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to record the total number of observations made of key behaviors, then determine the number of unsafe
behaviors. This yields a rate of “unsafeness” that is independent of the number of observations made.
1.2.7 THE JOB HAZARD ANALYSIS
FORMAL NAME: The Job Hazard Analysis
ALTERNATIVE NAMES: The task analysis, job safety analysis, JHA, JSA
PURPOSE: The purpose of the Job Hazard Analysis (JHA) is to examine in detail the safety
considerations of a single job. A variation of the JHA called a task analysis focuses on a single task, i.e.,
some smaller segment of a “job.”
APPLICATION: Some organizations have established the goal of completing a JHA on every job in the
organization. If this can be accomplished cost effectively, it is worthwhile. Certainly, the higher risk jobs
in an organization warrant application of the JHA procedure. Within the risk management approach, it is
important that such a plan be accomplished by beginning with the most significant risk areas first.
The JHA is best accomplished using an outline similar to the one illustrated at Figure 1.2.7A. As shown
in the illustration, the job is broken down into its individual steps. Jobs that involve many quite different
tasks should be handled by analyzing each major task separately. The illustration considers risks both to
the workers involved, and to the system, as well as. Risk controls for both. Tools such as the Scenario
and "What If" tools can contribute to the identification of potential hazards. There are two alternative
ways to accomplish the JHA process. A safety professional can complete the process by asking questions
of the workers and supervisors involved. Alternatively, supervisors could be trained in the JHA process
and directed to analyze the jobs they supervise.
FAA System Safety Handbook, Appendix F
December 30, 2000
F-30
Figure 1.2.7A Sample Job Hazard Analysis Format
Job Safety Analysis Job Title or Operation Page of ISA Number
Job Series/AFSC Supervisor
Organization Symbol Location/Building
Number
Shop Title Reviewed By
Required and/or Recommended Personal Protective Equipment Approved By
SEQUENCE OF BASIC
JOB STPES
POTENTIAL HAZARDS USAFE
ACTS OR CONDITIONS
RECOMMENDED ACTION
OR PROCEDURE
RESOURCES: The System Safety Office has personnel trained in detail in the JHA process who can
serve as consultants, and may have videos that walk a person through the process.
COMMENTS: The JHA is risk management. The concept of completing in-depth hazard assessments of
all jobs involving significant risk with the active participation of the personnel doing the work is an ideal
model of ORM in action.
FAA System Safety Handbook, Appendix F
December 30, 2000
F-31
1.2.8 THE OPPORTUNITY ASSESSMENT
FORMAL NAME: The Opportunity Assessment
ALTERNATIVE NAMES: The opportunity-risk tool
PURPOSE: The Opportunity Assessment is intended to identify opportunities to expand the capabilities
of the organization and/or to significantly reduce the operational cost of risk control procedures. Either of
these possibilities means expanded capabilities.
APPLICATION: Organizations should systematically assess their capabilities on a regular basis,
especially in critical areas. The Opportunity Assessment can be one of the most useful tools in this
process and therefore should be completed on all-important operations and then be periodically updated.
METHOD: The Opportunity Assessment involves five key steps as outlined at Figure 1.2.10A. In Step
1, operational areas that would benefit substantially from expanded capabilities are identified and
prioritized. Additionally, areas where risk controls are consuming extensive resources or are otherwise
constraining operation capabilities are listed and prioritized. Step 2 involves the analysis of the specific
risk-related barriers that are limiting the desired expanded performance or causing the significant expense.
This is a critical step. Only by identifying the risk issues precisely can focused effort be brought to bear
to overcome them. Step 3 attacks the barriers by using the risk management process. This normally
involves reassessment of the hazards, application of improved risk controls, improved implementation of
existing controls, or a combination of these options. Step 4 is used when available risk management
procedures don’t appear to offer any breakthrough possibilities. In these cases the organization must seek
out new
ORM tools using benchmarking procedures or, if necessary, innovate new procedures. Step 5 involves the
exploitation of any breakthroughs achieved by pushing the operational limits or cost saving until a new
barrier is reached. The cycle then repeats and a process of continuous improvement begins.
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