TEMCO FACILITY SERVICES. Ways of Keeping Your 6Cleaning Contract Refreshed TEMCO FACILITY SERVICES

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1 Ways of Keeping Your 6Cleaning Contract Refreshed

2 Following a time consuming tendering process, every contract begins with enthusiasm, but even with the best of intentions, contractors can let standards drift. This white paper identifies 6 key areas to keep in focus to ensure you get the best from your contractor. 1 Regional Management a Pivotal Role Your contractor s Regional Manager plays a pivotal role in keeping your contract refreshed. Positioned between you, the Facilities Manager, the staff and the contractor s director, managers must deal with a pressures from all directions. Balancing priorities The Regional Manager balances service levels with cost, creating the best environment for optimum productivity. Whilst this can look simple in a bid document, dealing with staff problems on a wet night in January is another matter. Managers must cope with sickness, absenteeism, complacency and lack of motivation, invariably in TUPE inherited staff. If they are not careful the only time they will be seen is when something has gone wrong, portraying them as a reactive, negative entity. Time It is important that your contractor limits the number of your Regional Manager s contracts. This provides the time to understand your requirements, adding value to your contract by optimising productivity and anticipating problems, dealing with issues before they become serious. It also gives the time to get to know the workforce, motivate them and create a cohesive team. Technology Technology is crucial to support Regional Managers. Portable devices can give access to a range of information, from time and attendance systems to machine repair tracking, whilst streamlining staff vetting processes. A web based Quality Management Programme can enable managers to identify and remedy operational failings quickly, making high quality management instantly transparent to the client. Support Of course this requires a high level of support from a dedicated administrative team, giving managers total confidence that if they reassure a client that a job will be done, it will happen as promised. Ideally your contractor will highlight potential failings in their internal KPIs, covering everything from training to consumables. 2

3 2 Think of the Staff However well cleaning is carried out, it is going to be undone, repeatedly. This is the nature of the job, but it has a psychological impact on staff which can result in complacency and quality drift. Morale It is important that your Regional Manager reviews the contract regularly, internally and with you, to identify potential improvements. Throughout the contract staff review meetings will reap feedback and keep them informed. As well as keeping useful information flowing, these help to maintain morale and ensure staff feel valued. Additionally, it is inevitable that staff get jaded repeatedly doing the same task, so the areas cleaned and times worked should be varied to break repetition and maintain interest. Quality A Quality Management Programme must collate and control data from objective quality checks, giving your manager high levels of detail, so the slightest quality drift is noted and remedied. Even before this happens, new initiatives and contract reviews should ensure your contract maintains its dynamism. Education Educating staff on the context of the contract is valuable. For example, in a production unit, your contractor might arrange a presentation on how the production line works. Whilst maintaining interest this enhances ownership and makes clear why certain procedures are critical. Complacency amongst cleaning staff is natural, but that does not mean you have to accept it. It is in everybody s interest to keep the contract dynamic. 3

4 3 Quality Management Programme Without a comprehensive Quality Management Programme contract decline is a virtual certainty. A QMP will make objective physical checks, but collating and controlling data, then reporting on inspections is a major challenge so it is essential to assess the agreed statistical quality levels regularly over the life of the contract. Every mark, every scuff The right QMP will give your contractor s managers and supervisors an unparalleled overview, enabling them to drill down to every mark, every scuff, in every room. Information can be accessed on each building, then by floor, by zone and then by room. If a scuff mark is found, it is photographed and its position noted. And so on throughout the building when, before the manager leaves, the reports are online where they are available to both the contractor, for remedial work and you for a detailed snapshot of Quality Success Percentages. Quantified information will give you a clear understanding of the status of your contract, enabling your contractor to rectify drift at an early stage and enabling you to report on success levels at a moment s notice. Site X For QMP purposes Temco Facility Services is the sole UK user of SmartInspect TM, a US based service that gives Facilities Managers astonishing levels of contract status detail. SmartInspect TM, combined with comprehensive Service Level Agreements and Key Performance Indicators, gives Temco a significant advantage over its competitors. This includes the following example dashboard report: 4

