ACASS - FRC Intervention Strategies

Considerations

FRC

My work center adequately trains personnel to safely conduct their jobs.

Hard schedule training.
Ensure that artisan scheduled training is provided, or rescheduled immediately if events require a slide.
Formalize FRC maintenance training (not just OJT).
Supervisors personally monitor artisan training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified military and artisan personnel when "doing more with less."
Develop a qualification tracker to maximize training and eliminate "gun decking."
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for artisan qualification to make sure you are teaching the right skills.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push your artisan or military personnel beyond their own perceptions of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My FRC provides adequate recognition for exceptional safety acts.

Include artisans in safety programs. This will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all FRC personnel.
Provide recognition/incentives to ALL personnel for safety achievements.
Ensure safety recognition programs (e.g., safety pro, individual/group actions, etc.) are utilized and advertised.
Have a program (safety pro/maintenance thumbs-up award) to recognize artisan's safety/maintenance achievement.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Publish a Safety Gram with recognition for ALL personnel's accomplishments/acts.
Recognize an artisan Safety Pro of the Month with a parking spot as a reward.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your artisans have a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Challenge supervisors to be more proactive with artisans and ensure the importance of doing things safely is very clear to them.
Integrate the ORM process into planning and executing operations.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Ensure your artisans have a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

FRC

SOPs and safety rules are enforced in my work center.

Artisans may work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor aggressive personnel who think rules aren't necessary.
Monitor artisan/military supervisors who think it's okay to cut corners.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My FRC's Environmental Compliance program is effective at minimizing environmental hazards.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor aggressive personnel who think rules aren't necessary.
Monitor artisan/military supervisors who think it's okay to cut corners.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Personnel must possess the appropriate experience or skills to earn qualifications in my work center.

Ensure the artisan qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate FRC shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Set the bar extremely high. Personnel only reach as high as the FRC stated goals.
Supervisors personally monitor artisan training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) artisan and military supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Work center members, from the top down, incorporate Risk Management (RM) into daily activities.

Integrate the ORM process into planning and executing operations.
Train personnel to properly use ORM for their high-risk activities.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Do not push your artisan or military personnel beyond their own perceptions of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Challenge supervisors to be more proactive with artisans and ensure the importance of doing things safely is very clear to them.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Effective communication exists within my work center.

Improve communication/teamwork between FRC personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
The Maintenance and Production Control Officers hold a weekly "maintenance management meeting" for all maintenance and artisan leadership to ensure the word is getting out and major issues are discussed.
Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
Each department now provides updates to an in-house calendar where we track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
In order to open the lines of communication I have ensured that we hold quarters at least once every two weeks and hold all supervisor meetings every Monday. I use this time to let everyone know "the big picture" and to ensure that the entire chain of command knows what we are doing and why.
Adjust day/night artisan schedules to permit more of an overlap to get better pass downs.
Having an open door policy on safety related issues has greatly improved communication within the FRC.
Attend more meetings (e.g., morning Maintenance/Production Meetings) and show by example how artisan and military leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some leaders have not yet developed the skill to "pull" information.
CO sets aside a "dialogue period" with aircrew/maintainers/artisans to discuss pertinent issues, such as: flight time, training requirements, the latest rumors, etc.
Focus renewed attention on shift turnovers.
More frequent Captain's Calls to ensure the CO is personally getting the word to all military and FRC personnel.
Military and artisan personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Communication is key across all military/artisan levels. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used by ALL personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the FRC" address. It will help you find out where you are and communicate it to your artisans and military personnel.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and artisans to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Discuss survey results and interventions with artisans to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated to artisans.
Review the list/matrix of relevant Issue Papers on this website.

FRC

In my work center, effective communication exists between engineering and production personnel.

Improve communication/teamwork between FRC personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Attend more meetings (e.g., morning Maintenance/Production Meetings) and show by example how artisan and military leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some leaders have not yet developed the skill to "pull" information.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Communication is key across all military/artisan levels. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Integrate the ORM process into planning and executing operations
Plan ahead and share plans/timelines with counterparts to improve productivity and morale.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My work center keeps me well informed regarding important safety information.

Include artisans in safety programs. This will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all FRC personnel.
Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst artisans and peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms/ lounges/artisan spaces to increase awareness/discussion.
Increase emphasis on aviation and ground safety at meetings and other assemblies.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and artisan work centers.
Have monthly artisan ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in other FRCs for lessons learned and common concerns.
Ensure intervention options are clearly communicated to artisans.
Ensure your safety representatives maintain visibility with artisans.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My department conducts effective pass-downs between shifts.

