Gary Clipperton

Gary Clipperton

Fifteen Steps to Improve

Cleaning Productivity

© Gary Clipperton, 2010. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Gary Clipperton with appropriate and specific direction to the original content.

DISCLAIMER While every precaution has been taken in the preparation of this book, the author/publisher assumes no responsibility for errors or omissions. Neither is any liability assumed for damages resulting, or alleged to result, directly or indirectly from the use of this information. The author/publisher assumes the reader will review all suggestions contained in this book for compliance to all existing laws and regulations such as safety and health standards, OSHA requirements and conformance to laws governing employee/employer relationships. Overview Summary Every manager’s dream is to build self-directed work teams that deliver immaculate results in record breaking times. But, that doesn’t happen overnight. Cleaning managers must instill the necessary diagnostic skills so it’s nearly impossible for workers to fail. There are practical guidelines for engineering, tracking and redesigning cleaning flow systems. Measuring current productivity (benchmarking), establishing goals (process improvement) and assessing quality tolerances (conformance to standards) is a solid place to start. A well-conceived plan must include the required improvements for staff, equipment, supplies, standards and training systems. It’s critical to secure buy-in for all improvements from staff, upper management and facility occupants. Unclear communications and lack of support can result in disorganized approaches and disappointing results. Work task instructions must address potential cleaning variables. For example, if you instruct a staff member to take a spray bottle and towel and clean a surface, the instruction does not address the potential variables. Is there a need for debris removal? Will a scraper or scouring pad be required? Is normal dwell time sufficient to loosen the soil? Should the surface be polished dry or treated with a disinfectant? Cleaning instructions should be comprehensive to avert backtracking to the supply closet and curtail expensive rework.

Here is an overview of the fifteen pillars for productivity enhancement 1. Reduction of soil input. Containment requires investigation,

detection, analysis and prevention. A scouting expedition resulting in counter-measures should contain the spread of excess soil. With sufficient effort you can put a lid on it.

2. Critical analysis of each cleaning task. What would happen if a particular task was eliminated or the standards or frequencies relaxed? For example, just because entry areas may require a carpet pre-scrub prior to extraction, does not mean all areas require a pre-scrub. Critical analysis should determine how many feet from the door, carpets must be pre-scrubbed. Start dissecting every task.

3. Value engineering. How effective is each step of the task in producing the desired result? Try to eliminate steps without diminishing quality. Review non-critical surfaces to determine if an inspection and touch up could periodically replace a deep cleaning. Value engineering for a floor stripping operation might reveal that a more thorough squeegee and wet vac operation could reduce the number of rinses from three to two.

4. Judging soil intensity. Staff should evaluate all cleaning demands. If soil loads are light, then a light cleaning procedure will apply, and the opposite is also true. Since cleaning productivity varies, technicians must assess light, medium and heavy cleaning demands. Power-washing a desk to remove light dust would be overkill. Workers must employ intense and rapid eye-movement to search, scan and inspect surfaces and determine proper responses.

5. Removal of distractions. Interruptions hinder productivity. The main thing is to keep the main thing the main thing. Cleaning management should strive to protect staff from unnecessary interruptions. For example, you might keep a list of future job assignments and then share them with a worker just as he or she finishes their lunch or coffee break.

6. Establishment of sequential workflow. Map out the most direct flow pattern to clean each department. Different areas often require distinct flow patterns. Technicians must be trained to think sequentially. If trash is emptied last and a pencil sharpener was recently dumped into the trash can, expect a cloud of wood pulp. Now, the area must be vacuumed a second time.

7. Employment of forward thinking. Always ask, what will be required next? Consider all the possibilities, demands and needs that could cause delays or backtracking. Use project supply lists to confirm all potentially required items are available. If a carpet cleaner forgets gum remover or rust remover, it may cost another trip back to pick up supplies. It’s ok for executives to manage by “walking around”, but it’s not ok for technicians.

8. Streamlined supply access. Organize supply closets to reduce clutter and achieve orderliness. Eliminate restrictions and reduce supply search times. Pre-position items to facilitate a quick grab and run. Shortages can be avoided by tracking minimum inventory levels and lead times.

9. Elimination of backtracking. Train workers to picture in their mind the required sequences for each cleaning task. For example, suppose a worker is assigned to collect the needed supplies for stripping and refinishing a floor. The worker would ask, “What is required to”: a). Move furniture and prep the area b). Clean up the floor c). Apply the stripper d). Perform the stripping procedure e). Remove the stripper and rinse the floor f). Apply finish and dry the floor. Technicians should strive to eliminate the phrase, “Oh I forgot” from their vocabulary.

10. Removal of cleaning restraints. Install safeguards in the cleaning process to reduce workmanship flaws. Engineer the selection of cleaning supplies so it is almost impossible to make wrong choices. Reduce hindrances, bottlenecks, bureaucracy, and excessive paperwork. Test and evaluate all cleaning procedures for efficiency.

