Strategic Leadership advancing Construction

Elevating Safety and Efficiency Through Human and Organizational Performance Excellence

SLAC Values & Performance

Excellence & Learning

Integrity & Prevention

Collaboration & Management

Creativity & Curiosity

Respect & Listening

Center for Construction Excellence

Benchmarked from GSA's Office of Project Delivery

In the realm of Construction Quality Assurance at SLAC, our program, the Construction Excellence Initiative, takes a leading role in providing strategic guidance and institutional leadership to optimize project delivery, benefitting both our workforce and subcontractors. We focus on developing processes, tools, and innovative approaches through collaborations with industry partners and leaders in the private sector construction and academic community. Our efforts are directed towards ensuring the highest quality construction within budget and schedule, aligning with the priorities of Business & Mission, Projects & Processes, Quality & Innovation, and People & Leadership. The Construction Excellence Initiative emphasizes the following key areas:

This comprehensive approach ensures the integration of quality and safety in construction at SLAC (CQM), aligning with the principles of Collaborative Management for Business Advancement (CMBA) through Integrated Leadership, work arrangement freedom, digital transformation, environmental sustainability, collaboration and empowerment, diversity and inclusion, data-driven decision-making, learning organization, wellness and work-life balance, and creating a unique way of work (WOW).


Action List:

DOE Performance evaluation

Performance Evaluation and Management Plan




Construction Quality Assurance

Construction Quality Management

References

Integrated Management System

Human & organizational Performance


Everyone's Role & Responsibility


When it comes to Safety and Quality, the responsibility extends to every individual involved. Recognizing the significance of prioritization, planning, development, and the delivery of an Integrated Safety & Quality approach within a System Thinking Mindset is essential. Hence, everyone must gain exposure and the capability to articulate the principles of Human and Organizational Performance (HOP) and apply them practically within their respective work domains, whether in proactive or reactive scenarios.


By mastering Event Investigation Techniques and Analyses, including Causal Analyses, as well as comprehending lab-wide Extent of Condition corrective actions, individuals can effectively reverse-engineer situations. This enables the proactive detection of risks and their appropriate mitigation. This approach contributes to fostering a Quality Culture for continuous improvement for Integrated Safety & Quality efforts.


To drive this holistic approach forward, the presence of a dedicated team of Performance Assurance Managers becomes crucial. These professionals play a pivotal role in refining the integrated approach. Collaboration through a Quality Committee or a Quality Project Management Office (QualityPMO) can further facilitate the seamless implementation and enhancement of the integrated safety and quality framework.


Relevant ISO Standards for Reference:

- ISO 9001: Quality Management Systems

- ISO 14001: Environmental Management Systems

- ISO 45001: Occupational Health and Safety Management Systems

- ISO 31000: Risk Management

- ISO 22301: Business Continuity Management Systems


By aligning with these internationally recognized standards, organizations can ensure that Safety and Quality are integral aspects of their operations, leading to safer work environments and improved overall performance.


Challenges of Striving for Zero Errors and Incidents


Manager vs. Worker Perspectives

The New Value of Safety and Health in a Changing World

Access the resources here:

This research represents a first step toward redefining safety in 2023 and will enable businesses to address safety holistically and mitigate risks from multiple directions. We encourage you to use it to inform your safety strategy going forward.

Visit nsc.org/nvos to stay up to date on the New Value of Safety.


Building Blocks of
Managing HOP:
Risk-Based ThinkinG

Risk-based thinking means adapting to evolving risks in the workplace, and being able to anticipate, monitor, respond and learn from them. As the name suggests, it's a way of thinking that increases the ability of frontline workers to better recognize changing risks and adjust their behaviours accordingly.


Join Tony Muschara, author and expert in Human and Organizational Performance (HOP), for a session on "Adapt: Risk-based thinking". This is the second in a three-part series on the building blocks of managing HOP. Hear from Tony about his own human performance risk management model, join discussions on the inadequacy of excellence, and discover practical actions you can implement immediately.

Building Blocks of
Managing H&OP:
System Learning 

What are the system-level weaknesses in your organization’s structure that negatively influence behaviour choices in the workplace? Can you identify the vulnerabilities that weaken the effectiveness of your built-in defenses? This is what systems learning is all about.


Join Tony Muschara, author and specialist in Human and Organizational Performance (HOP), for the final webinar in this three-part series on the building blocks of managing HOP. Join the discussion on how behaviour and outcomes emerge from the systems people work in and learn how to implement effective systems learning in your own organization.


Integrated Safety Management System

Integrated Approach to Improving Safety & Quality


Implications of Failure Models

Chain of Events Model

1. Elimination

2. Substitution

3. Engineering controls

4. Admin./procedural controls

5. Personal protective equipment

Barrier Model

Systems Failure Model

Drift Model

F&O QA

organizational announcement

Brendan Curran, F&O Director, made an organizational announcement to introduce Jennifer Lisius as our new Associate Director for Facilities Management and Planning (FMP) starting on July 3rd. 

Jenny is joining SLAC from Stanford Health Care, where she held the position of Director of Operations for Site Support Services. She brings a wealth of expertise to her new role with her extensive background in property services, computerized maintenance management systems, finance, continuous improvement, and process management. During her time at Stanford Health Care, Jenny successfully managed a diverse portfolio of 150 facilities, including administrative buildings and Medical Office Buildings, spanning an impressive 3.5 million square feet.

Key areas of concern for improvement:

As our new FMP Associate Director, Jenny will partner closely with operations and science directorates to ensure sustainable and effective delivery of our mission priorities and commitments. Her experience with large complex institutions and her collaborative approach will be critical in this effort.

The FMP Infrastructure and Campus Planning Manager will work with the Associate Director to oversee:

The increased scope of the infrastructure long-range vision will be a multidisciplinary effort that will program SLAC’s infrastructure renewal and readiness to support future mission requirements. 

Lessons Learned & Best Practices

Some of the keywords, as we discussed, are: Project Delivery, Design-Build, Change, Cost, Quality, and Improvement.

Here are some Lessons Learned examples I found valuable for our Project Teams:


Don't hesitate to schedule your appointment with Dr. Emari, PMP at http://slac.us/office and he will guide you through some of his organizational improvement tips and tricks from DOE, OSHA, ISO, PMI, AGC, CII, CMAA, LEED, and much more...