alive anywhere in the world
reason for the tag-out. It also has a place for when you keep your wits. Remember that nature
documentation (blueprints, rip-outs, and so forth) and the elements are neither your friend nor your
and authorizing signatures. On the back of the enemy. By using your wits, you can make them
record sheet, you will find a record of the number work for you instead of allowing them to work
of the tags, the person hanging the tags, and the against you.
person second-checking all the tags. It also con- Before learning basic survival facts, you first
tains the authorization for clearance of the tags need to understand the psychological obstacles of
by the authorizing officer and the repair activity survival. Those obstacles all have in common that
representative. The record includes the date and very normal human emotion called fear: fear of
time of removal of the tags along with the initials the unknown, fear of discomfort, fear of people,
of the person(s) removing them. After the tags and fear of one’s weaknesses. Fear of the environ-
have been cleared and the record sheet properly ment leads us to fear the discomfort we may
filled out for the removal of the tags, the sheet suffer.
is put in the back of the tag-out log in the cleared Although you may have many natural fears
section for destruction at a later time. The date in a survival situation, they need not be a
and time cleared are recorded in the tag-out index/ drawback. Fear is the reaction that enables you
audit record. to get out of the situation you’re in. If you con-
trol it, fear is a very valuable tool for survival,
AUDITS but you must recognize its presence. Proper train-
ing lessens the fear of the unknown. By adding
Audits are an important part of the tag-out your equipment and survival knowledge to your
system. You should audit every 2 weeks, except will to survive, you can survive with much less
on nuclear-powered ships, where you audit weekly discomfort and risk of bodily injury.
6-15
17. Normal reaction to basic human fear can be is equally important. Since you could also find
very useful. When you are afraid, your body be- yourself as the senior person in a survival situa-
comes more alert, you hear better, you see better, tion, you need to know your authority and respon-
and you can perform amazing feats of strength. sibilities.
Even though we overcome our fears to some
extent, a lack of confidence in our strength and AUTHORITY AND
ability may seriously weaken our will to survive. RESPONSIBILITIES OF THE
Therefore, you must prepare, both physically and SENIOR PERSON IN A
psychologically, to deal with stresses in survival SURVIVAL SITUATION
situations.
We have each acquired, to some degree, many You have worked hard to advance to your
personality traits that are helpful in a survival position of leadership. One of the most impor-
situation. Most of us have come through some tant responsibilities you may have is to function
difficult, drawn out, emotionally draining prob- as the senior person in a survival situation. That
lems. We have learned the value of persistence and is where the leadership skills you have been work-
perseverance when the odds seemed against us. ing on will pay off. You will be responsible for
Reaching a coveted goal in sports requires such the lives of your shipmates and for seeing that they
traits. You may have surmounted moments of are safe.
danger or crisis with a physical or psychological Navy Regulations and article IV of the Code
strength you didn’t know you had. of Conduct give the senior person in a survival
The key to survival is your attitude. The situation the authority to take charge. Even if you
development of at least twelve important traits, are not the senior person in charge, you have the
or characteristics, will help you develop a survival responsibility to fully back the senior person in
attiude: charge. If the senior member becomes injured or
dies and you are the next senior person, you will
• Courage assume responsibility for your group. The
members of your group will depend on you to lead
• Determination them in evading the enemy and reaching safety.
Although you have the authority and respon-
• Cheerfulness sibility of leadership, listen to your subordinates,
as they may have useful ideas. Survival requires
• Positiveness every person to give 100 percent toward a group
effort. Failure on one person’s part could cause
• Flexibility the group to end up in a prisoner-of-war camp.
Think before you act, and weigh every situation
• Willingness carefully. Use the helpful ideas of the group.
• Purpose ASHORE
• Attentiveness Survival ashore becomes a personal struggle
between the environment and the specific qualities
• Confidence people bring to the situation. Disaster subjects
people to severe stresses they are not normally ex-
• Productiveness posed to. Some people remain remarkably calm
for varying periods, even under extreme stress.