5 4 Periodic Cleaning Every contract needs periodic elements, whether it is deep cleaning of kitchens and toilets, IT or window cleaning. Getting the frequency right is critical; too much and you waste money, too little and you might never get it back up to standard. The key is vigilant management. Cost v perception This is no better illustrated than with carpets, where a deep clean might cost 4% of annual cleaning costs, but if carried out at the right frequency the result will be very high impact. Your contractor must therefore balance cost and perception. As a minimum a full annual carpet cleaning is advisable, with walkways cleaned every six months. Leave it longer you will almost certainly need to spend more to get them back. Get it right and your carpet (or curtains, or soft furniture) will look good and last longer, improving the overall perception of the cleanliness of your building. Get it wrong and you get the reverse. At Temco Facility Services managing periodic work is critical, but they are wary of rigid systems. Naturally periodics are built into contracts, but Temco have a dedicated member of staff maintaining a Periodic Review Schedule. This means eyes on site will ensure that every element is regularly scrutinised to ensure standards are uniformly high, and if, for example, a kitchen deep clean is required sooner than scheduled, it can be put in hand. This way no area will get too bad and perceptions of cleanliness will be consistently high throughout the contract. 5

6 5 Celebrating Sub Contractors Sub contractors are not always viewed in a positive light, but this stigma is erroneous. Professionally handled they can form part of a highly competitive business model. When the fit is right the main contractor will benefit from working with genuine specialists, with all that goes with it, from the enthusiasm for the job, to the savings that can be made from expert knowledge and specialist equipment. Even the largest providers of facility services use sub contractors, not least because subs do not bear the burden of complacency that can bedevil in house divisions, and of course they are an essential element to growing mid market providers. But what makes a successful partnership? For Temco the first step is to identify the right contractor for the right job, so a full investigation of its core competencies is vital. They look for a good cultural fit that mirrors their own values and integrity, focusing on quality, looking for companies that provide clients with the same level of transparency. Then it is about a balance of competence and service. Good chemistry is vital, especially when re-engineering a contract to enhance productivity, as two points of view are always valuable. Sub contractors working with Temco must also adhere to their quality management system based on carefully defined KPIs and Service Level Agreements, together with a range of policies and their health and safety management system. In the end it is about providing uniformity of service excellence. The client benefits from working with experts in their fields whilst experiencing a seamless relationship between main contractor and sub contractor. 6

7 6 Careful How You Cut All costs are put under the microscope in the quest for efficiencies. Quite rightly contract cleaning is not immune to this process. At the same time organisations are looking for opportunities for Continual Improvement. Get cuts wrong and the consequences can be disproportionately negative, sometimes ending up costing more than has been saved. This is no better demonstrated than when carpet deep cleans are cut, thereby shortening the life of the carpet. Even more serious can be insensitive cuts to a settled, experienced workforce. Experienced staff give more opportunities to be flexible more opportunities to be efficient. The problem tends to arise when cuts are made blind, perhaps by someone who does not understand the ramifications. Temco Facility Services has no fear of the challenge of making cuts when necessary, but find the process most successful when it is carried out with an FM, and least successful when driven by a third party who might not understand the issues so well. In cooperation with an FM a pragmatic approach can result in each cut can being evaluated and the consequences understood before implementation. The process should make everybody think carefully, and in the right circumstances, the drive for cuts can encourage innovation. 7

8 In Conclusion The six issues raised in this document reflect some of the principle issues to consider when trying to maintain and improve on the standard of cleaning provided by your contractor, but it is by no means exhaustive. If you would like to explore any of these issues further, please contact us: T: P: 1st and 2nd Floor 6-7 Windsor Street Uxbridge Middlesex UB8 1AB E: W: About Temco Facility Services Temco Facility Services was launched in the UK in 2001 and is a division of Temco Services Industries Inc, a strong and diverse international Total Facility Management and Service Corporation, established in We have a proven track record in delivering substantial improvements to service quality and cost in a wide range of environments from industrial and medical cleaning to daily office cleaning in commercial environments, both public and private sector. 8

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