11. Work simplification. Consider performing tasks in parallel. For example, after emptying the trash can, begin to walk back to return it while pulling Post-It notes from the inside of the trash liner. Upgrade the size and efficiency of equipment. Check ISSA cleaning times for various sized equipment and calculate potential labor savings. Speed up non-essential jobs. Implement motion economy principles. Is each segment of the task, (hold, reach, move, motion or positioning) necessary? Train workers to build momentum, reduce rapid start and stop actions and improve manual dexterity. Keep movements smooth.

12. Acceleration of skill proficiency. Diagnostic skills should help a worker identify potential failure points and understand how to correct them. When extracting carpets do workers know how to troubleshoot carpet streaks, correct brown-out and wicking and monitor recovery rates? In general, have they mastered the art of self-correcting all potential deficiencies?

13. Self-inspection checklists. Workers need task assignment and quality checklists to supervise their own work. Technicians should final inspect the area just cleaned to eliminate rework or complaints. Teamwork is required to reduce omissions and strive for zero defects.

14. Enhanced training systems. Begin with training drills, so rapid decisions and automatic reactions become commonplace. PowerPoint training slides with photos of your surfaces, procedures and equipment can be used to supercharge your training program. Workers should know how each task interrelates with the other job functions.

15. Improved management skills. Authority must be delegated, so empowered workers can make appropriate decisions. Regular, relevant and timely feedback will head off uncertainty, confusion and unclear expectations. Support and encouragement will improve job

satisfaction, while proper recognition and rewards will build worker motivation.

Professional cleaning coaches understand the need to improve worker diagnostic skills. Top-notch mentoring can impact morale and work ethics. Since competency is duplicable, don’t give up until excellence has been achieved. First-class executives develop first-class teams. Here are the workbook details of how to locate, solve and implement each step: 1. Reduction of soil input To begin with; investigation, detection and analysis are required. A scouting expedition should help locate sources of excessive soil conditions. Next, counter-measures should include the containment of soil. With sufficient effort you can put a lid on it. Someone has defined soil as “matter out of place.” A certain amount of soil can be reduced by first locating its source. Grease, tar, mud and dirt are commonly tracked in from the outside. Tracked-in soil can be reduced by regular cleaning and maintenance of entrance areas along with adequate walk off mats. Entrance foyers (two sets of doors six feet apart) reduce airborne dust and litter from blowing into the building each time the doors are opened.

Productivity Restraints Include:

Outdated or inefficient equipment

Poorly maintained equipment that is prone to breakdown

Inferior cleaning products that deliver inferior results

Staff talents mismatched to the job, causing underperformance

Lack of cleaning ownership creating an “I don’t care” attitude

Bureaucratic policies hindering creativity and individual initiative

Task complexity slowing down performance

Demoralized teams experiencing underachievement

G.C.

Occupants occasionally spill drinks on floors and carpets. Requiring liquid consumption in a tiled break room can reduce this. Often litter is dropped onto the floor instead of the trashcan. Building management can help stress the importance of a litter-free environment. Contests, posters, rewards, proper example, reprimand or punishment are all viable means to reduce litter.

It is a good idea to have a trash can near each soft drink machine. But, in this case cleaning of the lid has been neglected. Building executives must set a good example and require that staff members initiate internal housekeeping. I’ve always appreciated the sign that says, “Your mother doesn’t work here, so clean up after yourself”. Dust reduction can be achieved through superior HVAC filtration systems. Reduction of indoor humidity alleviates moisture. Dust and moisture combine to form a smudge or soil. Improved airflow and filtration, along with reduced humidity, will also decrease possibilities for mold growth. When dust remains for an extended period, atmospheric moisture will harden the dust and cause it to bond to a surface.

IMPROVEMENT ACTION PLAN

Needed Improvement: Problem areas with heavy soil input include Possible Options or Solutions Plan to Test Options and Select Best Solution

Details of Plan (who, what, when, where, why and how) Tracking Results, Making Adjustments and Plans for Additional Improvements 2. Critical analysis of each cleaning task

What would happen if a particular task was eliminated or the standards or frequencies relaxed? For example, just because entry areas may require a carpet pre-scrub prior to extraction, does not mean all areas require a pre-scrub. Critical analysis should determine how many feet from the door, carpets must be pre-scrubbed.

Critical analysis evaluates every task and asks, “Is this action, job or task producing true value in accomplishing a vital cleaning function?” In addition ask: “Why are we doing this task?” And ask, “Is there a better way?” Remember: While productivity is important, it should not be at the sake of maintaining good quality. Here is an example of critical analysis concerning floor stripping. Suppose that each time small areas are stripped, the stripping solution dries on the floor. Now, the floor must be re-wet with the mop and stripping solution. Then, it must be scrubbed again with the floor machine. Question: Is there a better way? Answer: Yes, install a solution tank on the floor machine and shower-feed water whenever the floor starts to dry out. Critical analysis discovered a problem and by implementing a solution, wasted time is reduced.