• Persistence Others, however, become overwhelmed by
disaster and unable to cope with what might be
• Certainty a life-threatening situation. People suffer the
worst reactions when, with little or no warning
We cannot overemphasize the importance of or preparation, they suddenly find themselves in
developing these traits. They can be more valuable an unstructured and undefined situation.
to your survival than your survival equipment. When you are faced with a survival situation
You could find yourself in two types of on land, remember several facts. The obstacles
survival situations—survival ashore and survival to overcome aren’t so much physical as mental.
at sea. Knowing how to survive in each situation In all probability, others have survived in that
6-16
18. terrain, and some even may have made it their before the details can be seen. When
home. With varying degrees of effort, they transiting from area to area, use available
managed to adjust to the terrain, climate, and en- cover, such as bushes, trees, and rock
vironment. Your problem is you are not prepared formations, to distort your shape.
to live there; you never expected your plane to
crash-land in a jungle or some other remote area. SHADOW: Since shadows may be more
Remember your goal in a survival situation revealing than the object itself, place
ashore is to get back to friendly forces. If you are objects in the shadows of other objects to
isolated in an enemy area, you have the major make them easier to overlook.
problem of avoiding the enemy (evasion). If you COLOR: Contrast between the color of an
are captured, you have the problem of surviving object and its background makes a person
the prisoner-of-war (POW) camp. or object easily visible. The greater the con-
trast in color, the greater the visibility.
Evasion Therefore, as a general principle, the
camouflage should match the darker and
In a survival situation within enemy territory, medium light colors of the background.
you must focus on evasion of the enemy. Using vegetation and other materials
Therefore, you need to know the two methods the found locally to screen and stain equip-
enemy uses to detect your presence: ment makes it blend into the background.
Moonlit nights require the same precau-
1. Observation by specially trained and equip- tions as those used in daylight.
ped observation teams. The teams may be situated
on high terrain to scan the area with a variety of Conceal your presence when traveling by using
detection devices, such as binoculars, telescopes, screens, backgrounds, and shadows to the fullest
and sound-detection equipment. advantage. Under favorable conditions enemy
2. The use of dogs, foot patrols, and observers can see as far as 100 yards in open
mechanized units to patrol a given area. Such woods. Since even a dark night furnishes shadows,
teams physically search an area for signs of choose a route that provides a concealing
evaders and escapees, such as footprints, cold background and avoids the skyline. On bright,
campfires, or discarded or lost equipment. moonlit nights the shadows along the edge of the
woods make the best route. Sound gives an
One way you can protect yourself and your amplified, revealing signal at night. Move care-
group from the eyes of the enemy is by using fully, quietly, and close to the ground.
camouflage. Camouflage is a major evasion tac- In areas of light undergrowth, take the route
tic used to hide an object, personnel, or equip- farthest into the woods for safety. Heavier
ment. Camouflage permits you to see without undergrowth is an obstacle to movement.
being seen. Therefore, when rapid movement is more impor-
If you are in charge of a large group hiding tant than full concealment, travel along the out-
from the enemy, first break the group into many side edge of the woods.
small groups. Small groups are easier to conceal. Although concealing your presence is of major
The enemy may estimate your location from your importance, the most common deterrent to suc-
actual movements or from physical signs left when cessful evasion is a negative attitude. If you have
you moved through an area. Your position; shape; a positive attitude, you have the natural tendency
shadow; or color of equipment, vehicles, or per- to take positive action. A negative attitude may
sons can also reveal your location in the follow- be caused by, related to, or a lack of the fol-
ing ways: lowing:
POSITION: An observer can easily see the
place of concealment if a person or an
• Patience
object doesn’t blend in with the back- • Common sense
ground. When you choose a position for
concealment, use a background that will • Flexibility
absorb personnel or an object.
