pause in whatever you are doing to see if a per- son  does  some  part  of  a  job  safely.  You  watch strictly  from  a  safety  standpoint. You  may  make  a  deliberate  safety  observation for a number of reasons. You may want to check the work of a new person, the job may be a par- ticularly hazardous one, or the worker may have a reputation for unsafe work. Whatever the reason, your observation is deliberate; it is more than a casual glance at a person doing a job. THE  PLANNED  SAFETY OBSERVATION A planned safety observation is when you deliberately  schedule  a  time  to  watch  for  safety violations  by  a  person  performing  a  specific  job. It is usually a part of a continuing program of safety  observation.    It  is  designed  to  check regularly on how safely all hazardous jobs are performed. When  making  a  planned  safety  observation, decide  in  advance  which  one  of  your  workers  and what specific job you will observe. Correct any unsafe practices you observe at that time. If you observe  no  unsafe  practices,  compliment  the  per- son.  Always  make  a  record  of  whom  you  observed and  what  job  they  were  doing;  that  information will help you in future planned observations. To do a good job of detecting unsafe prac- tices, you need to use all three types of safety observations—each supplements the others. Together  they  accomplish  the  maximum  detection of  unsafe  practices. WHAT JOBS TO OBSERVE You  cannot,  and  need  not,  observe  every  job a  person  does.  Not  all  jobs  are  equally  hazardous. Some jobs rarely or never produce mishaps; others have a reputation for producing mishaps. As a supervisor  you  have  limited  time  for  safety observations  because  you  have  many  other  tasks. Therefore,  concentrate  on  observing  the  jobs  most likely  to  produce  mishaps.  Put  priority  on  observ- ing jobs known to be hazardous and those which have  the  greatest  potential  for  producing  serious injury or loss. JOB SAFETY ANALYSIS A job safety analysis (JSA) is the study of a job to (1) identify possible hazards or potential mishaps  and  (2)  develop  solutions  to  eliminate, nullify, or prevent them. A JSA serves as a special tool for making jobs safer. The basic principles of  mishap  prevention  are  (1)  to  spot  potential mishap  causes  and  (2)  eliminate  potential  mishap causes. The four basic steps of a JSA are as follows: 1. Select the job to be analyzed. 2. Break down the job into steps. 3. Identify the hazards or potential mishaps. 4.  Develop  solutions  to  prevent  hazards  or potential  mishaps. You gain the maximum benefits of JSAs only when you use the analysis and when you in- variably learn more about the jobs you supervise as a result of doing them. When a supervisor asks workers  to  help  develop  a  JSA,  their  attitudes  im- prove. As a result, they often generate cost- reducing  improvements  for  safer  working  condi- tions. All those are valuable benefits of the JSA. However, the major safety benefits are those which come from  using the  completed  JSA.  You can make good use of the JSA in the following areas: · Initial job safety training · Regular safety contacts · Pre-job safety instructions · Cost-reduction studies Fill  out  a  Workplace  Monitoring  Plan, OPNAV 5100/14 (fig. 6-2), when making safety observations  and  job  analyses;  or  make  your  own form  appropriate  to  your  specific  work  place. ENLISTED SAFETY COMMITTEE Your  command’s  Enlisted  Safety  Committee makes  recommendations  concerning  the  com- mand  safety  program.  These  recommendations are  submitted  to  the  safety  council  (at  the  depart- ment  head  level)  where  they  are  reviewed  for appropriate  action.  Your  command  safety  com- mittee  convenes  to  exchange  information;  im- prove   communications;   review   conditions, mishaps,  and  injuries;  and  suggest  improvements. It  also  convenes  to  make  written  safety  recom- mendations to the safety council and the com- manding officer. These meetings should convene monthly in an effort to enhance interdepartmental 6-4