IMPROVEMENT ACTION PLAN

Needed Improvement: Makes a list of the least important cleaning tasks and review them -

Possible Options or Solutions Plan to Test Options and Select Best Solution Details of Plan (who, what, when, where, why and how) Tracking Results, Making Adjustments and Plans for Additional Improvements 3. Value engineering How effective is each step of the task in producing the desired result?

Try to eliminate steps without diminishing quality. Review non-critical surfaces to determine if an inspection and touch up could periodically replace a deep cleaning. Value engineering for a floor stripping operation might reveal that a more thorough squeegee and wet vac operation could reduce the number of rinses from three to two.

With a few adjustments and additional training, workers can learn to squeegee without leaving trails and traces of wasted slurry. By improving the quality of the one operation, time is saved on the next. Value engineering seeks to make the service better, faster and cheaper. Management should review each cleaning task to see if it contributes to value-added services. In other words, “Is each task critical to the operation of our organization?” If cleaning frequencies can be slightly reduced, with little or no change in

appearance, why waste unnecessary chemicals or labor? If a floor can be buffed twice a week instead of every other day, without any appearance of degradation to the program, why not consider the reduction? Can trashcan liners be changed less frequently - and the list goes on. Begin to evaluate each cleaning task for effectiveness. Does the cleaning staff go through the motions, or does each task count? Does it bring noticeable improvement to the appearance of the building? Strive to eliminate unnecessary tasks without diminishing quality. Keep in mind, the inspection and “clean only the visible soil” approach does not apply in medical or food service operations. Invisible bacteria must be removed and surfaces disinfected in critical areas. The same may apply to restrooms. So, follow sanitary procedures to reduce or eliminate cross-contamination. Cleaning technicians must quickly inspect surfaces and decide if each surface requires cleaning. (Keep in mind our caution regarding health and food surfaces.) Cleaning skills improve as technicians rapidly inspect surfaces and respond automatically.

Examination of each cleaning process can reveal inefficiencies. The overall process has a FUNCTION (what it is able to accomplish) and a FORM (how it appears from a bird’s-eye view). Your goal is to organize a streamlined cleaning-flow system that reduces complex decisions. The cleaning team must be able to quickly grasp the assignments and fulfill them.

IMPROVEMENT ACTION PLAN

Needed Improvement: List cleaning steps that could be shortened or eliminated - Possible Options or Solutions Plan to Test Options and Select Best Solution

Details of Plan (who, what, when, where, why and how) Tracking Results, Making Adjustments and Plans for Additional Improvements 4. Judging soil intensity.

Staff should evaluate all cleaning demands. If soil loads are light, then a light cleaning procedure will apply, and the opposite is also true. Since cleaning productivity varies, technicians must assess light, medium and heavy cleaning demands. Power-washing a desk to remove light dust would be overkill. Workers must employ intense and rapid eye-movement to search, scan and inspect surfaces and determine proper cleaning responses.

Here is an everyday example. Suppose you are cleaning lunch room tables. And, suppose there is evidence of dried on food. Now, instead of a spray and wipe dry with towel procedures, a nylon scrub pad or scraper is required. By catching the reflection of the overhead light, you can locate each particle of encrusted soil. By using close analysis of soil intensity, you or the worker can scrub only the hardened soil, not the entire table. This is working smarter and not harder. Judging soil conditions begins by categorizing it into light, medium or heavy soil. Next, evaluate if the chemical usage, agitation and overall labor will be light, moderate or intensive. By not treating all surfaces the same, cleaning productivity is improved.

IMPROVEMENT ACTION PLAN

Needed Improvement: List areas where excessive labor is used to clean a surface when other options are available - Possible Options or Solutions Plan to Test Options and Select Best Solution Details of Plan (who, what, when, where, why and how) Tracking Results, Making Adjustments and Plans for Additional Improvements 5. Removal of distractions and hindrances.

Interruptions hinder productivity. As someone once said, “The main thing is to keep the main thing the main thing”. Cleaning management should strive to protect staff from unnecessary interruptions. For example, you might keep a list of future job assignments and then share them with a worker just as he or she finishes their lunch or coffee break. This could reduce interruptions that could slow down workers by disrupting their cleaning tasks.

A worker’s speed is affected by the input (soil load and obstacles). The heavier the soil input, the slower the cleaning process. Here are some of the input factors affecting worker productivity:

Obstructions – electrical cords on the floor, equipment placed on the floor that must be cleaned underneath

Clutter – excessive amount of small fixtures that block cleaning access

Density – high number of desks and people occupying a given area

Strenuous tasks – taxing jobs that produce fatigue such as lifting heavy trash bags into a dumpster

Task complexity – numerous and difficult steps to be performed such as stripping and re-finishing a floor

Interruptions – other workers or events that disturb cleaning activities

Lack of access – locked doors with no keys

Management can correct many of these performance hindrances. We suggest you make a tour marking all violations.