• Resourcefulness
SHAPE: At a distance, an observer can
recognize the form or outline of an object • Security
6-17
19. The following mistakes can lead to capture for Escape is tough; not being caught after escape
you and your group: is even tougher. Escape demands courage,
cunning, and much planning—of ways to escape,
1. Lack of, or insufficient, preparation and a route to follow, and the location of friends.
poor physical condition Above all, escape demands physical stamina—
2. Absence of either opportunity or motiva- stamina you must acquire under the worst con-
tion ditions imaginable. Experience has proven that
3. Failure to realize civilians areas dangerous “model” camps with regular rations and con-
to an evader as members of the military siderate treatment are the exception. But no mat-
4. Attempting to fit into the society rather ter what extremes you encounter as a POW, strive
than into the background to keep yourself physically able and sufficiently
5. Knowing nothing about the topography, equipped to escape as soon as possible.
climate, or people of the area If you are captured, try to make your escape
6. Not knowing how to use your equipment, early. You may never be in any better physical
where it is located, or its purpose (and condition to escape than at that moment. Prison
thus its value) rations barely sustain life, certainly not enough
7. Failure to use any opportunity to leave to build up a reserve of energy. The physical treat-
the vicinity of your landing when the ment, lack of medical care, and insufficient
enemy is in the area rations of prison life soon show their effects in
8. Failure to properly hide discarded equip- morale and physical weakness, night blindness,
ment or trash and loss of coordination and reasoning power.
9. Improper cover and concealment while There are other reasons for making your
traveling escape early after your capture. Friendly artillery
10. Improper and careless use of fire fire and air strikes occurring during that time may
11. Ineffective and insufficient camouflage of increase your chances of getting away. The first
persons, equipment, and shelter guards you will have are not as well trained in
12. Leaving evidence of passage, such as handling prisoners as those farther back from the
tracks in soft ground and broken twigs front lines. Some of the first-line guards may even
13. Approaching members of the local be walking wounded who are distracted by their
population, assuming them to be friendly own condition. In addition, you know something
14. Lack of noise discipline about the terrain where you are captured, and you
15. Traveling too near to roads, streams, know the approximate location of friendly units.
lakes, or populated areas Several days later and many miles away, you may
16. Not treating injuries, which can later be in strange territory. An escape from a POW
weaken your evasion chances camp is much more difficult and requires more
17. Failure to use deceptive techniques while detailed planning. It must be organized and sup-
procuring domestic plants and animals ported as any other military operation.
18. Taking easy, short travel routes The misfortune of being captured by the
enemy does not end your usefulness to your
You must consider a lot of conditions when country. Your duty is to continue to resist the
evading the enemy. Remember, you and your enemy by all possible means, to escape, and to
group will probably be captured if you are seen. help others escape.
While a prisoner of war, never accept special
Prisoner-of-War (POW) Camp favors in return for your promise not to escape
or a promise to provide the enemy with informa-
What happens if you and your group become tion. Informing, or any other action endanger-
prisoners of war? After all, that is possible. Isola- ing the well-being of a fellow prisoner, is
tion, fear, injury—all work in favor of the enemy FORBIDDEN. Prisoners of war may not help the
to increase your chances of capture in spite of a enemy by identifying fellow prisoners who may
determined effort on your part to evade. The sur- have valuable knowledge.
render of your arms, however, doesn’t mean you If you are the senior person in a POW camp,
forfeit your responsibilities as an American ser- you must provide strong leadership to maintain
viceperson. The Code of Conduct directs that you discipline. Organization, resistance, and even sur-
begin planning your escape the minute you are vival may be extremely difficult without discipline.
taken prisoner. Therefore, discipline yourself and your group to
6-18
20. maintain personal hygiene and sanitation and to dragged through the brush. The interrogations
care for the sick and wounded. and beatings continued for 3 days, but LTJG
All United States officers and noncommis- Dengler refused to give in. Later he escaped from
sioned officers should continue to carry out their his guards but was recaptured and again severely
responsibilities and exercise their authority if cap- beaten. After 6 months in captivity, LTJG
tured. The senior line officer or noncommissioned Dengler successfully escaped, killing several
officer within the group of prisoners assumes guards in the process. On the 17th day, a pilot
command according to rank or date of rank, who escaped with him was killed, and LTJG
without regard to his or her branch of service. Dengler had to continue alone. Although suffer-
That person is the lawful superior of all lower ing from malnutrition, jaundice, fatigue, and
ranking personnel. If the senior officer or non- badly cut and swollen feet, LTJG Dengler refused
commissioned officer is incapacitated or unable to give up. Finally, on the 22nd day after his
to command for any reason, the next senior per- escape, he managed to lay out a crude SOS on
son will assume command. a bed of rocks, which attracted the attention of
Article I of the Code of Conduct says “I am a United States Air Force aircraft. Later, a rescue
an American, fighting in the forces which guard helicopter ended his ordeal by plucking him to
my country and our way of life. I am prepared safety.
