Safety Management - Trust - for everyone - Challenge Safety
Thread Starter
Joined: Dec 2002
Posts: 2,766
Likes: 345
From: UK
Safety Management - Trust - for everyone - Challenge Safety
A refreshing different view of safety management.
"An alternative way of thinking about safety, for everyone - a safety plan."
An stylish graphic format covering the essential aspects of safety management from a proactive viewpoint, essential for an evolving challenging environment. A document to advance safety understanding and encourage practical activity.
It is written for the people who 'create safety', everyone. It is an invigorating text to be disseminated and used, opposed to another volume for management's bookshelves.
It differs from accepted practice, encouraging personal responsibility at a time where change and adaptation are urgently required, people are required to 'Challenge Safety'.
https://www.jreast.co.jp/e/data/pdf/...afety_plan.pdf
Read and read again, there is a message in every phrase, line and graphic; … then read again.
"Taking the nature of work to heart, imagine the unexpected, reach for safety!"
The Top Message; working together, promoting “Challenge Safety” to cultivate a company culture wherein each individual considers safety on their job and takes the initiative for safer actions.
Imagine the unexpected, risk awareness (KY), improvements - forward thinking; share innovation - understand what works.
"… imagine situations unlike what we have ever considered, and teach ourselves to take actions geared to safety."
"Each and every one is a protagonist for this safety plan."
Individual responsibility, individuals are empowered - trusted.
"An alternative way of thinking about safety, for everyone - a safety plan."
An stylish graphic format covering the essential aspects of safety management from a proactive viewpoint, essential for an evolving challenging environment. A document to advance safety understanding and encourage practical activity.
It is written for the people who 'create safety', everyone. It is an invigorating text to be disseminated and used, opposed to another volume for management's bookshelves.
It differs from accepted practice, encouraging personal responsibility at a time where change and adaptation are urgently required, people are required to 'Challenge Safety'.
https://www.jreast.co.jp/e/data/pdf/...afety_plan.pdf
Read and read again, there is a message in every phrase, line and graphic; … then read again.
"Taking the nature of work to heart, imagine the unexpected, reach for safety!"
The Top Message; working together, promoting “Challenge Safety” to cultivate a company culture wherein each individual considers safety on their job and takes the initiative for safer actions.
Imagine the unexpected, risk awareness (KY), improvements - forward thinking; share innovation - understand what works.
"… imagine situations unlike what we have ever considered, and teach ourselves to take actions geared to safety."
"Each and every one is a protagonist for this safety plan."
Individual responsibility, individuals are empowered - trusted.
Joined: Jul 2003
Posts: 1,323
Likes: 54
From: An Island Province
Individual responsibility and Collectivism, are features of Japanese culture, not the same as European or US culture - which dominate aviation safety thinking.
As much as such a new safety management paradigm is required, that illustrated in the safety plan might not be acceptable to our bureaucratic regulators (EU / US).
Western safety management appears to be resting on the current good level of safety; maintain what has been achieved, only responding to the unforeseen / surprise events.
As much as such a new safety management paradigm is required, that illustrated in the safety plan might not be acceptable to our bureaucratic regulators (EU / US).
Western safety management appears to be resting on the current good level of safety; maintain what has been achieved, only responding to the unforeseen / surprise events.
Thread Starter
Joined: Dec 2002
Posts: 2,766
Likes: 345
From: UK
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
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
Last edited by safetypee; 15th September 2025 at 06:56.
