Project planning and control

Project operations are engaged in complex, often large scale, activities with a defined beginning and end.  The methods applied by engineers and planners who worked in complex defence and construction projects have been applied to projects as diverse as new product launches.  Large scale undertakings consume a relatively large amount of resources, take a long time to complete and involve interactions between different parts of an organization.  To plan and control a project, a company needs to formulate a model which describes the project’s complexity and project it forward in time to ensure that the project will achieve this.

The elements of a project

• A definable end result, output, or product, which is defined in terms of the cost, the quality and timing of the output from the project activities.
• Many different tasks are required to be completed to achieve a project’s objectives.  The relationship between all these tasks can be complex, especially when the number of separate tasks in the project is large. 
• A project is usually a ‘one-off”, not a repetitive undertaking.
• All projects are planned before they are executed and carry an element of risk.
• Projects have a defined beginning and end, once the temporary concerntration of resources have contributed to the project objectives, these resources are redeployed.
• The resource needs for a project change during the course of its life cycle.

Vacuuming tips

• If you drop a fine screw or contact lens, locate it with a vacuum nozzle covered with a piece cut from pantyhose secured with an elastic band.  Anything that the vacuum sucks up will be held against the stocking until you remove it.
• Sweep things like pet litter into a pile to make it easier to suck up.
• Be cautious when emptying your vacuuming cleaner debris into the bin.  Avoid disturbing or getting the collected dust, soils and fine debris airborne.  With careless handling these can enter one’s breathing, especially when emptying a bagless vacuum.  Take precautions when disposing of dirty cleaner bags.
• Dry soil and dust from heavily laden rugs are best removed by first beating or vacuuming the rug upside down.  It can be turned and then and then vacuumed again, right side up.  The damaging dry soils, sandy and fine dirt particles get trapped deep down in the pile fabrics.  This is known as double- sided dry soil removal
• Vacuum high-traffic areas more often and rigorously than less trafficked carpet areas.  Vacuum more frequently to preserve the lifetime and appearance of carpets and rugs.
• Use the flat, rectangular floor and carpet nozzle of a vacuum cleaner for cleaning carpets and hard floors.
• The narrow, angled crevice nozzle works well on stairs, curtains and drapes and will remove dust from around the buttoning on mattresses and along skirtings.  Use it to clean refridgerator grilles as well.
• The more powerful “wet-and-dry” cleaners can unblock a drain by sucking up by sucking up the blockage.  You can also use them to suck out leaves from drain covers.
• If you run out of disposable dust bags, cut neatly along the base of the old one and shake out the contents.  Fold the cut end over twice and staple securely before re-using.
• Fine ash from fires tends to blow about very easily.  Wait until it is cold before vacuuming and clean the nozzle afterwards.
• Never attempt to suck up water or spills with an ordinary vacuum cleaner.
• Replace your filter regularly!

What is Strategy?

These are decisions that are widespread in their effect and are significant in the part of the organization to which the strategy refers.  It defines the position of the organization relative to its environment and moves the organization closer to its long term goals.

What is your operation’s contribution to the organization’s goals?

The ability of any operation to play a strategic role within the organization can be judged by considering the organizational aims or aspirations of the operations functions.

A Four-Stage Model was developed, by Professors Hayes and Wheelwright of Harvard University, with later contributions from Professor Chase of the University of California, to evaluate the competitive role and contributions of the operations function of any company.  Particularly, black owned companies in South Africa that are in dire need to breach the private sector.  This model traces the progression of the operations function, of  from a largely negative role of Stage 1 operations to the dynamic element of competitive strategy in Stage 4 operations.

In a Stage 1 organization the operation is considered as a “necessary evil” as other functions regard it as holding them back from competing effectively.  The operations function becomes reactive and inward looking and contributes minimally towards competitive success.  The rest of the organization would inevitably not look to operations as the source of any originality, flair or competitive drive.  The operation becomes “internally neutral”, a position it attempts to achieve not by any positive aspirations but by avoiding the bigger mistakes.

Breaking out of Stage 1 begins by comparing itself with similar companies or organizations.  During this stage of progression, the organization may not yet be particularly creative in the way it manages its operations but is attempting to be appropriate, by adopting best practice from its competitors.  Using the best ideas and norms of performance from the rest of its industry is trying to be externally neutral.

