Backloading Marines Aboard Ship
Topic/issue: Operational Risk Management
Source: Lt. Tony Schwarz, Safety Officer, USS Boxer
Description: In March 2007, the USS Boxer (LHD-4) Safety Department began to focus its attention on the USMC Backload scheduled for April. The ship was headed back to the same anchorage point (off the coast of Kuwait) it had used during the debarkation five months earlier. The November 2006 offload was very successful in many ways, and it was completed on time. However, there was a pervasive feeling of “being rushed” throughout the week-long evolution. In addition, one young Marine was seriously injured when his hand was smashed between a seven-ton truck and a steel stanchion on the upper vehicle deck.
The Safety Department brainstormed about safety initiatives that might make this evolution more manageable. They determined that inculcating ORM into the process could make the backload even more successful than the offload—and minimize injury along the way.
They decided to create a Backload ORM Metric that would address both major and minor hazards associated with receiving the 15 th MEU and their equipment. They solicited ideas from every department on the ship. The safety officer and his staff chose the 50 assessed as most relevant and listed them in a spreadsheet format (see below).
Using their respective hazard-severity categories and probabilities of occurrence, they devised risk assessment codes (RAC) for each. Then they generated multiple controls for mitigating associated risks. Every department was asked to submit a list of backload hazards they considered most dangerous. Departments were also encouraged to propose hazard controls, and many did. It was an all-hands effort. After considering the potential effectiveness of each control, new RACs were devised for each hazard. Finally, they color-coded each RAC to show risk assessments before and after controls were implemented.
Two weeks before the backload, the safety officer briefed the XO and department heads on the metric. The safety staff gave training to divisional safety petty officers (safety reps) who, in turn, gave training to their respective divisions. Safety reps were asked to submit muster sheets upon completion of this training to ensure 100% contact. The command training officer entered this training in RADM. Also, each divisional safety rep was required to post the metric in a conspicuous, high-traffic area within the division. Using the metric as a guide, they generated a 55-slide brief about each hazard and how to minimize its associated risks. Three days prior to the onload, the ship’s MCs ran this brief over a closed-circuit television channel on a 72-hour continuous loop.
Tools available: Spreadsheet showing before and after RACs for top 50 hazards, controls, and supervisory roles.
Data/validation: The morning of the backload, Boxer was filled with alert, assertive, and safety-minded personnel eager for action. Interestingly, though personnel moved at a more controlled pace, they actually finished the backload in less time than it took to offload. Each person involved had no problem staying ahead of the evolution and maintaining situational awareness. Every department was engaged during the hazard/control brainstorm session three weeks prior, and crewmembers were interested in seeing the fruits of their preparation. During ORM planning, they were able to rehearse this high-risk evolution, and when “game-time” came, the crew was ready.
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