IMPROVEMENT ACTION PLAN

Needed Improvement: Make a list of leading hindrances, distractions or interruptions - Possible Options or Solutions Plan to Test Options and Select Best Solution

Details of Plan (who, what, when, where, why and how) Tracking Results, Making Adjustments and Plans for Additional Improvements 6. Establishment of sequential workflow Map out the most direct flow pattern to clean each department. Different areas often require distinct flow patterns. Workers must be trained to think

sequentially. For example, if trash is emptied last and a pencil sharpener was recently dumped into the trash can, expect to discover a cloud of wood pulp in the air. Now, the area must be vacuumed a second time.

When cleaning as a team, everyone must the same path. Trash must be removed first to eliminate rework by the dusting or vacuum technician, who may have to clean up new spillage. Dusting must be accomplished next, to knock all debris, dead insects, etc., to the floor for pickup by the vacuum tech. Performing these steps out of sequence causes excessive backtracking or redo. A cleaning-flow system must be properly engineered. A qualified worker or staff person must analyze the building layout and decide on the most

efficient cleaning route or plan of attack. Once the cleaning route has been established, it is necessary that each team member follows the same exact route. Otherwise, backtracking or overlapping will occur. The cleaning-flow system is a simple pattern or route, which allows maximum cleaning access with minimal walking and zero backtracking. Most rooms will clean in a circular (clockwise or counterclockwise) pattern. For example, you can enter the door and immediately start cleaning on the right side, working to the back of the room. Next, work across the back and start making your way back to the entrance, cleaning the side opposite of where you first started. A Gantt chart will assist you in making proper workload assignments by assuring all jobs are finished at the same time. This chart is a horizontal bar display, depicting the starting and ending time for each task. Each building will require a separate chart as no two building are the same. You can complete your own chart by selecting the number of people and marking start and stop lines and filling in with abbreviated cleaning activities. Medium-sized office building with three workers

Prep = open janitor’s closet and distribute work tools. L.L. = Load levelers such as clean drinking fountain, clean front door glass, vacuum front mat, organize janitor’s closet, clean wet mop, restock supplies, take paper goods to restrooms, lock up, etc. Be sure to identify all the items included on the load leveler list and allow workers to divide up those tasks so everyone finishes at the same time.

Bill Trash Vac LL

Jill Detail - dust and spray & wipe Rest rooms LL LL

Sam Vacuum

Prep

0 1hour 2 hour 3 hour

IMPROVEMENT ACTION PLAN

Needed Improvement: Diagram current bottlenecks Possible Options or Solutions Plan to Test Options and Select Best Solution Details of Plan (who, what, when, where, why and how) Tracking Results, Making Adjustments and Plans for Additional Improvements 7. Employment of forward thinking Always ask, “What will be required next?” Consider all the possibilities, demands and needs that could cause delays or backtracking. Use project supply lists to confirm all potentially required items are available. If a carpet cleaner forgets gum remover or rust remover, it may cost another trip back to pick up supplies. It’s ok for executives to manage by “walking around”, but it’s not ok for technicians.

The learning curve is shortened for new technicians, whenever the entire cleaning-flow system has been mapped out in advance. The crux of mastering the learning curve is to practice each task so that it becomes automatic. This shortens the time normally required in inspecting, analyzing, reasoning and planning how to approach each task. For example, a vacuum specialist will soon remember where every electrical outlet is located and how far the vacuum cord will extend before running out of cord. An automatic reflex should replace wasted time looking for a plug. Skill mastery is established by repetition of an act. Repetition produces experience, as a worker does the following:

Becomes more familiar with the task

Becomes familiar with the interaction of each task with others

Comprehends how each task relates to the whole

Improves manual dexterity

Discovers shortcuts

Develops rhythm and patterns

Reduces rapid start and stop motions

Develops skill, avoiding operator error Cleaning is a sequence of individual tasks or moves. When a technician fully understands the process, he or she will constantly be thinking about the next move. Automatic reflexes help improve cleaning productivity. Here is an example of the necessity of constant forward thinking cleaning steps in restroom cared can change on certain days. A normal cleaning flow is from top to bottom and from dry to wet. However, a major mess or a toilet overflow can change everything about the process. Forward thinking, such as keeping focused on what needs to happen next, will facilitate the cleaning process.

IMPROVEMENT ACTION PLAN

Needed Improvement: Just like in Chess, always employ forward thinking. List here any tasks that are out of sync.

Possible Options or Solutions Plan to Test Options and Select Best Solution Details of Plan (who, what, when, where, why and how) Tracking Results, Making Adjustments and Plans for Additional Improvements 8. Streamlined supply access. Organize supply closets to reduce clutter and achieve orderliness. Eliminate restrictions and reduce supply search times. Pre-position items to facilitate a quick grab and run. Shortages can be avoided by tracking minimum inventory levels and lead times. Excessive trips for supplies can be cleaner’s enemy number one. Here are a few suggestions for reducing wasted time when obtaining supplies:

Organize every custodial supply closet in the same approximate order. Items used once a year could be kept in an out-of-the-way storage room. Nightly supplies should be kept by the door for a

quick grab-and-run. Shelves and holders should have supplies organized in an orderly fashion.