Stage 3 operations aspire to be clearly the very best in the market.  Organizations try to achieve this by understanding the company’s competitive or strategic goals and then organize and develop the operation’s resources to excel in the sector that the company needs to compete effectively.  Operation managers will now develop appropriate resources and assuming the role of implementers of strategy.  The operation will soon become internally supportive by providing a credible operations strategy.

A Stage 4 company views the operations function as providing the foundation for its competitive success by focusing on all long term goals.  Likely changes in markets and supply will be forecast and operations-based strategies will be developed to provide the company with the performance required to compete in future market conditions.  It becomes central to strategy making.  Stage 4 operations are creative and proactive and are likely to organize their resources in ways which are innovative and capable of adaptation as markets change.  After all, market leaders tend to be one step ahead of competitors in the way they create products and services and organize their operations.

This Four-Stage Model assesses the performance of the operation compared to the function’s latent aspirations.  As companies move from Stage 1 to Stage 4 there is a progressive shift from its contribution being negative  through to a paradigm shift of strategic contributions.

The roles of the operations function

Any part of your organization will have their own role to play in achieving its success.  At the simplest level the role of each of these functions is reflected in its name.  In an era when operations are continually being outsource, the operations function will need to justify its continued existence within the business.

One role of the operation is to support business strategy.  It must develop its resources to provide the capabilities which are needed to allow the organization to achieve its strategic goals.  All important elements of the operation, its technology, staff and its systems and procedures, must be appropriate for the company’s competitive strategy.  The better the operation is at maintaining its infrastructure, the more support it is giving to the company’s strategy.  A different business strategy would require the operations function to adopt different objectives.

Companies continue to formulate some kind of strategy during its existence but it is the operation which puts it into practice.  Strategies are by no means tangible and all you can see is how the operation behaves in practice.  In essence, the most original and brilliant strategy can be rendered totally ineffective by an inept operations function.

Another role of the operations part of the business is to drive strategy by giving it a long-term competitive edge.  Different functions within the business have different effects on a company’s ability to prosper.  For example, if the finance function does not control cash flow accurately, the business could run out of cash and all business activity would soon cease or have a serious short term effect on business.  Poor marketing management will hamper the company in the medium term.  No amount of efficient financial and marketing management can compensate for poor operations performance though.  Sloppy service, slow delivery, broken promises, too little choice of services or an operations cost base which is too high will prove detrimental to company long term goals.  Any business which makes its services better, faster, on time, in greater variety and less expensively than its competition has the best long term advantage any company could desire.  All the things which promote long term success stems directly or indirectly from the operations function.  In effect, this function becomes the custodian of the organizaton’s competitiveness.  It ultimate role is to do things better and deliver services better than similar operations.

In conclusion, operations must support strategy by developing appropriate objectives and policies for the resources its manages, make strategy happen by translating strategic decisions into operational reality and provide the means to achieve competitive advantage.

The responsibilities of operations managers

Operations managers are responsible for all activities in the organization which contribute to the effective production of a service.

The responsibility of operations management also explores the possible consequences of the actions of the other functions and their impact on the operation.  This becomes an indirect responsibility of the operations manager, namely, to inform other functions of opportunities and constraints provided by the operation’s capabilities.  They will need to discuss with other functions how both operations’ plans and their own plans might be modified for the benefit of both functions.  Other functions will subsequently be encouraged to suggest ways in which the operations function can improve its service to the rest of the organization.

This approach of mutual responsibility for other functions’ activities seem somewhat idealistic underlying what should be good practice in any organization.  However, internal customer-internal supplier relations yield huge benefits in breaking down some of the traditional organizational barriers.

Regarding the direct responsibilities of operations management, the exact nature of these responsibilities depend on the way the organization has chosen its operation function.

When the operations management team attempts to understand what it is trying to achieve two sets of  decisions are involved.  The first is to develop a clear vision of what role the operation is to play in the organization illustrating the operation’s contribution to the organization achieving its long-term goals.Then determine whether these goals have any implications for the organization’s performance objectives.  These performance objectives include the quality of the service, the speed with which they are delivered to the customers, the dependability with which the operation keeps its delivery promises, the flexibility of the operation to change what it does and the cost of producing the service.

Operations management involves hundreds of minute-by-minute decisions throughout the day as well as week.  It becomes imperative for operations managers to have a set of general principles which can guide decision making towards the organization’s longer-term goals called an operations strategy.  This involves placing operations strategy in the general strategy hierarchy of the organization, connecting functional and business strategies together.  Operations performance objectives will need to be prioritized to positively affect customer needs and competitor behaviour.