Improve communication/teamwork between FRC personnel.
Focus renewed attention on shift turnovers.
Adjust day/night artisan schedules to permit more of an overlap to get better pass downs.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Military and artisan personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Communication is key across all military/artisan levels. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used by ALL personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Tool Control is closely monitored.

Beware of mismanagement due to insufficient mid-level artisan and military leadership.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) artisan and military supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Safety representatives are effective at promoting safety.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst artisans and peers will greatly improve safety programs, teamwork, and communication.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and artisan work centers.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at meetings and other assemblies.
Don't be the "Safety Guy." Motivate and inspire ALL personnel towards safer habits through example and timely information, not inspections and policing of individual actions.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Maintain relevant hazard reports, notices, etc. in ready rooms/ lounges/artisan spaces to increase awareness/discussion.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in other FRCs for lessons learned and common concerns.
Ensure intervention options are clearly communicated to artisans.
Ensure your safety representatives maintain visibility with artisans.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your artisans have a safety climate that encourages reporting safety issues.
Beware of mismanagement due to insufficient mid-level artisan and military leadership.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your FRC.
Review the list/matrix of relevant Issue Papers on this website.

FRC

CDIs/QARs routinely monitor maintenance evolutions.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
We are looking very hard at the process for designating CDIs and how we recognize and reward those individuals.
Direct more command attention at those who do right than those who do wrong.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified military and artisan personnel when "doing more with less."
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the FRC's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) artisan and military supervisors who think it is okay to cut corners and discipline accordingly.
Beware of mismanagement due to insufficient mid-level artisan and military leadership.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Maintenance records are accurately maintained.

Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Leadership should establish FRC priorities (at all levels) and live by them.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) artisan and military supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of mismanagement due to insufficient mid-level artisan and military leadership.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Required publications are current and used in my work center.

Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Beware of an environment where "work-arounds" are "the way we do things here."
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

FRC

The FRC conflict resolution process is effective in my work center.

Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Improve communication/teamwork between FRC personnel.
Communication is key across all military/artisan levels. Ensure it happens.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Integrate the ORM process into planning and executing operations
Set Review the list/matrix of relevant Issue Papers on this website.

FRC

My work center has a reputation for high-quality maintenance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in other FRCs for lessons learned and common concerns.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Formalize FRC maintenance training (not just OJT).
Supervisors personally monitor artisan training sessions to ensure quality.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Monitor artisan/military supervisors who think it's okay to cut corners.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Violations of SOP, NAMP, or other procedures are rare.

Artisans may work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Monitor artisan/military supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and artisans to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.
Review the list/matrix of relevant Issue Papers on this website.
Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.
Mainteanance Training - Establish a weekly "MX trng" block on the flight schedule (applicable to shifts). Continue as long as enlisted leaders provide relevant, useful training.

FRC

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Individuals are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Ensure your artisans have a safety climate that encourages reporting safety issues.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Be aware of inaccurate perceptions by your personnel.
Ensure your safety representatives maintain visibility with artisans.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Encourage artisans to participate in the FRC's "Anymouse" program.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and artisans to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your FRC has an effective artisan safety awards program.
Direct more command attention at those who do right than those who do wrong.
Provide recognition/incentives to ALL personnel for safety achievements.
Publish a Safety Gram with recognition for ALL personnel's accomplishments/acts.
Review the list/matrix of relevant Issue Papers on this website.

FRC

I am familiar with my FRC's command policy statements.

Ensure all communication vehicles are used (e.g., face-to-face, publications, etc.). Too often, vehicles to communicate are overlooked.
Review the list/matrix of relevant Issue Papers on this website.

FRC

All members of my unit have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

FRC

QAR and CDI billets are desirable assignments in our FRC.

Reinforce the power of QA personnel.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Be aware of improper perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC

QA is well respected.

Reinforce the power of QA personnel.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Be aware of inaccurate perceptions by your personnel.
Beware of mismanagement due to insufficient mid-level artisan and military leadership.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Our Safety Department is well respected.