Install extra shelves if required. Stock nightly supplies on a shelf approximately chest-high for rapid selection. Eliminate excessive time required to sort through those rarely used supplies to locate immediate needs.

If the closet is large enough to contain equipment and supplies for floor care, organize those supplies into specific areas: one area for floor care and one area for carpet cleaning. If transport carts are available, leave all the supplies needed, on a floor care cart. This will facilitate rapid transport of all supplies to the work area.

Label supply boxes with a bold magic marker, so technicians can quickly read the contents. For boxes containing small items, cut out a portion of the front, so a technician’s hand can easily fit inside. This will eliminate taking the box off the shelf and opening the lid each time. Another example is the storage of floor-buff pads. Tear off the front flaps, so everyone can quickly see the color, unless there are several sizes on the shelf. The key operative is: “streamline the access.”

Some supervisors prefer to trace around hanging equipment with a black magic marker. Whenever the item is gone, a “hole,” so to speak, shows up on the wall. The proper return location for all hanging supplies is easily identified.

A fully-stocked and organized supply closet helps identify inventory levels. Sufficient supplies should always be on hand. Extra trips to the warehouse must be eliminated. Take a periodic inventory and transport all supplies needed at one time, from the warehouse.

Compile and post a supply list. If technicians are distracted, they may forget what supplies they were going after. Larger operations will normally have a supply requisition form or computer program and a warehouse person who delivers the supplies.

Post a specific supply-chart for each activity. Prepare a designated supply-cart list for nightly cleaning activities, another list for hard floor care and one for carpet cleaning. New technicians can review the list to gather necessary supplies for each job. By checking the supply list (posted on the door), a technician can accurately and efficiently stock a cleaning cart.

Before leaving the supply area, check spray bottles, quart bottles,

etc., to make sure there is enough chemical to finish the cleaning functions for the shift.

Color coded spray bottles, with matching trigger sprayer heads help keep supplies separate. Trigger spray heads can be purchased in green red, blue, yellow and white. These can be matched with corresponding chemical labels.

Here is a strategy for a building that is being cleaned for the first time, or for when the cleaning supply chart is missing. Construct a mental rehearsal of all the required steps in a cleaning task. For example, prior to bonnet cleaning a carpet, go through a particular mental checklist in the order of events with the required supplies. Do you have these supplies?

Pump-up sprayer in good working order, properly sized to the job

Adequate supply of the bonnet cleaning solution to complete the job

Sufficient number of clean, damp bonnets to complete the job

Scraper for chewing gum or encrusted soils

Properly sized floor machine in working order with drive brush

Wet floor signs and any necessary walk-off mats

A complete kit of all required spot removers

Air handler for rapid drying of carpet in occupied areas Mentally walk through the cleaning steps to gather all the needed supplies. Streamlining the supply process can reduce backtracking.

IMPROVEMENT ACTION PLAN

Needed Improvement: Make a list of areas to convert to a position of orderliness - Possible Options or Solutions Plan to Test Options and Select Best Solution

Details of Plan (who, what, when, where, why and how) Tracking Results, Making Adjustments and Plans for Additional Improvements 9. Elimination of backtracking Train workers to picture in their mind the required sequences for each cleaning task. For example, suppose a worker is assigned to collect the needed supplies for stripping and refinishing a floor. The worker would note what is required to: a). Move furniture and prep the area b). Clean up the floor c). Apply the stripper d). Perform the stripping procedure e). Remove the stripper and rinse the floor f). Apply finish and dry the floor. Technicians should strive to eliminate the phrase, “Oh I forgot” from their vocabulary. Think through the entire process. When a person backtracks or walks back to retrieve a forgotten supply, they may forget where they left off. Consequently, areas can be cleaned twice or skipped altogether. Complete preparation will reduce wasted trips. Cleaning supplies should be transported in appropriate containers. Four-wheel flatbed carts are excellent for transporting floor and carpet cleaning supplies. An empty five-gallon bucket is helpful in carrying construction cleanup supplies, restroom supplies or carpet spotters. There are several benefits of using an empty 5-gallon poly pail. In addition to the recycling or green aspects, there are several advantages over using

a cleaning tray:

Supply bottles easily tip over in a tray. Consequently, time is wasted setting bottles upright.

The bucket can be emptied and used to transport water or used for cleaning purposes.

The bucket will hold more supplies such as towels, a green scouring pad, a scraper, along with several spray bottles.

A bucket caddy that mounts on the exterior of the 5-gallon pail is available. Cleaning items conveniently fit into the pockets.

The bucket handle allows the bucket to be placed over a buffer (floor machine) handle, etc., for transport.

If the technician is lightweight, the bucket can serve as a temporary step- ladder or stool (make sure all safety regulations are met).

