Western regulators, operators and individuals should be able to use most aspects of the Japanese approach irrespective of national 'culture'. Local cultures can accommodate some Eastern thinking and incorporate the essential components in their safety management.
The Japanese management statement, length, style, and content, is an excellent example, and could be rebadged and widely used in aviation.
The Guiding Principles show how it is possible to change. From (imposed) Western thinking in 1950s, reverting to Eastern thinking, and then Resilience thinking 2000s.
Most significant is the Japanese approach to a high level of safety; like aviation the major indicators are flat-lining, but opposed to just maintaining that level individuals are encouraged to 'Challenge Safety', seeking improvement. Understanding everyday work bottom-up opposed to being imposed top-down.
The Japanese industry continuously readjusts safety levels; it looks to the future - foreseeing the unexpected, recognising that the world is continually changing, thus the level of safety is no assured, "… consciously increase awareness and widen your sphere of assumptions." "… understand that rules and guides are the tools that make each job go more smoothly."
Also, seeking to understanding the 'why' in success -
work as being done; (not the widely promoted aviation outcome view learning
from work), by engaging with the workers, encouraging them to understand what contributes to safe operations.
The complementary paper on considering things that go right - understanding work as done, provides some how-to, "find what factors led to success on the job, actions that make things “go right”
https://www.resilience-engineering-a...-JR-East-1.pdf
Also
https://www.dropbox.com/scl/fi/27p7p...=xpbwqn3a&dl=0 (note this is an enhanced machine based translation)
Some one-liners; bullet points:-
Work zone, not absolute or complete, everything in-between. Learn from the perspectives of others.
“Safety” … "a state in which risk is considered as contained within a tolerable range".
"Safety is a concept and not something inherent, rather it is created through continuous effort to contain risk within socially acceptable limits." Continuous fostering of safer circumstances - activity.
"… safety culture is centered on each employee thinking, discussing, and taking action."
Intuition; "My Hiyatto", gut feelings, communication
Adapting, readjusting safety levels; "…rules and guides are the tools that make each job go more smoothly."
Do safety with people - work styles and organisation
Understanding the nature of risk, “KY” (Kiken Yochi)"
Understanding the “Why?” in Success
Debriefing 3Hs: Hajimete, Henkō, Hisashiburi
Something New to you, Something that has changed from before, Something you have been away from recently.
San Gen Shugi stands for the ideology of three realities.
San – three, Gen – reality, Shugi – philosophy
Worksite “Genchi” Facilities “Genbutsu” Site staff “Genjin”
Visit worksite Meet and talk with the people involved
"… imagine the unexpected, reach for safety”, widen assumptions, awareness of the nature of the job.
Learn from different perspectives, work as being done, "share innovation and tips obtained from the perspective of “what works”.
Background material: principles, direction, goal, culture, actuality, challenge, specialists at the working level, and learning.
https://www.apta.com/wp-content/uplo...a_Yasutake.pdf
https://www.jreast.co.jp/e//environm...015/p09_15.pdf