Include artisans in safety programs. This will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all FRC personnel.
Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst artisans and peers will greatly improve safety programs, teamwork, and communication.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and artisan work centers.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at meetings and other assemblies.
Don't be the "Safety Guy." Motivate and inspire ALL personnel towards safer habits through example and timely information, not inspections and policing of individual actions.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Check in the box safety training damages a FRC's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Develop a formal safety training plan that covers the next year and is coordinated with department heads/artisan leaders.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Ensure your artisans have a safety climate that encourages reporting safety issues.
Provide recognition/incentives to ALL personnel for safety achievements.
Ensure your safety representatives maintain visibility with artisans.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Our safety pauses are effective.

Review Appendix A (Good Safety Standdown Ideas) and Appendix B (Safety Standdown Tips) of Issue Paper #98.
Include artisans in safety programs. This will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all FRC personnel.
Conduct a Safety Standdown focused on FRC survey results, mishap/hazard reports, incident reports, recent "near misses," etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group's synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance.
Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure "short notice" standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile for both military and artisan personnel.
Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, "True Confessions," etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it's too late.
Get Safety Standdowns out of the classroom/auditorium. Military and artisan supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Implement a grass roots safety campaign to give ALL personnel the opportunity to shape the safety messages vice the usual safety "stand-arounds."
Seminar based safety day to get at the root of the problems.
Reach out to counterparts in other FRCs for lessons learned and common concerns.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Develop a formal safety training plan that covers the next year and is coordinated with department heads/artisan leaders.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Members in my work center do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior artisans understand that this is the only acceptable policy.
Military and artisan personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and artisans to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Monitor artisan/military supervisors who think it's okay to cut corners.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Members of my work center get enough rest to do their jobs safely.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each person to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Maintainers/Artisans work effectively as a team.

Improve communication/teamwork between FRC personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My department has a good working relationship with other departments in the FRC.

Improve communication/teamwork between artisans and military personnel.
Have FRC artisan supervisors and production control meet and agree on the supportability of the schedule and attainable weekly goals.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Be aware of improper perceptions by your personnel.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Involve the officers and CPOs/SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Morale in my work center is high.

Safety survey results revealed that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/department of the month."
Provide recognition/incentives to ALL personnel for safety achievements.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My work center has adequate resources (e.g., tools, equipment, publications, etc.) to perform its current tasks.

Many hardships are outside your FRC's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the FRC-level issues you can change.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish FRC priorities (at all levels) and live by them.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Day crew has sufficient staffing for their workload.

Many hardships are outside your FRC's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the FRC-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate FRC shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your FRC.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish FRC priorities (at all levels) and live by them.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Night crew has sufficient staffing for their workload.

Many hardships are outside your FRC's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the FRC-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate FRC shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your FRC.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish FRC priorities (at all levels) and live by them.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Night crew has sufficient supervisors for their workload.

Our senior maintenance leadership was predominantly on day shift. Now there is a balance between days and nights.
Many hardships are outside your FRC's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the FRC-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate FRC shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your FRC.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Monitor turnover in personnel.
Leadership should establish FRC priorities (at all levels) and live by them.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Parts are sufficiently available to meet maintenance/production demands.

Beware of an environment where "work-arounds" are "the way we do things here."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Integrate the ORM process into planning and executing operations.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Leaders/Supervisors in my work center emphasize safe maintenance in achieving production goals.

Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
We conducted operations/maintenance on an ad hoc basis until this survey. We now operate on a scheduled, weekly basis.
The Maintenance and Production Control Officers hold a weekly "maintenance management meeting" for all maintenance and artisan leadership to ensure the word is getting out and major issues are discussed.
Leadership should establish FRC priorities (at all levels) and live by them.
We changed our Maintenance training attitude. Moving away from flying on training days to a dedicated day to train.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Monitor artisan/military supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Leaders/Supervisors in my work center set a good example for following standards.

Artisans may work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior artisans understand that this is the only acceptable policy.
Monitor artisan/military supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Leaders/Supervisors in my work center care about my quality of life.

Survey results show that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Be aware of inaccurate perceptions by your personnel.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Leaders/Supervisors know who the high-risk members are in my work center.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Work center supervisors coordinate their actions with other work centers.