Normally, trash removal personnel will not require a cleaning cart. A soft, vinyl barrel caddy, attached to the outside of a rolling trash barrel is handy for carrying trash liners and perhaps a spray bottle and towels. . Each restroom and mopping tech will normally require a well-stocked cleaning cart. Provide enough carts so a technician does not have to leave the area and walk to another technician’s cart for supplies. Backtracking can be reduced by installing a vinyl barrel caddy (with pockets) to the outside of a 55-gallon trash barrel. The pockets can be stocked with different size trash liners, a spray bottle and towels to wipe up any spills. If a Spray-A-Tizer is used to clean restrooms, the restroom technician can stock the barrel caddy as follows:

Tissue and towels either in the caddy pocket or inside a small heavy-duty trash liner tied to the barrel handle

Spray-A-Tizer inside the tote bag along with a foam rubber floor squeegee and grout brush.

Five-foot pole for the squeegee and grout brush, placed inside the trash barrel

Restroom cleaning supplies in the other caddy pockets including scraper, bowl cleaner and bowl mop, quart of disinfectant cleaner, glass cleaner, etc.

IMPROVEMENT ACTION PLAN

Needed Improvement: List areas or projects that lack a clear-cut list of required materials –

Possible Options or Solutions Plan to Test Options and Select Best Solution Details of Plan (who, what, when, where, why and how) Tracking Results, Making Adjustments and Plans for Additional Improvements 10. Removal of cleaning restraints Install safeguards in the cleaning process to reduce workmanship flaws. Engineer the selection of cleaning supplies so it is almost impossible to make wrong choices. Reduce hindrances, bottlenecks, bureaucracy, and excessive paperwork. Test and evaluate all cleaning procedures and products for efficiency. Set up a plan to organize all the cleaning operations so the entire building becomes orderly. The opposite of orderliness is clutter or chaos. Clutter reduction diminishes distractions. It is interesting to observe a new worker who first enters an office that is heavily cluttered. They are initially surprised and distracted. If the room is intricately decorated, the worker glances around the room in awe. If the room is full of junk, the worker inspects with disdain. Either way, time is wasted due to distractions. These distractions can be subconscious. Once the worker becomes familiar with the surroundings, distractions subside.

To overcome distractions, a skilled worker must utilize intense eye movement (search and inspect functions). When you clean a facility, take time to remove clutter and establish orderliness. You may need to elicit management support or institute a spring-cleaning project. Here’s an important tip for establishing orderliness: make it impossible to put things back in the wrong place. For example, if a maid’s cart is compartmentalized and supplies are sorted in color-coded or size-fitted containers; it becomes difficult to replace an item in the wrong space. You’ve heard the saying “If it is not broken, don’t fix it.” Conversely, the area needing the greatest attention usually becomes the best starting point for process improvement. Begin shifting focus from the mundane to the noticeable. Discover high-profile problems, divert time from nonessential tasks and fix the problem.

IMPROVEMENT ACTION PLAN

Needed Improvement: List areas where mistakes often occur - Possible Options or Solutions Plan to Test Options and Select Best Solution Details of Plan (who, what, when, where, why and how)

Tracking Results, Making Adjustments and Plans for Additional Improvements 11. Work simplification Consider performing tasks in parallel. For example, after emptying the trash can, begin to walk back to return it while pulling Post-It notes from the inside of the trash liner. Once you return to the trash barrel, place the Post-It notes inside as you begin moving the barrel ahead to the next stop. Upgrade the size and efficiency of equipment. Check ISSA cleaning times for various sized equipment and calculate potential labor savings. Speed up non-essential jobs. Implement motion economy principles. Is each segment of the task necessary (hold, reach, move, motion or positioning)? Train workers to build momentum, reduce rapid start and stop actions and improve manual dexterity. Cleaning managers can erroneously place all the blame on workers for slow production times. In many cases, the problem lies with the process. For example, bureaucracy and extensive paperwork take away from cleaning time. Here are some other areas to review for possible improvement:

Ensure all tasks add value to the overall operation.

Simplify each process by reducing the number of required steps and complexity.

Perform tasks in parallel. Accomplish two jobs at one time.

Upgrade or upsize equipment to more productive models.

Simplify training instructions. Organize by priority, making them short and concise.

Reduce all tasks to the lowest common denominator.

Speed up non-critical jobs and relax the standards slightly (if

possible).

Redesign the layout of the workplace to make for easier access.

Assign part of the job to someone else.

Reduce boredom by swapping jobs temporarily or periodically (cross-training).

Use the Pocket Pal daily reminder, available from National Pro Clean.

Work simplification should reduce the total cycle time. Simplifying and eliminating unnecessary tasks streamlines the workflow. Bottlenecks and redundancy hinders the goal of making the process Faster, Less Expensive and Better.