The design of the service is crucial to an area which is always under the direct responsibility of the operations function which is the transformation process itself.  This process design means designing the whole network of operations which provide inputs to the operations function and deliver its output to customers.

In order for design activities to work effectively they need to be planned and controlled.  This involves the deciding of what the operation’s resources should be doing, then ensuring that they are really doing it.

The strategy has been formulated, the services and processes designed and the work is being planned and controlled on an ongoing basis. The continuing responsibility of the operations manager is to improve the performance of this operation.  Failure to improve at least as fast as competitors or at the rate of the customers’ rising expectations is to allow the operations function to fall short of organization expectations.  Or simply making operations better is stopping them from going wrong in the first place.

The elements of job design

Job design defines the way in which people go about their working lives and positions their expectations of what is required of them.  Perceptions will also be influenced as to how they contribute to the organization’s goals and vision.  Interactions with colleagues will be governed and channeled and formalizing the flow of communication between different parts of the operation.  It helps to develop the culture of the organization: its shared values; beliefs and assumptions and should be viewed as the central aspect of the design of any transformation process.

Delivering a service on a continuous basis involves a whole range of different tasks which need to be divided between all role players in the operation.  The different task allocations will depend on your job design approach.  One operation might include a repetitive task to encourage simplicity and efficiency.  Or allocate a wide variety of tasks to each staff member to reduce monotony.

Sometimes the sequence of tasks is dictated by the design of the service or the sequence is determined by the desire to avoid mistakes. A standardized sequence of tasks is designed largely to prevent errors in the process.

Some jobs can be performed effectively in more than one place.  However, different locations could also mean different task allocations.

Instead of allocating a well defined set of tasks to each person in the operation, a larger set of tasks are allocated to a group of people.  This group might choose, or be guided to, a flexible task-sharing, or a task-rotation, pattern of working.  The success of this group depends on its size and its interactions with other groups and individuals.

Very few jobs do not involve interaction with tools, equipment, machines or facilities.  Inappropriate positioning of the hardware elements could result in an ineffective interface even though the task is well defined.

The conditions under which jobs are performed could have a significant impact on personnel’s effectiveness, comfort and safety and not the details of the tasks themselves.  Typical decisions include determining lighting intensity, noise control or air quality.

There is a difference between allocating tasks and encouraging autonomy depending on what the job implies.  Allocating the responsibility for the effectiveness implies that the staff can also modify the way a task is performed.

The decisions in the elements of job design have implications for the skills and capabilities which staff will need to perform their jobs effectively.  The skills necessary might include simple manual skills, monitoring and measurement skills, scheduling skills or even problem-solving skills for improving the job.

Wheelie Bin Cleaning

Wheelie Bin Cleaning is now considered an important factor towards reducing the risk of bacterial build up in the domestic environment.  The service will reduce this bacterial build up that causes bad odours as well as decreasing the risk of pest infestation: rodents, ants and flying insects.  Fly eggs are removed as well and the maggots they grow into.  99% of known germs will be removed reducing the chances of cross contamination to the kitchen.

Typical "Before and After" Toilet Images

Working on the Mandela Rhodes project

Effective dusting

Wipe hard-to-reach crevices on stair carpets with a damp cloth.
Always dust from the top of the room down as dust will float downwards to settle on the surfaces beneath.
Reduce the amount of dust attracted to the surace of a televison, hi-fi system or glass-topped tables that are prone to static electricity by wiping them with a cloth wrung out in a solution mixed with liquid fabric softener and warm water.
Shake duvets, pillows, small rugs and loose cushions outdoors to freshen them and remove dust where it can blow away in a breeze.
Do not forget to dust the panels and mouldings on traditional doors or top edges as dust will dull the paintwork over time.
A baby's bottle-brush works wonders on louvre doors.

How to remove Pickle Fish stains over the Easter Period

Removing a stain from a washable fabric
Mix a solution of hydrogen peroxide and water for colour fast items of clothing that cannot be bleached. If your peroxide is of standard strength you will need to combine the two in an approximate ratio of 1 part peroxide to 9 parts water.
Soak the item in the solution for at least a few hours.
Rinse the item of clothing throughly in warm, clean water, then wash it as you normally would. Make sure you follow all the care directions on the label.
Use your regular laundry powder that contains bleach, if the item is bleachable and simply wash the item in the washing machine.
Removing a stain on your carpet
Take 1 tablespoon of Borax and stir into approximately a half litre of luke warm water. Be sure to measure carefully as Borax is a powerful cleaning agent that may leave a mark if you don't dilute it properly.
Use a sponge to apply the Borax solution to the stain.
Try not to get the stain too wet as it should be allowed to dry and eventually lift out.