to give my life in their defense. ” These are perhaps The stories of personnel who steadfastly
the most important words of the Code, because followed both the spirit and letter of the Code of
they signify the faith and confidence of Americans Conduct are numerous.
in their government, their country, and their Full compliance with the laws of armed con-
service. From the time John Paul Jones made his flict is not always easy, especially when you are
defiant reply “I have not yet begun to fight” to a POW. For instance, you might be extremely
the present, Americans have traditionally fought angry and upset because you were taken prisoner.
wherever the enemy was and with whatever But you should NEVER engage in reprisals or acts
weapons were available. When captured, the of revenge that violate the Code of Conduct,
Americans have continued the battle in a new
arena. When facing an enemy interrogator, they AT SEA
have been under fire just as though bullets
and shell fragments were flying around them. Survival at sea depends upon your knowledge,
Disarmed, POWs have fought back with mind your equipment, your self-control, and your train-
and spirit, remaining faithful to their fellow ing. Basic Military Requirements provides a good
POWs, yielding no military information, and review of survival equipment, abandoning ship
resisting every attempt of indoctrination. Each of procedures, and at-sea survival hints.
us has the responsibility to honor these traditions Think of the vastness of both military and
by carefully adhering to the meaning of each commercial operations at sea. Then you can
article of the Code of Conduct. The many realize the dangers the crews and passengers face
Americans who have accepted that responsibil- under such a wide range of environmental
ity are heroes in the finest sense of the word. conditions.
One such hero was Lieutenant (Junior Grade) As the senior person in an at-sea survival situa-
Dieter Dengler, USNR. In February 1966 LTJG tion, your responsibilities are great. First you must
Dengler was on a bombing mission over North make sure your group is afloat and safe. Then
Vietnam when his aircraft was badly damaged by you must know how to operate the equipment
ground fire. LTJG Dengler crash-landed his air- available to you and ration food and water.
craft in nearby Laos and attempted to evade cap- Take charge of the situation and remain
ture. After successfully evading the enemy for 1 calm—that will greatly increase your chance for
day, he was captured and led to a village where survival. Talk to your people; do your best to keep
he was interrogated and told to sign a Communist morale up by singing, praying, joking, or telling
propaganda statement condemning the United stories. Keep the others involved. Remember, as
States. LTJG Dengler’s repeated refusal to give long as you are alive, the chance for rescue is
more than his name, rank, service number, date excellent.
of birth, or to sign any statements resulted in Don’t sell short the value of group support.
severe beatings. Many survival experiences have proven that stick-
When he continued to refuse to answer ques- ing together as a group may make the difference
tions, he was tied behind a water buffalo and in surviving an ordeal.
6-19
21. GROUP SURVIVAL on input from their staff. Above all else, never
appear indecisive.
The best chance for survival belongs to the If situations require you to act immediately,
group that works TOGETHER and has a leader consider the facts and make decisions rapidly. The
who accepts responsibility for the group. When ability to think on your feet usually determines
you are the senior person, accept responsibility successful survival.
for your group by taking steps to lead members
to work together. BASIC ELEMENTS OF SURVIVAL
Organize group survival activities. Group sur-
vival depends largely upon the organization of its You can reduce, or even avoid, the shock
manpower. Organized action by group members of finding yourself isolated behind enemy lines,
who know what to do and when to do it, during in enemy hands, or in a desolated area.
ordinary circumstances and during a crisis, Just remember the basic elements of sur-
prevents panic. Keeping the group informed, vival represented by each letter in the word
devising a plan, and sticking to the plan helps S-U-R-V-I-V-A-L shown in figure 6-7.
achieve organization.