IMPROVEMENT ACTION PLAN

Needed Improvement: List cleaning tasks that can be broken down into minute detail. Then, begin streamlining the steps - Possible Options or Solutions Plan to Test Options and Select Best Solution Details of Plan (who, what, when, where, why and how)

Tracking Results, Making Adjustments and Plans for Additional Improvements 12. Acceleration of skill proficiency. Improved diagnostic skills should help a worker identify potential failure points and understand how to correct them. When extracting carpets are the workers trained to troubleshoot carpet streaks, correct brown-out and wicking and monitor recovery rates? In general, have they mastered the art of self-correcting all potential deficiencies? For example, if a worker has not been thoroughly trained to identify and correct carpet extractor streaks, a carpet cleaning job could be botched. A self-contained extractor normally has 2-5 spray jets to deliver the water to the carpet. Just one plugged jet will show a skip in the spray pattern. And, within a few minutes time, the freshly cleaned carpet will begin to dry with a streaked appearance. Advanced diagnostic training skills will help a worker observe the immediate and ongoing results. A carpet extractor can be placed over a piece of cardboard or even on the carpet and the solution flow button pressed very quickly. Now, move the extractor and observe the spray pattern. Does it continue uninterrupted from one side to the other? If the pattern is not full, invert the extractor. Ask another helper to observe the spray pattern from about five feet away, to locate the plugged jet. If the general pressure is weak, it could be a plugged filter. Make sure the operators are trained to diagnose most all common problems. Newly hired workers experience a normal “break-in” period. Job mastery and the time required to get up to speed varies. Several things affect overall job mastery including:

Age - Younger can work harder, older can work smarter

Aptitude – Pre-existing work skills and abilities

Attitude – Response either negative or positive to the work atmosphere

Aspirations – Personal and career goals

Professional behavior – Tendency to behave in a mature manner

Beliefs and values – Work ethic, which propels drive and spirit

Communication skills – Ability to listen, offer feed back and positive input; keeping others informed

Energy and health – Wellness of the body, mind and spirit

Experience – Previous mastery of cleaning skills

Knowledge and IQ – Comprehension and memory skills

Learning style – Easily identifies with visual and verbal orders

Motivation – Determined to succeed

Motor skills – Speed and coordination of movement

Temperament – Maturity in organizing feelings and responses

This is why it is challenging to manage cleaning teams. No two people possess identical traits in the 14 areas listed above. Part of a manager’s job is to identify strong and weak points and then channel resources toward improving performance. Often a wise manager will find ways to compensate for a particular workers inability. Creativity and planning strategies will work.

IMPROVEMENT ACTION PLAN

Needed Improvement: List challenging areas for training and skill mastery accomplishment - Possible Options or Solutions Plan to Test Options and Select Best Solution Details of Plan (who, what, when, where, why and how)

Tracking Results, Making Adjustments and Plans for Additional Improvements 13. Self-inspection checklists Workers need task assignment and quality checklists to monitor their own work. Technicians should final inspect the area just cleaned to eliminate rework or complaints. Teamwork is required to reduce omissions and strive for zero defects. If a team-approach is being used to clean, then management must focus on teamwork training. Personality differences must be blended and operator maturity encouraged. An under-performing team member can cause problems. Finding a flaw or skip in another’s work must be addressed diplomatically. A little humor can go a long way in smoothing out relations. Encourage workers to use excessive amounts of kindness when bringing defects to the attention of another. The golden rule can work wonders. Use a quality control check-list to help workers maintain consistent job performance. Below is a condensed list for carpet and floor care: A list for carpet and floor inspections could include a 1-10 overall rating for the quality of the job. These quality checklists below can be personalized for each facility.

Carpet Care

Edges, behind doors and under desks cleaned.

Spots satisfactorily cleaned.

Soiled traffic lanes now match the carpet appearance along the edges (as much as possible).

Excellence in overall uniform appearance.

Drying time not excessive.

Required furniture was moved or cleaned under. Floor Care

Edges scraped and clean – free of buildup.

Doorjambs, under furniture legs and inaccessible corners cleaned.

Absence of discoloration in floor.

Absence of marks and scratches.

Absence of splashed on stripper

Finish is uniform, smooth and streak free.

High gloss.

Quality Inspection form for standard office cleaning

Building ____________________ Inspected by_______________________ Date__________ Area _______________________ Team or person___________________ Time__________

Score 1-10

Trash emptied 100%, liners clean, outside of cans and lids clean, cans straightened

Detail dusting of desks, desk legs, counters, bookcases, ledges, cabinets, furniture, chair legs, lamps, appliances, etc.

High dusting of doorjambs, windowsills, vents, pictures, ledges, corners etc.

Detail cleaning (no dust, fingerprints, coffee stains, smudges, streaks) on desks, counters, bookcases, cabinets, furniture, chairs, blackboards, etc.

Carpets vacuumed with no specs or litter. Clean under desks, behind furniture, etc.

Carpet edges detailed with no dust or litter. Baseboards clean, furniture straightened

Floors dust mopped and wet mopped with no litter, dust balls, spills, stains, streaks or film

Edges detail mopped - both dry and wet mopped, free of build up and litter

Entrance glass spot free, no fingerprints, smudges, etc.

