TCA provides a collaborative spirit, not a “safety police” attitude. We have proven our success in getting cooperation at a high level on construction projects ranging from 5-6 figure interior remodels to 8-9 figure major capital projects. From the ExxonMobil façade project, to the Chevron Lake Pontchartrain campus relocation after Hurricane Ike, to the Shell Technology Center, among many more, we have enjoyed a direct-report to owner relationship and/or owner’s representative or General Contractor that brings an entirely unbiased review to major capital projects. We employ collaborative techniques that are both effective team-building tools and designed to incorporate the known cognitive neuroscience behind how people’s brains are designed to respond to input. Our primary approach is engagement and team-based solutions for any insufficiency or issue on site. TCA has sustained this service over the years because of our success in winning over the diverse construction team, from the GC’s project management team to the entire team of subcontractors on site. Once trust is established, it is not uncommon for the construction personnel to begin reaching out to TCA for input on the safety challenges they face.
TCA Technicians are highly qualified persons with an average of 10+ years in the industry. TCA’s resource team, which includes all of our safety technicians, has more than 90 years collective experience in the industry. Our technicians not only enjoy many dedicated safety credentials, including but not limited to OSHA 510 credentials for every TCA tech, but TCA also has an in-house mentorship program that requires employee participation for a minimum of the first two years at TCA to teach our technicians TCA’s quality system and science-based approach to safety oversight.
TCA’s founder, Tara Maria Amavi, has more than 32 years in the industry and is a nationally recognized expert. TCA’s associate and project-specific partner, Tom Scott, is a CSP (Certified Safety Professional), OHST, licensed loss control specialist for the State of Texas, and has a safety and health degree. He is also the Chairman of the ASSE-Construction Services, Chapter, Houston, and has been for many years.
TCA technicians will provide QA/QC oversight for safety processes on client construction sites to include regulatory, industry best practices, client-specific and/or contractual duties, and other unsafe acts or conditions we observe whether or not they are regulated or fall into one of the preceding categories. When JSA’s (Job Safety Analyses or equivalent) are required, or where General Work Permits (or equivalent) are required, we will also audit activity against documentation to ensure compliance with the issued JSAs or permits on site.
For construction operations, our predictive analytics software, TCA Instant!®, is wholly-owned and developed by TCA, and was the first safety process predictive analytics software in the industry, originally developed in the 1990’s by TCA’s founder, Tara Amavi, and which has since become an industry best practice. TCA’s software tools are fully customizable to client requirements. The existing templates include over 160 unsafe acts or conditions to be observed and the final reports provide data on percentage compliant, issues discovered, and issues abated at the time we left the site and much more. Trend reports with graphic representation of data over time are also available throughout the project duration.
There are two approaches to audits: Embedded Technicians and Rotational Audits.
Embedded technicians are present on the jobsite full time. These technicians are an integral part of the site team and provide uninterrupted oversight.
The second approach to site visits is the Rotational Audit. These are random, unannounced site inspections, which occur throughout the project. These audits are designed to meet the needs of the client’s project, schedule, and budget.
TCA works with the client to evaluate the schedule, anticipated peak manpower, critical tasks (concrete pours, UPS installation, etc.) and then plans for audits to align themselves with the site conditions. If, for example, the determination that once per week was a good oversight on a particular project, then that project would have “banked” 52 audits for the calendar year. But those 52 audits will be implemented randomly, not necessary in clean weekly audits. If we are out once per week, the construction crews “relax” after we come, knowing they have several days when we are not likely to be present.
In the “banked” audits, TCA can use the approved 52 audits in less than predictable ways. If we come out and find more issues than normal, we may return the next day. Based upon site facts we may come out 3 times one week, while skipping weeks early on during dirt work, mobilization, or when weather interrupts site operations. In this approach, the construction personnel on site never know when we are coming. This helps create a psychological expectation in the workforce that impacts safe performance in a very positive way and which is much more effective than routine, predictable audits.
The individual audits are submitted electronically to TCA’s authorized client contract holder, typically within 24-48 hours of audit (excluding weekends, holidays, unforeseen weather emergencies), thus making the response time nearly immediate. Further, TCA technicians will never leave the site if imminent danger exists. The TCA technician will engage the controlling persons for immediate corrective action and, if that is not successful, contact our client contract holder for support in resolution prior to leaving the site.
The audit results may be mapped in our predictive analytic software to identify trends by contractor, or by unsafe act or condition, or by repeat offender, among other views. The mapping may also be positive to demonstrate improvements in performance over time and overall percentage compliant.