Assign each person a task that fits his or her • S—Size up the situation by consider-
personal qualifications. If one person can catch ing yourself, the country, and the enemy.
fish but cannot cook, let that person provide the
fish. Always learn each member’s special skills so When you think about yourself and your
that you can use each person to the greatest group, hope for the best, but be prepared for the
benefit of the group. worst. Recall what you have read about survival
Assume command and establish a chain of and expect it to work. That will give you con-
command that includes all members of the group. fidence that you and your group can survive,
Good leadership lessens panic, confusion, and which will increase your chances for success. Get
disorganization. Make certain each person knows to a safe, comfortable place as quickly as possi-
his or her position in the chain of command and ble. Once you find a safe place, look at your situa-
is familiar with the duties of every other person, tion, think, and form a plan. Your fear will lessen
especially your duties as the senior member. while your confidence will increase. Be calm and
Under no circumstances leave leadership of the cautious until you know where you are and where
group to chance acceptance by some member after you are going.
a situation arises. Being in a strange country may cause part of
Maintain respect for your leadership by using your fear. Therefore, try to determine where you
it wisely; be the leader and set the example. Group are by landmarks, by compass directions, or by
survival is a test of effective leadership. Watch recalling intelligence information passed onto you
out for problems that could turn into serious by your leaders.
arguments. Keep troublemakers from attracting Think about what moves the enemy might
undue attention, and keep those who may “crack make by putting yourself in the enemy’s shoes.
up” from disrupting the group. Prevent care- What would you do? Watch the enemy’s habits
lessness caused by fatigue, hunger, and cold. and routines. Base your plans on your observa-
Know yourself and the members of your group; tions. Remember, you know where the enemy is,
take responsibility for each person’s welfare. but the enemy does not know where you are.
Develop a feeling of mutual dependence within
the group by stressing that each person depends • U—Undue haste makes waste.
on the others for survival. Emphasize that the
group will not leave the wounded or injured Don’t be too eager to move. Acting hastily
behind—that each member’s responsibility is to makes you careless and impatient, causing you to
make sure the group returns intact. A feeling of take unnecessary risks. Don’t end up like the man
mutual dependence fosters high morale and unity. who rushed ahead without any plan. He tried to
Each member receives support and strength from travel at night but only injured himself by bump-
the others. ing into trees and fences. Instead of lying low and
Make the decisions no matter what the situa- trying to evade the enemy, he fired at them with
tion. However, base your decisions on the infor- his rifle and was caught. Don’t lose your temper.
mation and advice of other members of the Loss of self-control may cause wrong thinking
group—much as admirals make decisions based and poor judgment. When something irritating
6-20
22. need; take stock of what you have; then
improvise. Learn to put up with new and
unpleasant conditions. Keep your mind and that
of your group on SURVIVAL. Don’t be afraid
to try strange foods.
• V—Value living.
Conserve your health and strength and that
of your group. Illness or injury greatly reduces
your chances of survival and escape. Hunger,
cold, and fatigue lower your efficiency and
stamina, make you careless, and increase the
possibility of capture. Be aware that your spirits
may be low because of your physical conditions-
not because of the danger. Remember the goal
for you and your group—getting out of your
situation alive. Concentrating on the time after
your rescue will help you value living while trying
to survive.
• A—Act like the local populace.
“At the railroad station, there were German
Figure 6-7.—Elements of survival. guards,” one escapee related. “I had an urgent
need to urinate. The only rest room was an ex-
posed one in front of the station. I felt too em-
happens, stop, take a deep breath, and relax; then barrassed to relieve myself in front of all the
start over. Face the facts—danger does exist. To passersby. I walked throughout the entire town
try to convince yourself otherwise only adds to stopping occasionally and inquiring if a rest room
the danger. was available.” This man was detected and cap-
tured because he failed to accept the customs of
• R—Remember where you and your group the locals. When you are in a strange situation,
are. accept and adopt local behavior to avoid attract-
ing attention.
• V—Vanquish fear and panic.
