1. Principles of Cleaning Efficiency & Workloading Operations Guide to Workloading © Hillyard, Inc.

2. Keep Our Promise… Workloading is an extremely important function for the Quality Assurance Manager Operations must have the basic ability to help an LBO move through a building in a logical efficient manner To do that we must be there in the beginning of every account and crew change We must also practice developing our workloading skills We promised we are different to both the client and the LBO…..time to do what we say

3. What’s the goal? Crew must be able to clean the building in a timely manner so that they can make money If that happens, you can 1. Have a good start with your client 2. Spend less time/money running ads for LBOs 3. Free up Ops staff to move on to the next big thing 4. Perhaps use the LBO again in other buildings 5. Sell the clients extra services quickly

4. Practice and Play Ops personnel should practice basic workloading Create fake buildings and practice developing a plan Present your plan to your ops team for feedback If you have a actual new start, Ops should discuss a tentative plan for the nioght of the new start

5. DON’T MANAGE We cannot and will not mange the LBO but we can ask them to discuss their plan Ask questions and answer any questions they may have about your ideas Will they appreciate it? If you have a good business relationship they will want your input…give it but at a high level and ONLY to the LBO themselves Lets get into the game….

6. Working Smarter - Not Harder Closet & Cart Organization Product/Equipment Usage Work Flow Why do we care since we use LBO’s? LBO’s must succeed for us to succeed Getting buildings clean in the budgeted time is often a challenge

7. Productivity Reality We need to be at 4000+sq/ft/hour to be competitive Some will be higher or lower depending on the type of building Productivity will be greatly effected by the workloading and equipment used

8. Efficiency? Doing more with less –Less $ –Fewer people 85-90% M&O budget is labor –Saving 10% of supply budget can save1% of overall budget ($100 per $10,000) –Saving 10% of labor expended can save 9% of overall budget ($900 per $10,000)

9. Un-Productivity Using old inefficient equipment and chemicals Without looking carefully at what we’re doing, how are we to know where changes can be made? Without looking carefully at what our efforts yield, how are we to know what the results of any changes are? Lack of cleaning plan and timing checkpoints

10. Ideas & Changes Before we can generate ideas for changes that may improve performance, we must be engaged in the job – not just showing up and handing off the keys –Improved performance begins with caring about the results of our efforts – seeing that what we do makes a difference Taking “Pride of Ownership” in our work – seeing that each and every task is “well-done” We must understand the expectations and time allotted

11. Changes Sometimes very small changes have dramatic results. –Example: a crew of 6 cleans a facility. Each person makes two dumpster runs per shift – average time 5 minutes each. Two of them smoke, so they take an extra 5 minutes. Total dumpster time per shift: 70 minutes. –They make a change: They designate pick-up points around the facility and a pick-up time so the lead custodian can make one dumpster run per shift in the golf cart.

12. C R.R. C C C Trash Pick-Up Points C RR C R.R. C C Dumpsters RR Lobby C CRR

13. Small Changes Yield Big Results So now one person takes 15 minutes per day. –Old way took 70 effort minutes per day. = 303 hrs./yr. = 40½ days/yr. = 8 weeks/yr. –New system: 15 effort minutes per day. = 65 hrs./yr. = 8.6 days = 1.7 weeks/yr. The new system saves 78.6% labor for this task. –This time saved is used to improve productivity The time is used to do tasks more frequently The time is used to do tasks that couldn’t be done before They produce more work in the same amount of time available with the same labor cost They are working smarter, not harder!

14. Efficiency = Organization To become more productive, we must become more efficient at what we do Efficiency begins with being organized Organization begins with closet & our cart –Clean & neat If tools and workspace are a mess, what message does that convey to the client? –About the crew? –About the quality of their work? If tools & workspace are disorganized, what does that do to your efficiency?

15. Organized? Efficient? Professional?

16. Organizing a Closet Store paper above liquids. –Leave rolls in boxes. Keep small, loose items in containers. Brooms hung or head up. Everything clean and dry. Have everything you will need for the week Have only what you need for the week Use a central storage room and draw supplies first thing on Monday, or last thing on Friday Keep a clear path to sink, Don’t store items on breaker panels, transformers or water heaters. Keep things you use regularly near at hand. Store by size where possible – big things in the back No clutter (pencil cups, lost & found items, broken things to fix “someday”. Keep as much as possible on shelves or hanging off the floor

17. Organizing A Cart Think of it as a portable closet –Stock it with everything you’ll need on this trip through your area –Stock it with only what you’ll need on this trip through your area If you have 3 paper towel dispensers in your area, do you need 8 rolls of towels on your cart? The less you carry on your cart, the easier it is to find what you want on it –Have a place for everything, and keep everything in its place

18. Keep It Organized What ever you have

19. Equipment Maintenance If it took two years to convince administration that a “machine” would help increase productivity, and to actually budget for it, and six months later it is sitting in a corner – unused and “thrashed”… How long before you get another?