Why outsourcing your housekeeping can be beneficial?

Although the housekeeping department in the hotel industry is the largest and an essential service, GM's need not to spend most of their time on this function. Hanover Cleaning Services allows hotel managers and owners to focus on their main objective - growing your business! Once our superior service is introduced all the checks and balances come into play. Front desk and maintenance departments become more efficient and your in-house staff can focus on your core service. You will notice maintenance requests and inventory reports filed on time, front desk communication improved. Our service could be the best tool in your business environment.

Staff shift at Nolungile

Site manager Shafwaan Jakoet has replaced Jezile Nkoti with an effective team member that understands the objectives of the approved site standing order. This site was carefully monitored by Shafwaan and PTI manager Mr. Damba and all operational aspects should be adhered to in order to have a clean site. The Hanover team will, however, manage the operation in order to prevent high staff turnover rates in the future.

Nonkgubela under control

The meat-trading area at Nonkgubela have been identified as a sensitive area on the site requiring the co-operation of the vendors and constant corresponce with the PTI manager and Solid Waste. The Solid Waste department is, however, not responsible for their waste but Hanover informed Mr.Adonis of our cleaning strategy. The operation takes whole day on a Wednesday with an extra cleaner using Jeyes Fluid and the potent Medi-Fen. So far, so good.

Amendments to PTI Site Standing Orders

The role of the supervisor on these sites have been reviewed by Randall Skrikker, Central Region co-ordinator of the City of Cape Town. The following duties will need to be performed by our supervisors:

• Manage the staff on site
• Distribute cleaning chemicals
• Administer time and attendance sheets
• Visit all the sites under his/her supervision
• Compile monthly assessments reports for employer
• Ensure that stock is ordered timeously and is managed properly
• Maintain a professional relationship with PTI manager and City Officials
• Report all defect toilets, blockages and cases of vandalism to site manager.  Keep record of reported cases.  Ensure that blocked toilets are cleaned and locked with the necessary signage in place.
• Ensure Contract Manager are at all times aware of problems on site, this must be done via writing.
• Issue instructions received from Council and management in a clear and concise manner and ensure that instructions are carried out in detail
• Report to Facility Manager
• Compile a weekly report
• Scedule weekly meetings

The supervisor will be trained in health and safety and equipped to use all equipment as per manufacturer's requirements.  The supervisor will use a register to ensure that all equipment is safe and that the staff is competent to use the equipment as well as maintaining adequate stock levels of chemicals in a safe environment.  Recommendations will be made to the infrastructure if necessary

Public Toilet Sanitation

The PTI's in the Central and Eastern Region have been carefully managed with a cleaning schedule and nurtured with "touch-ups" to maintain a sanitized facility. Cleaners are advised to use spray bottle with a detergent solution such as Lavender, Wonder Cleaner or Medifen.  The latter being a stronger industrial sanitizer not recommended for household use.  Due to the vast amount of traffic on these facilities floors will need to be cleaned with a strong toilet bowl solution to neutralize the odour and to remove footfall stains and areas outdoors should be treated with a degreaser.  Toilet bowl cleaner  is also a key chemical when deep cleaning takes place and a bleach solution will be used for the continuous touch ups performed by a cleaner permanently stationed at the ablution block. Deo and urinal blocks are supplied to these facilities to make your visit as pleasant and sanitary as possible.

New placement at Canal Walk

A new cleaner was placed by Julie Daniels, a senior managing member, at the up market Amara Group offices at Canal Walk for a half day service.  A basic cleaning service will be rendered namely, office cleaning, windows, vacuuming, kitchen duties and the toilet.  The cleaning schedule has been customized and monitored by the client to suit their needs.

Cleaning Schedule introduced to night shift

The nightshift at Station Deck in Cape Town have been issued with a cleaning schedule in order to cover all the KPI's in the site standing order submitted to the City of Cape Town.  This would ensure that the commuters use a clean ablution block during the early morning peak.  This strategy proved effective during the 2010 World Cup as a short term project. These cleaning schedules should also be introduced into households to ensure that those little tasks do not pile up.  Performing some "touch-ups" in the mornings helps immensely once everybody streams in after a long day at work.  Creating a schedule can be quite daunting, however, the easiest guidelines to follow would be to determine what your daily, weekly, monthly or seasonal tasks are that should be completed.