To feel fear is normal and necessary. It is • L—Learn basic skills.
nature’s way of giving you that extra shot of
energy when you need it. Learn to recognize fear The best life insurance is to make sure you
for what it is and control it. Look carefully at a learn the techniques and methods of survival so
situation to determine if your fear is justified. thoroughly that they become automatic. Then you
When you investigate, you will usually find many will probably do the right thing, even if you panic.
of your fears are unreal. Be inquisitive, and search for any additional sur-
When you are injured and in pain, controlling vival information.
fear is difficult. Pain can turn fear into panic and
cause you to act without thinking, Loneliness can
also cause panic. It can lead to hopelessness, SUMMARY
thoughts of suicide, carelessness, and even cap-
ture or surrender. Recognizing the effects of fear Everyone in the Navy has the job of prevent-
can help you overcome panic. ing mishaps. Mishap prevention reduces personal
injury and damage to material and equipment.
• I—Improvise. Try to help the Navy reach its ultimate goal of
preventing all mishaps by recognizing the need for
You can always do something to improve your mishap prevention; then take steps daily to pre-
situation. Figure out what you and your group vent mishaps.
6-21
23. Your involvement in mishap prevention may REFERENCES
only have been that of a safety-conscious person
trying to do your job as effectively and safely as Naval Safety Supervisor, NAVEDTRA 10808-2,
possible. However, you may gain greater respon- Naval Education and Training Program
sibilities by being appointed as division safety Management Support Activity, Pensacola,
petty officer. In that position, you must become Fla., 1988.
more aware of unsafe working conditions and be
prepared to take immediate action to correct
Naval Ships’ Technical Manual, S9086-AA-
them. Without your help, a near mishap today STM-010, Chapter 001, General—NSTM
could be a fatal mishap tomorrow.
Publications Index and User Guide,
The Navy has gone to great expense to train
Naval Sea Systems Command, Washington,
people like you to run its ships safely. Without
D,C., 1987.
you and your shipmates, we would not have a
Navy. Personnel safety is not automatic; it must
be practiced constantly. The Navy still has in- NAVOSH Manual for Forces Afloat, OP-
juries, but they are less frequent than they were NAVINST 5100.19B, Office of the Chief
in the past because crew members now practice of Naval Operations, Washington, D.C.,
good safety habits. 1985.
You are responsible for the functions of the
safety organization within your ship or unit. You Navy Occupational Safety and Health (NAV-
must promote safety, safety publications, and OSH) Program Manual, OPNAVINST
safety instructions. 5100.23B, Office of the Chief of Naval
The tag-out system is an important part of the Operations, Washington, D.C., 1983.
safety organization. Without it, we would have
a great increase in injuries and deaths. It is a work-
ing system that, if correctly used, will save many Seabee Combat Handbook, NAVEDTRA
lives. 10479-C3, Naval Education and Training
Every ship follows safety procedures for Program Management Support Activity,
hazardous waste and material control. If you are Pensacola, Fla., 1989.
assigned as the hazardous waste/material control
petty officer, your will be responsible for those Shipboard Hazardous Materials/Hazardous
procedures. Waste Management Plan, NAVSEA 59593-
The Navy is safety-conscious. Always prac- A7-PLN-010, Naval Sea Systems Command,
tice safety, whether on or off ship. The Navy and Washington, D.C., 1983.
your loved ones value you and want you to be as
safe as possible.
At some time you and your shipmates may Shipboard Heat Stress Control and Personnel
Protection, OPNAVINST 5100.20C, Office of
find yourselves in a survival situation; you could
be the person in charge. If that happens, you will the Chief of Naval Operations, Washington,
have the responsibility of keeping yourself and D.C., 1985.
your people alive until you are rescued. Therefore,
you must know the basic elements of evasion, sur- Standard Organization and Regulations of the
vival at sea, survival ashore, and group survival. U.S. Navy, OPNAVINST 3120.32B, Office of
If you find yourself in a survival situation, the Chief of Naval Operations, Washington,
remember to NEVER GIVE UP HOPE. D.C., 1986.
6-22