Total people involvement

It involves staff taking on much more responsibility to use their abilities to the benefit of the company.  They are trained, capable and motivated to take full responsibility for the work they do.  They are trusted to carry out these responsibilities with autonomy for their own work area.

Staff is expected to:

·         Assist in the selection of new recruits

·         Dealing directly with suppliers, quality issues and delivery information

·         The self-measurement of performance and improvement trends

·         Spending improvement budgets

·         Planning and reviewing work done each day through communication meetings

·         Dealing directly with customer problems and requirements

Key fundamentals in contract cleaning

For the last ten years our knowledge and experience in contract cleaning, has led to the development of key fundamentals we implement in order to satisfy our clients.  We provide a reliable, comprehensively  trained workforce, setting key performance indicators, efficient contract management, regular site inspections and embracing positive change within management.

The Moment of Truth

This concept was developed by Jan Carlzon, President of Scandinavian Airlines, who claimed “we have 50 000 moments of truth out there everyday”.  The “moment of truth” is an episode in which a customer comes in contact with any aspect of the company and thereby has an opportunity to form an impression.

These euphoric contacts unfortunately take place out of sight of management, who cannot always be there to manage the quality of that moment of truth.  Managers will then learn to manage staff indirectly and that is done by creating  a customer-orientated organization, customer-friendly systems and a work environment that reinforces the idea of putting the customer first.

What is service?

Service refers to all the activities which create a bond between organizations and their clients or customers.  This definition is fully justified because all organizations have a service component.  The extent of the service component varies, however, from organization to organization, but everyone ultimately has a role in service

Continuous Improvement

The fundamental way we improve our service is by bettering our operation.  This is achieved by:

·         Solving internal problems that prevent great service delivery

·         Delivering improved services externally by working better internally

Our improvement priorities

The needs and preferences of customers and the performance and activities of competitors are two major influences on the objectives of the operation.  The fundamental purpose of operations is to create a service in such a way as to meet the needs of the customers.  What customers find important the operation should regard as important as well.  The needs and preferences of customers shape the importance within our operation. 

Competitors are the points of comparison against which the operation can judge its performance.  The improvement which matters most is that which takes the operation past the performance levels achieved by our competitors.