Improve communication/teamwork between FRC personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
Leaders set the example.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Communication is key across all military/artisan levels. Ensure it happens.
The Maintenance and Production Control Officers hold a weekly "maintenance management meeting" for all maintenance and artisan leadership to ensure the word is getting out and major issues are discussed.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Production Control is effective at managing maintenance activities.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Do not allow poor communication due to too much reliance on one-way emails.
Focus renewed attention on shift turnovers.
Don't micromanage. Leadership growth and accountability requires that we provide our junior artisan and military personnel with opportunities to lead.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in other FRCs for lessons learned and common concerns.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your FRC.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My FRC's privately owned vehicle (POV) / private motor vehicle (PMV) program is working well to reduce POV/PMV incidents.

Review the CMC Safety Division PMV Safety Program Resources at https://www.safety.marines.mil/Branches/Ground/PMV/
Review the National Highway Traffic Safety Administration Traffic Safety resources at http://www.nhtsa.gov/
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
We conducted a free safety vehicle inspection throughout 2 days to enable our folks to get their car(s) inspected, before driving extended distances.
Implement additional rest and driving restriction measures, especially during periods of inclement weather and extended work days.
We revamped the pre-holiday vehicle inspection checklist and personal ORM plans.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Adjust base working hours to avoid highest levels of local commuter traffic.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My FRC's motorcycle safety program is working well to reduce motorcycle incidents.

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles/MOTORCYCLE/tabid/365/Default.aspx
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles
We are spending more time getting to know the riding habits of our riders through very interactive senior rider and motorcycle mentors.
We have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject.
I have mandated a mentorship program for riders in my command.
I have a written order on our motorcycle club membership and who must be in it. We have recently conducted PPE training and its use off base and repercussions of getting caught without it. The base has agreed to conduct a one day sport bike class training day just for my unit so that I can get the rest of my sport bike riders trained.
We are now screening our Marines better as they check in to ensure they are attending the basic riders and sports bike course as required.
We have better included our ATVs and Dirt bikes into our motorcycle club and have also upgraded our documentation of training.
We have scheduled rides on the company TEEP to ensure more active and transparent participation in the program.
Reevaluated our relationship with the Group HQs who provides the riding program that my riders participate in (this is due to the very low number of riders in my unit). We ensured that all paperwork, TTPs and training was taking place.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Learn your motorcyclists' habits, concerns, and equipment shortfalls through active mentorship.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained.
Assist "motorcycle-only" owners in finding car pools/alternative transportation during inclement weather.
Less threats for those who haven't taken the basic rider's course, more positive influence to take them on their own.
Have an actual motorcycle rider (preferably senior) be in charge of the program.
Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk.
Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders.
Have unit or base safety rep follow behind group rides with duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Purchase a unit first aid kit that can be carried in a motorcycle saddle bag during group rides.
Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety.
Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
Have a guest speaker with a bad motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Invite contractors and government civilians to attend unit motorcycle activities.
Add a training segment for unit automobile drivers on motorcycle visibility, separation distances, and safely sharing the road.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My FRC's drinking and driving policies are working well to reduce DUI events.

As the CO, I talk about DUI awareness more. After the survey I shared some key statistics with our unit, openly clarified a policy change that occurred over the course of several DUIs...and had our DUI Marines share some of their stories. I honestly believe that DUIs occur mostly because many are unsure about how bad (intoxicated) they are...and we can't stop talking about how the decision to not drive under the influence must occur before the drinking.
Began a peer alcohol awareness group to target at risk Marines.
I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident).
Punish the individual, not the command, for DUI offences.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Officers and SNCOs set the standard for alcohol use at home and deployed
Review the list/matrix of relevant Issue Papers on this website.

FRC

My FRC's off duty and recreational activity safety program is working well to reduce injuries.

Do not use scare tactics. Educate your personnel on the hazards and ORM.
Train personnel to properly use ORM for their high-risk activities.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Page 13 entries, Line of Duty briefs, etc. are not just for motorcycle riders. Personnel who conduct any high risk activity should be aware of the consequences of their actions.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Encourage alcohol-free activities.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Have field meet PME's by rank (i.e., NCO's, SNCO's, officers) and have personnel participate in the activities with SME's observing and teaching the rights/wrongs.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My FRC's Substance Abuse Control Program is working well to address the risks of drug and alcohol abuse.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review personnel jackets for drug/alcohol histories.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My FRC's occupational health programs are working well to reduce health-related issues.

Ensure the chain of command is engaged.
Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message."
Involve the officers and SNCOs on appropriate issues.
Routinely encourage your subordinate leaders to work with your Safety Officer and safety representatives.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Review the list/matrix of relevant Issue Papers on this website.