Restroom supplies refilled

Sinks, chrome, mirrors, counters spot free, smudge free

Commodes and urinals spot free inside and out, chrome polished, streak free

Restroom walls and partitions spot free and smudge free, trash emptied

Restroom floors clean, no spots, smudges, streaks or dull film

Janitor closet stocked, clean, organized and items easy to access

PROJECT WORK – performed often enough to avoid unsightly appearances

Dusting of walls, blinds, lights, vents

Spot cleaning of walls, doorjambs, etc.

Spot cleaning of carpets, traffic lanes not soiled

Burnishing of floors, consistent shine, free of black marks, stains, scuffs & buildup

Helpful and cooperative toward staff and co-workers, performs tasks in timely manner

TOTAL SCORE. Count number of items rated above and divide into total score = _______ (or 1-10 score) Add a zero to arrive at percentage score = _______ Notes/Comments

IMPROVEMENT ACTION PLAN

Needed Improvement: List all areas that need quality improvements Possible Options or Solutions Plan to Test Options and Select Best Solution Details of Plan (who, what, when, where, why and how) Tracking Results, Making Adjustments and Plans for Additional Improvements

14. Enhanced training systems Begin with training drills, so rapid decisions and automatic reactions become commonplace. PowerPoint training slides with photos of your surfaces, procedures and equipment can be used to supercharge your training program. Workers should know how each task interrelates with the other job functions. Regular in-service training programs can improve over-all worker performance. Adding productivity enhancements such as the Spray-A-Tizer communicates to your staff that you care about their challenges. Training must include demonstrations, interaction, participation and Q&A sessions. The goal is to build a team that is highly motivated, cooperative and productive.

In our book Cleaning Performance Handbook, we have the following training illustration.

Training the Whole Person…

Instructional training

Procedures

Methodology

Feedback, communications and follow-up

Mind

Attention to detail

Motor skills

Inspect

Classify

Decide

Act

Picture results

Eye

Performance training

Skill development

Job mastery

Hand

Designated flow system

Direction of assignments

Adequate access and time

Foot

Ear

Support

Encouragement

Recognition

Reward

Correction

Non conflicting policy

Job satisfaction

Motivation

Heart

IMPROVEMENT ACTION PLAN

Needed Improvement: Focus on areas that create the greatest challenge in bringing workers up to full productivity. Create an improved training strategy below. Possible Options or Solutions Plan to Test Options and Select Best Solution Details of Plan (who, what, when, where, why and how) Tracking Results, Making Adjustments and Plans for Additional Improvements 15. Improved management skills Authority must be delegated, so empowered workers can make appropriate decisions. Regular, relevant and timely feedback will head off uncertainty, confusion and unclear expectations. Support and encouragement will improve job satisfaction, while proper recognition and rewards will build worker motivation.

A coach or facilitator seeks resolution of disagreements. These five steps can help resolve conflicts:

1. State the problem. Can we live and let live? Is it really

important enough to argue over this? 2. Identify where disagreement lies. “Joe, you feel you are

performing more work when you do part of Frank’s work. Frank, you feel Joe is pushing too hard and makes cutting remarks.”

3. Seek agreement. What are the common grounds we can agree on? “Men, what if we can work out a compromise where Frank does somewhat more and Joe lightens up?”

4. Consider options. Let’s be rational and look for resolutions, such as these: a. Reassign the jobs to another team b. Hire one or two replacements c. Use a stopwatch to record production times d. Monitor and report harassment e. Ask Frank to take on more of the workload. f. Ask Joe to report grievances directly to management, not to

Frank g. Work out a compromise where both team members are

willing to accommodate the process and meet in the middle.

5. Offer a win-win compromise. “Why don’t we try the last three options for three days and see if that doesn’t solve the problem.” Each side makes concessions and they meet in the middle.

Professional cleaning coaches understand the need to improve worker diagnostic skills. Top-notch mentoring can impact morale and work ethics. Since competency is duplicable, don’t give up until excellence has been achieved. First-class executives develop first-class teams. Nearly every personnel problem has a workable solution. Read, study and share with other mangers to upgrade your management skills. For example, there can be times when a technician is unable to perform satisfactorily a particular task. But, could that task be delegated to another worker and then swap out specific tasks? Creativity must never be curtailed in the cleaning business. A quest for excellence begins with a pursuit of improvement. Initiation of action is required before anything happens. Implementation is now up to you. Each challenge contains an action worksheet. The rewards will be worth the effort.

IMPROVEMENT ACTION PLAN

Needed Improvement: List areas where you can improve leadership and management skills - so workers will clean better and faster and morale is improved at the same time. Possible Options or Solutions Plan to Test Options and Select Best Solution Details of Plan (who, what, when, where, why and how) Tracking Results, Making Adjustments and Plans for Additional Improvements Gary Clipperton is a 40-year industry veteran; author of several cleaning books and training programs and President of National Pro Clean Corp. and founder of Pro Clean College.

Check out our Free Cleaning Advise Column Website www.nationalproclean.com And www.sprayatizer.com Phone (800) 796-4680 Email gary@nationalproclean.com

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