Benefits Of A Clean Building

Great Lakes Janitorial Cleaning Service | Lansing / Okemos Area | (877) 355-3332

What is the Value of cleaning

• We enhance the appearance and image of buildings
• We protect and preserve assets
• Will improve employee and occupants health and safety

Bill of rights for rest room users:

• Not to be grossed out
• Handicap accessible
• Well lit
• Clean and fresh smelling
• Free of graffiti
• Adequate supplies
• Not to get a disease from rest room
• The best seat in the house

QUALITY CONTROL PROGRAM

The term “Quality Control” encompasses a wide variety of activities and processes, both formal and informal, all aimed at assuring customer satisfaction, which our experience has shown is the result of excellent service, consistently performed.  We find it is useful to use three (3) categories in defining our quality control methods.

1. Quality Assurance includes all standards and activities aimed at achieving day-to-day consistency. 
2. Quality Improvement includes all activities and procedures directed towards measuring overall performance, correcting systematic errors, and establishing new standards for performance.
3. Quality Audits includes all inspections performed by higher management with the goal of eliminating any possible complacency and insuring that Great Lakes Building Services are met.

Quality control is our obligation.  It is included in the job description of every Great Lakes Building Services operations manager, supervisor and cleaner.  It is required that all personnel understand his/her responsibility.

QUALITY ASSURANCE

Monitoring consistency is the special responsibility of Great Lakes Building Services Managers and Supervisors.  Office cleaning, while composed of a series of simple unskilled tasks is surprisingly complex in the way it all fits together.  Each task must be done repeatedly, in its proper sequence, during the course of a cleaner’s shift.

Consistently achieving quality standards begins with properly training new cleaners and conducting thorough nightly inspections.

QUALITY IMPROVEMENT

Experience has shown us that constantly striving for improvements maintains excellence.  The supervisor sets goals and improves the service of his or her cleaning staff using a process of thorough checks and on-the-spot corrections.  Assessing overall quality and setting goals for improved service are functions of both the Onsite Supervisors and the Directors of Operations.

Management inspections occur at different times and are tailored to the needs of the client.  Unannounced inspections are commonplace among all levels of management.

This allows training, conduct, morale and appearance to be observed in an unrehearsed atmosphere.

QUALITY AUDITS

The process of auditing quality control, which is carried our by our entire management team, has both obvious and intrinsic values.  The obvious value is that it reinforces Great Lakes Building Services standards, creates a benchmark from which to improve, and ensure that quality control is continuously conducted.  The intrinsic effects relate to an overall attitude transference.  By conducting regular audits using key management personnel, our cleaners are reminded of the importance Great Lakes Building Services places on the quality of our service.

Onsite Supervisors, Directors of Operations, Regional Vice Presidents, with varying frequency, conduct quality audits.

QUALITY MANAGEMENT PROGRAM

Great Lakes Building Services prides itself on exceptional recruiting, selection, and training of its supervisors.  While these three practices are critical to the success of your operation of equal importance is our ability to measure, sustain, and ultimately improve upon our quality performance.

Quality Control tools and procedures have allowed us to achieve the common goal of consistent, quality service.  Our systematic and thorough process encompasses two distinct practices.

1. Internal Inspections
2. Customer and Tenant Feedback

All levels of our supervisory and management ranks perform internal inspections.  The process is always through, however, there are varying degrees of formality.  The least formal is a supervisor’s inspection of the respective areas of his/her cleaners.  One the spot corrections are made and notes are jotted for later discussions.  The most formal inspections, however, are conducted by a senior manager and utilize a lengthy checklist.  Both are performed with varying frequency and are equally effective.  For the more formal inspections, we encourage the participation of our customer when convenient.  In all cases performance is evaluated, responded to expeditiously, and tracked to identify possible trends.

As we would also like to be recognized for value, customer and tenant feedback is periodically solicited, with our customer’s approval, by randomly distributing feedback cards and questionnaires.  Cards are distributed and gathered the next day for review.  A more detailed questionnaire is distributed to office managers and our client contact that provides equally candid comments.  Areas needing more attention are acted on immediately and careful attention is given to developing trends.  The completed feedback is always a topic of discussion during our operations meetings.

TEAM APPROACH

• Establish ownership of the process
• Core group, quality committee, quality teams (permanent), focus teams (temporary)
• Every member of organization expected to serve on team at some time

PARTICIPANTS

• Ranges from line level operations to senior management
• Voluntary/mandatory participation determined by type of team and problem at hand
• Functional, cross-functional as necessary
• All “experts” in area of interest
• Customer participation preferred

AREAS OF IMPROVEMENT

• Areas prioritized by teams.  Problem area may be assigned by Core group level or determined by team itself

PHASES OF THE IMPROVEMENT PROCESS

• Define the process
• Determine opportunity to improve
• Generate Alternatives
• Institute Improvements

FEEDBACK/REWARD

Feedback and reward function to stimulate performance toward expected desirable behavior that meets customers’ requirements.  Positive and negative feedback are used to communicate the facts of performance that are desirable and undesirable and to solidify expectations about standards. 

Positive feedback in and of it can be highly reinforcing, whereas negative feedback often provides the impetus necessary for change.  Regardless of the type of feedback it is highly specific and standards oriented. 

Feedback is fostered at the cleaner, supervisor, and operations management levels.  In addition, all personnel are strongly encouraged to solicit direct feedback from customers on an informal basis. 

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Janitorial Cleaning Service In Lansing!

Great Lakes Janitorial Cleaning Service | Lansing / Okemos Area | (877) 355-3332

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