Spring Tune-up?
Your operation can also benefit from a regular check-up 

By COLLIN BUTTERFIELD,
President, Group B Services Ltd. 

I recently overheard a person talking about his philosophy regarding his vehicle. He said, “I just drive it ‘till the wheels fall off, then get another.” My first thought was, ‘at least it’s only a truck’, but then it occurred to me that, as a consultant, I’ve met cleaning managers that ran their operations that way. As long as nothing unexpected happened, their life was just fine. Unfortunately the unexpected does happen, usually when it’s most inconvenient. That’s when “leaving well alone” and “if it isn’t broke, don’t fix it” attitudes can cause a cleaning operation to become unmanageable. 

Running a cleaning service, either in house or a contract operation is a challenging job. There are so many different situations that can and do occur, usually when it’s most inconvenient. On days when everything is running smoothly, managers think, ‘it should be like this all the time’. Maybe it can’t be like that all the time, but if the operation is maintained in the same way as a new vehicle, it will probably run a lot smoother. For example, a consultant will look at the cleaning operation in the same way a mechanic will check your vehicle.

 

THE EIGHT POINT INSPECTION
(FOR CLEANING OPERATIONS)

Engine: (Cleaning Equipment). Is it in good order? Maybe some items need to be replaced. Cleaning equipment is usually built to last. With proper maintenance performed regularly, most equipment will last for years, sometimes even until it becomes obsolete and should be replaced. Poorly maintained equipment including extension cords, hoses and connectors will fail at critical times, cause damage to floor surfaces, work poorly and may even injure workers. Obsolete equipment wastes time by not allowing the worker to take advantage of newer, more efficient machines. An annual inspection of all equipment is always a good practice, as is keeping a record of repairs and problems. 

Ignition: (The manager and supervisors) These individuals should be the spark plugs that keep the system running. Is this happening? Managers and supervisors need to be up-to-date on the cleaning industry, knowledgeable about their facility and be able to motivate and direct cleaning staff. To do this requires that they Look, Listen and Learn.

• Look for opportunities to do the work more efficiently and effectively.
• Listen to the staff so that good ideas and good information isn’t ignored.
• Learn by attending industry seminars, talking with knowledgeable representatives or having an external review of the operation conducted by a consulting service.
  

Transmission: (The staff) Has there been regular maintenance? Are there documented work routines so that one or more employees don’t go in a different direction? Is everyone properly trained for the job? Untrained or poorly trained employees are a hazard to themselves and to the operation. Don’t assume that seniority denotes a well-trained employee; some of the least trained may well be the longest serving. A training record, just like a vehicle service record is an important tool to make sure people aren’t overlooked when scheduling or planning training programs. Using the wrong equipment for the job because of poor training can also slow down the work, so make sure that employees know which equipment or tool is the most effective and have them demonstrate their ability to use it. 

Alignment: (is everyone in your organization going in the same direction?) Having all the latest tools and equipment isn’t enough. There should be a consistent focus on what to do and how to do the work that is understood and followed by management and employees alike. A clear set of policies and procedures is essential. Many cleaning services are also expected to provide other non-cleaning services. That’s not unusual in itself, but is the tail wagging the dog? Is cleaning being neglected while non-cleaning work is done? Making sure that the policy is that cleaning tasks have first priority before doing other chores is always the best method. 

Brakes: (is there something slowing your operation’s effectiveness?) Absenteeism is one of the biggest drags on a cleaning department. Trying to get the job done without a full crew wears on the other members and can create morale problems such as the “me too” absence syndrome where a worker who had to do an absent workers routine as well as his own decides to “punish” the absent worker by taking a day off too. Unchecked, this can literally grind the service to a half. Absenteeism should be managed, it can never be completely eliminated, and work plans should be based on the actual average daily attendance not the theoretical staff service. 

Fuel system: (Cleaning products) are you using the right products for the work? Using the best products for the job is good practice. Supplies rarely cost more than five per cent of the total budget so buying “cheap” products is a false economy. New “green” cleaning products are effective, safe and healthier for the environment and the building occupants. Your staff will also appreciate that their health is being considered when choosing safer products. 

Rotate the tires: Uneven or unbalanced work routines will eventually cause wear and tear or sometimes boredom in any employee. Look for an opportunity to rotate assignments or add some variety to the routine. Don’t do this too frequently – perhaps once every year or two. Rotation often winkles out the easy routines that may have become too comfortable for one lucky employee while others, not so lucky, felt some unfairness. 

Pollution controls (WCB, Union contracts, government regulations) While it can be tempting to by-pass these controls, it is never in the managers best interest to do so. Time that should have been used to manage the operation is wasted when violations come to light and a manager’s reputation can suffer permanently. Worse still, safety violations may result in employee injury or death. 

Unlike a vehicle it’s not practical to “trade in” for a new department, however replacing the management or contracting out isn’t unheard of. To avoid this, managers need to keep their operations running smoothly. Following the eight point inspection process or hiring an outside specialist to review the operation will identify areas that need attention before a breakdown.