20. Think About What You’re Doing Understand the products you have and their intended uses Use the tools and equipment that give you the best chance of winning High volume vacuums, microfiber and high quality chemicals a must Focus on activities to REMOVE DIRT not evenly spread it around….high volume vacuuming and microfiber

21. WORKFLOW PRINCIPLES We must assist our LBO’s to clean in the time allotted or less Usually the breakdown is not effort but rather a flawed plan…leads to dirty buildings, stress and LBO turnover City Wide needs to help LBO’s figure out how to move efficiently through a building so that the LBO can make $$$ If not, we condemn ourselves to constantly replacing LBO’s, taking complaints and explaining another crew change

22. Workflow Start Up Key elements of information to know 1. How many total hours are available to clean the area? 2. Do we have any restrictions in making the plan? 3. Are there any areas that are clearly going to be harder to clean than normal? 4. Are there any “natural” area breaks like floors or sections? 5. Where is the dumpster and janitor closet?

23. Workflow Start Up Continued Natural dividers of work is the easiest way to start planning Do we have floors or sections that we can use to divide the work? Are all areas the same? EXAMPLE: Building XYZ is 2 floors and we have 6 hours to clean it. Mathematically it’s simply 3 hours per floor which is not a bad start!!! Are both floors the same? Pretty much so but the first floor has the main entryway which is dirtier than the rest of the building and needs more time. OK how about a 2hrs 45min on the second floor and 3hr 15min on the first as a start.

24. Workload Continued…3+15 and 2+45 is a great start but there are just a few more issues. Dumpster time, closet time and periodic cleans. How much time to take out the trash? Take it out of floor time Leave 10 minutes to put equip away and organize for tomorrow. Bad finish tonight = bad start tomorrow Is there any periodic cleans? Can we break them up to be daily or weekly? If so add them in. What do we have left?

25. Workloading We have a starting point 3 hours on first floor and 2.5 hours on the 2 nd floor We have 30 minutes to use between trash and periodic cleaning…don’t forget to organize for tomorrow What’s next? We want to try the program but there are a few more items Do we have good working equipment ready to operate the entire shift? Do we have all supplies needed for the shift? The goal is to leave the janitor closet one time at the beginning of the shift and finish there

26. Workloading Time to start!!! Get a good starting time so you can debrief the nights progress Have a “ON THE CLOCK” goal for getting off the divided sections Keep track of trips back to the janitor closet and why they were made Keep track of all other issues that kept us from staying on task

27. What to look for Is there working in circles? When did the work end compared to the time checkpoints? How many extra trips to the closet? How was trash handled? Was there a need to go back over areas already serviced? Did we know how to do the alarm? Was it final inspected as it was completed?

28. Working in Circuits, Not Circles From your closet, through your area and back to your closet; doing more than one task per circuit, having what you’ll need at hand when you need it. From your cart, through the room and back to your cart; doing more than one task per circuit, having what you’ll need at hand when you need it.

29. Timing Checkpoints Did the crew hit the timing checkpoints? What caused the crew to need extra time? How could we capture more time? How did equipment effect the outcome? Answers to these questions will usually lead the LBO to adjusting as necessary to get to the goal. Help the LBO reset timing goals as needed to get the building clean

30. Costly Trips to the Closet Continually running back and forth to the closet or the cart to get stuff is working in circles - lots of motion but little gets done 5 minutes lost per day = 21 hours lost per year Unfortunately, most trips to the closet last more than 5 minutes Multi-task - do several tasks in each circuit Attempt to take everything you need to clean from the closet the first time you leave it

31. Trash Runs Was trash handled all at once at the end of the night? Usually this is best if possible due to volume Did we protect the floor from bag drags and leakage? Common mistake that adds to time in the building Use large liners as a protective covering

32. Re-cleaning Areas Did the crew have to redo areas due to quality or lack of understanding of areas to clean? Big time waster Largely mitigated by using TEAM CLEANING If asked, we should suggest TEAM CLEANING to our LBO’s

33. Alarm Issues Be sure that we know all info about alarms Clients count on us to be the experts and we look everything but expert if we set off the alarm Alarm procedures is an integral part of all New Starts Sales and Ops must work together to get this correct on night one in the building

34. Final Inspection As areas are completed, the LBO should inspect areas as they finish If done correctly, the LBO should not have to go back to any area after the crew is gone Even though the crew is gone, the LBO will “feel the pinch” of extra time that they themselves have to spend there Our goal is to have our LBO satisfied they can clean the building

35. Debrief the Night CW Ops staff needs to debrief the nights activities with the LBO The goal is simple…LBO MUST BE SUCCESSFUL Subordinate your success to that of your LBO Help them evaluate results and time spent in the building Adjust the plan as necessary to reflect what was discovered Assure the LBO that they can succeed NURTURE….or get good at recruiting

36. It’s A Miracle!!! If they can get through the first week, they will usually be OK WHY? The building is now clean and they have figured out the workloading Clean buildings are easy to clean and take much less time Now you can move on

37. Or You Could Ignore Them… Maybe drop off the keys and wish them luck Don’t be surprised to get the “lump under the mat” “What is that lump?”..... you may ask yourself

38. The Lump is….. The keys to the building…. Did you really think the performance bond alone was going to keep them there if they thought they were going to lose $$$$$? Really? Now your day is done..You need the following New crew Clothes to clean in Courage to tell your client that you need to change crews after 2 nights even though you swore “we’re different”

39. Whether You Think You Can or Whether You Think You Can’t – You’re Probably Right Your Attitude Is Showing!

40. A Journey of a Thousand Miles Begins With One Step… Help set realistic goals Make a timeline Help evaluate results Adjust and nurture We are usually our own worst enemy –“Do they really need me out there on the first night?” –YES!!!

41. Principles of Efficiency and Workloading Are there any Questions?