How does a
cleaning manager cope when a mandatory cut reduces labor hours by 30%? There
is no simple answer. We asked the manager at a major power company.
When
deregulation forced dramatic changes, this manager made his cuts and
successfully maintained his facilities. How did he do it? He used Custodial
Solutions software to perform "What if?" calculations to determine exactly
what to cut. You see he already had a cleaning plan in place. All he had to
do was look at the areas his software demonstrated took the greatest labor
hours. By changing the cleaning procedures in these areas he was able to
meet his 30% reduction.
Naturally it
was not quite as easy as it first appeared. The company's employees had
gotten used to a certain level of cleaning. When they were told that the
trash would be removed every day, but only from central containers and that
they would have to empty all their recycling and trash themselves to those
containers, there was general outrage. However, in time and with the proper
documentation, employees understood. In order to continue to receive the
essential cleaning necessary for good health, the "busy, unskilled tasks"
needed to be performed by others.
Recently, when
upper management complained that they didn't like the new cleaning
procedures, this manager presented the facts. He had two reports showing the
cleaning programs before and after the 30% cut. Management understood the
consequences of their cuts in black and white. Today they are reviewing
these cuts to evaluate whether more staff might really be justified.
This manager
credits Custodial Solutions for his success. No longer can upper management
say to him "We are cutting your staff 30% and we expect the same results."
Now they know the consequences before the cuts are made.
