2. The Authors of Behind the Broom Behind the Broom is a collaboration based on the experience of three cleaning consultants operating from three different geographical locations in North America. Our goal is to provide guidance to facility managers in maintaining a professional cleaning operation. There is a new world of cleaning: and it shines! Kevin KeelerLance WitschenJudy Gillies

3. Measuring Up: Steering Your Operations away from the Cliff Proactive vs.Reactive Management Investing in Your Reputation Managing the Results Our Focus Today 1 2 3

4. Proactive vs. Reactive a)Communication and Transparency b)Protecting Your Investment c)The Power of Knowledge 1

5. Your Organization Message Customer a) Communication and Transparency Communication Communicate your plans/values Differentiate your organization Build your brand / Manage your Image / Add Value

6. Transparency – (Everyone will eventually know) – Practice Integrity People may doubt what you say but they will always believe what you do Do it right the first time Be respectful to everyone – Share your Knowledge Make it accessible up front Keep it up date, and in real time if possible a) Communication and Transparency

7. What we Say: We value our customers What we Do: We provide relevant data accessible to customers in real time What we Say: We value our cleaning system What we Do: We provide customers with the details of our s system, including tasks, frequencies, scheduling, and info related to health and safety. What we Say: We value our staff What we Do: We provide our staff with training, chances for input, and opportunities for advancement and professional development

8. b) Protecting Your Investment Investment refers to the investment in resources (time, labor, equipment) you have to make to be competitive. Protection refers to what you need to do to maintain current business, while adding new business.

9. b) Protecting Your Investment Whether internal or external, you must: Anticipate your Client’s Needs – Be proactive. Anticipate yours Client needs – Have a plan of action for every Client Anticipate your Business Needs – Expand your network (LinkedIn, Social Media,} – Utilize management “best practices” – Look for ways to expand your business—Additional offerings for your current customers

10. b) Protecting Your Investment Communicate Results Communicating your opportunities for improvement with your Client solidifies your position in the organization Communicating your opportunities for improvement with your staff solidifies your organization Keeping Client and Staff informed creates a cooperative attitude.

11. c) The Power of Knowledge Knowledge is power, the more of it you have, the more power you have The problem is not the availability of knowledge; it’s how hungry your mind is The customer knows more and expects more

12. c) The Power of Knowledge Regular meetings with clients Keeping customer up to date on best practices through professional organizations Communicating what you are doing using feedback systems

13. c) The Power of Knowledge The Canadian Sanitation Supply Association Professional Organizations

14. c) The Power of Knowledge Feedback Systems Cleaning Inspections Work Order Tracking Key Performance Indicators Customer Surveys

15. Investing in Your Reputation a)Needs vs. Wants vs. Budget Constraints b)Tools for Measuring Quality c)Keep it Manageable 2

16. a) Needs vs.Wants, vs.Budget Constraints Know the Facility Build Strong Partnerships Understand Budget Restrictions

17. Know the Facility Learning a facility’s nuances, including those particular to individuals, can help differentiate between “needs” and “wants”. I NEED a clean office vs. I WANT my office cleaned daily. This directly impacts cost. Understanding needs vs wants make budget discussions much more credible. a) Needs vs.Wants, vs.Budget Constraints

18. a) Needs vs.Wants, vs.Budget Constraints - LW

19. Build Strong Partnerships Plays to the strength of each partner Helps maintain a consistency of service Expands the resources and knowledge base of all a) Needs vs.Wants, vs.Budget Constraints

20. b) Tools for Measuring Quality Software: Real Time Inspections Dash Boards Reports

21. b) Tools for Measuring Quality

22. Types of Inspections Visual Fluorescent Marking ATP

23. c) Keep it Manageable “If you can't dazzle them with brilliance, then baffle them with bullshit.” ― W.C. Fields Communicate and be transparent Be Proactive Take care of small problems Foster ownership Don’t be a stranger

24. c) Keep it Manageable What size is your Issue? Long Term Goals or Immediate Action Plan Enhances health and appearance Reduce incidences of HAI Delegate You can’t do it all You can’t untangle yourself Utilize technology Cleaning Management Software Quality Control for Continuous Improvement

25. c) Keep it Manageable Access to data and privacy Levels of Access based on type of data Employee data Preventative Maintenance Schedules Protect your data Work with your IT department Security Back- Up

26. Managing the Results a)Evaluating Performance/ Identifying Opportunities for Improvement b)Communicating Results to Stakeholders c)Implementing Appropriate Changes 3

27. a) Evaluating Performance/ Identifying Opportunities for Improvement Continuous Improvement requires continuous evaluation Internal evaluations & customer solicited feedback help ensure you are on the right track

28. Identified ROI Conduct an ROI on any potential changes Communicate opportunities for improvement appropriately Implement Follow-up a) Evaluating Performance/ Identifying Opportunities for Improvement

29. Collecting Data Organizing Data Managing Data a) Evaluating Performance/ Identifying Opportunities for Improvement

30. b) Communicating Results to Stakeholders Know Your Audience Be Proactive Vs. Reactive Keep It Consistent

31. Know Your Audience Be Proactive Vs. Reactive Develop Reports Keep it Consistent b) Communicating Results to Stakeholders

32. Key Performance Indicators (KPI’s) Select KPI’s that will benefit the organization Develop methodology on tracking Evaluate trends Report outcome b) Communicating Results to Stakeholders

33. If there are deficiencies: Have a plan to fix deficiencies Communicate how and when it is going to be fixed Develop procedure to ensure deficiency does not happen again Follow-up meeting to communicate it has been fixed b) Communicating Results to Stakeholders

34. c) Implementing Appropriate Changes What is appropriate change? “Just when I think I have learned the way to live, life changes.” Hugh Prather Where do you start? “Progress is impossible without change, and those who cannot change their minds cannot change anything.” George Bernard Shaw Advice: Keep your Ducks in a Row

35. Vision What’s your Target ? Use your values Skills Educate yourself and your staff Don’t forget partnerships Incentives Give your staff a reason to change Action Plan How do we get from here to there Resources Nothing is free Invest in change or become irrelevant c) Implementing Appropriate Changes

36. Managed Change Confusion Anxiety Frustration False Starts Gradual or No Change Vision Skills Incentives Plan Resources c) Implementing Appropriate Changes

37. Measuring Up: Steering Your Operations away from the Cliff Proactive vs. Reactive Management Investing in Your Reputation Managing the Results Our Focus Today 1 2 3

38. Thank You from the Authors Judy Gillies The Surge Group Inc. Toronto, Ontario Canada www.thesurgegroup.ca 1-888-951-2033 Lance Witschen 1Class Consulting White Bear Lake, MN USA www.1classconsulting.com 1-800-405-8860 Kevin M. Keeler Keeler Consulting Lansing, MI. USA www.keelerconsulting.net 1-888-241-0130 Buy the Book at: www.behindthebroom.com